The survey found that the current flu season is having less of a negative impact on business operations than the 2009 season. 60% of organizations reported no negative impact this year compared to 33% in 2009. Most organizations are taking steps to prevent the spread of flu such as educating employees, making prevention supplies available, and disinfecting common areas. Free flu vaccines and sending home sick employees were also common practices among surveyed organizations.
This SHRM survey found that most organizations do not have policies addressing office pools. While some policies prohibit gambling involving monetary exchanges, few organizations enforce these policies. The top events for office pools were the Super Bowl and NCAA basketball tournament. HR professionals perceived positive impacts of office pools like relationship building, but some noted increased absences after major events, particularly for male employees after the Super Bowl.
SHRM Survey Findings: Smoking in the Workplaceshrm
Over half of organizations allow smoking in the workplace. Most have formal smoking policies, and many limit the number of daily breaks. Common smoking policies provide wellness information on quitting or impose health premium surcharges for smokers. Since implementing these policies, many report decreased smoking. Vaping policies are also increasing, with most either banning or designating vaping areas. Violations typically result in verbal warnings.
SHRM Poll on Personality Tests for the Hiring and Promotion of Employeesshrm
The majority (82%) of organizations do not use personality tests for hiring or promoting employees. Of the organizations that do use them, they are most commonly used for mid-level managers (56%), executives (45%), and entry-level exempt jobs (43%). Most HR professionals (71%) believe personality tests can be useful for predicting job-related behavior or organizational fit. The majority (56%) of organizations administer personality tests online.
This research sought to determine what types of policies organizations are implementing in regard to political activities in the workplace, particularly as they relate to the 2016 presidential election. The survey also looked at whether organizations encouraged their employees to vote in political elections and whether employees were given time off to vote.
Shrm survey findings using competencies to achieve business unit success finalshrm
SHRM surveyed executives of business units other than HR (e.g., CEO, CFO, Vice President) to learn more about their views of what it takes for leaders to be successful across HR departments and different functional areas such as finance and accounting, sales and marketing, and IT. Specifically, this report focuses on the competencies needed now and in the future, including Business Acumen, Communication, Consultation, Critical Evaluation, Ethical Practice, Global and Cultural Effectiveness, Human Resource Expertise, Leadership and Navigation, and Relationship Management. The report also looks at which competencies are lacking in the labor pools of candidates for HR and other business units, and how to address those competency gaps.
SHRM Survey Findings: Using Social Media for Talent Acquisition—Recruitment a...shrm
SHRM surveyed HR professionals with the job function of employment or recruitment to learn more about organizations’ use of social media for talent acquisition. Specifically, this report focuses on recruitment and screening of job candidates. It also looks at trends over time, comparing the results to data from 2011 and 2013 when possible.
10 Insightful Quotes On Designing A Better Customer ExperienceYuan Wang
In an ever-changing landscape of one digital disruption after another, companies and organisations are looking for new ways to understand their target markets and engage them better. Increasingly they invest in user experience (UX) and customer experience design (CX) capabilities by working with a specialist UX agency or developing their own UX lab. Some UX practitioners are touting leaner and faster ways of developing customer-centric products and services, via methodologies such as guerilla research, rapid prototyping and Agile UX. Others seek innovation and fulfilment by spending more time in research, being more inclusive, and designing for social goods.
Experience is more than just an interface. It is a relationship, as well as a series of touch points between your brand and your customer. Here are our top 10 highlights and takeaways from the recent UX Australia conference to help you transform your customer experience design.
For full article, continue reading at https://yump.com.au/10-ways-supercharge-customer-experience-design/
The document discusses strategies and programs organizations are implementing or planning to implement to reduce the spread of the H1N1 virus in the workplace during the upcoming flu season. The top strategies already being implemented include educating employees on prevention measures, monitoring the virus situation, and making prevention supplies available. Half of organizations plan to send home employees showing symptoms. Most organizations do not plan to modify leave policies, but some plan policies for high-risk groups or extra paid time off. The document provides details on preparedness plans, expected impacts, and demographics of responding organizations.
This SHRM survey found that most organizations do not have policies addressing office pools. While some policies prohibit gambling involving monetary exchanges, few organizations enforce these policies. The top events for office pools were the Super Bowl and NCAA basketball tournament. HR professionals perceived positive impacts of office pools like relationship building, but some noted increased absences after major events, particularly for male employees after the Super Bowl.
SHRM Survey Findings: Smoking in the Workplaceshrm
Over half of organizations allow smoking in the workplace. Most have formal smoking policies, and many limit the number of daily breaks. Common smoking policies provide wellness information on quitting or impose health premium surcharges for smokers. Since implementing these policies, many report decreased smoking. Vaping policies are also increasing, with most either banning or designating vaping areas. Violations typically result in verbal warnings.
