Fiction coursework final draft Mollie Coucill

The moon shone hauntingly over the harsh pine trees protruding from the stiff ground like a stake from the heart of a vampire. New layers of snow fell on the cold, hard ground of the forest, covering prints that had been created there earlier that day. In the centre of Newgrove Forest a river ran fiercely and deeply, splitting the fearsome forest in half. Beyond the eastern section of the river stood a great manor-house, some what out of place in the eighteenth century Albanian woodland surrounding it. The house was humongous and daunting, a charcoal-burned monstrosity towering over its extensive graveyard, with hundreds of memorials and tombstones protruding from the ground at various angles. Of all the various windows lining the stone walls of the house, only one was lit; and through it was a collection of the most curious and fearsome creatures that human eyes had ever witnessed. There were twelve gathered in that room – eleven of them daemons clothed in nothing but their thick skin and lusting for flesh. Every one of the monstrous beasts was different from the next, with various differing characteristics; some bore horns and piercing crimson skin, others with a mucus colouring, and several limbs more than was normal. These eleven were gathered around a twelfth, who was clothed in hooded grey robes. Seemingly human, the twelfth member of this estranged committee appeared to be preaching to the impatient creatures around him. â€Å"Daemons of the vortex, too long have you been imprisoned within these walls! Too long have you been prevented from wreaking havoc in this world of man! And too long you have had to wait in dear anticipation for your next kill.† The man spoke in a harsh rasping voice that echoed throughout the room. â€Å"There is one who can help you; one whose death would bring forth the dawn of the new age- the age of the daemon.† The surrounding daemons began to holler and scream in excitement: they knew that this man was talking of freeing them from the house forever. â€Å"Who is this man?† asked a repulsive purple daemon, who seemed to be the leader of the daemons present. â€Å"Why, the only offspring of the long-dead monarchy of Albania,† commented the hooded figure, smugly. â€Å"Impossible!† muttered the head-daemon. â€Å"We wiped out those scum long before we were imprisoned here! You had better not lie to me, Broc!† â€Å"Well you missed one – didn't you?† replied the man called Broc, now starting to become impatient. â€Å"All I know is that there is a boy, close to seventeen years of age, who has been branded. I saw him with my very eyes.† â€Å"Why haven't I been informed of this?† screamed the head-daemon. â€Å"The Remok- they tracked down my enemies sixteen years ago! How could they have missed a child? I will see the end of this. Bring them forth! They will bring the boy.† â€Å"No! I mean†¦ I will see to it that the boy is brought here as soon as possible.† Broc, for the first time, showed a hint of fear; the Remok were not to be messed with. â€Å"Very well – I expect him by full moon. Three days Broc.† Replied the daemon. This marked the end of the conference, and he and his minions left, allowing Broc to show himself out. Meanwhile, beyond the western side of the river, perhaps twenty miles away from the water lay a small village within a clearing, consisting of twenty sawdust huts, held together with mud. In a hut much like any other slept a teenage boy on a mattress made of straw. Visible on the boy's left wrist was a black tattoo- resembling an eye, impaled upon a spear. The detailing of the tattoo showed that the artist must have been of a superb standard. For now, the boy slept on. Later, when the sun was at its prime, the boy's eyes shot open. The light was slicing through holes in the thick fibres of the wall. He screwed up his eyes, stood from his bed, and stepped from the hut. Today marked an important occasion for the boy, as it was his seventeenth birthday. He was now permitted to leave the village to search for a livelihood for himself. However, the boy had already vowed that he would leave- not to find a job- but to find his family. When he was a month or so old, the boy had been found outside the hut of the local healer, Theo, who raised the boy and called him Yan. For the next seventeen years Theo brought up Yan as his own son. He was honest with the boy; letting him know of his mysterious heritage, but Yan had always been curious, and there was no stopping him leaving the village. Now that day had arrived, Yan could not leave soon enough. When Yan had collected his belongings and retrieved his mule from the village stables, he set off on his journey, which would take him through the woods, and ultimately to the river-city of Hoelra – the city of the water. Yan travelled for three solid hours through the dense cluster of trees that had formed between his village and the river before reaching the town of Glaera, where he would stop for the night. Yan wandered through the town increasingly warily- there were dead and dying people cluttering the streets of the town, many of the dead had weeping relatives draped over their lifeless corpses. Something had happened there the previous night. Yan lowered himself from his mule as a woman collapsed at his feet, howling with pain and despair. Yan put a hand forward to lift her face and quickly recoiled. Where the left side of her face would have been, was a great bloody hole, with various brains dripping from it

Cover Letter

Dear Hiring Manager, I have enclosed my resume. I am currently enrolled in City University of New York majoring in Education concentrated in Early Childhood. I have over 5 years of experience working in an educational environment with children between the ages 2 and 5. While in Middle School, I volunteered at an after work program tutoring my peers in key curriculum courses needed to pass State Testing. Once in high school I nurtured my passion for helping others strive to be the best. I was hired at Antioch Daycare Academy as a Part Time Instructor. As an instructor I was responsible for a class of 20 students between the ages of 2 and 4. I was required to complete a daily curriculum with my students that included the fundamentals needed in order to advance to Pre- K. I held monthly meetings with my student’s parents to discuss the growth, strengths and weakness of each student. My experiences in the classroom and work place have taught me how to effectively assess the short and long-term goals of children, and establish mutually agreed on methods to meet their needs. Throughout my years at Antioch, I was noticed and promoted to the positioned as Director’s Assistant, where I was able to strengthen my teaching and leadership abilities. I have shown to successfully work as part of an interdisciplinary team, collaborating with diverse professionals to provide a holistic approach to care. I have volunteered at daycare centers and outreach teen programs, emphasizing the importance of an education and the limitless opportunities it allows. In addition to my academic success and work experience, I have learned to not only organize my time effectively, but also use my experiences to spread awareness and educate others. In addition to working, I recruited members of my community and signatures of over 100 parents, which qualified Antioch as a potential UPK grant recipient. After several proposals, budgeting plans and curriculum outlines, we were awarded the full amount for UPK. My volunteer work, academic courses and work experience makes me a well-rounded candidate for the position was as a Family worker. I will bring new innovative ideas and proposals to further develop the classroom. Our mission is intertwined, to provide a safe and academically enriching program for children. I am currently up to date and certified CPR and First Aid, Anti-Bully and I have clearance from the Department of Health and the Department of Education. My salary requirement is negotiable based on the job responsibilities and total compensation package. Thank You, Cover Letter How to Write a Cover Letter What Should Your Cover Letter Do For You? It should answer the question – Why should I hire you? It should grab the employers’ attention and point out why you, above all other applicants, should be contacted for a personal interview. The resume should never travel alone. Each time you submit your resume to an employer, you should enclose a cover letter that explains why you are submitting the resume. A cover letter is critical to creating interest in your candidacy, even for an internship or volunteer opportunity.The cover letter is your â€Å"sales pitch†. It gives you the opportunity to draw an employer’s attention to the skills and experience outlined in your resume. You can expand on certain courses or job responsibilities that particularly match the position for which to be considered. It also gives you a chance to highlight special achievements that might otherwise go overlooked. In summarizing your qualifications, highlig ht your most appropriate skills or background in relation to a particular position without simply reiterating the information on your resume.Refer the reader to your enclosed resume for further elaboration your past accomplishments. Be direct and brief. Structure your cover letter with three sections: FIRST PARAGRAPH: This is the â€Å"why I'm writing to you† paragraph which immediately tells the employer the position you want to be considered for. This is short – usually 2-3 sentences. Points to cover: Why you are writing and which position you are applying for. ? How you heard about the position is irrelevant unless it is a mutual contact or recruiting program. Do not write, â€Å"I learned of this opportunity through the Career Services Office. ? Show from your research why you are interested in this position or organization. The goal is to make a connection – do this briefly and specifically or leave it out; sweeping statements will not work. SECOND PARAGRA PH: This is the â€Å"why I'm qualified† paragraph. Highlight some of your most relevant experiences and qualities as they relate to the position for which you are applying. Choose 2 – 3 points you want to make about Specific experiences/accomplishments or about general qualities you have exhibited, and provide Specific examples to support those points.This paragraph will change according to the job/employer for which you are applying. This is usually the longest paragraph of the letter. You may break this paragraph into two if it looks too lengthy or if your points work best in separate paragraphs. Points to ponder: ? ? The first sentence should be a hard-hitting opener. It is a quick introduction, which is accomplishment-oriented and directed at the skills and qualifications needed for the job/industry. The body of the paragraph should provide evidence to back up what you've just claimed.Cite specific jobs/internships/activities/projects and accomplishments associate d with those experiences. Use your resume to come up with some specifics, but NEVER reiterate passages from your resume word for word. Discuss why what you did is to the employer- relate the facts to the job. Strong examples are important! The final sentence is a summary of what you've discussed above. It's a good idea to mention the position title and company name to bring the reader back to the specific job in question. ? FINAL PARAGRAPH: This is a short 2-4 sentences paragraph.You should refer to the enclosed resume, request an interview and let the reader know what will happen next (Contact them within specific period of time unless it is a recruiting program). It is vital that you thank the reader for his/her time and consideration. Cover Letter Rules 1. Address to a specific name and title. If you are uncertain who to address, look in the library reference materials or call the company and ask the receptionist for the appropriate name and title. To gather this information, tel l the receptionist; â€Å"I am sending some important papers to the head of the Department.However, I’m not sure I have the correct name and address. Could you please tell me to whom I should address these documents? † Writing style should be direct, powerful and error free. Edit to eliminate extraneous words and to check grammar, spelling and punctuation. In addition to stating your purpose, the letter tells the reader how well you communicate. The cover letter should be no more than one page. It should follow good business format. Do not overwhelm the reader with a lengthy cover letter or excessive repetition of the resume content.Keep the letter short and to the point. Three or four paragraphs will suffice: Paragraph 1: State your interest and purpose. Paragraph 2 (& 3): Highlight your resume by stressing what you will do for the employer. Paragraph 3: Request an interview and, if possible, indicate that you will call to discuss potential opportunities. 5. Use appro priate language. Repeat terms that the employer uses, without plagiarizing the job description or quoting from the resume. Avoid jargon and the passive voice. Use action verbs and the active voice. Do not try to be cute or too aggressive.Be employer focused – tell the employer what you have to offer, not what you hope to gain from them or the position. Always be positive by stressing your base accomplishments and skills as well as your future value. 2. 3. 4. 6. 7. Be sure to keep copies of all correspondence. It is possible that you will need to refer to it in the future . Sample Cover Letter for an Internship (courtesy of about. com) Your Name 111 Main Street Reading, MA 01867 (781) 555 -5555 [email  protected] com Date Name Job Title Company Street City, State Zip Dear Ms.LastName: I am interested in applying for the scientific research summer internship position that was listed through the Name University Career Services Office. I have had a great deal of laboratory expe rience in chemistry, biology, and geology, both indoors and in the field. In the lab, I have performed chemical reactions and I am currently using microscopes to observe many specimens. In environmental field studies, I have conducted outdoor labs to assess water chemistry. Last summer, I worked as conservation assistant at Clumber National Park. I am seeking to complement this outdoor experience with a esearch internship in order to acquire the background necessary for a future career in scientific research. I believe that I would an asset to your program. This internship would provide me with the ideal opportunity to assist at your organization and to expand my research skills. I will call next week to see if you agree that my qualifications seem to be a match for the position. If so, I hope to schedule an interview at a mutually convenient time. I look forward to speaking with you. Thank you for your consideration. Sincerely, Signature FirstName LastName This is to be used as a R EFERENCE ONLY.PLEASE DO NOT COPY EXACT STATEMENTS for your letter. Every cover letter must be tailored to the job for which you are applying! Sample Cover for a Volunteer Opportunity (courtesy of UMASS Amherst) Your Name 111 Main Street Reading, MA 01867 (781) 555 -5555 [email  protected] com August 9, 2012 Person’s Name Volunteer Coordinator Massachusetts Community Water Watch 44 Winter Street Boston, MA 02108 Dear Ms. X: This letter is to apply as a volunteer with Massachusetts Community Water Watch found through the Office of Community Service Learning at the University of Massachusetts Amherst.I am available to intern from September 1st 2012 to May 16th 2013. I am a first year student interested in pursuing a career in the field of biology. Through my coursework at the University, I continue to master the art and science of collecting, analyzing and interpreting data. I have strengthened my organizational skills through my lab courses and have developed specialized skil ls in using Excel. With my experience as a camp counselor, I am confident in interacting with and presenting educational topics to a young audience.Specifically, I was assigned by my supervisor to serve the role of Head Counselor. Through this role, I was able to coordinate and collaborate with other counselors and share ideas on fun interactive activities for campers. I look forward to utilizing my organizational and leadership skills in addition to my interest in biology to this internship. Thank you for your time and consideration. Sincerely, Your Name Enclosure: resume This is to be used as a REFERENCE ONLY. PLEASE DO NOT COPY EXACT STATEMENTS for your letter. Every cover letter must be tailored to the job for which you are applying!

