In this file, you can ref useful information about good performance appraisal examples such as good performance appraisal examples methods, good performance appraisal examples tips, good performance appraisal examples forms, good performance appraisal examples phrases … If you need more assistant for good performance appraisal examples, please leave your comment at the end of file.
In this file, you can ref useful information about performance appraisal form example such as performance appraisal form example methods, performance appraisal form example tips
In this file, you can ref useful information about performance appraisal videos such as performance appraisal videos methods, performance appraisal videos tips
In this file, you can ref useful information about good performance appraisal examples such as good performance appraisal examples methods, good performance appraisal examples tips, good performance appraisal examples forms, good performance appraisal examples phrases … If you need more assistant for good performance appraisal examples, please leave your comment at the end of file.
In this file, you can ref useful information about performance appraisal form example such as performance appraisal form example methods, performance appraisal form example tips
In this file, you can ref useful information about performance appraisal videos such as performance appraisal videos methods, performance appraisal videos tips
This is a presentation I gave to the Indiana Association of Equine Practitioners on November 2, 2016 on Human Resources. It covers everything from hiring, training, paying and sometimes firing staff.
An overview to help those who own/run business learn about the economic and productivity impact of the appropriate use of customizeable assessments on their operations.
Leland Sandler and the Sandler Group discuss effective consultative selling techniques through the use of key sales skills, customer interactions, leadership behaviors, negotiating strategies and more that will help increase the success of your business.
Follow Leland:
WEBSITE: http://lelandsandler.com/
THE SANDLER GROUP: http://sandlergroup.net/
TWITTER: https://twitter.com/lelandsandler
FACEBOOK: http://facebook.com/thesandlergroup
Ultimate guide to interviewing for studentsInterviewBull
Tips and advice from graduate recruiters on how to sell yourself and what not to do at interview!
This is the ultimate guide to interviewing for students and recent graduates.
In this file, you can ref useful information about performance appraisal examples for managers such as performance appraisal examples for managers methods, performance appraisal examples for managers tips, performance appraisal examples for managers forms, performance appraisal examples for managers phrases … If you need more assistant for performance appraisal examples for managers, please leave your comment at the end of file.
my professor ask me this question what should be answer(your resea.docxJinElias52
my professor ask me this question what should be answer(
your research does a very good job of explaining the topic and the changes in FASB. How did you plan to incorporate your reading from the Daniels, Radebaugh, and Sullivan text?
Daniels, J., Radebaugh, L., and Sullivan, D. (2015). International Business: Environments and Operations 15e. Upper Saddle River, NJ: Pearson Education, Inc. ISBN: 13:978-0-13-345723-0.
i want only answer this question
.
My assignment is to create a 12-page argumentativepersuasive rese.docxJinElias52
My assignment is to create a 12-page argumentative/persuasive research paper given one of the following option:
Argue for or against a business decision, organizational plan, business philosophy, policy decision, or concept related to the class. On Corporate Social Responsibility
.
This is a presentation I gave to the Indiana Association of Equine Practitioners on November 2, 2016 on Human Resources. It covers everything from hiring, training, paying and sometimes firing staff.
An overview to help those who own/run business learn about the economic and productivity impact of the appropriate use of customizeable assessments on their operations.
Leland Sandler and the Sandler Group discuss effective consultative selling techniques through the use of key sales skills, customer interactions, leadership behaviors, negotiating strategies and more that will help increase the success of your business.
Follow Leland:
WEBSITE: http://lelandsandler.com/
THE SANDLER GROUP: http://sandlergroup.net/
TWITTER: https://twitter.com/lelandsandler
FACEBOOK: http://facebook.com/thesandlergroup
Ultimate guide to interviewing for studentsInterviewBull
Tips and advice from graduate recruiters on how to sell yourself and what not to do at interview!
This is the ultimate guide to interviewing for students and recent graduates.
In this file, you can ref useful information about performance appraisal examples for managers such as performance appraisal examples for managers methods, performance appraisal examples for managers tips, performance appraisal examples for managers forms, performance appraisal examples for managers phrases … If you need more assistant for performance appraisal examples for managers, please leave your comment at the end of file.
my professor ask me this question what should be answer(your resea.docxJinElias52
my professor ask me this question what should be answer(
your research does a very good job of explaining the topic and the changes in FASB. How did you plan to incorporate your reading from the Daniels, Radebaugh, and Sullivan text?
Daniels, J., Radebaugh, L., and Sullivan, D. (2015). International Business: Environments and Operations 15e. Upper Saddle River, NJ: Pearson Education, Inc. ISBN: 13:978-0-13-345723-0.
i want only answer this question
.
My assignment is to create a 12-page argumentativepersuasive rese.docxJinElias52
My assignment is to create a 12-page argumentative/persuasive research paper given one of the following option:
Argue for or against a business decision, organizational plan, business philosophy, policy decision, or concept related to the class. On Corporate Social Responsibility
.
Myths in Neolithic Cultures Around the Globe Please respond to th.docxJinElias52
Myths in Neolithic Cultures Around the Globe"
Please respond to the following,
using sources under the Explore heading as the basis of your response
:
Describe the functions of ancient myths, using examples from two (2) different neolithic cultures, and comment on whether myth is inherently fictional. Using modern examples, discuss ways modern belief systems, secular or religious, function for modern cultures in a similar fashion.