SHRM Poll on Personality Tests for the Hiring and Promotion of Employeesshrm
The majority (82%) of organizations do not use personality tests for hiring or promoting employees. Of the organizations that do use them, they are most commonly used for mid-level managers (56%), executives (45%), and entry-level exempt jobs (43%). Most HR professionals (71%) believe personality tests can be useful for predicting job-related behavior or organizational fit. The majority (56%) of organizations administer personality tests online.
This research sought to determine what types of policies organizations are implementing in regard to political activities in the workplace, particularly as they relate to the 2016 presidential election. The survey also looked at whether organizations encouraged their employees to vote in political elections and whether employees were given time off to vote.
Shrm survey findings using competencies to achieve business unit success finalshrm
SHRM surveyed executives of business units other than HR (e.g., CEO, CFO, Vice President) to learn more about their views of what it takes for leaders to be successful across HR departments and different functional areas such as finance and accounting, sales and marketing, and IT. Specifically, this report focuses on the competencies needed now and in the future, including Business Acumen, Communication, Consultation, Critical Evaluation, Ethical Practice, Global and Cultural Effectiveness, Human Resource Expertise, Leadership and Navigation, and Relationship Management. The report also looks at which competencies are lacking in the labor pools of candidates for HR and other business units, and how to address those competency gaps.
SHRM Survey Findings: Using Social Media for Talent Acquisition—Recruitment a...shrm
SHRM surveyed HR professionals with the job function of employment or recruitment to learn more about organizations’ use of social media for talent acquisition. Specifically, this report focuses on recruitment and screening of job candidates. It also looks at trends over time, comparing the results to data from 2011 and 2013 when possible.
10 Insightful Quotes On Designing A Better Customer ExperienceYuan Wang
In an ever-changing landscape of one digital disruption after another, companies and organisations are looking for new ways to understand their target markets and engage them better. Increasingly they invest in user experience (UX) and customer experience design (CX) capabilities by working with a specialist UX agency or developing their own UX lab. Some UX practitioners are touting leaner and faster ways of developing customer-centric products and services, via methodologies such as guerilla research, rapid prototyping and Agile UX. Others seek innovation and fulfilment by spending more time in research, being more inclusive, and designing for social goods.
Experience is more than just an interface. It is a relationship, as well as a series of touch points between your brand and your customer. Here are our top 10 highlights and takeaways from the recent UX Australia conference to help you transform your customer experience design.
For full article, continue reading at https://yump.com.au/10-ways-supercharge-customer-experience-design/
The document discusses strategies and programs organizations are implementing or planning to implement to reduce the spread of the H1N1 virus in the workplace during the upcoming flu season. The top strategies already being implemented include educating employees on prevention measures, monitoring the virus situation, and making prevention supplies available. Half of organizations plan to send home employees showing symptoms. Most organizations do not plan to modify leave policies, but some plan policies for high-risk groups or extra paid time off. The document provides details on preparedness plans, expected impacts, and demographics of responding organizations.
The document reports the results of a poll of HR professionals about their organizations' preparedness for and response to the H1N1 virus. Most organizations are monitoring the situation and educating employees on prevention. Top current strategies include making disinfectants available and disinfecting common areas. Planned strategies include sending home sick employees and enabling telecommuting. Most organizations said H1N1 had no negative business impact. They tended to have pandemic plans including communication and continuity aspects. The poll aimed to assess workplace readiness and was fielded in April-May 2009 with a 17% response rate.
This document provides a pandemic preparedness checklist for businesses. It notes that while the WHO declared H1N1 a pandemic, only 41% of employers have contingency plans. A pandemic could result in 40% absenteeism due to illness, caring for family, or fear. Presenteeism, where sick employees come to work, may reduce productivity and spread illness. Consumer demand may shift, and supply chains may be interrupted. The document recommends managing communications, promoting hygiene, and planning flu shot clinics to prepare businesses for a potential flu pandemic and seasonal outbreaks.
This document discusses strategies for preventing and managing influenza in the workplace during the upcoming 2010 flu season. It provides an overview of the 2009 H1N1 pandemic, lessons learned, details about the 2010 flu vaccine, signs and symptoms of the flu, and recommendations for employers. Key points include making the flu vaccine available to all employees, promoting education, allowing sick leave for ill workers, and designating a point person to address employee questions.
COVID-19: How Businesses Are Handling the CrisisSarah Jackson
More than half of respondents said COVID-19 has had a moderate or major impact on their business operations and 83% are moderately or extremely concerned about the potential impact of the virus. Business leaders see communication functions as essential for responding to COVID-19, with communicating to employees being a high priority. While most businesses tried to prepare for crises, almost half said their plans did not address infectious disease outbreaks specifically. The most trusted sources of information about COVID-19 were the CDC, WHO, and other international health organizations.
COVID-19: How Businesses are Handling the CrisisPaul Merchan
The Institute of Public Relations (IPR) and Peppercomm teamed up to produce a survey of 300 communications executives and senior business leaders to gauge how prepared they are for COVID-19 (novel coronavirus) and how they are communicating about it.