Discuss the early life experiences of both Frankenstein Essay

   Shortly after returning from Ingolstadt, Elizabeth developed Scarlet fever. Victor’s mother cared for Elizabeth and nursed her back to health. But she also developed scarlet fever and died. The death of his mother affected Victor Frankenstein intensely, and it was one of the main reasons why Frankenstein started to develop a being â€Å"Invulnerable to none but a violent death. † â€Å"When his mother died he was devastated, his initial grief and disbelief gave way to a determination and an aim in life, which was to find out a new life form that would be stronger and smarter and would not die from disease. â€Å"- Andrew Prothero Victor Frankenstein had a particularly good upbringing. â€Å"No Human being could have passed a happier childhood than myself. â€Å"The opposite is true about the creature. The early life experiences of the Creature The Creature was ‘born’ as a result of Victor Frankenstein’s quest to create a being that couldn’t die. Frankenstein had left the Creature, and had gone to bed, but the Creature came to visit Victor Frankenstein in the night. â€Å"I beheld the wretch, the miserable monster which I had created. † The creature was so large and physically revolting that when it was ‘born’ Frankenstein was terrified and fled. â€Å"Breathless horror and disgust filled my heart. † The Creature first has contact with Humans when He is thrown out of a town. â€Å"The whole village was roused; some fled, some attacked me, until, grievously bruised by stones and many other kinds of missile weapons, I escaped to the open country. † The Creature wanders the woods, freezing cold until He finds a fire. The Creature was intrigued by it’s warmth and â€Å"thrust [His] hand into the live embers. † The creature learns to talk by eavesdropping on the De Laceys and talks to De Lacey, who is Blind. â€Å"I knocked. â€Å"Who is there? † said the old man-â€Å"Come in† I entered; â€Å"Pardon this intrusion,† said I â€Å"I am a traveller in want of a little rest; you would greatly oblige me if you would allow to remain a few minutes before the fire. † ‘ â€Å"Enter,† said DeLacy; â€Å"And I will try in what manner I can relieve your wants, but, unfortunately, my children are from home, and, as I am blind, I am afraid I shall find it difficult to procure food for you. † ‘ â€Å"Do not trouble yourself, my kind host, I have food; it is warmth and rest only that I need. † The Creature also reads Paradise lost and Sorrows of Werter The Creator learns of his creator and the way in which he was created by reading Frankenstein’s journal. The Creature has no contact with the opposite sex, although Frankenstein starts to create a female partner for the Creature. â€Å"A turning point for both characters is when they meet and the creature requests for a companion. He goes to Frankenstein and demands a companion. ‘You must create a female for me, with whom I can live in the interchange of those sympathies necessary for my beingi , this is a very reasonable statement in many ways, and one main argument would be that he is alone in the world with no one like him. † – Andrew Prothero. When Frankenstein changes his mind and smashes it, the Creature is deeply upset. The Creature has no friends, being â€Å"too horrible for human eyes† and learns to expect Ill- treatment. â€Å"I expected this reception,’ said the daemon. † The Creature lives in the forest and icy caves, a â€Å"hovel† and a â€Å"kennel. † â€Å"[I] fearfully took refuge in a low hovel, quite bare, and making a wretched appearance after the palaces that I had beheld in the village. This hovel, however joined a cottage of a neat and pleasant appearance; but, after my late dearly bought experience, I dared not enter it. My place of refuge was constructed of wood, but so low that could, with difficulty sit upright in it. † Conclusion Robert Winston has said, â€Å"Nurture counts more than nature. † I consider this to be true for the Creature, who is driven to commit His crimes through deprivation, neglect, and vicious persecution from Frankenstein and other townspeople, who in the 1700s would have treated the Creature as a freak. The Creature wasn’t educated in moral values, and so it didn’t know that it was wrong to commit the crimes that he committed. I believe that in Frankenstein’s case, He was nurtured in the very best way possible. His parents were â€Å"Possessed by the very spirit of kindness and indulgence. † But it was in his Nature to strive for knowledge and to experiment. When the Creature was ‘born’, Frankenstein was an extremely poor parent and had none of the skills required to be a good parent. I feel almost no sympathy for Frankenstein, as He was unable to face up to his responsibilities once he had become a ‘father’ to this creature. # â€Å"The character of Frankenstein is not portrayed as evil, he is selfish and single minded in his pursuit to create perfection. He does not consider the implications of his dangerous experiments or believe that anything could possibly go wrong, his intentions he believed were good. Horrified at his failure and unable to accept what has happened he runs away from the problem, he is too vain to admit that what he has done is wrong. â€Å"- Andrew Prothero. I definitely feel more sympathy for the Creature, who has a desolate, lonely life. His crimes are forgivable, for he wasn’t educated in moral values. His actions were the result of extreme poverty and deprivation and ill- parenting. â€Å"The creature does not show his evil side until he has won the sympathy of the reader from his constant rejection and desperate need for love, he is shown to be highly intelligent and extremely sensitive to the feelings of the people that he has observed. † – Andrew Prothero I think this is how Shelley wanted us to feel. The early life experiences of the Creature and Frankenstein couldn’t be more different. † The ‘perfect’ baby is not just the product of its genes. It’s more the result of good nutrition, education, healthcare – and love† – Robert Winston.