Explore
Neolithic societies and myths
Chapter 1 (pp. 6-8. 18-23, 29), myths in prehistory and early cultures
Ancient myths in regions around the globe at
http://www.windows2universe.org/mythology/worldmap_new.html
and
http://www.pantheon.org/areas/mythology/
.
.
Myths in Neolithic Cultures Around the GlobePlease respond to .docxJinElias52
"Myths in Neolithic Cultures Around the Globe"
Please respond to the following,
using sources under the Explore heading as the basis of your response
:
Describe the functions of ancient myths, using examples from two (2) different neolithic cultures, and comment on whether myth is inherently fictional. Using modern examples, discuss ways modern belief systems, secular or religious, function for modern cultures in a similar fashion.
Explore
Neolithic societies and myths
Ancient myths in regions around the globe at
http://www.windows2universe.org/mythology/worldmap_new.html
and
http://www.pantheon.org/areas/mythology/
.
.
Mycobacterium tuberculosisYou must review the contents of your n.docxJinElias52
Mycobacterium tuberculosis
You must review the contents of your news article and discuss what type of microorganism it is, if the organism is in nature or is used in industry or causes disease. If it causes disease you must discuss transmission, increasing incidence, factors contributing to the spread of the organism, lab culturing, etc.
300-400 words
.
My TopicI would like to do my case application on Helen Keller’s.docxJinElias52
My Topic:
"I would like to do my case application on Helen Keller’s fight with learning disability. I chose Helen Keller because she is one of the most important personality and the first person without hearing or sight to earn a BA. Her story is narrated in the movie “The Miracle Worker.”
For additional details, please refer to the Milestone Two Rubric document and the Final Project Document in the Assignment Guidelines and Rubrics section of the course.
.
My topic is the terms a Congress person serves and debate on adding .docxJinElias52
My topic is the terms a Congress person serves and debate on adding limitations to how long a person can be in Congress.
The Pros and Cons of the unlimited terms in congress
Do members of congress to support position people of the state they represent therefore should be able to change and if it will benefit.
How to Add limitations on the term served by congress
Follow the directions below for the completion of the Annotated Bibliography assignment for Unit II.
Purpose: The purpose of the annotated bibliography is to summarize the sources that you have gathered to support your research proposal project. These summaries help you to think about the complex arguments presented in your sources. Description: In this assignment, you will create an annotated bibliography consisting of seven sources. Each entry will consist of a reference list citation, a summary of the source’s information, and a one-sentence assessment. Each annotation should be between 150 to 200 words. If an entry is shorter than 150 words, it is likely you have not fully developed your summary, and this lack of development can severely impact your grade for this assignment.
.
My topic is anywhere, anytime information work, which means tele-wor.docxJinElias52
My topic is anywhere, anytime information work, which means tele-work, and we choose ( AT&T toggle)
I've done all the questions but i need more detail , deep answers .
1- write an introduction about ( anywhere, anytime information work) in details and conclusion about the company and application
2-write a brief explanation about the company it self ( AT&T)
3- plagiarism not accepted
4- use simple words
5- make it 12 or 11 pages
.
My topic for module-2 reaction paper was on news, data, and other me.docxJinElias52
My topic for module-2 reaction paper was on news, data, and other media means of delivering information to the public. When gathering all the information and reflecting on my personal experience when watching, reading or listening to the news outlets was very addicting. To see news clips from the wars past or deployments after the fact was real-time history for most of us (me), yet our families, friends and other members not physically at that location waiting to hear something can be very overwhelming. My question is the methods and absorbing of news
: Are citizens informed about terrorism and is it overwhelming?
.
My Topic for the paper I would like to do my case application on He.docxJinElias52
My Topic for the paper: I would like to do my case application on Helen Keller’s fight with learning disability. I chose Helen Keller because she is one of the most important personality and the first person without hearing or sight to earn a BA. Her story is narrated in the movie “The Miracle Worker.”
.
n a 2 page paper, written in APA format using proper spellinggramma.docxJinElias52
n a 2 page paper, written in APA format using proper spelling/grammar, address the following:
Briefly explain Piaget's and Erikson's theories of development. Who had a better theory of human development: Erikson or Piaget? Please offer detail to explain your choice.
What tips would you give to someone who has just suffered a major loss, now that you know the stages of grief?
.
My research proposal is on fall prevention WRTG 394 s.docxJinElias52
My research proposal is on fall prevention
WRTG 394 students,
Your next writing assignment will be a
memo to your instructor for the final report.
Steps to Take in Completing this Assignment:
•
Identify the decision-maker or group of decision-makers to whom you will write your final report
• Describe the specific problem you are attempting to address.
• Prepare some primary research for your report.
• Write a memo to your instructor using the template provided below.
The Role of this Assignment for your Research Report:
This assignment is designed to help you put together the final paper in WRTG 394.
Remember, your final paper in WRTG 394 will be a report in which you do the following:
•
define a problem in your workplace or community persuasively and accurately
•
propose a solution or solutions to the problem or issue
Previous assignments in the class pointed out some sample topics for the report:
• a report to your manager at work suggesting that more teleworking options be given to employees at your workplace
• a report to your supervisor at work suggesting that email be used less frequently for communication and that another application be used to improve communication.
• a report to your manager at work suggesting that your office become paperless
• a report to the board of directors at your townhouse community to argue that the playground area in your community should be renovated
• a report to the manager of your unit at work noting that recycling facilities in the workplace should be improved
For writing assignment #2, you completed a background and synthesis of the literature on your topic.
For this writing assignment, you are going to identify the specific needs in your workplace or community that will be identified for your final report.
