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Guest blog: Human Resource Planning for Healthcare

The WHO defines HRH (Human resource for health) planning as "the process of estimating the number of persons & the kinds of knowledge, skills, & attitudes they need to achieve predetermined health targets & ultimately health status objectives".

HR planning is a dynamic process, involves 3 stages; stocktaking, forecasting, & designing temporary workforce. In the first stage of stocktaking, recruitment & selection of key types of employees align with strategic business plan to achieve specific targets. The second stage of forecasting is subdivided into two phases, forecasting future people needs (demand forecasting) & forecasting availability of people (supply forecasting). The third & final phase involves flexible strategy to recruit temporary employees as per need assessment & cost-effective benefits.

1. Stock-taking: – The principle is to identify how many people are needed at every level of the organization to achieve business objectives- in line with overall strategic plans – & what kind of knowledge, skills, abilities & other characteristics these people need .

The optimal staffing of modern health services requires many different types of staff. These include; – Hey.

1. Clinical workers – doctors & nurses.

2. Technical staff for diagnostic services, such as laboratory & radiology, pharmacy staff.

3. Environment health workers, such as health inspectors.

4. Preventive & promotive staff, such as community health workers, administrative staff, etc.

In a healthcare organization, traditional quantitative approach are used to make enumerative judgments based on subjective managers prediction to allocate certain budgets for employee's payroll expenditure & need assessment of key employee potentiating responsive to organizational system & design. Resource allocations are best executed with the help of activity based cost management, that controls cost & labor required for specific job / event & reduce wastage.

For example: Comparative rates of healthcare activity: –

Inpatient care bed days per capita

Acute care bed days per capita

Acute care staff ratio – staff per bed

Acute care nurses ratio – staff per bed

Inpatient admissions per 1000 population

Acute care admissions per 1000 population

Doctors consultation's per capita.

The types of health staff in a particular country are dictated by the kinds of health services provided & level of technology available.

For example: –

Nature of health organization: primary, secondary, & tertiary.

Types of sector: public, private, non-profit funded organization.

Infrastructure: size of the hospital (200 beds, 400 beds, 1000 beds).

General (multispecialty) or specific care providers (cardiovascular, cancer).

2. Forecasting: –

Demand forecasting: – Planning for the medical workforce is complex & determined by relatively mechanistic estimates of demand for medical care. Dr. Thomas L. Hall (1991) proposed 5 generic methods for estimating demand for health care, such as

1. Personnel to population ratio method: – This method calculates ratio of number of health

Personnel as compared with the population count. However, with inappropriate data available, it has serious limitations, such as it is only applicable with acceptable health conditions, a stable health sector, & a limited capacity for planning.

2. The health-needs method: -This method requires & translates expert opinion about people's health needs to staff requirements. Health needs are derived from the determination of disease specific mortality & morbidity rates. The staff requirements are evaluated from the norms for the number, kind, frequency, & quality of services, & staffing standards that convert the services into time requirements by a certain category of health workers to perform the services. This method initiates the need for sophisticated data system & survey capabilities, & a high level of planning expertise which are not readily available.

3. The service -demands method: -This method accounts the numbers & kinds of health services people will use at an anticipated cost of obtaining them, rather than their professionally determined need for such services. This specifically provides data about economical regression pertaining to utilization of private healthcare sector as compared to government funded health sector.

4. The managed healthcare system's method: – The managed health care system's entails a known client population who would have reasonably good access to health amenities. But flexible socio-political trends & economical recession influence healthcare reform policies.

Supply forecasting: –

Forecasting HR supply involves using information from the internal & external labor market. The calculation of staff turnover & workforce stability indices measures internal supply for HR Planning. External labor market gives detailed spectrum on tightness of supply, demographic factors, & social / geographic aspects.

Internal supply: – The evaluation of the gross number of people needed for a specific job & arrange for other provisions of HR processes, such as training & developmental programs, transfer & promotion policies, retirement, career planning, & others have crucial importance in maintaining constant supply of HR in an organization.

1. Stock & flow model: – This model follow the employee's path through the organization over time, & attempt to predict how many employees are needed & in which part of the organization.

a) Wastage analysis; – This analysis refers to the rate at which people leave the organization, or represents the turnover index.

The number of people leaving in a specific period

Wastage analysis = x 100

The average number employed in the same period

b) Stability analysis (Bowey, 1974): – This method is useful in analyzing the extent of wastage in terms of length of service.

Total length of service of manpower employed at the time of analysis

Stability analysis = x 100

Total possible length of service had there been no manpower wastage

2. Replacement Charts: – Replacement chart is a list of employee's for promotion, selected upon the opinions & recommendations of higher ranking people (Mello, 2005). Some replacement charts are more systematic showing skills, abilities, competences, & experience levels of an employee.

3. Succession Planning: – An aging workforce & an emerging "Baby boom" retirement waves are driving the need for new management process known as succession planning that involves analyzing & forecasting the talent potentials to execute business strategy.

Will Powley, senior consulting manager for GE Healthcare's performance solutions group says, that the first step in effective succession planning is a quarterly talent review that begins with an examination of the hospital or health system's organizational chart.

In a 2008 White Paper on succession planning, GE Healthcare identified a few best practices for healthcare for succession planning:

1. Identify & develop talent at all levels

2. Assess top performer's talent rigorously & repeatedly

3. Link talent management closely with external recruiting

4. Keep senior management actively involved

5. Emphasize on-the-job leadership & customized employee development

6. Create systematic talent reviews & follow-up plans

7. Maintain dialogue with potential future leaders.

External supply: – HR managers use outside information, such as statistics concerning the labor market from the organization & external labor market, in other words external & internal statistics.

External statistics: – Graduate profile

Unemployment rates

Skill levels

Age profile

Graduate profile: – There is substantial public sector regulation of all health care markets, & entry to labor market is highly constrained by licensing & professional regulations.

Unemployment rates: – There is lack of economic principles, the role of incentives is largely ignored & supply elasticity in the labor market is mostly unknown & poorly researched.

Skill levels: – Higher education (specialization & super-specialization) are proportionally restricted to limited seats of admission governed by medical regulatory bodies.

Age profile: – The organizational charts of recruitment gives details of rates of recruitment, retention, return & early retirement of employee's, which helps to enumerate future vacancy rates, shortages, & need for replacement.

Internal statistics: – Demographic profile

Geographic distribution

Demographic profile: – Demographic changes (eg the number of young people entering the labor force) affect the external supply of labor. Age composition of workforce will force to review recruitment policies. The trend of increasing proportion of women in employment has lead to progressive development of both organization & country.

Geographic distribution: – The attraction of workforce to urban areas are influence by following reasons; employment opportunity, access to facilities – transportation & technology, & others.