The document provides information about seasonal influenza, H1N1 influenza, and pandemic planning. It discusses that seasonal flu kills 36,000 people annually in the US, while H1N1 has caused over 500 deaths since May 2009. Pandemics in the 20th century like the 1918 Spanish Flu killed up to 50 million worldwide. Business pandemic planning is important to limit impacts on operations, employees, customers, and the economy. Key aspects of planning include identifying essential functions, developing response plans, and establishing prevention practices.
SPECULATING CORONA VIRUS IMPLEMENT AMALGAM AI MODELIRJET Journal
The document proposes a hybrid artificial intelligence model for predicting the spread of COVID-19. It introduces an advanced susceptible-infected model to estimate infection rates over time. A natural language processing module and long short-term memory network are then embedded into the model to account for prevention measures and increased public awareness. Experimental results on epidemic data from various regions show the hybrid model can more accurately predict case numbers in the next six days compared to conventional epidemic models.
The document summarizes malaria incidence data from Bangladesh from 2008-2014. Cases decreased from 2008 to 2013 due to widespread ACT use and bednet distribution, but then increased in 2014, with a doubling of cases in some eastern districts. The increase was likely due to multiple factors, including possible ACT stockouts, reduced bednet efficacy, and importation from neighboring countries. Further studies are underway to investigate the causes and inform malaria elimination efforts in Bangladesh.
1) A disaster can be human-made or natural, occurring unexpectedly and causing damage, deaths, and sometimes disease outbreaks.
2) As influenza cases rise from 5% to 10% of the population in days, the public health nurse's first response is to conduct disease surveillance and notify authorities to implement primary prevention and limit mortality.
3) Proper planning through prevention, preparedness, response and recovery yields effective emergency operations and improved preparedness for disasters.
1) A disaster can be human-made or natural, occurring unexpectedly and causing damage, deaths, and sometimes disease outbreaks.
2) As influenza cases rise from 5% to 10% of the population in days, the public health nurse's first response is to conduct disease surveillance and notify authorities to implement primary prevention and limit mortality.
3) Proper planning through prevention, preparedness, response and recovery yields effective emergency operations and improved preparedness for disasters.
This document discusses business planning considerations for the 2009-2010 influenza season. It provides updates on the seasonal flu vaccine shortage and the new H1N1 vaccine. It recommends that businesses implement infection prevention measures like hand washing, encourage staff to get vaccinated, and develop pandemic plans to minimize business disruptions from staff absences. Businesses should clearly communicate sick policies, check on staff daily, and have communications plans in place to update staff and customers during a flu outbreak.
Responses must be paragraph and references need to be included. APA .docxzmark3
Responses must be paragraph and references need to be included. APA format.
Question 1:
Disaster Planning.
A disaster can be human-made or natural, occurring at an unexpected time, leading to damages, death, and sometimes disease outbreaks. Disasters can occur in different forms. It always requires the leaders of healthcare to take an all-hazards approach, but most importantly, the planning and practicing for the events is crucial for a favorable outcome (Chartoff & Roman, 2020). Based on the scenarios of discussion, Influenza, also known as Flu, is a contagious respiratory illness that can be mild, severe or lead to death, and it is caused by influenza viruses that infect the nose, throat, and sometimes the lungs (CDC, 2019). The primary prevention of flu, which causes thousands of deaths, is through yearly vaccination. Therefore, as a public health nurse, it is crucial to educate our community on the importance of primary prevention of flu through annual vaccination and provide them with easy to understand information on how to prevent the spread of influenza.
Scenario 3:
Disease rates remaining at 20% of the population, and many schools have closed due to teacher absence. Since parents still have to work if they are not sick with the flu, what advice can you give daycare providers? What two ideas can you share with them so they can stay open and able to care for the children of working parents? Should all school sporting events be canceled? What information should parents be given? Should announcements be given daily?
The essential service provided by daycares to the community makes them an important part of every community, and as such, during the outbreak of flu, there are steps that the public health nurses can provide to maintain safety and promote prevention. A new standard in disaster recovery can be created if the right tools are given at the right time to people who will step up and put their communities back together (O'Neill & O’Neill, 2012). The PHN should start by advising and providing reliable sources such as CDC and state health department where accurate reports can be acquired regarding the flu outbreak. Daily health checks such as temperature checks, questions regarding exposure to a sick person, signs and symptom checks should be conducted on the children and staff before they are allowed into the facility.
Parents should also be advised to do the same checks on their children before dropping them off at school to avoid unnecessary anxiety. The children should also be kept in smaller groups for activities. Most importantly is the consistent practice of handwashing by students and staff. This practice should also be encouraged at home. Children who become sick while at school should be promptly isolated and picked up by their parents. It is essential to totally and daily wipe down all highly touched surfaces intermittently and at the end of school. Sporting events should be done in smaller groups or canceled base.