Examples of Primary Research for Specific Topics:
•
If you write a report to your manager at work suggesting that more teleworking options be given to employees at your workplace, you cannot simply prepare a report on teleworking. You must show that teleworking will
solve a specific problem or problems in your organization
.
•
If you write a a report to your supervisor at work suggesting that email be used less frequently for communication and that another application be used to improve communication, you cannot simply prepare a report on the benefits of social media in the workplace. You must
show that your specific office has problems in communicating by email and indicate the benefits of using alternative communication systems for your workplace environment
.
•
If you write a report to your manager at work suggesting that your office become paperless, you cannot simply prepare a report on the benefits of a paperless office. You must
show that your specific office can go paperless and indicate the benefits of your specific office going paperless
.
•
If you write a report to the board of directo.
My portion of the group assignment Must be done by Wednesday even.docxJinElias52
My portion of the group assignment:
Must be done by Wednesday evening
•
EFE Matrix; -
•
SWOT (TOWS) analysis; -
•
IFE Matrix; -
•
A list of alternative strategies, giving advantages and disadvantages for each; -
Walt Disney Company, p. 441, Case 8 (photos of pages upladed)
.
my project is about construcation houses for poor poeple in Denver .docxJinElias52
my project is about construcation houses for poor poeple in Denver
It is 30 pages
produce a 10 knowledge area project notebook enhancing one team members individual project. Assign different team members individual knowledge areas and refine the notebook to demonstrate synergy.
.
my name is abdullah aljedanii am from saudi arabia i graduate fr.docxJinElias52
my name is abdullah aljedani
i am from saudi arabia
i graduate from DHBAN high school 2013
i went to USA to ST
UDY ENGLISH LANGUAGE AND APLLLAY FOR UNIVERSITY
I WANT TO APLLY IN CIVIL ENIGINEERING
I NEED LETTER FOR THE UNIVERSITY EXPLAIN EHAT I DID AFTER HIGH SCHOOL
500 WORD
24 HOURS
.
My hypothesis Being disconnected from social media (texting, Facebo.docxJinElias52
My hypothesis: Being disconnected from social media (texting, Facebook, cell phone use, etc) causes stress in teenagers.
It is my belief partly based on observation (I teach HS students) that we have created a society where even the slightest communication is cause for a teenager’s engagement with his/her electronic device. Being constantly connected to others, or at least knowing that is an option appears to give them some peace of mind and perhaps helps them feel less alone. This worries me because I fear they will be unable to engage in experiences on their own without that constant connection to others. This behavior doesn’t allow for self-reflection, meditation, or other important moments designed to focus the attention inward. In other words, a fear of being alone. On the other hand, teenagers can reach out to others as never before, which is great in many cases.
I would choose the Experimental Research method for the following experiment, being careful to adhere to its two components: 1) that there is a random assignment of participants. I would stress that this should be a double-blind experiment so I do not influence its outcome; and 2) a manipulation of an independent variable.
My experiment: After taking a base level of stress indicators (heart rate, blood pressure, brain waves, perspiration levels, etc) I would randomly assign two separate groups of HS students to spend 2 days camping in the wilderness. I would set up several exciting events to take place such as river rafting, hunting, building a shelter for the night, etc. One group would have their cell phones with them (assuming there is a cell phone connection in this remote area), the second group would not. The first group could contact whomever they chose during the events and during a down time say, at night. The second group would not have cell phones to be able to do this. I would somehow monitor both group’s stress levels while out in the wilderness.
Summary: Because I would want to avoid the Correlation/Causation Fallacy, I would need to not know which students were which in this experiment. And I foresee some challenges that might not be avoidable and might skew this idea. There could be variables such as a student who is naturally highly stressed in the wilderness and his anxiety could spike giving my experiment the expected result but for the wrong reason. Not to mention the difficulty of setting up this experiment in the first place.
Personal note: Thinking about this idea has caused me to think in a more scientific way about the results of all experiments I learn about. The Correlation/Causation issue is one I fall victim to a lot. I like to think that I am an objective observer, but so far in this course, I am not so sure of that anymore. At the same time that I hate to have my thinking challenged in this way, I also feel excited that I am thinking on a deeper level than I ever have.
How would you select the groups at random? Would you use a number system? Perha.
My group is the Los Angeles Rams. We are looking to be sponsors with.docxJinElias52
My group is the Los Angeles Rams. We are looking to be sponsors with Dunkin' Donuts.Attached is an example of the Portland Timbers and a sponsorship with Chevrolet. On the bottom of the excel document you can see there are 4 different tabs. The tabs I need done are Research and Activity.
Thank you.
.
My Captain does not answer, his lips are pale and still;My father .docxJinElias52
My Captain does not answer, his lips are pale and still;
My father does not feel my arm, he has no pulse nor will;
The ship is anchor'd safe and sound, its voyage closed and done;
From fearful trip, the victor ship, comes in with object won;
Exult, O shores, and ring, O bells!
But I, with mournful tread,
Walk the deck my Captain lies,
Fallen cold and dead.
Examine the imagery in the stanza in bold. What is the significance of the two different images?
The speaker does not feel the joy everyone else is experiencing.
The speaker does not feel the misery everyone else is experiencing.
The speaker does not want anyone to know how unhappy he truly is.
The speaker does not want anyone to know how happy he truly is.
.
My character is Phoenix Jackson from the story A Worn PathMLA Form.docxJinElias52
My character is Phoenix Jackson from the story A Worn Path
MLA Format. 1200 words
Must have
Identify the type of character it is dealing with (A single character could be two or thres types.