3. Temporary workforce planning: –

Herer & Harel (1998) classifies temporary workers as: temporary employee's, contract employees, consultants, leased employees, & outsourcing.

High social costs has initiated work sharing strategy which are flexible & provides more benefits, such as

1. Part- time temporary workers numbers & hours can be adapted easily with low maintenance cost to meet organizational needs,

2. Employees possessing appropriate / specialized skills benefits functional areas within & outside the organization.

3. No responsibility for exclusive benefit enrollments, such as job security, pension plan, insurance coverage, etc.

In today's work environment, outsourcing can be added as a temporary worker planning technique. Outsourcing requirement is assessed & evaluated on cost & benefit decision. Ambulatory services, pathological or diagnostic testing services, laundry, catering, billing, medical transcription, & others are most commonly outsourcing services promoted in healthcare organization.



Source by Vidya Sankanna

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Guest blog: Employee Motivation – 10 Tips to Boost Job Performance

Increase Employee Performance by Harnessing the Power of Motivation

Employee motivation and productivity can be enhanced and improved by creating a work environment that maximizes the factors that affect performance. These factors are simple to understand, easy to measure, and can add tremendous value to any organization that is willing to implement them. Use these 10 tips to make sure that your employees are energized and inspired to produce the best results possible.

1. Interesting Work

Intrinsic motivation comes from the shear joy and pleasure of doing a task. When you read a great book, no one has to pay for each page you read. It is a pleasure to learn how the story unfolds and watch the plot develop. It is the same way with employee motivation. To maximize employee performance, find out what employees like about their jobs and then try to add more tasks that align with their own natural interests and talents.

2. Appreciation & Recognition

William James said, “The deepest desire in human nature is to be appreciated.” It does not matter how much you pay someone, everyone want to know that their efforts are being seen and appreciated, especially by their manager. Don’t just send them a thank you e-mail – that just means you care enough to hit the “Enter” key. If you really want to thank someone buy them a real “Thank You” card and describe how their behavior and performance has added value to the team and organization. Make it a point to catch people doing things right and they will inevitably do things right more often.

3. Feeling Involved In the Work Process

Research shows that when people get to participate in creating a system or process, they are much more likely to follow it than one simply imposed upon them by an outside expert. Recognize that the people doing the job have the knowledge of how things can be done better, faster, and cheaper. If you want them to tell you, then make it easy for them to offer suggestions and reward employees who contribute ideas that add value to the bottom line.

4. Achievement

Napoleon once remarked, “It is amazing how willing men are to risk their lives for a little bit of tin and ribbon to wear upon their chest.” Awards and prizes can serve as a great motivator to harness the power of healthy competition. It is always better to use rewards that are meaningful and inspiring. When an employee exceeds your expectations, then make sure you recognize their achievement. On the day someone retires, they will pack up these awards and prizes to serve as fond reminders of a wonderful career.

5. Job Security

If everybody had what it takes to be an entrepreneur, then there would be no General Electric or Toyota and we would all be buying products from artisans and craftworkers. Thankfully, many people prefer to be part of a large organization and can be more productive when they get to focus on doing their job instead of worrying about developing a business plan or marketing strategy. Telling people that they are lucky to have a job creates an atmosphere of fear and worry that decreases job performance. Instead, tell your employees that the company is lucky to have such a skilled and committed workforce and people will take pride in their work and their company.

6. Increased Responsibility

We all know that some employees lack ambition and have no desire to advance on the job, but the vast majority of workers want a chance to take on more responsibility and add more value to the organization. Always be aware of opportunities for training that will equip your employees with the skills and tools they will need to advance in their career. Always try to fill open positions with internal applicants before looking for an outside candidate. This will create a culture of career development and preserve institutional memory and organizational knowledge so that it can be transferred to rising employees as they advance in their own career.

7. Good Wages

Robert Bosch, founder of the world’s largest automobile parts supplier, said, “I do not pay good wages because I have a lot of money; I have a lot of money because I pay good wages.” If you want motivated, high productive employees you have to pay such people according to their ability and performance. Good employees are motivated by more than just good wages, but never allow low wages to be the wedge a competitor can use to steal away your best people.

8. Good Working Conditions

If you want to get the most out of people you need to create an environment that facilitates success. At the minimum, you must offer a safe, clean, and sanitary work site. To get the most out of employees, help them take pride in their workspace, even if it is only a cubicle or workstation. Allow people to personalize their own work sites with photos or small trinkets so they will feel like they have a place that belongs solely to them.

9. Being Part of a Team

Being part of a dysfunctional team is an emotionally draining experience that results in low morale, low productivity, and high turnover. The great coach, Vince Lombardi, once remarked, “Individual commitment to a group effort — that is what makes a team work, a company work, a society work, a civilization work.” We are all social beings and we all want to be part of a healthy team where we can give and receive support, help, and encouragement. Organizations can harness this natural human desire by aligning employee efforts to achieve goals that are mutually beneficial to both the organization and its employees.

10. Help with Personal Problems

How many times have you heard about a bad boss who told their employees to leave their problems at the door so they could focus on their job? Unfortunately, they probably left their motivation and productivity at the door as well. Smart managers know that it is not their job to be a counselor or therapist, but it is there job to recognize when one of their employees is having personal problems that are affecting their job performance. They need to have open lines of honest communication so that employees can feel encouraged to ask for help and then be directed to their Human Resources Department or their Employee Assistance Programs.



Source by Thomas Haizlip

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Guest blog: Indian Labor Laws – Part 2 – Termination of Employee For Misconduct

This is my second article in the series of employment and termination of employees by Indian corporations. My earlier article dealt with the issue as to whether a software development and IT enabled company qualify as an 'industrial establishment' within the meaning of the Industrial Disputes Act, 1957, ("IDA") and can such a company follow the 'hire and fire 'policy for termination of services necessitated for reasons other than misconduct of employee without compliance of the IDA. The present article deals with a situation where the termination of services is necessitated due to misconduct of an employee and the procedural compartment required under Indian labor laws.

For the purpose of clarity let us take a hypothetical situation where the services of an employee say one Mr. Shyam Nagpal have been terminated by an IT company with immediate effect for misconduct and the Company now wants to understand the legal consequences of such termination.

Mr. Nagpal was engaged in software development and was officiating as a "Group Leader". As a Group Leader, Mr. Nagpal was responsible for monitoring and regulating the work of two to three associates in his team in addition to provision of software development services. Mr. Nagpal's performance for the first one year of service was above average but his performance deteriorated thereafter and he often reported late for work. Considering Mr. Nagpal's lack-luster performance and due to the company's decision to downsize its work force, Mr. Nagpal's services were terminated with immediate effect with one month salary in lieu thereof. The Company soon realized that it has failed to undertake proper steps to dispense of Mr. Nagpal's services and is assessing its implication and exposure under law.

