This document proposes a comprehensive ethics and conduct program for a company. It outlines key elements such as establishing company values through a risk assessment, developing an ethics policy and code of conduct, implementing an inquiry and reporting system for employees, providing ethics awareness training, creating a communication plan to promote the program, evaluating the program's effectiveness through metrics and audits, and ensuring leadership is committed to modeling ethical behavior and communication. The proposal emphasizes the importance of a multifaceted program with consistent messaging to build an ethical culture throughout the organization.
TQM is the integration of all functions and processes within an organization in order to achieve continuous improvement of the quality of goods and services. The goal is customer satisfaction.
TQM is the integration of all functions and processes within an organization in order to achieve continuous improvement of the quality of goods and services. The goal is customer satisfaction.
Total Quality Management (TQM) was originated in 1950s and the historical evolution of TQM as can categorized in four stages. i.e. Quality Inspection, Quality Control, Quality Assurance and Total Quality Management. Total Quality means the attitude, organization and culture of the company which strives to satisfy the customer needs with their products and services. It is method by which management and its employees get involved in the continuous improvement of the production of goods or services. For this reason, quality and managements tools are combined together and aimed at growing business and reducing the losses caused due to wasteful or inefficient practices.
The 5 Pillars of Excellence are used to align the entire organization towards the same, defined, measurable outcomes. They also hold leaders accountable for outcomes.
(Quint Studer)
Recruitment refers to the overall process of attracting, shortlisting, selecting and appointing suitable candidates for jobs (either permanent or temporary) within an organization.
Lack of management commitment, Inability to change organizational culture, Improper planning, Lack of continuous training and education, Incompatible organizational structure and isolated individuals and departments, Ineffective measurement techniques and lack of access to data and results,Paying inadequate attention to internal and external customers, Inadequate use of empowerment and team work,
Failure to continuously improve
Total Quality Management (TQM) was originated in 1950s and the historical evolution of TQM as can categorized in four stages. i.e. Quality Inspection, Quality Control, Quality Assurance and Total Quality Management. Total Quality means the attitude, organization and culture of the company which strives to satisfy the customer needs with their products and services. It is method by which management and its employees get involved in the continuous improvement of the production of goods or services. For this reason, quality and managements tools are combined together and aimed at growing business and reducing the losses caused due to wasteful or inefficient practices.
The 5 Pillars of Excellence are used to align the entire organization towards the same, defined, measurable outcomes. They also hold leaders accountable for outcomes.
(Quint Studer)
Recruitment refers to the overall process of attracting, shortlisting, selecting and appointing suitable candidates for jobs (either permanent or temporary) within an organization.
Lack of management commitment, Inability to change organizational culture, Improper planning, Lack of continuous training and education, Incompatible organizational structure and isolated individuals and departments, Ineffective measurement techniques and lack of access to data and results,Paying inadequate attention to internal and external customers, Inadequate use of empowerment and team work,
Failure to continuously improve
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BigWeatherGear Group and Corporate Services Brochure 2013Kristin Matson
Thank you for your interest in Bigweathergear.com Group Sales. We have been in business for over 20 years selling high quality outdoor gear. We specialize in Government, Corporate, and Group volume orders. Our staff of experts can help you fill your gear needs whether they are basic or very specific. We have custom logo applications available on most of the products we carry.
An introduction of events leading the French Revolution of 1789, beginning with a discussion of the Old Regime and ending with the Women's March on Versailles
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GAME ON! Integrating Games and Simulations in the Classroom Brian Housand
Brian Housand, Ph.D.
brianhousand.com
@brianhousand
GAME ON! Integrating Games and Simulations in the Classroom
It is estimated that by the time that today’s youth enters adulthood that they will have played an average of 10,000 hours of video games. By playing games, research suggests that they have developed abilities related to creativity, collaboration, and critical thinking. Come explore the history of games and simulations in the classroom and investigate ways that current games and simulations in digital and non-digital formats can be meaningfully and purposefully integrated into your learning environment.
My books- Learning to Go https://gumroad.com/l/learn2go & The 30 Goals Challenge for Teachers http://amazon.com/The-Goals-Challenge-Teachers-Transform/dp/0415735343
Resources at http://shellyterrell.com/games
SXSW Interactive is amazing this year! I’m talking VR, AR, IoT, enter next acronym here, and even the P.O.T.U.S. made an appearance.
SXSW plays an increasingly important role in revolutionizing interactive media. While often known as a hotbed for tech startups, it’s the discussions around practical applications of such media, the opportunities they present, and the surrounding implications that have attracted the attention of a growing number of brands, platforms, and creators each year.
In this webinar we share key takeaways from SXSW 2016 and discuss what each means for the year ahead.
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Originally presented at the ACPA 2016 International Convention in Montreal, Canada. This presentation provides an overview of my research on college student development in digital/social spaces.
These slides compliment the webinar titled "People Culture - Whats it all about" presented by Paul Addy from Positive People HR.