Describe the character
Discuss the conflict in the story particularly in regards to the character's place in it.
Due tomorrow by 3pm
.
My assignment is to write an original essay of four to fivr parargra.docxJinElias52
My assignment is to write an original essay of four to fivr parargraphs describing a person I admire. My chocie is Lional Messi he is a famous soccer player. I need a hook in the introduction and three body paragraphs. First paragraphs about his childhoods secound paragraphs about join Barcalona fc third parargraph about change of the soccer history and a conclusion. I needed for secound English language person I don't want to too perfect.
.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
Normal Labour/ Stages of Labour/ Mechanism of LabourWasim Ak
Normal labor is also termed spontaneous labor, defined as the natural physiological process through which the fetus, placenta, and membranes are expelled from the uterus through the birth canal at term (37 to 42 weeks
40. 33
Discussion - Adverse Impact : Pre-employment Selection
Required:
1) Re-review/read adverse impact and pre-employment testing
from textbook (Chapters
8 & 9) and video and article links:
https://www.youtube.com/watch?v=oVzw_hdswYA
https://www.ehstoday.com/health/article/219197 17/eeoc-cracks-
down-on-preemployme
nt-physical-testing
https://www.predictiveindex.com/blog/is-it-legal-for-employers-
to-give-applicants-pre-em
ployment-assessments/
https://www.youtube.com/watch?v=oVzw_hdswYA
https://www.ehstoday.com/health/article/21919717/eeoc-cracks-
down-on-preemployment-physical-testing
https://www.ehstoday.com/health/article/21919717/eeoc-cracks-
down-on-preemployment-physical-testing
https://www.predictiveindex.com/blog/is-it-legal-for-employers-
to-give-applicants-pre-employment-assessments/
https://www.predictiveindex.com/blog/is-it-legal-for-employers-
to-give-applicants-pre-employment-assessments/
Avoiding Adverse Impact
41. From
http://www.shrm.org/TemplatesTools/Toolkits/Pages/AvoidingA
dverseImpact.aspx
12/30/2010
Overview
Adverse impact refers to employment practices that appear
neutral but have a discriminatory
effect on a protected group. Adverse impact may occur in
hiring, promotion, training and
development, transfer, layoff, and even performance appraisals .
It may be found in an overall
procedure or in any step in the overall procedure. A test or
selection procedure can be an
effective management tool, but no test or selection procedure
should be implemented without a
thorough understanding of its effectiveness and limitations for
the organization, its
appropriateness for a specific job, and whether it can be
appropriately administered and scored.
Adverse impact is often used interchangeably with “disparate
impact”—a legal term coined in a
42. significant U.S. Supreme Court ruling on disparate or adverse
impact. See, Griggs v. Duke
Power Co., 401 U.S. 424, 431-2 (1971).
This article provides a definition of adverse impact and explains
the differences between
disparate impact and disparate treatment. It reviews the Uniform
Guidelines for Employee
Selection Procedures and the Equal Employment Opportunity
Commission (EEOC)
enforcement actions, including several recent cases. A step-by-
step process for determining
adverse impact is provided, along with sample calculations. The
article closes with best practice
recommendations from the Center for Corporate Equality.
What Is Adverse Impact?
Adverse impact occurs when a decision, practice or policy has a
disproportionately negative
effect on a protected group, even though the adverse impact
may be unintentional. The Equal
Employment Opportunity Commission (EEOC) guidelines and
the Uniform Guidelines for
Employee Selection Procedures define adverse impact as “a
substantially different rate of
43. selection in hiring, promotion or other employment decision
which works to the disadvantage of
members of a race, sex or ethnic group.” When adverse impact
exists, an organization may be
vulnerable to charges of discrimination.
The agencies have adopted a rule of thumb under which they
will generally consider any group’s
selection rate that is less than four-fifths (4/5ths) or 80 percent
of the selection rate for the group
with the highest selection rate as a substantially different rate of
selection. This “4/5ths” or “80
percent” rule of thumb is not intended as a legal definition, but
is a practical means of keeping
the attention of the enforcement agencies on serious
discrepancies in rates of hiring, promotion
http://www.shrm.org/TemplatesTools/Toolkits/Pages/AvoidingA
dverseImpact.aspx
http://supreme.justia.com/us/401/424/case.html
http://supreme.justia.com/us/401/424/case.html
http://www.access.gpo.gov/nara/cfr/waisidx_06/29cfr1607_06.h
tml
http://www.access.gpo.gov/nara/cfr/waisi dx_06/29cfr1607_06.h
tml
http://www.eeoc.gov/
http://www.cceq.org/
http://www.eeoc.gov/
http://www.eeoc.gov/
http://www.access.gpo.gov/nara/cfr/waisidx_06/29cfr1607_06.h
44. tml
http://www.access.gpo.gov/nara/cfr/waisidx_06/29cfr1607_06.h
tml
and other selection decisions. See, Adverse Impact and
Disparate Treatment: Two Types of
Discrimination and What are disparate impact and disparate
treatment?
Background
The Supreme Court of the United States first described the
disparate impact theory in 1971, in
the Griggs v. Duke Power Co., 401 U.S. 424, 431-2. Prior to the
passage of the Civil Rights Act
of 1964, Duke Power Co. had a policy of segregating
employees according to race. Specifically,
at its Dan River plant, African Americans were only allowed to
work in the labor department,
where the jobs were among the lowest-paying positions in the
company.