Assessment

The validity of Mr. Nagpal's termination and consequences thereof under Indian laws would be largely determined by the crucial question whether Mr. Nagpal was a 'workman' within the definition of IDA.

An employee is termed as a workman if he is employed to do any manual, unskilled, skilled, technical, operational, clerical or supervisory work for hire or reward. A person who is employed mainly in a managerial or administrative capacity, or who being employed in a supervisory capacity draws wages exceeding Rs. 1600 / – per month or exercises functions mainly of a managerial nature is excluded from the definition of a workmen. Supervisor means an individual having authority, in the interest of the employer, to hire, transfer, suspend, lay off, recall, promote, discharge, assign, reward or discipline other employees or responsibility to direct them or to adjust their grievances or effectively to recommend such action and in exercising such authority he uses of independent judgment. In nutshell, a supervisor is one having authority over others, to superintend and direct.

Indian Labor Tribunals and Civil Courts have considered the actual and predominant duties discharged by an employee and remuneration received by such an employee as the basis to determine classification under "workman" or "non-workman" category and held that mere managerial or administrative designations are not conclusive of the status of any employee as "non-workman".

The Supreme Court of India has repeatedly held that it is the principal duties being performed by an employee which is to be considered for the purposes of determining the real status of the employee namely, whether such an employee has been discharging administrative, managerial or supervisory work . An employee may at times be required to perform managerial, supervisory or administrative work, but such occasional performance by itself does not determine the real status of the employee and it is the principal or major duty performed by the employee that determines the employee's real status and whether or not the concerned employee is a workman under the IDA.

Consequently, whether Mr. Nagpal, who presumably was not exercising managerial or administrative function, was employed in a supervisory capacity as a Group Leader or for technical / software development work, would depend on whether the main and principal duties carried out by him were:

(a) those of a supervisory character ie, he had powers to give directions to the others as to the actual manner in which they were to perform and carry out their duties and scrutinize the work done by others in order to ensure that it was being done properly, or
(b) of a nature carried out by a software developer.

If Mr. Nagpal was mainly doing supervisory work, but incidentally or for a fraction of the time, also did some software development work, then he was employed in supervisory capacity and would not be a workman under the IDA. Conversely, if the main work done was of software development, the mere fact that some supervisory duties were also carried out incidentally or as a small fraction of the work done by Mr. Nagpal will not convert his employment as a skilled workman into one in supervisory capacity.

Considering the nature of work performed by Mr. Nagpal was primarily of a software development and not supervisory, Mr. Nagpal would be classified as "workman" in terms of IDA.

In terms of IDA, an employee in workman category who has been in continuous service for at least one year cannot be terminated at will of the employer unless the employee is dismissed by way of disciplinary action or as a result of non-renewal of contract of employment, or terminated on ground of continued ill health, etc. Termination for any other reason whatsoever including termination of service on ground of reduction in volume of business amounts to retrenchment and the IDA prescribes detailed procedure for retrenchment of a workman including compliance with last to come first to go rule, notice, payment of prescribed compensation, ie, 15 days average pay for every completed year of continuous service, filings / prior approvals from the government, if required, etc.

For termination of services on disciplinary grounds, the procedure for dismissal of an employee (who is classified as "workman" under IDA) on account of misconduct and / or indiscipline (which should be normally incorporated into the Employee Handbook of a company) would need to be in terms of broad principles of natural justice, the IDA and guidelines evolved from various court decisions as follows:

(i) issue a charge sheet;
(ii) hold a domestic investigation;
(iii) peruse the report of the enquiry officer;
(iv) issue show cause notice to the employee; and
(v) issue order of punishment.

In view of the foregoing, termination of Mr. Nagpal's services for misconduct without following the principles of natural justice viz. sending notice, enquiry, providing opportunity of defense to the employee may be open to challenge. Contravention of the provisions of the IDA renders the company's directors, manager, secretary, agent or other officer concerned with management liable for the prosecution and penalties if it is proved that the offence (s) was committed with knowledge or consent and would entitle the terminated employee to raise dispute before the labor court and seek reinstatement of services with back wages.

Remedies

To minimize the exposure arising from termination of Mr. Nagpal's services for misconduct without following the procedure prescribed under IDA, it is advisable for the company to undertake the following:

(i) The Company should immediately clear and pay all pending dues of Mr. Nagpal including gratuity as per the Payment of Gratuity Act, 1972, if applicable, at the earliest.
(ii) The Company should maintain adequate supporting evidence to show Mr. Nagpal's poor performance at work. The Company's notices / reminders to Mr. Nagpal to improve his work and productivity should also be part of this paperwork.

To minimize employee related disputes and grievance, it is advisable to be guided by the rules and guidelines stated in the Employee Hand Book and exercising due precaution and adherence to the termination related procedure prior to discharge of employees for misconduct.



Source by Seema Jhingan

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Guest blog: The Top Seven Causes Of Workplace Stress And Fifteen Ways To Get Rid Of Them

Anyone who has ever worked knows that stress is part of the workplace. Stress in itself is not bad, in fact, we can’t live without it. Applying the correct amount of stress hardens our muscles, sharpens our minds, and strengthens our spirits. It is when we move from this “good” type of stress into distress that things begin to go wrong. The fact is, most people who work are feeling pressure from things going on both inside the workplace and outside the workplace. Let’s explore…

There are seven common stressors that effect how people feel about the workplace:

1. Being out of sync with one’s career values

2. Consistently applying burn out skills rather than motivated skills

3. Being delegated responsibility without authority

4. Being expected to produce more work with fewer resources

5. Job and career uncertainty and insecurity

6. The pace of change

7. Balancing family and work obligations

A combination of some or all of these seven stressors is the root cause of most, if not all, stress in the workplace. The indicators pointed out by many workplace surveys (working harder, feeling overwhelmed, work/life time priorities, irritability and frustration, zoning out with TV, feelings of helplessness, etc.) can be viewed as symptoms of these underlying root causes. Stress can be manifested by something as benign as someone having a tiff with a coworker to something as tragic as a disgruntled worker harming others. Following is a brief overview of each of the seven workplace stressors.