Scaling up malaria intervention “packages” in Senegal: using cost effectivene...HFG Project
Senegal’s National Malaria Control Programme (NMCP) implements control interventions in the form of targeted packages: (1) scale-up for impact (SUFI), which includes bed nets, intermittent preventive treatment in pregnancy, rapid diagnostic tests, and artemisinin combination therapy; (2) SUFI + reactive case investigation (focal test and treat); (3) SUFI + indoor residual spraying (IRS); (4) SUFI + seasonal malaria chemoprophylaxis (SMC); and, (5) SUFI + SMC + IRS. This study estimates the cost effectiveness of each of these packages to provide the NMCP with data for improving allocative efficiency and programmatic decision-making.
Confessions of a flu vaccination programSamuel Holt
This document summarizes a program called FluCube that aims to reduce flu absenteeism in workplaces over 100% through three key methods: increasing flu awareness during peak season, promoting early medical intervention within 24 hours of symptoms, and preventing flu spread. Traditional flu shot programs alone typically only save 20% of expected sick days. The FluCube program provides online doctor access, discounts, and interactive materials to employees to promote these goals at a cost of $14.95-$19.95 per employee.
1. The document summarizes a case study of an HIV/AIDS impact assessment conducted on a South African contract cleaning company with 500 employees.
2. Key findings include that 31% of employees tested were HIV positive, with the highest levels of infection among women aged 35-40.
3. The estimated average cost to the company for each newly infected employee is 9,007 Rand, which is 63.2% of the average annual salary. However, the overall financial cost of HIV/AIDS to the company is projected to decrease over time from 1999 to 2015.
Reduce Absenteeism By Promoting Good Health Habits In the WorkplaceTorkBetterBusiness
www.torkusa.com
Employee Absenteeism costs businesses an average of $660 per employee every year. In this presentation, Tork shows how to reduce absenteeism by promoting good health habits in the workplace. Visit the Tork Better Business Center at betterbusiness.torkusa.com for business tips and advice.
Intensive Healthcare Facilities and Rooms.pdfbkbk37
1) Pandemic preparedness in healthcare facilities is important to minimize the impact and spread of pandemics.
2) Current healthcare facilities are often underprepared with inadequate equipment, supplies, and training to effectively respond to pandemics.
3) Developing comprehensive pandemic preparedness policies and strategies can help healthcare workers obtain necessary resources to fight pandemics and save lives.
Intensive Healthcare Facilities and Rooms Capstone.pdfbkbk37
This document discusses the importance of pandemic preparedness in intensive healthcare facilities. It outlines that most acute healthcare settings currently have inadequate guidelines, poor staff training, lack of disaster preparedness plans, and insufficient equipment. The document emphasizes that pandemic preparedness is crucial to ensure healthcare systems can continue operating during a pandemic and minimize its economic and social impacts. It also stresses the need for collaboration across public and private sectors to strengthen infrastructure and policies to effectively fight pandemics.
This document provides national operational guidelines for introducing the measles-rubella vaccine in India. It begins with messages highlighting India's commitment to eliminating measles and controlling rubella/congenital rubella syndrome by 2020. To achieve this, a measles-rubella campaign will be launched targeting all children ages 9 months to 15 years. The campaign aims to vaccinate over 410 million children, making it the largest measles-rubella campaign ever conducted. The guidelines provide detailed guidance on planning and implementing the campaign at various administrative levels to ensure safety and success.
This article discusses the economic costs of influenza ("the flu") and the importance of hand hygiene in preventing the spread of flu viruses. It notes that:
- Researchers found that flu and colds cost the US economy $40 billion annually due to lost productivity and healthcare costs.
- Coming to work sick ("presenteeism") costs employers twice as much as absenteeism, as it reduces productivity.
- Proper and frequent hand hygiene, such as washing with soap and water or using hand sanitizers, can reduce the spread of flu viruses by 20-40% and is important for workplaces and public settings.
This survey by the Society for Human Resource Management examined policies related to marijuana use in the workplace in states that have legalized medical and/or recreational marijuana use. The key findings were:
1) The vast majority (94%) of organizations surveyed had a formal substance use policy, with policies specifically addressing marijuana use more common where it was legalized for both medical and recreational use.
2) Most organizations (73-82%) had a zero-tolerance policy prohibiting marijuana use while working.
3) Common disciplinary actions for first violations included termination (41-50%), mandatory drug counseling (16-21%), and written warnings (14-19%).
4) Around half of organizations conducted pre-employment
- The survey found that 65% of organizations will hold an end-of-year holiday party open to all employees, though smaller organizations are more likely to do so than larger ones. Four-fifths of organizations holding a party have a budget for it. Two-thirds of parties will be held offsite. About three-fifths of organizations plan to serve alcohol at parties.
The document reports the results of a poll of HR professionals about their organizations' preparedness for and response to the H1N1 virus. Most organizations are monitoring the situation and educating employees on prevention. Top current strategies include making disinfectants available and disinfecting common areas. Planned strategies include sending home sick employees and enabling telecommuting. Most organizations said H1N1 had no negative business impact. They tended to have pandemic plans including communication and continuity aspects. The poll aimed to assess workplace readiness and was fielded in April-May 2009 with a 17% response rate.