After Title VII of the Civil Rights Act of 1964 was passed, the
company changed its policies,
adding a requirement of a high school diploma or a minimum
score on an IQ test for positions in
areas other than the labor department, thus eliminating a large
number of African American
45. applicants for positions outside the labor department. The Court
found that under Title VII, if
tests disparately impact ethnic minority groups, businesses must
demonstrate that such tests are
“reasonably related” to the job for which the tests are required.
Disparate Treatment
Title VII prohibits intentional discrimination based on race,
color, religion, sex or national
origin. It also prohibits both disparate treatment and disparate
impact discrimination. For
example, Title VII forbids a covered employer from testing the
reading ability of African
American applicants or employees when the reading ability of
their white counterparts is not
tested. This is called disparate treatment discrimination.
Disparate treatment cases typically
address the following questions:
• Were people of a different race, color, religion, sex or national
origin treated differently?
• Is there any evidence of bias, such as discriminatory
statements?
• What is the employer’s reason for the difference in treatment?
46. • Does the evidence show that the employer’s reason for the
difference in treatment is
untrue and that the real reason for the different treatment is
race, color, religion, sex or
national origin?
Disparate Impact
Title VII also prohibits employers from using neutral tests or
selection procedures that have the
effect of disproportionately excluding persons based on race,
color, religion, sex or national
origin, if the tests or selection procedures are not “job-related
and consistent with business
necessity.” This is called disparate impact or adverse impact
discrimination. See, What is
“disparate impact”? Disparate impact cases typically address the
following questions:
• Does the employer use a particular employment practice that
has a disparate impact on
the basis of race, color, religion, sex or national origin? For
example, if an employer
requires that all applicants pass a physical agility test, does the
test disproportionately
screen out women? Determining whether a test or other
selection procedure has a
48. contrast to a general measurement of applicants’ or employees’
skills, the policy or
practice must evaluate an individual’s skills as related to the
particular job in question. If
the employer shows that the selection procedure is job-related
and consistent with
business necessity, then anyone who challenges the selection
procedure must demonstrate
that there is a less discriminatory alternative available. For
example, is another test
available that would be equally effective in predicting job
performance but would not
disproportionately exclude the protected group?
Uniform Guidelines on Employee Selection Procedures
In 1978, the Civil Service Commission, U.S. Department of
Labor, Equal Employment
Opportunity Commission (EEOC) and U.S. Department of
Justice jointly adopted the
Uniform Guidelines on Employee Selection Procedures to
establish uniform standards for the
use of selection procedures by employers and to address adverse
impact, validation and record-
keeping requirements. The Uniform Guidelines document a
49. uniform federal position in the area
of prohibiting discrimination in employment practices on the
basis of race, color, religion, sex or
national origin. The Uniform Guidelines outline the
requirements necessary for employers to
legally defend their employment decisions based upon overall
selection processes and specific
selection procedures.
The basic principle of the Uniform Guidelines is that a selection
process that has an adverse
impact on the employment opportunities of members of a race,
color, religion, sex or national
origin group and thus disproportionately screens them out is
unlawfully discriminatory unless the
process or its component procedures have been validated in
accord with the Guidelines or the
user otherwise justifies them in accord with federal l aw. This
principle was adopted by the
Supreme Court unanimously in Griggs v. Duke Power Co. and
was ratified and endorsed by the
Congress when it passed the Equal Employment Opportunity
Act of 1972, which amended
Title VII of the Civil Rights Act.
50. Though the Uniform Guidelines are not legislation or law, they
are relied upon by courts as a
source of technical information and are typically given
significant weight by the courts. The
Uniform Guidelines apply to most private employers with 15 or
more employees for 20 weeks or
more a calendar year and to most employment agencies, labor
organizations and apprenticeship
committees. They also apply to state and local governments
with 15 or more employees. They
apply through Executive Order 11246 to contractors and
subcontractors of the federal
government and to contractors and subcontractors under
federally assisted construction contracts.
See, Are all employers with 15 or more employees required to
follow the Uniform
Guidelines for Employee Selection Procedures, including
adverse impact testing and
applicant tracking?
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ml
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52. full range of assessment
techniques, including written exams, performance tests, training
programs, probationary periods,
interviews, reviews of experience or education, work samples,
and physical requirements.
If the use of a particular selection procedure results in adverse
impact, the employer can
eliminate the use of the procedure, thus eliminating the adverse
impact. Or, if the employer
wishes to continue to use the procedure, it must demonstrate the
“business necessity” of the
selection procedure– that is, a clear relationship between the
selection procedure and
performance of the job. This process is known as validation.
EEOC Enforcement Actions
According to the EEOC, there has been an increase in
employment testing due, in part, to post-
September 11 security concerns as well as concerns about
workplace violence, safety and
liability. In addition, the large-scale adoption of online job
applications has motivated employers
to seek ever more efficient ways of screening large numbers of
online applicants in a non-
53. subjective way.
The number of discrimination charges filed with the EEOC
relative to employment testing and
exclusions based on criminal background checks, credit reports
and other selection procedures
reached a high point in FY 2007 at 304 charges.
Title VII permits employment tests as long as they are not
“designed, intended or used to
discriminate because of race, color, religion, sex or national
origin” (see, 42 USC Sec. 2000e-
2(h)). Title VII also imposes restrictions on how to score tests.