1. Being Out Of Sync With One’s Career Values

Put simply, career values are the personal principles or standards that govern our behavior in the workplace and that are important in our overall career decisions. Examples include job flexibility, time freedom, preferring either a fast- or slow-paced work setting, working alone, working with others, helping society, monetary reward, job stability, and so on. It is important that workers narrow down and define their 5 to 10 core career values. These core career values then become decision making and assessment points for people to measure and see if where they are working and what they are doing at work is in sync with their values. It is when someone is not in sync with her values that stress occurs. For example, if Jane’s top career value is work/life balance, but she is spending 80 hour per week at work, has not taken a family vacation in two years, and consistently misses her children’s school events; she has a values clash and stress occurs. The more she works, the greater the stress.

2. Consistently Applying “Burn Out” Skills Rather Than Motivated Skills

Skills are what people bring to the table to get work done. Budgeting, supervising, editing, computer programming, training, designing websites, etc., are examples of skills.

Motivated skills are the things that a person does well and likes to do. Burns out skills are the things a person does well but does not like to do. If someone is constantly applying his or her burn out skills rather than his or her motivated skills on the job, performance will begin to decrease, motivation is lost, and eventually “burn out” occurs.

Why don’t people always use and apply their motivated skills in the workplace? Most companies have a performance management system or performance appraisal process. It is in these systems and processes that motivated skills can be sabotaged. For example:

Sam, an account manager in a healthcare organization, has always been good at working with people, getting others to buy into his ideas, and documenting his work results. He completes a motivated skills assessment and learns that his main motivated skills (what he likes to do very much and is very good at doing) are employee training, sales, and writing. His burn out skills (what he is very good at doing but does not like to do) turn out to be planning and budgeting. His supervisor invites him to the annual appraisal meeting and the following conversation ensues:

Supervisor: “Sam, you did such a great job on the budget last year that this year instead of having you just do the planning and budgeting for our department, I’m going to ask that you do the planning and budgeting for the entire company. Again, you were so thorough and did such a great job that I think you should be rewarded.”

Sam: (Afraid to appear ungrateful and possibly jeopardize his job). “Well, thanks, but I…”

Supervisor: “Now don’t worry. I know working on the company-wide budget is going to take a lot of time. As such, I am revamping your account manager position and taking all of your training, sales, and report writing tasks off your plate. That should free you up to work strictly on planning and budgeting.”

Unless Sam speaks up and finds a positive way to negotiate himself back to what he likes to do and is good at doing, he will experience burn out, usually sooner rather than later. This burn out will lead to decreased motivation, which leads to less productivity, which leads to poor performance appraisals, and ultimately could result in Sam losing his job.

3. Being Delegated Responsibility Without Authority

This is a classic stress builder and is occurring more and more in organizations. Many people, especially those who have been with the company for a period of time, become taken for granted. Because they are always there and always willing to pitch in, it is often assumed that they will take on more and more work and responsibility. In essence, this creates a vicious cycle – as soon as one task or project is completed, it is assumed these loyal people will take on the next one with no consideration of their own time or motivational needs.

Because of the fast pace in most businesses these days, it is a common flaw that this work is assigned with no real structure in place as to who has the authority to carry it out – kind of a “just do it and don’t ask too many questions” approach. People in this position are often under self-imposed stress and end up working longer hours than many others in the organization, including the people who do the delegating.

4. Being Expected To Produce More Work With Fewer Resources And For Less Rewards

As managers are being asked to do more with less, they in turn pass this along to their work groups. This creates a see-saw of stress that bounces up and down the organizational chain. It is assumed that people will not push back on either of these points because it is an “employer’s market.” That is, there are more people looking for good jobs than there are good jobs available and the added stress of job security is imposed (more on this later.)

Along with the challenge of doing more with less, many employee benefits and/or reward programs are being “revised” or cut back. For example, many companies no longer carry over unused vacation from one year to the next…if you don’t use it you lose it. The irony being that it is harder to take time off because there is so much work to do and if a person does take a week’s vacation, the amount of work that piles up while out of the office kicks the stress drive into high gear once she returns to work. As such, many people don’t take a true vacation but take work with them or come into the office during vacation times just to keep the work from piling up too high. Holiday shutdown between Christmas and New Year’s is also being scaled back by many organizations. Promotions are tougher to attain. Some employers are even tampering with maternity leave by proposing a variety of flexible work schedules to dissuade employees from even taking leave. These “incentives” include items such as telecommuting, part-time hours, working during off hours, etc. Finally, there’s often a perception by workers that if they don’t play ball they will be “encouraged” to move on and find a different position.

5. Job And Career Uncertainty And Insecurity

It’s a fact: Most people in the workplace will have five to seven career changes over the course of their work lives. Some of these changes will be by choice, while others will be due to economic, business-related decisions, and other non-controllable factors. The fact remains, these changes are going to occur whether workers believe it or not, want them or not, or are ready for them or not.

Why so many career changes? It used to be that a person could go to work for a company and stay with the company for 30 or 40 years. If he or she was loyal to the company and did certain things in a certain way the company would take care of him or her. After a lifetime of employment the person would retire with a nice pension and a gold watch.

This type of informal employer-employee contract began to disappear in the 1980’s. From the early 1980’s through the mid-1990’s massive and unprecedented layoffs occurred (often in the name of the “bottom line”). Job security as we once knew it became a relic of the past. Today it’s all about becoming career self-reliant. The informal contract has changed to

“…we (the company) will give you the necessary resources (such as training and job aids) to do your job, but it is up to you (the employee) to determine where you want to go and what you want to do within this framework. Furthermore, there is no obligation on our part to ensure your job security – it’s up to you, the employee, to keep your skills sharp, your knowledge keen, and your career goals updated. Oh, but by the way, we expect you to work 45-60 hours per week, not say bad things about the company, and thank your lucky stars that you even have a job.”

This change in the informal employer-employee contract has snuck up on most workers and many still don’t realize this transition is occurring. In fact, the current workforce, those people aged 22 to 65 years, is the transitional generation of workers. What this means in terms of stress is that when many people (especially those between 30 and 65 years old) entered the workforce, they had an expectation of the way it used to work: That if one entered the workforce and was loyal to the company that the company would take care of her or him. After all, that’s what they heard from their parents and grandparents: “Get a good secure job, preferably with benefits, and things will be OK.” However, the reality has changed and people become confused and often fall into a survival mode of operation. They become afraid to challenge the status quo and question decisions made by the company decision makers (such as cutting vacation and other benefits, having more and more work piled on them, and being delegated more responsibility without the adequate level of authority to carry out the necessary tasks.)

6. The Accelerating Pace Of Change

Business decisions, technology, markets, and the economy – all seem to be changing at the speed of light. One day the company decides it is going to ramp up to provide product or service “A” and the next day switches to product or service “Z”. Workers invest time and energy to learn a new email program and 2 months later are asked to drop that one and learn a different one. Markets and the economy ebb and flow and the company reacts or even overreacts, setting off huge ripples of chaos and uncertainty within the organization.