This document provides a pandemic preparedness checklist for businesses. It notes that while the WHO declared H1N1 a pandemic, only 41% of employers have contingency plans. A pandemic could result in 40% absenteeism due to illness, caring for family, or fear. Presenteeism, where sick employees come to work, may reduce productivity and spread illness. Consumer demand may shift, and supply chains may be interrupted. The document recommends managing communications, promoting hygiene, and planning flu shot clinics to prepare businesses for a potential flu pandemic and seasonal outbreaks.
This document discusses strategies for preventing and managing influenza in the workplace during the upcoming 2010 flu season. It provides an overview of the 2009 H1N1 pandemic, lessons learned, details about the 2010 flu vaccine, signs and symptoms of the flu, and recommendations for employers. Key points include making the flu vaccine available to all employees, promoting education, allowing sick leave for ill workers, and designating a point person to address employee questions.
COVID-19: How Businesses Are Handling the CrisisSarah Jackson
More than half of respondents said COVID-19 has had a moderate or major impact on their business operations and 83% are moderately or extremely concerned about the potential impact of the virus. Business leaders see communication functions as essential for responding to COVID-19, with communicating to employees being a high priority. While most businesses tried to prepare for crises, almost half said their plans did not address infectious disease outbreaks specifically. The most trusted sources of information about COVID-19 were the CDC, WHO, and other international health organizations.
COVID-19: How Businesses are Handling the CrisisPaul Merchan
The Institute of Public Relations (IPR) and Peppercomm teamed up to produce a survey of 300 communications executives and senior business leaders to gauge how prepared they are for COVID-19 (novel coronavirus) and how they are communicating about it.
The document provides information about seasonal influenza, H1N1 influenza, and pandemic planning. It discusses that seasonal flu kills 36,000 people annually in the US, while H1N1 has caused over 500 deaths since May 2009. Pandemics in the 20th century like the 1918 Spanish Flu killed up to 50 million worldwide. Business pandemic planning is important to limit impacts on operations, employees, customers, and the economy. Key aspects of planning include identifying essential functions, developing response plans, and establishing prevention practices.
SPECULATING CORONA VIRUS IMPLEMENT AMALGAM AI MODELIRJET Journal
The document proposes a hybrid artificial intelligence model for predicting the spread of COVID-19. It introduces an advanced susceptible-infected model to estimate infection rates over time. A natural language processing module and long short-term memory network are then embedded into the model to account for prevention measures and increased public awareness. Experimental results on epidemic data from various regions show the hybrid model can more accurately predict case numbers in the next six days compared to conventional epidemic models.
The document summarizes malaria incidence data from Bangladesh from 2008-2014. Cases decreased from 2008 to 2013 due to widespread ACT use and bednet distribution, but then increased in 2014, with a doubling of cases in some eastern districts. The increase was likely due to multiple factors, including possible ACT stockouts, reduced bednet efficacy, and importation from neighboring countries. Further studies are underway to investigate the causes and inform malaria elimination efforts in Bangladesh.
1) A disaster can be human-made or natural, occurring unexpectedly and causing damage, deaths, and sometimes disease outbreaks.
2) As influenza cases rise from 5% to 10% of the population in days, the public health nurse's first response is to conduct disease surveillance and notify authorities to implement primary prevention and limit mortality.
3) Proper planning through prevention, preparedness, response and recovery yields effective emergency operations and improved preparedness for disasters.
1) A disaster can be human-made or natural, occurring unexpectedly and causing damage, deaths, and sometimes disease outbreaks.
2) As influenza cases rise from 5% to 10% of the population in days, the public health nurse's first response is to conduct disease surveillance and notify authorities to implement primary prevention and limit mortality.
3) Proper planning through prevention, preparedness, response and recovery yields effective emergency operations and improved preparedness for disasters.
This document discusses business planning considerations for the 2009-2010 influenza season. It provides updates on the seasonal flu vaccine shortage and the new H1N1 vaccine. It recommends that businesses implement infection prevention measures like hand washing, encourage staff to get vaccinated, and develop pandemic plans to minimize business disruptions from staff absences. Businesses should clearly communicate sick policies, check on staff daily, and have communications plans in place to update staff and customers during a flu outbreak.
Responses must be paragraph and references need to be included. APA .docxzmark3
Responses must be paragraph and references need to be included. APA format.
Question 1:
Disaster Planning.
A disaster can be human-made or natural, occurring at an unexpected time, leading to damages, death, and sometimes disease outbreaks. Disasters can occur in different forms. It always requires the leaders of healthcare to take an all-hazards approach, but most importantly, the planning and practicing for the events is crucial for a favorable outcome (Chartoff & Roman, 2020). Based on the scenarios of discussion, Influenza, also known as Flu, is a contagious respiratory illness that can be mild, severe or lead to death, and it is caused by influenza viruses that infect the nose, throat, and sometimes the lungs (CDC, 2019). The primary prevention of flu, which causes thousands of deaths, is through yearly vaccination. Therefore, as a public health nurse, it is crucial to educate our community on the importance of primary prevention of flu through annual vaccination and provide them with easy to understand information on how to prevent the spread of influenza.
