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At ISAS, we implement a twelve-year American program based on a core curriculum that encourages students to recognize their potential in both the arts and sciences.
Choosing a school for one's child is a very important responsibility. Parents naturally want the best for their children, preferring primary schools where children are happy, where expectations are consistently high, where there is a positive ethos and where the children emerge well-prepared, both academically and socially, for the challenge of their secondary phase of education.
At ISAS, we aim to provide a school environment where children feel secure, where they are involved and excited by their learning and where they expect to work hard and enjoy success.
Core Values
- Appreciation
- Care
- Excellence
- Family
- Honesty
- Independence
- Leadership
- Respect
- Responsibility
- Tolerance and Acceptance
- Commitment to progress
Mission
At ISAS we are committed to motivating our students to succeed in an academic environment that inspires character development, leadership, and global awareness.
Our aim is to create an atmosphere where each student’s individuality is respected and appreciated.
Our commitment to excellence and quest for continuous improvement will allow us to maintain a knowledge center in which the student will remain the focus in an ever-changing and technological society.
Our mission is to make ISAS a place where a standard of excellence spurs students to create and innovate for a future we can be proud of.
Purpose
Our aim is to build students’ knowledge, skills, and character with an international perspective to ready them for future success.
We work diligently to develop well-rounded individuals who are independent learners, problem solvers, critical thinkers, team players, and innovators.
We strive to enable them to initiate positive change in their society and communities at a time where change is vital. | http://isas.sch.ae/about |
The Arts Division is extremely proud to recognize that the 2020 Sammy Award for Graduate Student of the Year was presented to Arts Department student Yasheng She and the Sammy Award for Honored Administrator was given to Alison Trybom Lucas, chief of staff for the Arts Division.
Created in 2019, the Sammy Awards celebrate and recognize the outstanding contributions of members of our UC Santa Cruz community towards career development during the academic year.
The Student of the Year Award honors the student for their personal achievements and contributions to their organization/worksite, and demonstrated personal and/or professional growth. The Honored Administer Award is presented to an administrator for making a significant, positive contribution to the university and for promoting professional and career development among UC Santa Cruz students through collaborative efforts.
Categories include Students of the Year, Graduate and Undergraduate; Student Organization of the Year; Employer and Recruiter of the Year; Alumni of the Year; Honored Administrator, Staff, and Faculty; and the Excellence Award.
Yasheng She played a major role in the development and implementation of Find Your Path: Arts Professional Pathways 2020 which was the first Arts Division and Career Success Fair on the UC Santa Cruz campus. Beyond supporting and proposing numerous workshops and events for career development, they have also supported the career development of over 40 students on campus through offering one-on-one mentorship, conducting mock interviews, providing one- on-one counseling, connecting students to art institutions and high-profile artistic practitioners. She independently created an Arts Career Starter-Kit that has assisted students in creating a professional packet that can be used to pursue a career in the arts. The integral support and work She has contributed to campus have been exceptional.
Alison Trybom Lucas was a key leader in the development and implementation of Find Your Path: Arts Professional Pathways 2020, a collaboration between the Arts Division and the Career Success team. This event promoted self-advocacy and the practical viability of finding internships and careers in the arts by connecting students with employers, alumni, and creative practitioners. Lucas’s dedication and passion for the campus and its students shines. Prior to her current position, she worked in the Offices of the Chancellor and the Campus Provost/Executive Vice Chancellor, and she is a UC Santa Cruz alumna of the Environmental Studies Program, class of 1998.
“Both Alison and Yasheng are wonderful examples of how our team in the Arts Division consistently strives for excellence,” said the Arts Division’s Interim Dean Ted Warburton. “The Find Your Path: Arts Professional Pathways 2020 was an amazing success due to the hard work and dedication of these two individuals.”
Nominations for next year’s Sammy Awards are already underway and nominations can be submitted here. | https://arts.ucsc.edu/features/featured-story/arts-division%E2%80%99s-sammy-award-winners |
Awards and formal recognition support UCalgary’s strategic goals and lets all employees know that their hard work is valued. This type of recognition works with individuals, or groups and teams.
The University of Calgary recognizes the importance of thanking our employees for the great everyday contributions they make. UCalgary supports a number of different formal programs based on the university’s mission and core values.