Withing the webinar, Paul explores:
* What company culture is and how to better define it
* Articulating what the drivers of an engaged team are
* Some of the tools available to measure your employee engagement and your people culture
To listen to the full webinar recording, please visit http://shorebird-rpo.com/free-webinars/item/people-culture-whats-it-all-about
In this webinar we were joined by Mango Partner Gary Patrick from QSM Group. Gary is a very successful QHSE consultant and trainer based out of Perth, Western Australia.
We discussed how to establish objectives and targets for your QHSE management systems.
Establishing and monitoring objectives and targets for health and safety, ISO 9001, ISO 14001, OHSAS 18001, AS 4801 and ACC programmes is something that companies really struggle with.
The webinar recording can be found here: http://www.mangolive.com/blog-mango/objectives-and-targets-for-iso9001-iso14001-iso45001-webinar-recording
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/organizational-excellence-framework-employees-1421
BENEFITS OF DOCUMENT
1. Undertake human resource planning that supports organizational plans
2. Recruit, select, train and develop employees
3. Encourage employees to share suggestions and ideas aimed at improvement
DOCUMENT DESCRIPTION
This is an introductory workshop on employees. It focuses on defining and implementing good employee practices that are covered in the Organizational Excellence Framework (copyright 2010 Dawn Ringrose) publication that integrates global excellence models and provides implementation guidelines for the practitioner. These practices have been validated by over 20 years of research.
The employee practices include: Undertaking human resource planning that supports organization goals and objectives; Recruiting and selecting people for mutual success; Promoting equal opportunity and diversity; Ensuring people understand and commit to the strategic direction and improvement goals; Getting people involved with improvement initiatives; Encouraging employees to share ideas and suggestions; Encouraging employees to be innovative and take risks; Determining the training needs of employees and providing the necessary training; Ensuring employees have adequate compensation and benefits; Rewarding and recognizing strong performance of both individuals and teams; Ensuring a healthy workplace environment and involving people in addressing issues related to health and wellness; Removing barriers to employee effectiveness.
Each practice includes a definition, implementation guidelines and practical examples and may include applicable research findings. The workshop is formatted so that participants learn about best management practices related to the topic and have an opportunity to self-assess against the practices and develop an improvement plan to address gaps.
This workshop is part of a consulting toolkit that includes: the Organizational Excellence Framework publication, scenario games, automated assessments, holistic workshops for micro to large size organizations and modular workshops for each key management area (governance, leadership, planning, customers, employees, work processes, suppliers and partners, resource management, continuous improvement & performance measurement).
Tips for Implementing a Whistleblower HotlineCase IQ
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What ISO Management Systems can learn from Balanced Scorecard?PECB
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Main points covered:
• What is a Balance Scorecard?
• How Balance Scorecard allows organization to balance its Strategy across 4 perspectives (Financial, Customer, Internal Process and Learning and Growth Perspectives)
• How an organization breaks down each 4 perspective based on 4 criteria (Objectives, Measures, Target and Initiatives)
Presenter:
This webinar was presented by Orlando Olumide Odejide, who is the Chief Trainer for Training Heights Limited. Orlando is an experienced Enterprise Architect and Programme Director working on various technology solutions including SharePoint, SQL Server, Oracle, SAP, Odoo and Qlikview Technologies for clients in the Financial Services, Government and Manufacturing Sectors.
Link of the recorded session published on YouTube: https://youtu.be/XPPj9XhXl0s
5 Ways to Build Employee Trust for Less Turnover and Fewer IncidentsCase IQ
Over the past few months, we’ve seen employees quit in record numbers. While there are many reasons for “The Great Resignation”, a standout is employee trust. A study from Gallup suggests that only one in three employees strongly agree that they trust the leadership of their organization.
Employees want to trust the companies they work at and the people they work with. They want to feel comfortable coming to HR with their complaints and concerns. But building trust takes time, and effort. As organizations are planning their post-pandemic strategies, now is a perfect time to place an intentional emphasis on building trust.
New Explore Careers and College Majors 2024.pdfDr. Mary Askew
Explore Careers and College Majors is a new online, interactive, self-guided career, major and college planning system.
The career system works on all devices!
For more Information, go to https://bit.ly/3SW5w8W
Brand Identity For A Sportscaster Project and Portfolio I
Ethics plan.pptx v 2.0
1. Proposal for a Comprehensive
Ethics and Conduct Program
John L. Hurt, CPA
2. Elements of an Effective Ethics and Business
Conduct Program
Effective
Ethics and
Business
Conduct
Program
Company Values
Risk Assessment
Ethics and
Conduct Policy
Code of Conduct
Inquiry &
Reporting
Awareness
Training
Communication
Plan
Program
Evaluation
Leadership
Commitment
3. Company Values and Risks
Values
• What do we stand for?
• What is most important to us?
• What do we believe in?
• What is our vision?
• How do we want to be perceived?
• What are our personal values?