Life and Its Lessons Essay Example | Topics and Well Written Essays - 1500 words

Life and Its Lessons - Essay Example Socrates said that he doesn’t want to flee, though he was to be sentenced. He wants to be sentenced even though he doesn’t believe in the ways on how the government sentenced him. He would like that the public know of his ideas rather than flee. He was a philosopher and he stood with his beliefs even if it meant he had to die for it. He further stated in Apology that â€Å"A good man cannot be harmed either in life or in death† and since he believed that he did the right thing, then he knew that even if he died then he would not be harmed.It was also in the text â€Å"Apology† wherein the â€Å"Strong Promise of Defiance† showed that Socrates was willing to defy the Athenian court whether it was a legal or illegal order if it stops him from being what he is which is a philosopher. In addition to this, another example is in the story â€Å"The Lesson† by Toni Cade Bambara, one of the characters Miss Moore is a college educated woman who has co me to live in a poor African−American neighborhood and took the responsibility to teach the children living in it about the community outside and the problems that African Americans and poor people face in the world. Miss Moore was not afraid to be different from the other members of the community where she lived. She was college educated, does not go to church like the rest of the community and wore her hair in curls that was different from the African-American descent who had their hair straightened out. . This just shows that she’s comfortable with her ancestry and does not conform to what was expected of their race. She was not afraid to share her ideas even if others think she is weird. Another example came from the play â€Å"A Raisin in the Sun† by Lorraine Hansbury, Beneatha was a feminist, her ideas and the way she thinks were that of a modern African-American woman. She even wants to works as a doctor which in his brother’s eyes was a job for a m an and wanted her to be a nurse instead. She was not afraid to speak of her ideas and what she feels (Domina, 3). In order to make right decisions people have to determine first who they really are. Because if they deny everything that they stand for, then the decision making capabilities may be hindered by conflicts within themselves. Another question that a person asks in life is â€Å"what can I know†, what people know in their lifetime came from what they learned from childhood and reinforced as they grow old. The lessons in life â€Å"what we can know† are influenced by people met in school, work, and the society. In addition, some lessons are results of the decisions or choices that are made. The story â€Å"The Things we Carried† by Tim O’Brien depicts and shows the things that soldiers carry both physical and emotional issues. It sets an example on what can one know in the workplace and the people they work

Why its important to have a high school diploma in America Essay

Why its important to have a high school diploma in America - Essay Example The High School Diploma is fundamental towards their understanding of the world around them, the people living in close proximity and almost all issues that surround their lives in entirety. They gain so much when they know that the High School Diploma is within their hands and now would be the time to explore the varied areas of educational disciplines which would be the cornerstone of their success in the years to come (Workman, 2011). The High School Diploma within America is comprehensive from the onset, as it ensures that the student remains on top of his educational realms and is considered the very best amongst his educational circles. It is a fact that an individual must offer top priority to the students who have had a High School Diploma with them as they have to achieve success for the long term. Also the role of the family, friends and peers is filled in a positive manner when a student has had a High School Diploma with him (Byndloss,

Interpretation of the picture Assignment Example | Topics and Well Written Essays - 1250 words

Interpretation of the picture - Assignment Example If viewed from another perspective, the green background can represent the humanity during the era of least civilization. However, as the picture extends further, there is a bright light in form of an ocean that opens up into a bright background. Therefore, this bright background can be compared to how civilization has changed the world into a better place. In this regard, the picture teaches humanity the importance of civilization because the character holding the arrow and the bow are wearing a dark-brown outfit that can be linked to the clothing of humanity before civilization. As such, the picture teaches a man to appreciate civilization because it has made life bright like the bright watery background. On the other hand, the picture shows the tremendous developments that man has gone through since the onset of civilization because the two backgrounds compare the bleak and dull lived in the olden days to the modern bright and exciting life that is also enjoyable and fun. The assu mption on the differences in life existing in the dark-green and the bright backgrounds is also indicated by the facial expression of the character. Although he may give an impression of a relaxed hunter, his overall expression is that of a dull person with no other things cheer him up except for the hunting. Therefore, from the picture, mankind can learn to appreciate civilization that has brought liveliness, brightness as opposed to the dark days when a man only co-existed with the wild animals and only found fun hunting in the bush.

'Team-work forces employees to internalise managerial controls' Essay

'Team-work forces employees to internalise managerial controls'. Critically analyse this statement - Essay Example A synonym often used for management control is internal control.† (Havens, 1) The manager is the one that is normally in charge of this work. As he monitors the activities, he is able to make changes or corrections wherever he sees it necessary. This work of control helps the company know how well they are performing in connection with the goals of the company. Control helps the organization to adjust to the change of environment, reduce the build-up of error, cope with the complexities of the organization, and lastly to reduce the costs. In order for control to be successful, certain steps have to be followed. Standards have to be established, performance of the workers should then be measured, then a comparison between performance and standards should be done, and lastly, the manager should determine if there is need for modification of behaviour. The scope of the control involves a variety of areas. There is the control over the organizational policies; most companies will t estify that this is done through their policy manuals. Then there is control over the organization or the company, and this is done through the chart or manual of the company. Then there is control over the employees, this is because the basic definition of management is getting the work done through the people that are working for the company. There is also control over the income or salaries of the employees; this is done through the personnel department. There is also control over the costs, this work is done through the cost accountant, it is this individual who sets the cost for the materials and labour, and he does this by comparing it with the standard costs. There is also control over methods; this is done by holding a periodical inspection of the work of each department. Then there is control over capital spending, this is done through grading different projects and determining where the capital should be spent. There is also control over the production, it is in this area that effort is exerted to make simple and explain the line of products. There is also control over research and since this work is technical in its essence, no direct control is given to it. There is also control over external relations; this work is done through the public relations department. And lastly, there is overall control, this is done through a master plan, all the departments are obliged to participate in this overall procedure. As the years have gone by, management control strategies have also improved. â€Å"Organizations often use standardized documents to ensure complete and consistent information is gathered. Documents include titles and dates to detect different versions of the document. Computers have revolutionized administrative controls through use of integrated management information systems, project management software, human resource information systems, office automation software, etc. Organizations typically require a wide range of reports, e.g., financia l reports, status reports, project reports, etc. to monitor what's being done, by when and how.† (Mcnamara, 1) This and many other technological improvements that have come due to the growth of technology have helped modify and make better the management control system. And hence, it has proven to be a very effective and reliable system, one that is able to ensure that all the goals of the organization are met in a short period of time. Unlike the previous years where the progress of organizational goals was very slow. This

Relationship between western European countries and others Essay

Relationship between western European countries and others - Essay Example Relationship between western European countries and others The European countries, thus, looked down on China since they were at a better position in the industrialization sector, despite China’s size, wealth and high population. John Barrow, the writer of Travels in China contributed to how different writers and citizens of Western Europe thought about China. He made them view their country as superior, because, he reasoned that although in the past China was more developed, the Western Europe in the 1800s had grown to be more industrialized and had advanced more in technology. He emphasized that the education offered in Western Europe was of higher quality than in China because the Chinese did not learn algebra, Chemistry and geometry. The decline of the Qing dynasty, economic growth and China’s defeat by the western powers seemed to reinforce the thought that the country was better than China. The British realized that China’s military had not developed during the opium war due to use of smoke and lack of expertise in using firearms. This led to a more degraded image of China. Although China had invented the compass, gunpowder and printers, it did not advance on these new inventions. Their lack of admitting that the Europe was more developed and; therefore, declining to embrace the technological change, showed China’s inability to embrace change.James Mill, a writer of the History of British India book influenced greatly how the western Europeans viewed the Indians. Basing his argument on Scotsmann Grant views, he argued that the Indians were deficient in education, technology, science, civilization and medicine.2. He argued that although Indians had invented handcraft, there was little advancement made in improving their inventory2. Their poor learning systems did not involve teaching of sciences e.g. anatomy and their teachings in mathematics were not fit for any civilized person. There was belittlement of the Indians discoveries in the mining of iron ore. They described the activity as negligible because it carried out on small scale. They considered it destructive and imperfectly done. There was ridicule on the cotton textiles the Indians produced. The character traits associated to them were dishonesty and morally decayed2. The collapse of the Mughal Empire emphasized these traits together with their lack of masculinity. Although Indians had built buildings similar to the Europeans, the Europeans still considered India barbaric and uncivilized due to lack of roads and pipes. However, this made them pass the lowest set social development stage by the Europeans. The Europeans called the Indians barbaric because of the medicine they took, which they said was not fit for the civilized. Mill created an impression that the Indians were unwise because they spent their time playing chess and hunting tigers unlike the Britons who spent their time and resources in trading and developing their empires. They had poor military weapons as compared to the British although the Europeans did not take into consideration that Indians adopted the Europeans training methods and arms. The thinking of the Western Europeans as better than the other countries made it gain more power and superiority in the world. Europeans based their superiority on how righteous a country was in terms of religion in the past, but this changed

Marketing Master Case Study Example | Topics and Well Written Essays - 1500 words

Marketing Master - Case Study Example Price competition, backed by improved efficiency, is the main feature of this industry today (Chrisman et al 2003). Mission: the mission of Kitchen Made Pies is to produce and market high-quality fresh and frozen pies to institutional customers and restaurants. The original mission had made it clear that it was in the relatively unexploited sector that Kitchen Made Pies saw its clearest opportunity for innovation. Kitchen Made Pies set out to create a range of high-quality products that were distinctive in type, and especially appealing to people who had acquired a taste for pies. A wholesome, appetizing and, at same time, slightly exotic taste experience is what Kitchen Made Pies wanted to offer (Chrisman et al 2003). Goals: the main goal of the company is to get and keep a customer. Also, Kitchen Made Pies is aimed to achieve competitive advantage and sustainable competitive creating value for their customers, select markets where they can excel and present a moving target to their competitors by continually improving their position. Three of the most important factors are innovation, quality and inventory reduction. In order to improve logistics, the company is aimed to concentrate on doing business with drop-shippers which allow to involve larger orders. A continuum of resource sustainability is to compose resources and capabilities characterized by their durability and imitability. Financial goal is to increase sales and liquidity of business (Chrisman et al 2003; Paley, 2006). Marketing Policies Marketing policies Be in one of the most highly rated industries for stability and success, Kitchen Made Pies offers a high quality pies to everyone who wants an excellent taste. It is advantage is that Kitchen Made Pies can meet the requirement of wide audience marketing fresh and frozen pies. The high quality ingredients are the main criterion for Kitchen Made Pies. It does not want to reduce costs of production as it can worsen quality of their products. Recent years, sales of the company have failed (Paley, 2006). According the present day situation: "the current product mix, sales of approximately $35,000 per week which is $1,829,000 per year" (Chrisman et al 2003, p. 45). PR personnel also play a key role in responding to unflattering media reports or controversies that arise because of company activities in different parts of country. The basic tools of public relations include news releases, newsletters, media kits, press conferences, tours of plants and other company facilit ies. Financial Policies Financial policies Financial situation of the company suggest that it needs additional costs to cover all the expenses. According to Financial data, the net profit sales is "- 10,91%", total assets is " - 44,9%" and equity is "- 65,4%" (Chrisman et al 2003, p. 45). In general, these are very low figures for the company like Kitchen Made Pies. The other problem is that the bank note is due, and Kitchen Made Pies has to pay it. Refinancing the loan is the major concern of the company. Another negative situation is low liquidity which can have a great impact on the future financial situation of Kitchen Made Pies. Also, the major problem is Dean Distributing which has a poor payment record. High production costs are concern of the co