Award and Formal Recognition Opportunities
The 'U Make a Difference' award program recognizes individuals and teams who exemplify excellence and the ability to reach above and beyond the expected to "Make a Difference" in our university community.
The awards acknowledge that outstanding contributions to the university's vision can take many different forms and they provide all members of the university community the opportunity to formally recognize each other's efforts and contributions throughout the year. These awards are an important aspect of the university's culture of recognition.
The University of Calgary recognizes the importance of thanking our employees for the great contributions they make. Whether it's going above and beyond expectations or supporting a team member, they make a difference in our commitment to our students, staff and overall campus community. This program acknowledges the dedication of faculty and staff who have reached a service milestone of 15 or 25 years.
Eligibility for long service recognition is determined by the service award date in PeopleSoft, however, does not allow for breaks in service and may differ from a pension or union seniority date.
The University of Calgary Teaching Awards program recognizes teaching excellence by individuals and groups, in diverse learning contents, and through curriculum design, educational leadership, and experiential learning. It is a distinguished honour for a member of our university community.
Students, faculty, and staff are encouraged to nominate individuals and groups who make outstanding contributions to enriching the quality and breadth of learning.
The award was developed in 1994 as a result of a suggestion which came forward from Senate. The Chancellor at the time was David Smith was instrumental in bringing forward this idea to the university.
The Order of the University of Calgary honours recipients who have a record of exemplary and distinguished service to the university. It is available to any current or past member of the university community, it includes, but are not limited to, current or former faculty, staff, alumni, and volunteers.
University of Calgary International recognizes the outstanding contributions of students, faculty, staff and community members in progressing our institutional commitment to excellence and leadership in internationalization, a mission that all campus community members contribute through their work.
Six Internationalization Achievement Award categories are available to honour and recognize the impact made by these everyday heroes to the goals of our International Strategy. The categories are:
- International Program Award (1 award)
- Community Member Award (1 award)
- Academic Staff Awards (2 awards)
- Staff Awards (2 awards)
- Student Awards (4 awards)
- Career Achievement Award (2 awards)
Arch Awards represents the highest honour given by the University of Calgary Alumni Association. There are three annual Arch Awards:
- Distinguished Alumni Award
- Graduate of the Last Decade (GOLD) Award
- Future Alumni Award
Annual Reception is held each fall for the University of Calgary employees who have reached 15 or more years of service and for those who have retired from the University of Calgary.
The annual University of Calgary Sustainability Awards recognize and celebrate the outstanding contributions and cooperative efforts of students, faculty, and staff in advancing our institutional commitment to excellence and leadership in sustainability.
Nominations are completed by students, staff and faculty to recognize individuals or groups that are contributing to research and education for sustainability, leading the way in daily campus activities, and/or advancing the social, environmental, and economic dimensions of sustainability in the governance and operations practices of our institution.
Since 2014, the Risk portfolio has been hosting Safety and Wellness Week to highlight the importance of building a positive health and safety culture on campus. Safety and Wellness Week is for all students, faculty, and staff and included activities each day highlighting the various Risk teams.
The week kicks off with the Risk Shining Stars Recognition Event, where nominated individuals were recognized for their outstanding contribution to risk programs at the university.
The Shining Stars program was set up by the Environment, Health and Safety department in 2013 to recognize individuals who display leadership and commitment in supporting health and safety across campus. The program was expanded to the Risk Shining Stars in 2015 to acknowledge individuals who help support the work of the entire Risk portfolio in ensuring the University of Calgary is a safe and healthy place to live, work, and study. It is an informal process whereby Risk staff nominate individuals who have:
- demonstrated leadership in promotion of Risk services, events and initiatives
- gone “above and beyond” in promoting the work of the Risk portfolio (with examples)
- initiated new processes or procedures to ensure the promotion, compliance, and adherence to various Risk policies and OHSMS
- voluntarily taken on new responsibilities in support of Risk processes and/or initiatives.
The nominations come from Risk front line staff who send their nominations to the Risk Leadership for their approval. Only individuals external to the Risk portfolio are considered for nomination.
Each year in February, the Cumming School of Medicine celebrates achievements in teaching and research ranging from early career awards and community honours, to Royal Society of Canada Fellowships and Orders of Canada with the Celebration of Excellence.