Scenario 3:
Disease rates remaining at 20% of the population, and many schools have closed due to teacher absence. Since parents still have to work if they are not sick with the flu, what advice can you give daycare providers? What two ideas can you share with them so they can stay open and able to care for the children of working parents? Should all school sporting events be canceled? What information should parents be given? Should announcements be given daily?
The essential service provided by daycares to the community makes them an important part of every community, and as such, during the outbreak of flu, there are steps that the public health nurses can provide to maintain safety and promote prevention. A new standard in disaster recovery can be created if the right tools are given at the right time to people who will step up and put their communities back together (O'Neill & O’Neill, 2012). The PHN should start by advising and providing reliable sources such as CDC and state health department where accurate reports can be acquired regarding the flu outbreak. Daily health checks such as temperature checks, questions regarding exposure to a sick person, signs and symptom checks should be conducted on the children and staff before they are allowed into the facility.
Parents should also be advised to do the same checks on their children before dropping them off at school to avoid unnecessary anxiety. The children should also be kept in smaller groups for activities. Most importantly is the consistent practice of handwashing by students and staff. This practice should also be encouraged at home. Children who become sick while at school should be promptly isolated and picked up by their parents. It is essential to totally and daily wipe down all highly touched surfaces intermittently and at the end of school. Sporting events should be done in smaller groups or canceled base.
Scaling up malaria intervention “packages” in Senegal: using cost effectivene...HFG Project
Senegal’s National Malaria Control Programme (NMCP) implements control interventions in the form of targeted packages: (1) scale-up for impact (SUFI), which includes bed nets, intermittent preventive treatment in pregnancy, rapid diagnostic tests, and artemisinin combination therapy; (2) SUFI + reactive case investigation (focal test and treat); (3) SUFI + indoor residual spraying (IRS); (4) SUFI + seasonal malaria chemoprophylaxis (SMC); and, (5) SUFI + SMC + IRS. This study estimates the cost effectiveness of each of these packages to provide the NMCP with data for improving allocative efficiency and programmatic decision-making.
Confessions of a flu vaccination programSamuel Holt
This document summarizes a program called FluCube that aims to reduce flu absenteeism in workplaces over 100% through three key methods: increasing flu awareness during peak season, promoting early medical intervention within 24 hours of symptoms, and preventing flu spread. Traditional flu shot programs alone typically only save 20% of expected sick days. The FluCube program provides online doctor access, discounts, and interactive materials to employees to promote these goals at a cost of $14.95-$19.95 per employee.
1. The document summarizes a case study of an HIV/AIDS impact assessment conducted on a South African contract cleaning company with 500 employees.
2. Key findings include that 31% of employees tested were HIV positive, with the highest levels of infection among women aged 35-40.
3. The estimated average cost to the company for each newly infected employee is 9,007 Rand, which is 63.2% of the average annual salary. However, the overall financial cost of HIV/AIDS to the company is projected to decrease over time from 1999 to 2015.
Reduce Absenteeism By Promoting Good Health Habits In the WorkplaceTorkBetterBusiness
www.torkusa.com
Employee Absenteeism costs businesses an average of $660 per employee every year. In this presentation, Tork shows how to reduce absenteeism by promoting good health habits in the workplace. Visit the Tork Better Business Center at betterbusiness.torkusa.com for business tips and advice.
Intensive Healthcare Facilities and Rooms.pdfbkbk37
1) Pandemic preparedness in healthcare facilities is important to minimize the impact and spread of pandemics.
2) Current healthcare facilities are often underprepared with inadequate equipment, supplies, and training to effectively respond to pandemics.
3) Developing comprehensive pandemic preparedness policies and strategies can help healthcare workers obtain necessary resources to fight pandemics and save lives.
Intensive Healthcare Facilities and Rooms Capstone.pdfbkbk37
This document discusses the importance of pandemic preparedness in intensive healthcare facilities. It outlines that most acute healthcare settings currently have inadequate guidelines, poor staff training, lack of disaster preparedness plans, and insufficient equipment. The document emphasizes that pandemic preparedness is crucial to ensure healthcare systems can continue operating during a pandemic and minimize its economic and social impacts. It also stresses the need for collaboration across public and private sectors to strengthen infrastructure and policies to effectively fight pandemics.
This document provides national operational guidelines for introducing the measles-rubella vaccine in India. It begins with messages highlighting India's commitment to eliminating measles and controlling rubella/congenital rubella syndrome by 2020. To achieve this, a measles-rubella campaign will be launched targeting all children ages 9 months to 15 years. The campaign aims to vaccinate over 410 million children, making it the largest measles-rubella campaign ever conducted. The guidelines provide detailed guidance on planning and implementing the campaign at various administrative levels to ensure safety and success.