Employers are not permitted to
1) adjust the scores, 2) use different cutoff scores, or 3)
otherwise alter the results of
employment-related tests on the basis of race, color, religion,
sex or national origin.
Several recent EEOC enforcement actions have specifically
focused on testing:
• EEOC v. Ford Motor Co. and United Automobile Workers of
America involved a court-
approved settlement agreement on behalf of a nationwide class
of African Americans
who were rejected for an apprenticeship program after taking a
cognitive test known as
54. the Apprenticeship Training Selection System (ATSS). The
ATSS was a written
cognitive test that measured verbal, numerical and spatial
reasoning in order to evaluate
mechanical aptitude. Although it had been validated in 1991,
the ATSS continued to have
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eemptest.aspx
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otion.aspx
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mpref.aspx
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tention.aspx
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terviewing.aspx
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afety.aspx
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ackground.aspx
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e002-.html
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e002-.html
http://codes.lp.findlaw.com/uscode/42/21/VI/2000e-2
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05.html
55. a statistically significant disparate impact by excluding African
American applicants.
Less discriminatory selection procedures were subsequently
developed that would have
served Ford’s needs, but Ford did not modify its procedures. In
the settlement agreement,
Ford agreed to replace the ATSS with a selection procedure to
be designed by a jointly
selected industrial psychologist. The new procedure would
predict job success and reduce
adverse impact. In addition, Ford paid $8.55 million in
monetary relief.
• In EEOC v. Dial Corp., women were disproportionately
rejected for entry-level
production jobs because of a strength test. The test had a
significant adverse impact on
women: prior to the use of the test, 46 percent of hires were
women; after use of the test,
only 15 percent of hires were women. Dial defended the test by
noting that the test
closely resembled the job and the use of the test had resulted in
fewer injuries to hired
workers. However, through expert testimony, the EEOC
established that the test was
56. considerably more difficult than the job and that the reduction
in injuries occurred two
years before the test was implemented, most likely due to
improved training and better
job rotation procedures. On appeal, the U.S. Court of Appeals
for the 8th Circuit upheld
the trial court’s finding that Dial’s use of the test violated Title
VII under the disparate
impact theory of discrimination.
Determining Adverse Impact
The Uniform Guidelines have adopted a practical means of
determining adverse impact in a
selection procedure. This “rule of thumb” established by the
Uniform Guidelines is known as the
“4/5ths” or “80 percent” rule. To determine whether a selection
procedure violates the “4/5ths”
or “80 percent” rule, the selection rate (or passing rate, where
applicable) for the group with the
highest selection rate is compared to the selection rates for the
other groups. If any of the
comparison groups do not have a passing rate equal to or greater
than 80 percent of the passing
rate of the highest group, then it generally is held that evidence
57. of adverse impact exists for the
particular selection procedure.
Four-step process
A four-step process determines adverse impact.
1. Calculate the rate of selection for each group (divide the
number of persons selected from a
group by the number of applicants from that group).
2. Determine which group has the highest selection rate. For
positive personnel transactions, the
highest rate is the most advantageous. For negative personnel
transactions, the most favored
group has the lowest rate.
3. Calculate the impact ratios by comparing the selection rate
for each group with that of the
highest group (divide the selection rate for a group by the
selection rate for the highest group).
4. Observe whether the selection rate for any group is
substantially less (i.e., usually less than
4/5ths or 80 percent) than the selection rate for the highest
group. If it is, adverse impact is
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58. utesRegulationsandGuidanc/Pages/Uniformguidelinesonselectio
nprocedures.aspx
indicated in most circumstances.
Calculations examples
For example:
EEO
Group
Applicants Hires Selection Rate
and Percent
Hired
Caucasian 80 48 48/80 or 60%
Latino 40 12 12/40 or 30%
A comparison of the Latino selection rate (30 percent) with the
Caucasian selection rate (60
percent) shows that the Latino rate is 30/60, or one-half (50
percent) of the Caucasian rate. Since
one-half (50 percent) is less than 4/5ths (80 percent) adverse
impact is usually indicated. Further
examples of how to calculate impact ratio are shown below for
both hiring and termination.
59. Step 1: Impact Ratio for Hiring—Calculate the Rate of
Selection
EEO
Group
Applicants Hires Percent
Hired
African
American
108 25 23
Latino 78 24 31
Caucasian 325 114 35
The group with the highest selection rate is Caucasian, with 35
percent. Next, calculate the
impact ratio.
Step 2: Impact Ratio for Hiring—Calculate the Impact Ratio
EEO
Group
Percent
Hired
60. Divide Impact
Ratio
Adverse
Impact?
Caucasian 35
African
American
23 23/35 66% Yes; it is
less than
80%
Latino 31 31/35 88% No; it is
more
than 80%
Adverse impact is determined first for the overall selection
process for each job. If the overall
selection process has an adverse impact, the adverse impact of
the individual selection procedure
should be analyzed. If the employer continues to use any
selection procedures that have an
adverse impact, the employer is expected to have evidence of
61. these procedures’ validity
satisfying the Guidelines.
In the next example, the impact ratio for termination is
calculated for a group of terminated
employees.
Step 1: Impact Ratio for Termination—Determine the Group
With the Lowest Rate of
Selection
EEO
Group
Employees Selected for
Termination
Percent
Selected
Males 162 12 7
Females 178 33 19
Clearly, the group with the lowest selection rate is male, with 7
percent. Next, calculate the
impact ratio. Remember, for negative actions, place the most
62. favored group’s rate in the
numerator position.