The Awards and Recognition Committee was established in 2008 and has the principal mandate of identifying and coordinating the nomination of individuals for external awards and, of course, celebrating their success.
In accordance with the Eyes High goal of becoming one of the top five research universities in Canada, the Faculty of Arts Awards recognize excellence in a number of areas among the colleagues and staff in the faculty.
The Faculty of Arts Awards are presented annually for outstanding achievements to faculty and staff within the Faculty of Arts in research, teaching, internationalization, and staff excellence.
Nominated by peers, the U Make a Difference to Kinesiology award recognizes and celebrates faculty and staff who consistently have demonstrated excellence above and beyond their normal responsibilities.
The Covenant Health Faculty of Nursing Awards Program is an initiative of the University of Calgary’s Faculty of Nursing to recognize leadership, excellence, and teamwork within our community of students, faculty, staff and alumni.
The Faculty of Nursing is pleased to partner with Covenant Health, Canada's largest Catholic provider of health care, on this venture.
The three ways in which the Faculty of Science recognizes excellence are:
- The Dean's List, which acknowledges and awards students who have achieved outstanding academic standing;
- The Faculty Excellence Awards, which acknowledges faculty contributions;
- The Support and Research Staff Excellence Awards, which celebrates and recognizes all the hard work and dedication support and research staff make to the Faculty of Science.
Every year in June, the Faculty of Social Work celebrates excellence in the Faculty’s areas of strategic importance to teaching and learning. Four awards are presented to those who have demonstrated excellence in teaching, and two non-academic staff members are awarded for supporting students’ learning experiences.
Every two years the Dean provides awards to recognize exceptional achievements in teaching, research, and service.They are one of many ways in which the Haskayne School of Business encourages its faculty and staff to exceed expectations and help make the school a leader in excellence.
Ten Academic awards are given annually by the Werklund School of Education to recognize excellence of their Academic staff.
Werklund support staff play a significant role in fulfilling the School's mission. Each year, individuals who exhibit excellence in their contributions to the Werklund School of Education are recognized and rewarded.
Tell Us About New or Local Awards
We strive to include all formal recognition opportunities at UCalgary on the list above. If you have information about new or local formal recognition events, email details to [email protected]. | https://www.ucalgary.ca/hr/campus-culture/recognition/awards |
WeRPN is pleased to celebrate nurses through several categories of Awards:
Employer Award of Excellence
This award recognizes an employer that has demonstrated outstanding achievement with improving the utilization of registered practical nurses (RPNs) in innovative and creative ways, creating a multi-disciplinary team environment for all health care workers and maintaining a safe, respectful and empowering work environment where RPNs can work to the fullest of their knowledge, skill and judgment.
Award of Excellence and Innovation
The Award of Excellence and Innovation is presented to an RPN who has contributed in a significant way, on an ongoing basis, to the profession; and/or practical nursing in Ontario; and whose efforts have demonstrated exemplary nursing practices.
Preceptor Award of Excellence
The role of the preceptor is to provide guidance to a student entering the practice setting by creating a positive learning environment in which the student can expand his/her knowledge and skills to successfully integrate nursing theory into practice. The Preceptor Award of Excellence is bestowed upon a Registered Practical Nurse (RPN) in recognition of outstanding contributions as a role model for a practical nursing student.
Excellence in the Care of Older Ontarians
In dedication to Martha Thumlert, an older adult and an exceptional woman who died unnecessarily from a hospital acquired infection. This award celebrates the dedication of an RPN who provides exceptional care to our beloved older adults in a manner that is respectful, compassionate, professional and exemplifies nursing excellence. In particular, this award acknowledges a nurse who is focused on the improvement of safety and well-being of older Ontarians by demonstrating knowledge, innovation and leadership.
The Michael & Werner Geidlinger Award for Palliative Care
In honour of the memory of Michael Geidlinger and Werner Geidlinger, whose lives were lost too soon, this award recognizes the unique character and tremendous care delivered by RPNs to patients at the end of life. Specifically, this award celebrates an RPN who demonstrates specialized knowledge and understanding of the philosophy of palliative care, and delivers exceptional compassionate and therapeutic care to their patients.