These are things that managers and employees deal with on a daily basis. Over time, if a person does not learn to go with the flow of change, she or he will become overwhelmed when even the slightest change occurs. When someone reaches this point, something as simple as the company letterhead changing can be the straw that breaks the camel’s back.

7. Balancing Family And Work Obligations

There are two key family issues facing many in today’s workplace, 1) child care, and/or 2) elder care. This at a time when society, in the form of peer pressure and media advertising, continues to set the expectation that today’s worker should be able to do it all: Look great, be full of enthusiasm, have a great career, keep the home fires burning by taking care of children and/or parents, handle the pets, make over the spare bedroom, plan a fabulous vacation, the list goes on. It is worth mentioning that this sample list of perceived expectations was taken directly from just one evening of watching TV and noting commercials, sitcoms, and reality shows occurring during primetime. All these expectations foisted upon working folks in just a couple of hours. The question is, what message is this sending to workers and how are they dealing with it?

This constant effort of trying to be the perfect mom or dad, the perfect partner, the perfect worker, have the perfect body, drive the perfect vehicle and so on, is really taking a toll on workers and adding to the pile up of stress.

Summary Of Workplace Stressors

As you can see, the seven stressors mentioned overlap and integrate in such a way that it is no wonder that today’s workforce is becoming more and more stressed, apathetic, tired, and burned out. Being expected to do more with less, not having opportunities to recognize and apply their career values and motivated skills, having more responsibility heaped upon them without the necessary levels of authority to carry out the responsibility, and the constant nagging worry of keeping their jobs is a huge challenge for today’s workers.

Here’s The Good News: Fifteen Ways To Get Rid Of Workplace Stress

Although the stressors outlined above are real, it is always a good idea for people to assess how much reality versus perception we have in their individual situations. As such, take a few minutes to ask yourself the following questions and to really think hard about if you have more power than you may think to change at least some of your situations for the better:

1. Am I bringing any of this on myself?

2. Are there things I can be doing to improve the situation?

3. Am I blaming someone or something else (my partner, my company, my children, traffic, etc.) for the degree of happiness I am attaining or not attaining in my life?

4. Am I actually taking control of what I can control and accepting what I cannot control?

5. Have I lulled myself into a false sense that my work and my non-work lives are beyond my capabilities to handle – am I copping out?

6. Do I know what my career values and motivated skills are? If not, how can I find out?

7. If I am unhappy with my work situation, what is my short-term action plan to transition to something better? Who controls this decision?

8. What are my long-term career action plans?

9. Am I being as time efficient as I can? Am I looking for ways to integrate tasks and projects?

10. Am I focusing on what needs to get done so that I don’t have to take work home?

11. Can I form a support group (possibly made up of trusted coworkers, friends, clergy, etc.) where I can safely share my concerns, vent my anger, and deal with non-productive emotions?

12. Am I a Type-A workaholic? If so, can I admit it and ask for help?

13. Do I use work as a convenient excuse to not deal with other facets of my life? (Primary relationship, self image, weight challenges, etc.)

14. What would it take for me to turn off the TV two nights per week and do something more energetic or socially responsible?

15. Are my tears and frustration at work really a symptom of something else going on in my life?



Source by Dan Strakal

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Guest blog: How You Should Show Computer Training On Your Resume!

In a world where job security is no longer guaranteed many people are now realizing how important it is to have an up to date resume. Gone are the days where you work for one employer for 30 years, now it's a dog eat dog world and at anytime, anyone of us could find ourselves out on the street looking for work. As an employer I realize just how difficult it can be to keep your employees job safe in such an uncertain world when you can have a customer go broke and not pay you hundreds of thousands of dollars. None of us are really safe, even employers can find themselves looking for a job.

Nevertheless one of the key things that I say to all of my team is that you must take every opportunity that is presented to you. For example, if an employer offers you to do some training, take it with open arms because you never know when you might be offered it, even if you have to do it after hours. It amazes me in this day and age how some people knock back doing training simply because they are too lazy. I know dealing with the Defense forces in Australia, many ex-soldiers are offered the opportunity to retrain prior to leaving the service but it amazes me that many of them do not take the opportunity to use the training money allocated to them.

So why is this important …

Well employers today have many people to choose from in the job market and getting noticed in a crowded market can be difficult but not just for the candidates, also for employers as well. As an employer, I often find it really difficult to know a persons skills level just from their resume. The current rule of thumb being bandied around the employment agencies is that your resume should only be 2 pages to 3 pages long. Well one of the things I have found is that it is all well and good for the employment agencies to recommend only 2 to 3 pages but as an employer it doesn't help me when I am trying to differentiate one potential employee to another.

One of the other things many agencies tell you is to only put a summary of your training or computer training into your resume. Well let me blunt with you, you are selling yourself short if you do this. One of the things I have learnt over the last five years in building my computer training company is that not all training companies are the same and not all training from these companies are the same. Plus, employers want to see who you have been trained by, how long ago you did your training and any qualifications that you may have from this training.

This opens up an important issue at this point. When you undertake computer training in today's marketplace, you will often simply do courses where you receive a Certificate of Attendance. For example, you might have been sent by your employer to do a Microsoft Word 2003 Level 1 day course. Now as this course is simply a one day course and you don't get a certification from the course you will simply get a certificate of attendance. So, one important key issue you must address when writing your resume is to clearly differentiate your certification to your training courses.

In the computer industry, there are many different certifications available for example, as an IT Professional you could undertake the following certifications –

Microsoft Certified Systems Engineer Certification (Also known as the MCSE)

Microsoft Certified Systems Administrator Certification (Also know as the MCSA)

Microsoft Certified Database Administrator Certification (Also known as the MCDBA)

CISCO Systems Engineer

Now if you are like most people, you will have no interest in IT Professional Certifications but there are in fact non-IT Certifications available as well such as the Microsoft Office Specialist Certification.

So how do we show these in a resume …

When you are developing your resume it is always important to show both your Certifications and the computer training you have done. Always show your Certifications first and then the training you have attended. The reason for doing this is that your Certifications hold more weight then the training on its own. Also, as you put your certifications in always make sure you put down when you actually achieved the certification as well.