This article discusses the economic costs of influenza ("the flu") and the importance of hand hygiene in preventing the spread of flu viruses. It notes that:
- Researchers found that flu and colds cost the US economy $40 billion annually due to lost productivity and healthcare costs.
- Coming to work sick ("presenteeism") costs employers twice as much as absenteeism, as it reduces productivity.
- Proper and frequent hand hygiene, such as washing with soap and water or using hand sanitizers, can reduce the spread of flu viruses by 20-40% and is important for workplaces and public settings.
This survey by the Society for Human Resource Management examined policies related to marijuana use in the workplace in states that have legalized medical and/or recreational marijuana use. The key findings were:
1) The vast majority (94%) of organizations surveyed had a formal substance use policy, with policies specifically addressing marijuana use more common where it was legalized for both medical and recreational use.
2) Most organizations (73-82%) had a zero-tolerance policy prohibiting marijuana use while working.
3) Common disciplinary actions for first violations included termination (41-50%), mandatory drug counseling (16-21%), and written warnings (14-19%).
4) Around half of organizations conducted pre-employment
- The survey found that 65% of organizations will hold an end-of-year holiday party open to all employees, though smaller organizations are more likely to do so than larger ones. Four-fifths of organizations holding a party have a budget for it. Two-thirds of parties will be held offsite. About three-fifths of organizations plan to serve alcohol at parties.
- The document summarizes findings from a SHRM survey about 2016 holiday schedules at U.S. organizations.
- Most organizations will be closed on major federal holidays like New Year's Day, Memorial Day, Independence Day, Labor Day, and Thanksgiving. 80% will close for Christmas Day and 40% for Easter Sunday.
- 88% of organizations will remain open between Christmas Day and New Year's Day in 2016. 15% allow employees to swap holidays.
On June 30, 2015, the Department of Labor (DOL) released proposed changes to the overtime regulations. This survey was designed before DOL proposed these changes to the overtime regulations and represents the HR profession’s general perspective on FLSA overtime exemptions.
2015 Strategic Benefits—Leveraging Benefits to Recruit Employeesshrm
The SHRM survey found that organizations are increasingly leveraging benefits to recruit employees at all levels. About two-fifths of respondents reported difficulty recruiting employees in 2015, up from previous years. Similarly, two-fifths reported leveraging benefits for recruitment, also up over time. Looking ahead, respondents believed health care, retirement, flexible work and other benefits would grow in importance for recruitment. Recruiting highly skilled employees was also increasingly difficult, and benefits were more often leveraged for this group. Health care was viewed as most important for highly skilled recruitment going forward.
The survey found that:
- 96% of organizations provided employer-based health care insurance plans to employees.
- Three-quarters of respondents anticipated their organization's total health care costs would increase by an average of 13% from 2014 to 2015.
- About three-quarters of respondents reported an actual increase in total health care costs from 2013 to 2014.
2015 Strategic Benefits―Assessment and Communication of Benefitsshrm
The SHRM 2015 Strategic Benefits Survey assessed how organizations communicate and evaluate employee benefits. Key findings include:
1) Health care remains the most important benefit but may decrease in importance over time. Half of organizations increased health care investment but controlling costs is a top strategic focus.
2) Most employees have some knowledge of benefits but many organizations do not assess this. Common communication methods are materials and group sessions, though few use social media.
3) Many reported communication efforts are effective but budgets and assessment of employee understanding vary. While interest in social media is growing, few currently use it for benefits communication.
2015 Strategic Benefits―Flexible Work Arragementsshrm
The SHRM survey found that about half of organizations provide flexible work arrangements (FWAs) as an option. Of those, about half indicate that over half of employees have access to FWAs. For organizations offering FWAs, 29% saw increased employee participation in the past year and 29% saw increased employee productivity since implementing FWAs. The survey also provides details on the responding organizations' industries, sizes, and geographic reach.
2015 Strategic Benefits—Leveraging Benefits to Retain Employeesshrm
The survey found that more organizations are struggling to retain employees at all levels and are increasingly leveraging benefits programs to do so. Specifically:
- Over 1/3 of organizations reported difficulty retaining employees at all levels in 2015, up from 25% in 2012.
- 1/3 of organizations said they used benefits to retain employees at all levels in 2015, up from 20% in 2012.
- Health care and retirement benefits were most often leveraged to retain employees.
The findings suggest HR professionals should focus on health care and retirement benefits when designing retention strategies using benefits programs.
The survey found that:
- Two-thirds of organizations offered wellness programs, and 40% increased investment in these programs.
- Most organizations did not analyze return on investment or cost savings from wellness programs.
- Around half of organizations saw increased employee participation in wellness programs over time.
- Wellness programs were viewed as effective in reducing healthcare costs and improving employee health.
- About 60% of organizations offered wellness incentives like premium reductions, which significantly increased employee participation.