• What are our professional values?
• What was the philosophy of the founders/owners of our
company?
• What do we say about our company in marketing
materials?
• Who are the stakeholders of our company and what is
important to them ?
Risks
• Anti‐Kickback/Anti‐Bribery
• Government Contracting Issues
• Antitrust
• Procurement Integrity/TINA
• Proprietary Information
• Company Assets
• Safety Rules/OSHA
• Conflicts of Interest
• Teaming
• Cost Accounting
• Time charging
• Environmental
• Non‐harassment
• Export Control Non‐Discrimination/EEO/AA
4. Ethics Policy and Code of Conduct
Ethics Policy Components
• A letter from the Chairman/Executive Office
• Statement of company values
• Instructions to ask a question or report a concern related
to ethics
• Policies on confidentiality, non‐retaliation and approach
to investigation of employee concerns
• Other resources employees may use for advice on
specific topics (such as employee benefits, legal
problems, contract issues or safety concerns)
• Telephone line for asking questions or reporting concerns
• A list of questions to consider when approaching an
ethical dilemma
• Answers to frequently asked questions
Conduct Policy Topics
• Company confidential information
• Conflicts of interest
• Discrimination and harassment
• Electronic communications
• Offering gifts, gratuities, and entertainment
• Accepting business courtesies and kickbacks
• Insider information
• Privacy
• Product quality and product safety
• Protection of company assets
• Security
• Use of company assets
• Workplace safety
5. Inquiry and Reporting
• It is important that an ethics and business conduct program includes a place for employees, suppliers,
customers and others who do business with the company to ask questions or raise areas of concern.
• Telephone lines should be answered by a live person and not an answering machine, except after normal
business hours. Many companies also provide a method for anonymous email contact.
• Concerns that raised should be promptly investigated by a designated ethics advisor or forwarded to the
appropriate company department or personnel for resolution.
• When possible, provide feedback to the contact at the conclusion of the investigation.
• Once a telephone line has been established, management needs to publicize the number and email address
in the employee directory, place it on posters, and include it in the company newsletter and other employee
communications.
• It is also important to establish a system for tracking and reporting contacts that are made.
6. Awareness Training
• Employee awareness can be achieved through something as formal as one hour of live ethics training each
year or through a variety of ethics awareness initiatives that can be presented to employees periodically on a
more informal basis (such as incorporating ethics discussions into regular staff meetings, safety meetings or
employee forums).
• One effective method of training is top‐down, cascade training that begins with the company’s president or
CEO training his or her staff.
• The training is then cascaded down through the entire company, with each leader training his or her direct
reports so each employee hears the company’s ethics message directly from his or her immediate
supervisor.
7. Communication Plan
• A communication plan ensures the company is able to engage all audiences with specific messages using a variety of
media.
• Communication commitment to ethical conduct should include consistent messages delivered in engaging and diverse
manners (such as email, posters, company newsletters, company Intranet and other existing company communications). It
is important to use multiple methods to ensure the message is effectively and efficiently communicated to employees,
suppliers, customers and other stakeholders.
• Leaders play an important role in the communication and awareness of ethical standards. All levels of leadership should
use every available opportunity to verbalize a personal commitment to the company’s ethical standards.
• Opportunities to incorporate references to ethics may include formal speeches or presentations, as well as one‐on‐one
conversations that take place in the workplace or on the shop floor.
• Other effective forums for ethical discussions may be safety meetings, staff meetings, stand‐up meetings, marketing
strategy sessions or program reviews.
8. Program Assessment and Evaluation
• In addition to a company’s values and culture, there are various program elements to be measured— for instance, the
company’s code of conduct and related policies, inquiry and reporting mechanisms, training and communication, and
leadership actions. The design, implementation and impact of these important program elements and activities should be
evaluated.
• Companies have used annual employee surveys (separate from more general Human Resources surveys) and focus groups
to measure the culture of their companies and spotlight areas for improvement in their programs. Additionally, evaluating
the data gathered from reporting mechanisms— the frequency, nature, and resulting actions— can shed light into the
effectiveness of a program. Reporting on metrics should be kept simple and focused in order to lead to effectiveness.
• Internal and external audits of a program can help avoid noncompliance and should be conducted regularly. This may be
particularly useful when there is a new business venture, downsizing or personnel changes have taken place, or
complacency has become evident. It is important to ensure internal controls are kept up to date and effective, and that
corrective action is taken when misconduct or potential for misconduct is identified.
9. Leadership Commitment
Leaders should be responsible to:
• Lead by example
• Ensure employees understand the company’s ethics standards
• Create a culture that encourages employees to comply with company policies and voice questions and
concerns
• Respond appropriately and immediately to concerns raised
• Ensure employees receive a copy of the code of conduct
• Ensure employees complete training and certifications as required
The engagement of middle management is just as important as support from senior leadership. Messages
related to an organization’s ethics standards must remain consistent at all levels of leadership and from all
parts of the company.