For example I would document my qualifications in this way –

Professional Certifications –

30 July 2006 Microsoft Office 2003 Specialist Master Instructor

15 June 2005 Microsoft Certified Desktop Support Technician

Professional Certification Exams –

7 July 2006 Microsoft Outlook 2003 Core Exam

6 July 2006 Microsoft Access 2003 Core Exam

5 July 2006 Microsoft PowerPoint 2003 Core Exam

4 July 2006 Microsoft Excel 2003 Expert Exam

3 July 2006 Microsoft Excel 2003 Core Exam

2 July 2006 Microsoft Word 2003 Expert Exam

1 July 2006 Microsoft Word 2003 Core Exam

12 February 2005 Exam 70-271: Supporting Users and Troubleshooting a Microsoft Windows XP Operating System

10 February 2005 Exam 70-272: Supporting Users and Troubleshooting Desktop Applications on a Microsoft Windows XP Operating System

Professional Training –

29 May 2005 Microsoft Word 2003 Level 1 (One-on-One Personal Computer Training)

26 May 2005 Microsoft Excel 2003 Level 2 (One-on-One Personal Computer Training)

22 – 25 May 2005 Microsoft Certified Desktop Support Technician
(One-on-One Personal Computer Training)

One of the other things you need to consider when writing your resume is to make sure that if one of your professional certifications comes with a logo that you use it in your resume. The reason for that is that the qualification will jump out at the reader. For example if you are a Microsoft Certified Systems Engineer and your logo is the first thing they see, the employer is more likely to put your resume on the pile to be considered. One of the things I have found from my own experience is that employers inherently hate having to go through the hiring process so the easier you make it for them to notice you are qualified the more likely you will get hired. I certainly encourage my students to put their professional Certification Logo's at the start of the resume as close to your name as possible as this is the first item an employer will look at.

When you are entering your certifications and your training you have undertaken into your resume make sure that you locate this information before your employment experience. There is a logical process to this and that is, if employers have defined in the employment advert that you must have say Microsoft Word experience, and your education information is first, then they will be able to tick this off in their check list that you have undertake Microsoft Word training.

See employers are looking for two things and they are –

1. Most employers prefer people who have had formal training or have some sort of certificate or certification

2. Employers also like to see that you have had experience using the application.

If you have had formal training and you have that showing first, then you will be noticed much more quickly. The other advantage in presenting your computer certifications first and then your training we are saying to the employer, look I am a certified person and these people say so plus I have had formal training.

One of the last items you must consider when creating your resume is to ensure that you demonstrate in each job how you used your qualification or skills you learnt during the training in the job. For example, if the employer requests in the employment advert and says that you must have Advanced Microsoft Word training you must demonstrate how you have used your training in each job.

If an employer says to me that I want someone who has Advanced Microsoft Word Training I would expect that person would have some of these skills –

1. Be able to do a mail merge and filter the records in the mail merge

2. Be able to create a template that somebody can use to fill in information using the form objects

3. Be able to use fields and know the shortcuts for creating, editing and manipulating fields

4. Be able to use tables and format the tables

5. Be able to Track Changes in a document and Merge various versions of a document

So, when you write employment history component of your resume you should be showing how you actually did some of those tasks in your day-to-day job. Keep in mind employers are not expecting that you will be doing this everyday, but you must clearly demonstrate where you have done this in the past.

One of the other key things to remember is that when you have undertaken computer training in the past, your trainers should have reinforced the fact that you should know your key terminology and shortcuts. If you know your key terminology then you should be using that terminology in your resume to demonstrate you understand the requirements of the job. If you do not use this terminology in your resume then employers will not be able to ascertain just what your true comprehension level really is.

The bottom line is this. Your resume is your advertisement to an employer that says, this is why you should hire me and what is in it for the employer if they hire you and if you do not sell yourself then why should they hire you. Remember one thing, if an employer is going to hire you, they are investing in you as a business. Just think, if the employer hires you for the next ten years and the job is worth $ 50,000 a year, you as an employee will earn $ 500,000. Which means the employer when he hires you is investing $ 500,000. Are you really worth $ 500,000? If you are then prove to the employer that you are.

Too often I hear people complaining that they cannot get work. Ninety percent of the time, it is simply because the person complaining is not selling themselves effectively to the employer and in many cases, especially in today's marketplace it is because they are not demonstrating clearly and effectively the computer skills they possess to their prospective employer.



Source by Chris Le Roy

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Guest blog: Managing Change in the Workplace – A Practical Guide by Leslie Allan

If you are interested in change management you probably, like me, have a dozen or more books on your bookshelf, each on one particular dimension of the change management process and none addressing the whole process. You also know you’ll probably buy the next highly acclaimed one to be published as you search for that elusive “answer” that will produce the desired outcomes from your change management initiatives.

This is why Leslie Allan’s book is such a gift to executives, leaders, managers and supervisors who want to initiate a change process in their organizations. It’s a complete guide and true to its subtitle a very practical guide.

How often have you heard the comment: Change doesn’t work? True, it doesn’t for many people and organizations. It doesn’t because change management initiatives are often poorly conceived, planned and implemented. It is important to note at the outset that Leslie Allan believes that for change management initiatives to be successful in organizations they need to be led by the CEO, executives and managers, not HR. So his book outlines a process these people can go through that gives the best guarantee possible that the change they want and need to implement will provide the outcomes they desire.

The book is actually a workbook and that’s why it is so valuable. It takes teams and their leaders through the entire change management process from conception to implementation. It is not, however, the read-chapter-1 and do-chapter-1 and then move-on-to- chapter-2 book. Rather it is a book a change management team, with a commitment to reflective practice, could work through as a group PRIOR to commencing a change process in their organization. This would mean that the leadership team becomes conscious of the possible challenges to the successful implementation of their plan in advance and can address them. In other words, many of the obstacles to success would be addressed BEFORE the process even begins.

This is not, however, a book about slick strategies. At the outset it contextualizes change management which is crucially important for any change management team to do to ensure the integrity of their initiative. This is the part that is often neglected or only superficially addressed and therefore results in a poorly conceived and ultimately failed process. Leslie Allan raises the importance, at the outset, of addressing six contextual issues:

  • forces for the change – what are both the external and internal forces in their country, industry, organization and in the global community?
  • scope of the change – how much of the organization will it encompass or impinge on?
  • objectives of the change – is it about infrastructure, systems, people, structure or culture?
  • duration of the change – is it short, intermediate or long?
  • depth of the change – will it be incremental and linear or transformational and multi-dimensional?
  • direction of the force for change – will it be driven from the top or will it emerge from the front-line workers?

It is Leslie Allan’s six phase, innovatively presented CHANGE process, however, that forms the major part of his book (coloured diagram of this cannot be shown here):

Create tension

Harness support

Articulate goals

Nominate roles

Grow capability

Entrench changes

Each of these phases is addressed in great depth and worksheets are provided for each, allowing people to record and document their ideas and responses as they proceed. While this approach has been presented in a linear fashion so that people can see the process, Leslie Allan makes it very clear that it is not, in practice, a linear process. He makes the point throughout the book that it is people, not machines, that make change happen – or obstruct it – and that those leading the change need to go back and around all the time, re-iterating the vision and repeating the message in a wide variety of ways to gain the support of their people.