Award for Student Excellence
The award is presented to one practical nursing student graduating from each Ontario College of Applied Arts and Technology who best demonstrates the following criteria as determined by the college practical nursing faculty. | https://www.werpn.com/about/awards/ |
The Lethbridge College Employee Excellence awards recognize and celebrate the dedication and exceptional service by employees who go above and beyond to promote our core values of people, excellence and success. Winners are nominated by fellow colleagues in one of three categories — Lifelong Learning, Leadership and Creating Community, and Service and Innovation. The awards are being presented at the Lethbridge College Employee Recognition Online Event March 4.
Excellence Award for Leadership and Creating Community
Sandra’s ability to bring people together emerged as a unifying theme from the colleagues and community partners who supported her nomination for this award. She was praised for demonstrating respect, dignity and compassion in all interpersonal relationships; she practices high standards of personal integrity and trustworthiness; and she is trusted to listen with an open mind and heart.
Her colleagues write: “Sandra makes you feel like you can do anything you set your mind to. She asks important and insightful questions, proposes compelling story ideas, and suggests ways of approaching issues and solving problems that I never would have thought of.” Another noted that, while skillfully balancing department needs with individual skillsets and passions, she is always available to handle questions or have conversations about major issues. But “at the same time, she is great at keeping everything light and is quick to crack a joke or follow-up with questions about our families that build true, meaningful personal connections. I have never worked with a more supportive and trusting supervisor.” Another adds that Sandra “is both trustworthy and transparent, and she works hard to ensure her team has the tools they need to be successful in their positions. Sandra is highly respected in the community and works hard to create the relationships she has with community members.”
Sandra’s connections to and with the community are legendary, and she builds on these connections to continue to develop and advocate for the work of the college. She greets everyone like a long-time friend, because in many cases they are. She not only remembers them, but she knows how to help them. For these and so many other reasons, her colleagues were proud to see her receive this award.
Excellence Award for Leadership and Creating Community
Mel’s dedication and passion for educational development as well as the scholarship of teaching and learning (SoTL) are at the heart of her recognition this year. She is known for putting her team first, for always making time to help others and for helping people feel connected even during the disruptive move to working from home.
Her colleagues write: “As a new educational developer, Melanie has encouraged me to challenge myself and become a part of national teaching and learning groups. Melanie inspires not only her own team, but the larger college community to take risks and be creative in order to meet their own best potential.” Another writes: “To walk through the college halls with Mel is to see other staff and instructors light up with smiles, laughter and greetings as she passes. She is a connector among people and departments at the college and is both respected and respects others in return.”
She stands apart from the crowd for her willingness to accommodate instructor or participant needs by adapting her teaching practice, she offers flexible deadlines and she adjusts course assessments to provide a more personalized learning experience to participants in her ICP course. The result is a learning experience that’s better tailored to the needs of individual learners. Her colleagues are proud to celebrate her nonstop energy and wholehearted commitment. In addition, they recognize that her work in educational development and SoTL is her passion, and this dedication shows.
Excellence Award for Leadership and Creating Community
Harmoni is being honoured for her effective leadership, one that is inclusive, authentic, respectful and graceful. Her colleagues say Harmoni’s understanding of health and wellness goes well beyond supporting physical health, as she champions a holistic approach to wellness. Viewed this way, they say, respect for individuals, honouring diversity and creating safe spaces for all are simply her standard operating procedures.
“Harmoni is an inspiration to our team and others through her leadership in developing the Health and Wellness Strategy,” a colleague says. “Harmoni welcomed ideas, such as committing the college to join the Okanagan Charter, and facilitated the development of the college’s application. The wellness strategy is the result of several years of effort that included using the provincial mental health and wellness grant for students to encourage initiatives across campus, rather than championed solely by Wellness Services. Another adds: “Simply put, kindness, compassion, and empathy are hallmarks of Harmoni’s approach to her work and the way she approaches others.”
Harmoni’s exceptional leadership shines especially brightly given the challenges posed by the pandemic and working from home. Despite this, Harmoni’s colleagues say she has gone above and beyond in so many ways, lifting those around her up and creating a calm and safe space for them to contribute and be creative. She also has that special and sometimes elusive quality that all leaders should aspire towards – compassion.