Video Case Study Write ups Essay Example | Topics and Well Written Essays - 250 words

Video Case Study Write ups - Essay Example In this video, the host focused on gathering information from various sets of masses like peasants, millionaires, drag queens, students and many others. The central theme of the video is that as compared to the previous decades, the modern day Chinese masses is interested in graduating to a better life by making more money through their own method of working hard. It is interesting to point out that the video documentary brings into notice the relation of Chinese prosperity and American policy changes in the business front. Many well known companies like Ethan Allen, Wal-Mart as well as other well known retailers of the US market have focused on outsourcing their production lines in order to cut costs and generate high profit margins over the years. While this in turn promotes job loss in the American shores, yet it provides generates jobs as well as related economic prosperity in the Chinese market

The Method of Scientific Investigation Essay Example for Free

The Method of Scientific Investigation Essay Thomas Huxley explains scientific investigation in more depth in his The Method of Scientific Investigation essay, what is he trying to say in this passage? It could be many things, it could be nothing or it could be something, were basically trying to find out what he is explaining when he talks about this certain scientific method. His meaning of scientific investigation is very detailed that one must use the operations of induction and deduction in their everyday lives, and its very much true but we dont notice it not one bit. For example; if you go and buy a cell phone you basically examine it and see it suits your lifestyle and liking, this is called induction, you were analyzing and tracing its logical elements. Huxley as well states something similar but towards a person buying an apple in a fruiterers shop. Huxley states, fou take up one, and, on biting it, you find it is sour; you look at it, and see it is hard and green. The shop man offers you a third; but before biting it, you examine it, and find that it is hard and green, and you immediately say that you will not have it, as it must be sour, like those that you have already tried (Huxley 2). Buying a cell phone, shopping for an apple, or buying anything, you will in fact do some induction, its all in the method of scientific investigation, you generalized the facts and came to conclusion on your final decision on buying the product or not and then thats when you start deducting your choices during this method. Although, people perform inductions and deductions without even knowing that they are, they also perform hypothesizes. A hypothesis to me is an educated guess, as to Huxley; a hypothesis Just means that you are coming to a conclusion without examination. He uses a burglary for example stating that someone has broke open the window, entered the room, and run off with the spoons and the tea-pot (Huxley 4). He states that this is merely a hypothesis rapidly framed in your own mind, that you havent taken the time to properly examine the situation without scientific investigation. All throughout the second paragraph on page four of his essay he gives a brief explanation on what examinations he has gotten from the situation without jumping straight to conclusions, this also relates to induction and deduction, as well as his apple theory which a person will examine an apple and come to his/her final decision to buy it or not is also called a syllogism, he or she is coming to their final etermination. Thomas Huxley wants us to understand that scientific investigation is not as difficult as it seems but it makes everyday life possible. Huxleys tone throughout this essay was very familiar and direct because he talks to the reader about scientific investigation. For example, in his second paragraph on the first page he says, mfou The use of you in this one paragraph and throughout his essay makes it sound like he is talking to whoever is reading directly, thats why his tone is familiar and direct. In conclusion, Thomas Huxleys essay The Method of Scientific Investigation basically explains how this method will help a lot of people and it is used during our everyday lives, which makes it possible as well. The apple theory that he made in his essay is very useful in proving his point in his argument which one uses induction and deduction and come to a final syllogism in choosing an apple from a fruit shop. Also he explains his definition of a hypothesis, when one person comes to a conclusion without examining the situation with more depth, he talks about a urglary of a tea-pot on the fourth page to better explain the meaning of his definition of the term hypothesis, in a familiar and direct tone that really captivates the reader as he talks to them directly. So my definition of scientific investigation was close to his, in which I stated that it breaks down a problem to find a solution scientifically. Work Cited Huxley, Thomas. The Method of Scientific Investigation. Autobiography and Selected Essays. Copyrighted in 1909 by the Riverside College Classics Press. Ed. Ada L. F. Shell. New York City. Print.

The most important aspects of the human resource development Essay Example for Free