In fact, one of the most important chapters for me was the G section on Growing the capability of people. After all this is my area of expertise and interest! Leslie Allan stresses the importance of investing in the organization’s people and their training, taking into consideration their various ways of learning and coming to know and understand, if we want change initiatives to be successful. This fitted well with the emphasis he put on the importance of communication in his H section on Harnessing Support.

One of the great values of this book is that it does address the important planning issues relating to organizational and business objectives. It does address, for example, the performance metrics in change management, but as well it strongly supports the engagement of the organization’s people in the process of change and offers much support, ideas and suggestions for how to do that in a way that will ensure the success of the change initiative. It emphasizes the need for those leading the process to not only be technically proficient but to also have highly developed soft skills, those all important people skills, interpersonal and communication skills.

This book is too comprehensive to review in its entirety. It’s a book, however, that I’d recommend to a whole range of professionals and business leaders, not only to those people initiating a change management process. It has excellent sections for project managers, teams leaders and people engaged in training and development, for example. It also has valuable information on the psychology of resistance and how to win people over to new ideas and change, an excellent section on communication, good information on goal setting and a comprehensive section on team building.

While seeing this book as a very valuable book on change management to have on your bookshelf, I’m not promoting it as the magic bullet of change management, because there is nothing magic about change. It is hard work! The book is, however, a very helpful, practical and excellent guide to the change management process. It charts a path to follow; it raises very pertinent questions for consideration; it offers many, many solutions to common problems faced in change management initiatives. The thirteen worksheets it provides to accompany the book mean that, having worked through the book, the readers have a very well-developed draft of a change management process – all in advance of commencement.

Leslie Allan is Managing Director of Business Performance Pty Ltd, a company specializing in creating practical tools and guides that help HR professionals perform their role more effectively. Mr. Allan has been assisting organizations improve their capability for over 20 years. He has contributed in various roles as manager, consultant and trainer within the manufacturing and service industries, both for public and private sector organizations. Mr. Allan has led and been involved in the full gamut of change programs, including training function start ups, strategic planning, new technology implementations, continuous process improvement, building relocation, workplace communications and customer focus initiatives.

Mr. Allan is a prolific writer on business issues, with many journal and web articles to his credit. He is also the author of five books on employee capability, training and change management. Mr. Allan currently serves as Divisional Council Member for the Australian Institute of Training and Development and is a member of the Australian Institute of Management and the American Society for Quality.

More information about this book can be obtained at http://www.businessperform.com/html/managing_change.html.



Source by Dr Maree Harris Ph.D.

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Guest blog: Acetylene and Oxygen Cutting Torch – OSHA Says Oxyfuel Safety is Part of Welding Safety

Two Oxyfuel Safety Horror Stories – and one of them could have been a tragedy.

Story # 1

A worker was returning from a lunch break and preparing to complete his task of cutting a truck u joint with an oxygen acetylene torch.

He turned on the Acetylene valve and then proceeded to open the valve on the oxygen tank. The oxygen regulator exploded which then saturated his shirt with oxygen. His shirt ignited and burn him severely on his torso. The cause of the accident was determined to be Regulator Burnout or RBO caused by the worker not bleeding down the pressures when he left for lunch.

Story # 2

A worker was preparing for July 4th festivities by filling latex gloves with an oxygen and acetylene mixture. His plan was to be the hit of the neighborhood by lighting these latex glove bombs later that night. As he was carrying an armload of the explosive latex balloons, a static spark from the latex rubbing together made them all explode. A burned chest, some permanent hearing loss, and dislodged kidney stones that he wasn't even aware of were the price for stupidity that day. Had they ignited in the trunk of his Camaro, which is where he planned to put them, he would probably not have survived.

Oxyfuel equipment is dangerous.

Story # 1 is understandable but entirely preventable by using known oxyfuel safety principles

Story # 2 is natural selection at work. There is no excuse. And yet I sometimes see YouTube videos of people filling balloons with oxygen and acetylene and I think to myself "Holy Crap, they are all going to Die!"



Source by Jody Collier

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Guest blog: HR Job Analysis by Job Characteristics Model (JCM)

Motivation in the work place can be achieved through both external (compensation) and internal factors. This article focuses on internal factors by analyzing the job characteristics model (JCM) which is one of the aspects in job design. First, the link between JCM and motivation will be discussed. Then, HR job will be analyzed by according to JCM dimensions with suggestions on how to enrich the job.

Job design as motivator

The purpose of job design is to create motivation in the workplace. The approaches to job design, such as JCM, based on the indirect effect on employees’ level of motivation. JCM, introduced by Hackman and Oldham,1976 consists of five dimensions: skill variety, task identity, task significance, autonomy and feedback. The level of each dimension can lead to each critical psychological state. The psychological state will affect the level of personal work and outcome which includes the level of internal work motivation.

Human resource job and JCM

HR job is analyzed below using the five core dimension of JCM. Skill variety is the degree to which the job requires a variety of activities using a variety of skills. HR officers need to perform many activities: training, compensation, employee benefits and labor relation. Therefore, this is a high degree in skill variety. Interpersonal and good listener skill is the most significant for labor relation and solves employee grievances. He or she also needs to have critical thinking to analyze training needs.

Task identity is the degree to which the job requires completion of a whole and identifiable piece of work. HR job is high in task identity since it provides the opportunity to complete the wide range of activities as mentioned.

Task significance is the necessities of the impact on the life or work of other people. HR job has a high degree of this since it directly impacts working life of employees. HR officers need to motivate people to work and create their work-life balance in order to achieve the best of their performance.

Autonomy is the degree of freedom for the individual to schedule his or her work and determine working procedures. Many HR managers stay in headquarter. and hardly visit the plant. Therefore, HR officers at the plant have a high level of autonomy to plan any work and conduct HR activities to achieve the target of company’s HR policies.

Feedback is the degree to which carrying out the work activities required by the job results in the individual obtaining direct and clear information about the effectiveness of performance. Employees provide feedbacks to HR department only whenever they thought there are problems because many of them are reluctant to talk to HR. Some employee provides feedback with unacceptable behaviour which can demotivate HR officers to work.

Creating greater motivation by job enriching

Therefore, HR job appears to be high in every dimension of JCM except feedback. HR job itself can motivate HR officers quite well but not to a very high level since they might not often get any feedback from the people who they work for.