SHRM/Ascendo Resources: The Importance of Social Media for Recruiters and Job...shrm
This research, conducted in collaboration with Ascendo Resources, looks at the importance of having a social media presence for job seekers, as well as social media strategies HR professionals use for recruitment. Overall, 87% of HR professionals said it was either very or somewhat important for job seekers to have a social media presence on LinkedIn, and 83% agreed it was important to be on a relevant professional or association social networking site. In the past year, nearly two-thirds of organizations (65%) had hired new employees who were sourced through social media sites.
SHRM'S 2010 Healthy Food and Drinks in the Workplace poll surveyed HR professionals about healthy offerings in their organizations. Forty percent of organizations have formal or informal practices and/or policies in place that promote healthy food and drinks in the workplace. Nearly all employees have responded favorably to these organizations’ efforts to promote healthy food and drinks for work-related functions where food is served, in on-site vending machines, in the company cafeteria, etc.
The Society for Human Resource Management (SHRM®), the world’s largest association devoted to human resource management, has collaborated with Globoforce® on a series of surveys about employee recognition. Our goal is to elicit trends among HR leaders and practitioners about what challenges they face and what strategies help them conquer those challenges. In the 2015 survey, 80% of organizations indicated they have an employee recognition program, and more than one-half (58%) have a program that is tied to their organization’s values. Overall, respondents said employee recognition programs had a positive impact on employee engagement, happiness and workplace relationships, but the impact was perceived to be greater for those with values-based programs.
The survey found that 20% of organizations hired 2015 college graduates to begin working after graduation and 15% hired before graduation. Two-thirds of positions were full-time. Compensation was about the same as 2014 for most graduates. Over two-thirds of organizations planned to hire graduates in the future. The most common reasons for not hiring were no openings and being too early. Collaborating with colleges and referrals were the most effective recruitment methods.
Preparing for an Aging Workforce: A Gap Analysisshrm
The report and accompanying slide presentation are based on a comparison between two main sources of information on the aging workforce: a) the SHRM Foundation’s Effective Practice Guidelines (EPG) on the Aging Workforce and b) findings from the SHRM Aging Workforce Survey. The purpose of this comparison is to find gaps between the effective, evidence-based practices in employing, recruiting and retaining an aging workforce identified in the EPGs and the current practices related to the aging workforce used by organizations as reported through the survey findings.
This study looks at the impact of the Affordable Care Act (ACA) on organizations. Three-quarters of organizations (77%) had increased costs for health care benefits from 2014 to 2015.
SHRM’s 2014 Strategic Benefits Survey collected data on how organizations communicate their benefits programs to their employees.
This research found that less than one-tenth (9%) of HR professionals thought their organization’s employees were “very knowledgeable” about the employer-sponsored benefits available to them; about three-quarters (73%) indicated their employees were “somewhat knowledgeable.” When asked how effective their organization’s employee benefits communications efforts are, just over one-fifth (22%) indicated they “strongly agree” that their organization’s benefits communication was very effective in informing employees about their benefits; the majority (58%) indicated they “somewhat agree.” However, more than three-fifths (63%) of respondents indicated their organization had made changes to their organization’s benefits communication materials in the last 12 months.
SHRM’s 2014 Strategic Benefits Survey: Leveraging Benefits to Recruit Employeesshrm
The SHRM survey found that organizations leverage benefits programs to recruit employees in similar ways for all employee levels and highly skilled employees. Health care and retirement benefits were most commonly leveraged. HR professionals believe benefits emphasizing career development, health care and retirement will remain important for recruitment. Flexible work and preventative health may increase in importance for recruitment in the future. Benefits offerings could begin to diverge or expand more for hard-to-recruit roles depending on budget and skills shortages.
Strategic Benefits--Leveraging Benefits to Retain Employeesshrm
SHRM’s 2014 Strategic Benefits Survey collected data on how organizations leverage benefits to retain employees, including employees at all levels of the organization, highly skilled employees and high-performing employees.
This research found that about one-quarter (24%-26%) of respondents indicated their organization leveraged their benefits program to retain employees at all levels of the organization, highly skilled employees and high-performing employees in the past 12 months.
Health care was the benefit most frequently cited as being leveraged to retain employees at all levels of the organization (74%), high-performing employees (60%) and highly skilled employees (70%). Retirement savings and planning were also frequently cited as being leveraged to retain employees at all levels of the organization (62%) and high-performing employees (54%), whereas more respondents indicated their organization leveraged leave benefits and flexible working benefits (both 53%) to retain highly skilled employees.
SHRM’s 2014 Strategic Benefits Survey: Flexible Work Arrangementsshrm
SHRM’s 2014 Strategic Benefits Survey collected information on the use of FWAs, employee participation in FWA programs and whether organizations monitor employee use.
This research found that about one-half (52%) of respondents indicated their organization provided employees with the option to use FWAs; one-third of these organizations indicated the majority of employees were allowed to use the FWAs offered.