Step 2: Impact Ratio for Termination—Calculate the Impact
Ratio for Each Group
EEO
Group
Percent
Selected for
Termination
Divide Impact
Ratio
Adverse
Impact?
Male 7
Female 19 7/19 36% Yes; it is
less than
80%
Drawbacks to the use of the impact ratio
A major drawback to using the impact ratio is that it is subject
63. to sampling errors when the
sample size and selection rates are small. Employers should
note that there is language in the
Uniform Guidelines that allows for more rigorous statistical
tests (e.g., Chi Square or Fisher’s
exact test). In addition, depending on the distribution of the
data, one method may yield evidence
of adverse impact while another may not. Another key point to
remember is that after first
applying the adverse impact analysis to the overall selection
process, it may be applied to each
individual step in the process as well if adverse impact is found
in the overall selection process.
The analysis may be applied to any groups, such as
male/female, over/under age 40, etc.
Requirement for validation and continuous test monitoring
Employers should ensure that employment tests and other
selection procedures are properly
validated for the positions and purposes for which they are
used. The test or selection procedure
must be job-related and its results appropriate for the
employer’s purpose. While a testing
vendor’s documentation supporting the validity of a test may be
helpful evidence, the employer
64. is still solely responsible for ensuring that its tests are valid
under the Uniform Guidelines.
If a selection procedure screens out a protected group, the
employer should determine whether
there is an equally effective alternative selection procedure that
has less adverse impact and, if
so, adopt the alternative procedure. For example, if the
selection procedure is a test, the employer
should determine whether another test would predict job
performance but not disproportionately
exclude the protected group.
Best Practice Recommendations
The Center for Corporate Equality issued a 98-page Technical
Advisory Committee Report
on September 15, 2010, containing recommendations on best
practices in how to conduct
adverse impact analyses based on input from 70 of the nation’s
top experts in adverse impact
analyses. It has been suggested that any HR professional who
performs affirmative action plans
and adverse impact analyses can use the report as a “field
manual.” See, Report Reviews Best
65. Practices in Adverse Impact Analyses.
Among its numerous findings, the report concluded that the 80-
percent rule is not a very good
analysis “and may only be computed today because the Uniform
Guidelines on Employee
Selection Procedures still exist.”
Legal and policy issues
The following themes emerged from the report’s section on
legal and policy issues related to
adverse impact analyses:
• When internal and external job seekers apply together for the
same requisition, it is
reasonable to analyze them together to evaluate the impact of
the selection process.
However, if they are not being considered simultaneously, it is
reasonable to keep them
as two different pools for analysis.
• Although the statistical methodologies used for a disparate
impact and disparate
treatment or practice may be the same, the material facts of the
case and the ultimate
66. burden of proof are very different.
• Actionable adverse impact is difficult to define in the abstract.
Context has to be taken
into account before one can feel confident that the observed
differences in selection rates
are actionable under the law.
• Context always matters when making a decision on whether
applicant data can
reasonably be aggregated. Aggregating data across multiple
locations may be appropriate
if the selection process is standardized and applied consistently
from one location to
another.
• A statistically significant disparity for the “total minority”
aggregate without a statistical
indicator for a particular protected class (e.g., black, white,
Hispanic, Asian) is not legally
actionable impact in most situations.
Keep in mind that anything used to make a selection decision
may be considered a test and
should be monitored for adverse impact. If impact is identified,
the selection process should be
68. • Applicants who are offered a job should be counted as a
selection regardless of whether
they accept the offer.
• Measures of statistical and practical significance should be
included in determining the
existence of adverse impact.
• There are several measures of statistical significance that can
be used to determine
adverse impact. The appropriateness of any method is a function
of the way in which
employment decisions are made.
• The decision to aggregate data across jobs, locations or
requisitions should be made after
considering the degree of structure in the selection process as
well as the numerical and
demographic similarity of the locations and requisitions.
There are important differences in pattern or practice scenarios
and adverse impact. Disparity
analyses may play important roles in both scenarios, but care
should be taken to understand the
employment process being analyzed.
Acknowledgement— This article was prepared for SHRM
Online by the SHRM Knowledge
69. Center staff.
Publication Note—This treatment was first published in
December 2010. SHRM staff will
update it periodically as developments in the Staffing
Management Discipline warrant. For the
most recent developments, see the Staffing Management
Discipline and articles archived under
specific Affirmative Action and Equal Employment Opportunity
topics. Notify SHRM of
broken links or concerns about the content by e-mailing
[email protected]
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efault.aspx
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fact.aspx
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o.aspx
mailto:[email protected]Avoiding Adverse ImpactFrom
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dverseImpact.aspx
Strategic Human Resources Management – Week #5 Lecture 1
Staffing and Training
Staffing is a key strategic HR activity which significantly
impacts organizational profitability. Recruitment and selection
issues are discussed, including interviewing, testing and
references. The outsourcing of staffing functions can present
70. both benefits and costs to an organization, and must be analyzed
appropriately before implementing. International assignments,
as well as diversity issues, are becoming more important in
managing the staffing function (Mello, 2015). Before a manager
can staff a position, he or she must decide whether or not the
position will be temporary or permanent. Temporary employees
who are obtained from an agency normally cost more per hour,
have no benefits, and are not paid if there’s no work to
complete. On the contrary, permanent employees have a lot of
benefits, which costs the organization more in the long run.
Many businesses outsource because it reduces cost for the
business by using contractors instead of part-time or full-time
employees. By doing this, the business does not have to pay for
benefits or compensation, and they are also not liable for any
accidents on the job.