To improve the level of feedback, jobs need to be enriched by job redesign. The action to increase level of feedback is to establish client relationship (employees as clients for this case) and open the feedback channel. The relationship with employees is very important. HR officers should make employees feel comfortable to talk and they should be proactive to approach employee for seeking their feedbacks. Employees will then recognize that HR officers are friendly. Therefore, they will be willing to provide feedbacks all the time. Problems can be solved earlier. Moreover, various feedback channels are necessary. Employees who feel uncomfortable talking to HR can write their feedback and put in a suggestion box. Furthermore, employee satisfaction questionnaires should be always launched to get feedback after implementing every HR activity.

JCM is an approach to job design which aims to motivate employees. Its five dimensions affect critical psychological states and can lead to motivation. In HR job, each level of dimension except feedback is quite high because employees do not often give feedbacks until problems occurred. This could be improved by making employees comfortable to talk and HR officers always need to approach them to get feed backs.



Source by Punlapat Chareonvan

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Guest blog: Offshore Employee Leasing: A Strategic Management Option

Business outsourcing is a widely known compelling strategic management option several companies are adopting nowadays. From small to large scale establishments, they have been using it to continually maintain their stable status in today's overly competitive market. Its emerging power as a business tool is undoubted.

Offshore Outsourcing is a program in which non-core operations are delegated from a company's internal unit to an overseas external supplier. This set-up enables you to focus on your business core competencies. Companies in various parts of the word deploy this program in the purpose of obtaining better profit margins and decreasing overhead costs.

Through the business outsourcing model, you'll be relieved of the usual burdens accompanying the implementation of traditional recruitment processes and staff maintenance.

Having an outsourcing company to rely on gives you the benefit of deferment from several human resources related fees such as non productive administrative costs, government taxes, levies, unemployment insurance costs, in-house training expenses, etc.

There would be no further need to worry about the equipments needed before an employee could begin. Every leased employee has their own table, comfortable working area, computer, efficient internet access, and everything they could possibly need. With just a go signal from you, they could begin right away.

Outsourcing offshore gives you an extended resource pool of skilled personnel. Moreover, you can take advantage of the value of less than par foreign currencies. You will only be paying us a fraction of the cost in comparison to the actual charges of using local manpower resources in your area.

This program enables your company to function more efficiently by having all manpower services you need without worrying about manpower related fees.

Employees' regular in-house trainings and constant progress check are also conducted upon job placement to continually enhance their skills.

Prime Outsourcing, a trustworthy supplier of offshore leased employees and IT related outsourcing services, offers you the best cost and quality edge in today's overly competitive market. Our company currently has a very stable and credible status in the industry, proving it worthy to invest your money and trust unto.

Our objective is to assist several local and multinational enterprises attain their full potential as well as increase their ability to compete.

Our company has the perfect Asian location- Manila, Philippines- the heart of the largest English speaking country in Asia. With this strategic location, you surely will be encountering no difficulties in communicating with our employees. Our people have excellent English verbal and written skills.

Our services have already been globally proven reliable and easily available. You definitely will experience no difficulties in choosing the best employee that will most certainly suit your needs and meet up with your qualifications. Our company features an integrated team of marketing and IT professionals who understand and practice the latest in Information technology. All of them are college graduates with several years of experience in their respective fields. These individuals exhibit professionalism, high competence, flexibility and dedication to excellence.

We will also take the responsibility of recruiting and sourcing highly qualified applicants, in accordance to the requirements that you had specified, that will comprise your staff overseas.

In short, we will be handling almost all of the routine maintenance and development tasks for you. Due to the improved organizational efficiency, you can now give your sole concentration to your company's strategic growth and development.

We have two types of solutions that you could try, depending on the package that would suit your needs most.

The first one is the "dedicated staff package". In this set-up, your leased employee will work for you full time- eight hours a day, six days a week, four weeks a month. There would be no need to worry about conflicting schedules since every employee is flexible to your prescribed time frame.

The other one is the "per project package". Provide us the specific requirements then we'll do the rest for you. We will be arriving at a fixed price after estimating the amount of time and resources involved in your project. Afterwards, a project plan would be presented to you for your approval.

These service packages are available in reasonably low prices, promising you of enormous savings without sacrificing quality.

Services and solutions offered by the company:

oData entry, processing and conversion

oData capture and image scanning

oForms processing services

oTyping and word processing

oWeb research services

oOnline research, survey and catalogs

oMedical transcription

oDocuments and record management

oProgramming

oCreative writing

oAnd much more!

Outsourcing human resources to us gives you all the cost, quality, and time advantages that only Prime Outsourcing could provide. Give us a try and experience our prime quality services. Here at Prime Outsourcing, our primary goal is to provide ultimate customer satisfaction. Feel free to visit our website at: http://www.primeoutsourcing.com/

You absolutely have high dreams for your company, come and make it happen with us!



Source by Megan Bautista

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Guest blog: Resume Writing – Three Words For a Recession Resume

"Resume how to" is all about words: what you say and what you do not say. Here are three powerful resume writing words to impress employers and show you have intelligence and can communicate.

Adapt – This word shows you can be flexible and change with the needs of the employer. The word "adapt" means to change or adjust. Using this word alone (as with most resume words) does not do much. You must show how you are adaptable. (Yes you can use the word in any of the forms: adapt, adapting, adapted, adaptable.)

Stating: "I am adaptable," does not tell an employer anything. Use a specific experience when you were adaptable.
For example:

"Adapted to new tasks and working hours when company laid off seven per cent of work force, which contributed to a profitable year." or "Increased market share 12% by adapting new selling skills and training staff."

In the first example statement you are showing your adaptability. In the second one the word adapting is used to show your flexibility in learning. The business climate can change quickly and employers want adaptable employees.

Devise – This is a great and versatile word that can show your ingenuity. This resume word must also be backed by real accomplishments.

Examples:

"Devised an emergency plan that included off site data storage."
"When layoffs were imminent, devised part-time, flexible work share program to keep valuable employees."
"Improved towing capability by devising chain loop for auto trailer."
"After acquisition of several smaller CPA firms, devised a system to outsource a portion of workload that resulted in an increase in profits"

If you can show how you have devised a system, plan, strategy, device, idea, or principle that benefited a previous employer, you will add to your candidate value.

Insure – Insure is a terrific resume writing word especially for times of recession. Businesses (humans) are motivated by fear and anything or anyone that can provide insurance is welcome.

"Imposed employee safety program to insure minimal labor losses that reduced accidents by 7% in the first year."
"Made weekly contact with all clients to insure satisfaction and that maintained a 99% client retention rate."
"Performed time studies and adjusted work schedules to insure a profitable x-ray unit."

Spending a little extra time resume writing can make all the difference on being chosen for an interview. Match your skills and abilities and accomplishments with these recession power words. Get more resume how to information from the free Resume Dictionary.



Source by Joe Beeswax