The most important aspects of the human resource development Essay We dedicate our report to our respected teacher Prof. E. Din, who taught us with the great affection and dedication and let us understand how to manage human resource at organizational levels in a proper manner and how to analyze the selection and recruiting processes. We feel proved to present this project in the hand of the scholar of the new modern era. He gave us a prestigious knowledge about the different aspects of human resources management, due to which we are able to write this report. PREFACE The primary objective of underlying the assessment review is to study the most important aspects of the human resource development and other activities and the human welfare in the result of such activities. This report is written on Shaukat Khanum Cancer Hospital and Research Centre. We will observe the human resource activities and the job analysis. ACKNOWLEDGEMENT We are very thankful to Prof. E. Din for his guidance and for giving us a project on Human Resource Management. We are grateful to Management of Shaukat Khanum Memorial Hospital for their cooperation. We would like to thank Miss. Amna, acting director HRD, who gave her precious time to provide us information on different aspects of the human resource development processes at SKMCHRC. We would not have been able to complete this project without her cooperation. SHAUKAT KHAUM MEMORIAL CANCER HOSPITAL AND RESEARCH CENTRE Shaukat Khanum Memorial Cancer Hospital and Research Centre (SKMCH RC) is a state-of-the-art cancer centre located in Lahore, Pakistan. It is a project of the Shaukat Khanum Memorial Trust, which is a charitable organization established under the Societies Registration Act XXI of 1860 of Pakistan. The institution is the brainchild of Pakistani cricket superstar, Imran Khan. The inspiration came after the death of his mother, Shaukat Khanum from cancer. The Hospital is a project of Shaukat Khanum Memorial Trust a non-profit legal entity established under the laws of Pakistan. The Board of Governors formulates overall policy and consists of bankers, researchers, businessmen and physicians. The hospital is managed by a professional team from clinical, administrative and nursing backgrounds. MISSION STATEMENT To act as a model institution to alleviate the suffering of patients with cancer through the application of modern methods of curative and palliative therapy irrespective of their ability to pay, the education of health care professionals and the public and perform research into the causes and treatment of cancer. Educational Programs Post-graduate training programs (recognized by College of Physicians and Surgeons of Pakistan) in the fields of: Nuclear Medicine, Radiation Therapy, Medical Oncology, Radiology, Pathology, Medicine Post-graduate training in Medicine recognized by the Royal College of Physicians (UK) Diploma Course in Oncology Nursing (recognized by the Nursing Council of Pakistan) Quarterly Basic and Advanced Cardiac Life Support Courses (BLS and ACLS) Course for Medical Technologists (EKG, PFTs and Respiratory technology) Electives for Medical Students and Physicians in training. JOB DESCRIPTION Occupational Summary: Direct and coordinate the preparation of the operational budget for Shaukat Khanum Memorial Cancer Hospital Administration; direct monitoring of fiscal operations for compliance with approved budget; implement University policies and guidelines as they relating to budget and payroll. Work Performed: Direct preparation of the annual budget for Shaukat Khanum Memorial Cancer Hospital Administration; consult with officials to determine policies, guidelines and program changes which may bear upon budget objectives; evaluate requests recommending changes, deletions and/or additions; prepare final budget for management review. Direct monitoring of revenues and expenditures for realization of and compliance with approved budget; consult with departments as necessary to deter-mine cause of major variances, remedial alternatives and effect on future operations; prepare reports for higher management with narrative explanation of deviations from approved budget. Direct financial analysis of major programs and capital projects. Review financial analysis and business plans prepared by analysts, department heads and Assistant Operating Officers for reasonableness. Provide data to Hospital Administration as necessary to assure accurate intra-institutional distributions of revenues and expenditures. Provide information to various federal, state, professional and University organizations or staff concerning Shaukat Khanum Memorial Cancer Hospital fiscal operations. Prepare various special reports for higher management. Plan and schedule departmental work, ensuring proper distribution of assignments and adequate manning, space and facilities for performance of duties. Direct departmental personnel functions including, but not limited to, hiring, rate recommendations, promotions, transfers and vacation schedules. Perform other related duties incidental to the work described herein. The above statements describe the general nature and level of work being performed by individuals assigned to this classification. This is not intended to be an exhaustive list of all responsibilities and duties required of personnel so classified. MINIMUM HIRING SPECIFICATIONS SKMCH RESEARCH CENTRE EDUCATION/TRAINING Work requires knowledge of accounting or business principles and practices generally obtained through completion of a bachelors degree program in an accounting or business-related field. Certified Public Accountant or Masters of Business Administration preferred. EXPERIENCE Work requires seven years related business or administrative experience to acquire competence in applying general accounting principles, personnel practices and coordination of major administrative functions. A masters degree in a related field, such as business or health administration, may be substituted for experience on a 1:1 basis. OR AN EQUIVALENT COMBINATION OF RELEVANT EDUCATION AND/OR EXPERIENCE SKILLS 1001 SUPERVISION 1003 BUDGET PROJECTIONS 1006 ANALYZE TRENDS 1007 INTERVIEWING SKILLS 1008 PERSONNEL PRACTICES 4105 ACCOUNTING/BOOKKEEPING 4106 DUKE PAYROLL SYSTEM 4108 OFFICE PROCEDURES 4109 DUKE ACCOUNTING SYSTEM 4112 BILLING/COLLECTIONS 4117 INSURANCE CLAIMS 4150 CORRESPONDENCE 6031 PC WORDPROCESSING SOFTWARE 6032 PC SPREADSHEET SOFTWARE 6033 PC DATABASE MGT SOFTWARE Human Resource Management Hiring Hiring Standards and Requirements Special attention should be given to hiring standards that reflect the norm of a communitys predominant group. The hiring unit must be prepared to demonstrate that its hiring standards do not automatically screen out applicants whose speech, dress, and personal work habits differ from those of the predominant group. It must be able to demonstrate that any employment tests or other job screening standards that are used, such as possession of a high school diploma, are reasonable measures of successful job performance. Hiring requirements not directly related to job performance, such as a height requirement in a position where height is not directly related to performance, are discriminatory. Employment Conditions The law against employment discrimination extends to virtually every aspect of the employer-employee relationship, including discrimination with respect to compensation, terms, conditions, or privileges of employment. Wages Discrimination with respect to compensation covers a variety of practices, such as: starting rates or merit increases based on race, color, sex, religion, or national origin rather than qualifications or performance, and different treatment of employees with respect to overtime pay opportunities when based on race, color, sex, religion, or national origin. Training and Promotion Employees of similar capabilities must be offered the same opportunities for training, promotion, transfer, and apprenticeship programs. Discriminatory Environment We maintain a working environment free of racial, sexual, or ethnic intimidation. This requirement includes positive action when necessary to redress or eliminate employee intimidation. If harassment of an employee by co-workers or a supervisor occurs, management is obligated to attempt to remedy the situation. Management must take steps to ensure that a strong non-harassment policy is observed at all levels. Work Assignments It is unlawful to give employees a disproportionately large share of the less desirable assignments or less favorable hours on the basis of race, color, sex, national origin, or religion. Facilities Facilities must be open on an integrated basis to all employees. Employer Reprisal We prohibit taking reprisals against employees who initiate, testify, or participate in proceedings against the employing institution. National Origin Discrimination Discrimination on the basis of the physical, cultural, or linguistic characteristics associated with a national origin group is prohibited. Job requirements such as fluency in English must be shown to be accurate measures of job performance and must fairly assess educational credentials from foreign institutions. In addition, a working environment must be maintained that is free from ethnic slurs, jokes, or other verbal or physical behavior which unreasonably interferes with an employees work performance. Religious Discrimination Religion is defined to include all aspects of religious observance, practice, and belief, such as: * grooming habits, * observance of mourning * Prohibition of medical examination. Reasonable accommodation may include practices such as prayer breaks, shift swaps, flexible scheduling, or change of job assignments which may differ from the employers or the potential employers requirements regarding schedules or other business-related conditions. SEX DISCRIMINATION Hiring standards are not permitted that prohibit women from: * carrying or lifting weights in excess of set limits, * working during certain night hours, * working more than a specified number of hours per day or week, or * Working for set time periods before or after childbirth. Rules that limit or restrict employment of married women but are not applicable to married men are not permitted. An employment policy that excludes applicants or employees (married or otherwise) due to pregnancy is not permitted. Testing Recruitment Policy No employee shall report to his or her work site impaired by drugs or alcohol, including drugs prescribed by a physician and over-the-counter medication. If an employee reports to his or her work site impaired by any drug or alcohol, this behavior shall be deemed unacceptable personal conduct, for which corrective action may be imposed, except that those impaired by a legally prescribed drug may be given appropriate work restrictions. Pre-Employment Testing Policy Testing for drugs and/or alcohol will be conducted on all applicants to whom an offer of employment has been extended. All offers of employment are subject to the terms and conditions of this policy. Failure to cooperate in such a test will result in a withdrawal of the offer of employment. Any applicant who refuses to submit to or tampers with a drug test shall be ineligible for hire. If the test is positive, the information will be forwarded to a Medical Review Officer for assessment. Unless satisfactory reasons exist for a positive test result (i.e. taking prescribed medications, false-positive result, etc.) the offer of employment will be withdrawn and the applicant may not reapply for employment for a period of 365 days. If the applicant suspects a false positive test result, the applicant may request a follow-up test to be administered within 48 hours. If satisfactory reasons appear for the false positive result, the individual may be subject to follow-up random testing for continued confirmation of appropriate use of medications. Test results will be reviewed in confidence by the HR Services Director or designee, (Manager of Employment), who will convey the results directly to those with a need to know. Refusal To Undergo Testing If the employee refuses testing, the supervisor should remind the employee that refusal may result in termination. If the employee continues to refuse, an immediate investigatory suspension (in accord with the Corrective Action Policy) until further notice should be implemented. If testing is accomplished, the employee should be placed on an investigatory suspension with pay until test results are received. Hiring Recruitment The Chief Executive Officer, the Chief Operating Officer, and Vice President for Human Resources are committed to hiring practices that are applied consistently and equitably, thereby demonstrating support for merit-based recruitment and selection. The Employment Office is responsible for recruitment, preliminary screening and referral to operating departments of applications for all vacancies. The Employment Office and the operating departments share responsibility for ensuring compliance with the Health Care System Equal Opportunity/Affirmative Action commitments and all applicable State and Federal policies, laws, and guidelines. The Employment Office advises departments regarding applicable policies and legal requirements. Employment counselors extend offers of employment only when department selections are consistent with policies and laws. In cases where an intra-department promotion is recommended, recruitment may be limited to current Health Care System employees. Such positions would be identified on the Employment Opportunities list as open to Health Care System employees only. The vacancy resulting from the promotion would then be open for recruitment, and subject to the priority considerations. Department of Nursing The Department of Nursing operates a separate nurse employment program for their Registered Nurses, Practical Nurses, and Nursing Assistants. Recruitment of Registered Nurses in other departments, as well as other non-licensed staff in the Department of Nursing is the responsibility of the Employment Office. The Department of Nursing is subject to all Health Care System personnel policies, including merit-based recruitment and selection. Advertising