Methods of recruiting include:
· Informally or formally
· Internally or externally
· Targeted advertising in selected media
· Recruiting on Internet
· Outsourcing to staffing agencies
· Private Industry Councils (PICs)
· Executive search firms
· On-campus recruiting (Mello, 2015)
Individual Development Plan (IDP)
Individual development plans (IDP) are part of an employee’s
growth and professional development. It is recommended that
managers encourage employees to update their annual (IDP) to
include the courses the employees need in order to grow
professionally, which gives the employees an opportunity to set
milestones and career goals. Minter and Thomas (2000) found
employees whose management does not allow them to
participate in real-time opportunities for solving problems and
making decisions view their management support to their career
attainment as artificial. Using career development programs can
71. provide an effective means for leadership to develop the
workforce and support employee career goals. Employees
should be involved in keeping current their IDP because it
outlines and identifies the necessary trainings for success and
career progression.
Training
Training and development represent the ongoing investment in
employees as assets with initiatives designed to increase that
value through employees acquiring knowledge and skills
(employee training), as well as through learning with a more
long term approach to employee careers and the organizational
strategy (employee development). Organizations now largely
favor the term “learning” over training, because learning
implies continual growth and development, emphasizing results
rather than process (Mello, 2015). Employee training and
development play a role in developing skills and increasing
worker value to the organization. From new-employee training,
known as "on-boarding," to classes on selling, safety, new
company initiatives and customer service, HR conducts,
evaluates and maintains attendance records on training
programs. It is the role of the HR office to choose the format
(video, webcast, role-playing, and lectures), location, vendors
and speakers to meet objectives and budget restrictions.
Employee development is a critical component of success for
growth within an organization because it gives the employee
opportunities acquire additional knowledge and skills, and
shows the employee that the organization is willing to invest in
his or her future.
Organizations that invest in employee training and development
also retain qualitied and knowledgeable employees. McNamara
(2006) states ―Effective management development programs
help students (learners) take a system‘s view of their
organizations, including review of how major functions affect
each other. Assignments include recognizing and addressing
effects of one action on their entire organization‖ (para. 5). An
effective training program must include practical applications
72. and follow-up techniques that build proper habits, and be a part
of the strategic planning process. According
to Aalbregtse (2007), a blended learning approach has to be a
well-coordinated training program consisting of: (a) enabled
knowledge – documents, articles, notes, and technical expertise;
(b) enabled distance learning – training modules, video
conferences, and Webcasts (c) enabled collaboration –
interactive peer-to-peer learning; (d) team-based simulation –
computer simulations; and (e) customized programs and
workshops (McElroy, 2003; Senge, 2006). Byrd (2006)
explained, “trained and educated employees are better able to
communicate with management. They ask thoughtful questions.
They make informed decisions for improved work performance”
(p. 7). Employees can access training through various methods
within the organization. The first is to review his/her job
description and individual development plan to determine if the
position and the employee require a specialized training or
certification that must be attained within a certain time frame of
being in the position. The employee can also work with his/her
manager or take the responsibility of finding training for
him/her. This process gives the employee the responsibility of
limiting themselves to certain trainings, but also acquiring
knowledge in other fields. Many organizations coordinate
training through their HR office, or based on the topic, their
Employee Assistance Program office.
References
Aalbregtse, J. (2007, June). The graying of an industry. ICIS
Chemical Business Americas, 271(2), 24-25.
Byrd, D. (2006). Organizational agility: Ongoing employee
education is key. American Society for Quality, 2(2), 7-9.
McElroy, M. W. (2003). The new knowledge management:
Complexity, learning, and sustainable innovation. Burlington,
MA: Butterworth Heinemann.
McNamara, C. (2006). Historical and contemporary theories of
management. Retrieved from
http://managementhelp.org/management/theories.htm
73. Mello, J.A. (2015). Strategic human resource manageme nt. (4th
Ed). Cengage Learning
Minter, R. L. & Thomas, E. G. (2000). Employee development
through coaching, mentoring and counseling: A
multidimensional approach. Review of Business, 21(1/2): 43-47.
Senge, P. M. (2006). The fifth discipline: The art & practice of
the learning organization. New York, NY: Doubleday.
1
Social Media 1
Week 5 Discussion 1:
Staffing and Training
Our focus this week will be on staffing organizations, and the
different recruitment methods Human Resources managers use
to hire qualified employees. There are various recruitment
methods used to attract employees, so as you work on this
week’s assignment, think of what it takes to retain qualified
employees. This week’s objective is to generate a plan to recruit
quality employment candidates. Have a great week!
Upon successful completion of this week's lesson, you should
be prepared to:
· Generate a plan to recruit quality employment candidates
Review this week’s Learning Resources, especially:
· W5 Lecture – Staffing (See attachment)
· Staffing- An Overview - YouTube
· HR Management: Training & Development - YouTube
· Do you know the basics of employment law? - YouTube
· Chapter 8 – Employment Law - (See attachment)
Assignment
74. Management of Employee Attitude
Write 4-5 page paper discussing the following:
· Explore the benefits of management and employee attitudes.
· Specifically, the manager’s influence toward professional
training and development within organizations.
· How can organizations recruit and retain qualified employees?
· 3 – 4 references Do not use Wikipedia.
· APA citing
· No plagiarism
· All sources used must be cited both within the text and in a
references section at the end of the lecture (use APA
conventions for citing)