Each advertisement designed to attract candidates for staff employment must be approved in advance by the Assistant Human Resource Services Director Employment. This applies to any advertisement in any medium for any vacancy, Permanent or Temporary. Qualifications The employee or applicant must possess at least the minimum education and experience requirements, or their equivalent, as set forth in the class specification of the position for which the applicant has been hired. The candidate must possess the specific job-related qualifications, as stated by the hiring department, required for a particular open position. This shall apply in cases of new appointments, promotions, demotions, transfers, and reinstatements. The education and experience statements serve as indicators of the possession of identified skills know ledges and abilities and as guides to primary sources of recruitment; reasonable substitutions of formal education and job-related experience, one for the other, will be made. It is recognized that a specific quantity of formal education or number of years of experience does not always guarantee possession of the identified skills, know ledges, and abilities for every position in a class. Qualifications necessary to perform successfully may be attained in a variety of combinations. Exceptions There are two exceptions to this policy: * If an employee is demoted to a position in the same field of work the employee is automatically qualified for the lower class. * If an employee is reinstated without a break in service to a position of the same class or to a lower class in the same field of work, the employee is automatically qualified Employment Office Referrals Refers to the Employment Office any person making direct contact with the department as an applicant or as a transfer candidate from another department. The department does not grant an employment interview at the time of such direct contact. Choosing Interviews Chooses applicants to be interviewed only from those referred by the Employment Office as suitably qualified. Final Screening and Selection Conducts final screening of applicants or transfer candidates and selects the most suitably qualified candidate based upon specific job-related criteria, giving appropriate consideration to the Health Care System Affirmative Action goals and other preferences as stated below. Candidate Evaluations Completes Candidate Evaluations for all candidates whose applications are referred. Returns these forms to the appropriate Employment Counselor. Commitment Has no authority to make a commitment to any candidate for employment, classification title, salary, or salary grade. The Health Care System will not honor any such purported commitment, if made. EMPLOYMENT OFFICE RESPONSIBILITIES Posting Posts on the Employment Opportunities list all classification titles from recruitment requests (may also post working titles when doing so would clarify the type of job available). Posting shall be for a minimum of 7 working days. Forwards a copy of the list to the Workforce Resources Division of the Office of State Personnel. Applicant Selection Selects and refers to the operating department the applications of applicants who are most qualified, based on the job-related qualifications identified in the vacancy announcement. Identifies those who should receive priority consideration as required by State policy or by Federal or State laws or by the Shaukat Khanum Care System Affirmative Action Plan. Monitoring/Evaluation Human Resources staff will periodically review program data across the SKMCHRC to ensure that recruitment and selection activities are in compliance with this policy. Human Resources staff will compile an annual report of selection activity, to include analysis of the impact on demographic groups, exceptions to policy, and other relevant factors. Human Resources staff will also comply with the merit-based reporting. Trainee Appointment: * A Trainee appointment may be made to a permanent position when: * The job specification includes special provisions for a Trainee progression leading to regular appointment. * Recruitment efforts fail to attract qualified candidates. * The recommended applicant fails to meet minimum State education and experience requirements. * The Trainee appointment, like the probationary period, is also an extension of the selection process, and provides the time for effective adjustment of the new employee or elimination of those whose performance will not meet acceptable standards. Employees with a Trainee appointment receive leave, total state service credit, retirement, and health benefits. When applicable, trainees who have completed 6 months of service or who had a Permanent appointment prior to entering a Trainee appointment may receive severance pay and priority reemployment consideration. Permanent Appointment: A Permanent appointment is a permanent full-time appointment to a permanently-full-time established position when the incumbent is expected to be retained in the position on a permanent basis. A Permanent appointment shall be given when: * The requirements of the probationary period have been satisfied. * An employee in a Trainee appointment has completed all training and experience requirements. * A time-limited permanent appointment extends beyond 3 years. Individuals receiving initial appointments at the SKMCHRC must first serve in a Probationary appointment before being eligible for a Permanent appointment. Time-Limited Permanent Appointment A Time-Limited Permanent appointment is an appointment that has a limited duration to: * A Permanent position that is vacant due to the incumbents leave of absence and when the replacement employees services will be needed for a period of one year or less. A Time-Limited Permanent appointment is an appointment that has a limited duration to: * A Permanent position that is vacant due to the incumbents leave of absence and when the replacement employees services will be needed for a period of one year or less. * A Time-Limited Permanent position. If an employee is retained in a Time-Limited Permanent position beyond 3 years, he or she shall be designated as having a Permanent position. A Time-Limited Permanent position. If an employee is retained in a Time-Limited Permanent position beyond 3 years, he or she shall be designated as having a Permanent position. This type of appointment is distinguished from a Temporary appointment by the longer length of time, and from a regular Permanent appointment by its limited duration. Employees with a Time-Limited Permanent appointment receive leave, total state service credit, retirement and health benefits. They are not eligible for severance pay and priority reemployment consideration. Individuals receiving initial appointments to SKMCHRC must first serve in a Time-Limited Probationary appointment before being eligible for a Time-Limited Permanent appointment. Temporary A Temporary appointment is for a limited term, normally not to exceed 3 to 6 months, to a Permanent or Temporary position. When sufficiently justified, a longer period of time may be requested; but in no case shall the Temporary employment period exceed 12 consecutive months. Temporary employees do not participate in SKMCHRC benefits. Employees with a Temporary appointment do not receive leave, total state service credit, health benefits, retirement credit, severance pay, or priority reemployment consideration. Temporary employees are not subject to the corrective action policy and do not have access to the Grievance and Alternative Dispute Resolution procedure. Permanent Trainee or Time-Limited Part-Time An appointment of less than full-time to a Permanent or Time-Limited Permanent full-time position or to a Permanent or Time-Limited Permanent part-time budgeted position on a continuing basis. Employees with appointments that are 20-29 hours per week earn leave benefits (prorated), total state service credit, and, when applicable, severance pay and priority reemployment consideration. They do not receive retirement credit or health benefits; however, they may belong to the group health plan by paying their own premiums. Employees with appointments that are 30-39 hours per week for at least 9 months per year earn leave benefits (prorated), total state service credit, retirement credit, health benefits, and, when applicable, severance pay and priority reemployment consideration. Employees with appointments less than 20 hours per week earn no benefits. Part-Time Temporary An appointment of less than full-time for a limited term normally not to exceed 3 to 6 months. When sufficiently justified, a longer period of time may be requested; but in no case shall the Temporary employment period exceed 12 consecutive months. NEW APPOINTMENTS A new appointment is the initial employment of an individual to a position or the reemployment of an individual who is either not eligible for reinstatement or, at the option of the SKMCHRC, is not offered reinstatement. Probationary or Trainee Periods An employee who begins work in a permanent or time-limited permanent position shall be given a probationary or trainee appointment unless the employee is eligible for and the SKM Health Care System chooses to make reinstatement with a permanent appointment. The probationary and trainee appointment periods are intended to serve as an extension of the selection process and are used to determine whether the person will be able to meet acceptable performance standards for the work for which he or she is employed. The employee will earn all the benefits of an employee with a permanent appointment during this time. Probationary employees are not subject to the corrective action policy. Probationary employees may receive counseling following performance issues or may be terminated at will. Use of the corrective action policy on probationary employees will be voided by HR Services. Any formal corrective action documentation on probationary employees sent to HR will be returned unprocessed to the originating department. Moving To A Permanent Position When an employee is given a permanent or time-limited permanent appointment after the successful completion of either the probationary period or the trainee period. * If the initial salary is at the hiring rate or trainee rate, it shall be increased to the minimum rate of the range and may be increased to a higher rate if justified based on the employees qualifications, equity, and availability of funds. * If the initial salary is above the hiring rate, the SKMCHRC may elect to increase the salary by 5% or to a higher rate if justified based on the employees qualifications, equity, and availability of funds. Firing Employees Discontinuation Of Employment With Notice At-will appointments are subject to discontinuation at any time at the discretion of the Chief Executive, provided that such a discontinuation (as distinguished from a Discharge for Cause) shall be subject to advance timely notice as follows: * During the first year of service, 30 days prior to discontinuation of employment; and * During the second and all subsequent years of continuous service, 90 days notice prior to discontinuation of employment. Expiration Of Term Employment Term Appointments expire automatically at the conclusion of the stated term; such an employment may be renewed or extended at the SKMCHRCs option, by written notice. If the SKMCHRC chooses not to renew a Term Appointment, * With respect to a term of one year or less, no notice of intent not to renew shall be required. * With respect to a term of more than one year, notice of intent not to renew shall be transmitted in writing at least 90 days prior to the expiration of the term. Failure to provide written notice shall result in the automatic extension of employment for a period of 90 days beyond the scheduled expiration date of the term. Termination of Employment Due To Financial Exigency Employment within a Senior Administrative position for a stated definite term may be terminated prior to the expiration of the stated term because of: * Demonstrable, bona fide institutional financial exigency; or * Major curtailment or elimination of a program Financial exigency means a significant decline in the financial resources of the Health Care System that compels a reduction of the institutions budget. The determination of this situation and of major curtailment or elimination of a program shall be made by the Chief Executive, with advance notice to and approval by the Board of Directors. Discharge For Cause Causes for discharge shall include, but not be limited to: * Incompetence * Unsatisfactory performance * Neglect of duty * Misconduct that interferes with the capacity of the employee to effectively perform the requirements of his or her employment. Discharge for cause is to be preceded by written notice of the intent to discharge and is subject to the grievance procedure below. Suspension When a Senior Administrative employee has been notified of the intent to discharge him or her for cause, the Chief Executive may suspend his or her employment at any time and continue the suspension until a final decision concerning discharge has been reached. Suspension shall only be used in exceptional circumstances, and shall be with full pay. A Senior Administrative employee shall automatically be retired SKMCHRC employment (without notice) on July 1 coincident with or following his or her 60th birthday. Attendance Tardiness SKMCHRC is committed to providing the best patient care possible with its available staff. To attain this patient-oriented goal, it is important that all staff report to work as scheduled. This policy establishes standards for permanent employees, regardless of appointed hours, by which managers can determine that individual employee attendance has become a performance problem. The policy requires that supervisors maintain and regularly review attendance records. The policy assures that supervisors have consistent guidelines for the purpose of counseling, warning, suspending, demoting, or terminating an employee for unsatisfactory attendance. This policy applies to absenteeism, tardiness, and a combination of the two. Tardiness Tardiness is defined as an unexcused absence from the assigned work area of six (6) or more minutes but less than half the shift time. This includes reporting late at the start of a shift, upon return from meal breaks, and/or upon return from other breaks. This also includes leaving early prior to the end of a shift. Tardiness, for any reason, is recorded as tardiness. It is the managers obligation to assign meal breaks so that employees are aware of the appropriate meal time parameters Training Education Employee Orientation Purpose: First impressions have a profound influence on the way new employees support our mission, vision, and values. A well-designed orientation program provides a dynamic and effective way to prepare employees for work. During the orientation process, employees are introduced to essential information, including information on benefits that will continually assist them in being an active and productive part of the organization. Our most important asset is our people, and the ongoing success of the SKMCHRC is dependent upon well-trained personnel being employed in every position. SKMCHRC makes a commitment at the time of employment to welcome, inform, and train new employees. Most of this responsibility resides with the departmental manager or supervisor Orientation Program Components: There are two distinct parts to the comprehensive orientation program. The first involves a two-day orientation containing a series of general information sessions about the SKMCHRC. The second part concerns the specific job assignment, and begins at the time that any employee reports to work in a new department. Within the second part of the orientation program the employee is oriented to departmental procedures and issues. For new employees, this part of the Orientation Program is circumscribed by the Probationary Period. For transferring employees, departments may define the orientation period but it should not exceed six months. This continuum approach to orientation is designed to give the optimum number of opportunities for the new employee to learn not only about specific job duties and responsibilities, but also the way that proper job performance contributes to the overall success of the Employee, the Unit, the Department, and the SKMCHRC. General Session: All new employees attend the SKMCHRCs New Employee Orientation Program. Employees who are not eligible for benefits are not required to attend the parts of orientation related to benefit selection. New employee includes all new hires, reemployment and agency transfers. Employees involved in status change actions (i.e. change from Temporary appointment to Permanent, Part-Time to Full-Time or Full-Time to Part-Time) are not required to attend a second session of the Orientation. These employees are, however, required to make an appointment with the Benefits Office to complete the documents required to effect the change and to enroll in the desired benefits. HR Role in Orientation: The Human Resource Development (HRD) Office will coordinate the New Employee Orientation. All new employees are registered at the beginning of the orientation session. Attendance records are maintained in the HRD Office NEW APPOINTMENTS A new appointment is the initial employment of an individual to a position or the reemployment of an individual who is either not eligible for reinstatement or, at the option of the SKMCHRC, is not offered reinstatement. Probationary Or Trainee Periods An employee who begins work in a permanent or time-limited permanent position shall be given a probationary or trainee appointment unless the employee is eligible for and the SKMCHRC chooses to make reinstatement with a permanent appointment. The probationary and trainee appointment periods are intended to serve as an extension of the selection process and are used to determine whether the person will be able to meet acceptable performance standards for the work for which he or she is employed. The employee will earn all the benefits of an employee with a permanent appointment during this time. Qualifications The employee must possess at least the minimum education and experience requirements, or their equivalent, as set forth in the class specification. This applies to full-time and part-time permanent, probationary, trainees, time-limited permanent and temporary appointments. Salary Rate The hiring rate of pay for a class, or trainees rate where applicable, shall normally be paid a qualified new employee Trainee A Trainee appointment may be made to a permanent position when: the job specification includes special provisions for a Trainee progression leading to regular appointment; recruitment efforts fail to attract qualified candidates; operating needs warrant a trainee, or the recommended applicant fails to meet minimum education and experience requirements. The Trainee appointment, like the probationary period, is also an extension of the selection process, and provides the time for effective adjustment of the new employee or elimination of those whose performance will not meet acceptable standards. Employees with a Trainee appointment receive leave, total service credit, retirement, and health benefits. When applicable, trainees who have completed 6 months of service or who had a Permanent appointment prior to entering a Trainee appointment may receive severance pay and priority reemployment consideration. Competency Assessment A systematic, ongoing, organization-wide competency assessment program ensures that the right person is performing the right job in the right way to deliver optimal patient care. Competency assessment includes the determination of qualifications, competencies, and staffing necessary to carry out the mission of SKMCHRC. Competency assessment also includes developing and implementing processes to ensure that the competence of all employees is assessed, maintained, improved and demonstrated throughout their association with the Hospital. Competency assessment integrates the processes of Position Design/Classification, Hiring, Orientation/Training/Education, and Performance Management. An effective competency assessment program requires collaboration and cooperation from all levels of management. Human Resource departments assist department managers in position design/classification (Position Management) Hiring (Employment), orientation/training/education (Employee Benefits and Human Resource Development) and performance evaluation (Position Management). The Director of Human Resources provides an annual report with aggregate data that reflects levels of competence and competence maintenance activities to the SKMCHRC Board of Directors. Department managers are responsible for the following competency assessment activities: Recommending to their Division Director a sufficient number of qualified and competent staff to provide care/service. Providing current job descriptions to Position Management. Job descriptions include job functions, specific duties, knowledge set, skills and ability required to perform the duties and minimal education and experience required, including necessary licenses, certifications, or registrations. For patient care positions, job descriptions define the necessary competencies related to the special needs and behaviors of specific age groups with whom the employee will work. Job descriptions should be reviewed annually and revised as necessary. For examples of documentation for this function, see Appendices 5 and 6. Evaluating the competence of applicants for vacant positions according to pre-determined criteria for hiring. Orienting new employees, according to policies for Employee Orientation, and documenting department-level employee orientation and Initial Skills Verification. Develop and implement a plan for assessing the ongoing competency of department staff to perform required job functions. A priority for competency assessment may be high risk, problem-prone or seldom used skills. Provide continuing education and other staff development opportunities to maintain or improve performance. Establishing policies and procedures for safe and effective use of department equipment, training of employees to use equipment, and assessing the competency of employees to use the equipment according to policies, procedures and/or predetermined performance criteria. Education Any Full-time or Part-time Permanent (scheduled to work 20 hours per week or more) employee with at least 6 months of continuous service prior to the first day of classes is eligible for tuition assistance. Eligible employees must be continuously employed through completion of the course. Employees in temporary or probationary status are ineligible for tuition assistance. Courses from any accredited high school, business school, community college, technical institute, college or university, correspondence school, or other educational source may be approved for tuition assistance. Approved courses must be directly related to improving performance in the employees present job or must be directly related to the employees profession or field of work. Courses required for completion of a job or professional-related degree program may also be approved. Courses for personal enrichment do not qualify and must be taken by employees at their own time and expense. Courses considered to be a required prerequisite for a degree program are not eligible for reimbursement under the Tuition Reimbursement Program. These prerequisite courses are eligible for reimbursement under a departments Travel Reimbursement Program, and supervisors should be approached for information and approval on these types of reimbursements. The approved course must be taken on the employees own time unless the course is not offered after working hours. For a course taken during work time, it is up to the discretion of the Department Head or designee to determine work/non-work pay time. Regardless of the pay status, eligible employees may be granted time during work hours for not more than one course per term not to exceed 5 semester hours credit when the course is not offered after working hours. Approval to take a course during working hours must be received prior to starting the course. Revised work schedules should not adversely affect departmental services or employee job performance. Tuition Assistance Request forms must be signed and dated by the employee and supervisor prior to starting the course. Eligible employees may receive reimbursement for required academic costs not to exceed the maximum amount charged within the Hospitals University program for a similar course. Reimbursement is limited to a maximum of 10 semester hours per academic term, but not for more than 20 semester hours in a fiscal year, OR for more than 4 courses in a fiscal year. Members of the Division of Nursing should obtain approval from Nursing Education and Research. Transfer Promotion System Transfer The Transfer-Promotion System provides orderly procedures for an employee to move within a department and among departments and affords career and upward mobility opportunities on a hospital-wide basis. The system is provided to help employees realize their individual career potentials and respond to the needs of underemployed persons. This system is designed to facilitate the transfer, as feasible, of employees with satisfactory records of work performance and conduct, and who possess requisite qualifications. It is not used in lieu of appropriate corrective action. Responsibility for implementation of this policy is shared by operating departments and the Employment Office. Whether a Transfer can be effected is contingent upon the existence of an opening and the employees qualifications, ability, and work performance, length of Continuous Service, and overall competitive status compared to that of other employee candidates and, as appropriate, outside applicants. For a Transfer to be effected, the employee must be selected by the operating department as most suitable for the open position. Thus, it is not possible to guarantee a Transfer to every employee requesting one. Promotion Promotion is a change in status upward documented according to customary professional procedure, resulting from assignment to a position associated with a higher pay grade. Selection should be based upon demonstrated capacity, quality, and length of service (if applicants are equally qualified). The purpose of a promotional pay increase is to reward the employee for the assumption of duties more responsible and more difficult than those in the current position. Subject to the availability of funds, salary increases, not to exceed the maximum of the range, may be given in accordance with this policy. If the employee is promoted to a position within the same class series or occupational group, the salary * May be increased by up to 5% for each grade provided by the promotion; or * May be established in accordance with the New Appointments policy Temporary Promotions Temporary promotions may be made when an employee is placed in an acting capacity for a period of time. When an employee is placed in an acting capacity, at the discretion of management and in collaboration with the Assistant Human Resource Services Director Employment, one of the following may occur: * The employee may be placed in the higher level position (if vacant) with an understanding that he or she will return to the former position and salary when the position is filled. PROFESSIONAL BUSINESS ATTIRE Appropriate good taste, good grooming, safety, and consideration for others should govern the appearance of all employees, contract employees, residents, volunteers, students, Medical Staff of Shaukat Khanum Medical Centre Hospitals, and research personnel utilizing Shaukat Khanum Medical Centre HCS facilities. Neatness and cleanliness are evidence of concern for our patients, their families, the public, and each other. Shaukat Khanum Medical Centre Health Care System believes that personal neatness and appropriate attire provide an atmosphere of professionalism and inspire confidence in our ability to deliver services. The provisions of this policy apply to all personnel operating in the Shaukat Khanum Medical Centre HCS. Department policies may specify additional requirements as appropriate for employee and patient safety. All employees, staff members, volunteers, as well as visitors to the Shaukat Khanum Medical Centre HCS shall be required to wear appropriate identification as defined in the Identification of Employees, Staff Members, Patients and Visitors Policy in the Shaukat Khanum Medical Centre Health Care System Policy Manual. An employees name and picture must be visible at eye level at all times. Uniforms Employees for whom uniforms are required for the job must wear the appropriate uniform. Alterations to the uniform or alternatives to uniforms are allowed only if prior approval has been obtained from a Department Head and if the intent of this policy is not violated. Scrub Suits Scrub suits, masks, shoe covers, and gloves should be worn only in areas designated by relevant departmental policies and only by those designated to wear them as part of their personal protective equipment. Please refer to departmental policies regarding the use of scrub suits Non-Uniform Clothing Clothing should be clean, pressed, and in good condition. Shorts (or similar attire), denim, tank tops, midriffs, revealing apparel, and the wearing of patient garb over a uniform or outerwear are considered inappropriate for the work place and are not permitted under this policy. Hats should be worn only when part of an approved uniform. Logos which identify the SKMCHRC or units within the Hospital Health Care System is the only acceptable logos to be worn on collarless shirts. Safety As required by the Occupational Safety and Health Act, the SKMCHRC shall provide appropriate personal protective equipment for employees who perform hazardous work. The equipment will protect the face, eyes, head, and extremities. The Infection Control policies and the Employee Handbook must be used to guide departmental dress requirements where appropriate. Reference the SKMCHRC Infection Control Manual and the Employee Handbook for specific guidelines. Protective equipment, shields, and respiratory devices shall be used whenever the employee has the potential of being exposed to a hazardous environment, chemical, radiation, or mechanical irritant capable of causing injury or impairment in the function of any part of the body through absorption, inhalation, or physical contact. The use of protective glasses and shoes is covered in the Personal Protective Equipment Requirements Policy in the SKMCHRC Safety Policy Manual. For safety reasons, all employees must wear shoes which are appropriate to their jobs. Grooming Standard Cleanliness is an essential part of providing high-quality service to our customers. A neat, clean, business-like and professional appearance is a requirement for all jobs. In most instances, an employee may wear his or her hair the way he or she chooses while working, as long as it remains well-trimmed, well-groomed, and business-like in appearance. Other Considerations Supervisors will inform employees if business needs warrant additional requirements for the employees position. Chewing gum is not considered appropriate in the presence of patients, visitors, or guests. Hygiene Standards Good personal hygiene is required. Other employees, as well as patients and guests, have a right to expect general cleanliness and good dental hygiene from the staff. Employees must refrain from using body fragrances such as cologne, talc powder, and after-shave lotions, which may have an adverse effect on patient care, on co-workers and on visitors. Employee Health Safety The SKM meets its responsibilities regarding employee health and safety by constantly trying to improve the quality of the workplace and to provide a safe and healthful place of employment. The SKM is committed to complying with the law in spirit as well as in deed. It is, however, the responsibility of every employee and staff member to report any situation or condition that appears to be a safety, environmental, or health hazard. To report a hazard, an employee should advise his or her supervisor immediately or contact the Environmental Safety Department directly. Children in the Work Place Employees shall not bring children into clinical work areas at any time. Employees shall not bring children into non-clinical work areas except in extreme emergency situations. This will minimize interference with performance of job duties, minimize lost time due to exposure to communicable diseases, and maintain the SKM Health Care Systems professionalism. Exposure to communicable disease To the extent practicable, the SKM Health Care System protects patients and employees from exposure to communicable diseases. When such work-related exposure occurs, employees may be directed to take paid Administrative Leave by the Director of Operations of designated member of the Management Council. If illness results from on-the-job exposure, the Workers Compensation Policy applies. Family Practice Center The Center is staffed by faculty physicians and resident physicians in the SKM Department of Family Medicine. There is an enrollment procedure, and enrolled members and their families may use the Center for all health care requirements. Services available include routine and acute health care, health maintenance, obstetrics, counseling, and care for chronic problems Employee Recreational Services Employee Recreation Services offers a variety of activities within the following areas: athletics, wellness; hobbies, clubs, and classes; discounts and services; and travel for employees and their families. Some of these opportunities include: * Athletic leagues, tournaments, and classes; * Health promotion and exercise classes; * Clubs for photography, running, golf, musicians, and retirees; * Arts/crafts and special interest classes; * Vacation and resort discounts; * Discounted tickets for local and regional attractions; * Employee Privileges for SKMCHRC gyms/pool; * Faculty/Staff season pass for SKMCHRC home athletic events; * Employee Recreation Association; * Employee Discount Card. Workers Compensation SKMCHRC has a Workers Compensation Office dedicated to the administration of workers compensation claims. The injured employee or his representative is responsible for reporting all work-related illnesses, injuries, or exposures to occupational diseases to their immediate supervisor or the designee immediately following the incident. Neither medical payments nor compensation are payable before the employees written notice of injury is given. If thirty days has passed from the date of the accident or injury before notice is given by the employee, compensation is not payable unless a reasonable excuse for not giving a written notice is made to the satisfaction of the Industrial Commission. Medical Benefits The SKMCHRC provides payment of all medical, surgical, hospital, nursing, sick travel, prescription drugs, and rehabilitation services prescribed by the treating physician to treat the injury as it relates to the job. It is the employees responsibility to ensure that all bills and medical reports are forwarded to the Workers Compensation Office for consideration and payment. Leave Benefits If an employee is put off work more than 7 calendar days by the treating physician, the employee will receive Workers Compensation leave benefits. The leave benefit is equivalent to two-thirds of the employees average weekly wage and not above the maximum established by the SKMCHRC Commission. The maximum compensation rate is adjusted annually by the SKM. Employee Incident Report The injured employee and his supervisor or designee shall complete the Employee Incident Report. The report is then given to the health care provider who first examines the employee for medical information to be added. This health care provider may be in Occupational Health Services or in the SKMCHRC Emergency Room. Completed incident report forms not already there should be sent to Occupational Health Services for review and submission to the SKMCHRC Workers Compensation Office. The incident report form must state the following: * treatment rendered; * days employee placed off work; * any restriction to employees normal duty; * referral to a specialty area or to Occupational Health Service; * hospitalization; * Medication prescribed, etc. To avoid a delay or denial, the Employee Incident Report should be completed in full. It is the intent of the SKMCHRC to provide a workplace for all employees which is free from violence. The Health Care System is committed to working with its employees to maintain a work environment free from violence, threats of violence, harassment, intimidation, and other disruptive behavior. While this kind of conduct is not pervasive in our facilities, no hospital or clinic area is immune. Violence, threats, harassment, intimidation, and other disruptive behavior in our workplace will not be tolerated; that is, all reports of incidents will be taken seriously and will be dealt with appropriately. Such behavior can include oral or written statements, gestures, or expressions that communicate a direct or indirect threat of physical harm. Individuals who commit such acts may be removed from the premises and may be subject to disciplinary action, criminal penalties, or both. Group term life insurance The SKMCHRC makes a group term life insurance policy, underwritten by Metropolitan Life, available to eligible employees, their spouses, and their dependents. Participation is voluntary. Employees must pay the full cost of coverage through automatic payroll deductions. Supplemental Insurances The SKMCHRC provides access to an extensive selection of supplemental life insurance policies based on an employees needs. Enrollment in these programs is voluntary, and is paid by the employee. Carriers and programs may vary from year to year. Contact the Employee Benefits Office for more information on these policies. Supplemental Accident Insurance The SKMCHRC provides access to an extensive selection of supplemental accident insurance policies based on an employees needs. Enrollment in these programs is voluntary, and is paid by the employee. Carriers and programs may vary from year to year. Contact the Employee Benefits Office for more information on these policies. Supplemental Cancer Insurance The SKMCHRC provides access to a Cancer insurance plan. Enrollment in this program is voluntary, and is paid by the employee. Contact the Employee Benefits Office for more information on this policy. Supplemental ICU/CCU Insurance The SKMCHRC provides access to an Intensive Care/Coronary Care insurance plan. Enrollment in this program is voluntary, and is paid by the employee. Contact the Employee Benefits Office for more information on this policy Retirement System Benefits Cost of Participation Cost of participation is shared between the employee and the SKMCHRC. The employee contributes 6% of his or her gross salary automatically through payroll deduction. Contributions are tax-sheltered for Federal and State income tax purposes. The SKMCHRC contributes a larger share of the cost, based on the systems actuarial needs. Both of these contributions combine to provide funding for the Retirement System Pension Fund, the Death Benefit, the Disability Income Plan, and the Retirees Health Plan. Old-Age Benefit Plan SKMCHRC also has an old-age benefit plan running for its retired employees. Annual Benefit Determination The annual retirement benefit is based on a formula which takes into consideration a percentage of the members average salary during the highest-paid 48 consecutive months multiplied by years of creditable service. The percentage rate is set forth by the General Assembly and subject to change. (Currently the rate is under 2%) The average for the 48 consecutive months of highest earnings is the Average Final Compensation. Creditable Service Determination Creditable Service means any period during which a member contributed to the Retirement System. Unused sick or catastrophic leave and certain purchased service credits also are included as creditable service. For each 20 days (or portion thereof) of unused sick or catastrophic leave, one month of credit is allowed Death Benefit If a member dies while in active status after one year of contributing membership, the beneficiary will receive a single lump sum payment. This payment equals the highest 12 months salary in a row earned during the 24 months before death, but no less than $100,000 and no more than $2500, 000. The death benefit is paid in addition to the members retirement accumulation or, if applicable, the Survivors Alternate Benefit described below. Survivors Alternate Benefit If a member dies while in active status after completing 20 years of credit or reaching age 60 with 5 years of credit, the principal beneficiary named to receive a refund of retirement contributions may choose to receive a monthly benefit for life instead of a refund. Early Retirement A reduced monthly retirement benefit is available at age 50 with 20 years of creditable service, or age 60 with 5 years of creditable service Service Retirement An unreduced monthly retirement benefit is available after 30 years of creditable service, after age 60 with 25 years of creditable service, or after age 65 with 5 years of service. Retirement Payment Options A member may elect to receive the maximum retirement income or a reduced income through one of several payment options which provide payment to a beneficiary after the members death. Conclusion SKMCHRC is an equal opportunity employer. As such, SKM Health Care System offers equal employment opportunities without regard to race, color, religion, sex, national origin, age, or disability. To extend these opportunities, they shall: * Recruit, hire, train, and promote persons in all job classifications without regard to race, color, sex, religion, national origin, age, disabilities or political affiliation/influence. * Base selection, hiring, and promotion decisions upon valid requirements and criteria which are, reduction-in-force, terminations, and promotions objectively, without regard to race, related and necessary to perform the work * Administer all personnel actions including compensation, benefits, tuition assistance, training, transfers color, religion, sex, national origin, age, or disability