Excellence Award for Leadership and Creating Community
Loretta is being honoured for the many ways she works to improve the Practical Nurse program and for how she exemplifies Lethbridge College’s mission in leading and transforming education in Alberta. Loretta’s long-time vision to front load the program has created an innovative approach to delivering the curriculum in a way that improves student competency and patient safety.
Her colleagues write: “She is not only an amazing leader of our team, but she also facilitates the creation of a community to achieve a common goal. Loretta draws from the strengths of every person, be it a student or faculty. She creates an atmosphere that is positive and encouraging.” Another colleague writes: “While I think many see her as a modest and humble nursing educator, I have come to know her as a fierce and confident leader who would not back down from a challenge or accept anything less than excellence from her students or colleagues.” And a student writes: “Loretta has been the most wonderful, caring, motivational and aspiring professor I have ever had. Her passion for teaching, nursing and for helping students succeed shines through her lectures and her availability to us as students.”
Loretta creatively finds ways to improve the program by identifying priorities in the constantly diversifying nursing world, and her vision and creativity has given her colleagues the courage to take risks backed by research to continually improve the program and build Lethbridge College’s reputation.
Excellence Award for Leadership and Creating Community
Kevin, a 1983 grad of the college’s Automotive Service Technician who has spent more than three decades teaching here, is being recognized for all that he gives to the college community, both in the classroom and in his role as faculty association president. His work has helped build trust between faculty and staff that permeates throughout the Centre for Trades, and he is known for his solution-oriented direction and willingness to field all questions or concerns with harmony, where mutually beneficial outcomes are always the goal.
Kevin’s colleagues say: “As faculty association president, Kevin has worked hard to build relationships between faculty and administration. Kevin has always been very fair-minded and has always prioritized the students and our community partners.” Another colleague writes: “There are many competing and unique interests across the college community and Kevin is able to respond appropriately to this diverse range. Kevin’s calm demeanor helps to keep potentially volatile situations under control. Kevin applies a professional approach to situations without losing his ability to be empathetic or kind.”
Kevin’s colleagues were delighted to be able to recognize his dedication to his co-workers, students and Lethbridge College as a whole.
Excellence Award for Service and Innovation
Ina and Constance are being recognized for their vision to create a new and invigorated program of information literacy through embedded librarianship. The information service professionals wanted to have sustained contact with students to create deeper opportunities for learning and support, so they decided to expand the embedded librarianship program and use that approach to provide information literacy. The advantage to this is that students can, at almost any time, get access to support either from the resources provided on Canvas by the embedded librarian, or directly from them. Together, Constance and Ina have been embedded in about 80 classes during the fall 2020 semester.
Their colleagues say: “Constance and Ina have been dedicated, flexible, helpful, inclusive and tireless in their work with students and faculty, helping to create an environment that encourages their success and wellbeing. This enthusiasm was in many ways what carried the program into the changes they led and creates a marvelous setting for the continuation of an integral piece of the library’s services.” And instructor who worked with them says: “Her knowledge of the library’s resources, combined with her eagerness to learn about our programs’ needs, have made the embedded librarian program a crucial element of many of our courses.” Another adds: “She is always there for me and my students...and is the epitome of student centeredness. During our time together in the classroom, I was able to observe, firsthand, her commitment to teaching, learning and student success. She continues to research methods to improve her own personal and professional development and to enhance student engagement.”
The colleagues were celebrated for the enthusiasm, creativity, dedication and innovation in launching this successful new program.
Excellence Award for Service and Innovation
Sandra is being recognized for bringing her decades of experience and practical knowledge of Lethbridge College financial systems to every project, and for making valuable contributions and insights in all she does. She was instrumental in adapting the fees system to bill students more accurately for the LCSA Health and Dental plan fee. By identifying the way students were being assessed and applying her experience with the college billing system, Sandra developed a billing method that resulted in fewer errors and greater student satisfaction overall in the process, while also simplifying reporting and increasing transparency.
More recently, in the summer of 2020, Sandra collaborated with the Awards office on a payment plan arrangement to assist students affected by COVID-19. With the uncertainty surrounding post-secondary student funding during the height of the crisis, the college was looking for a way to allow students to pay their tuition and fees in installments. Sandra’s experience and insight were critical to the development of a new payment plan system that has benefitted nearly 100 students in just the two terms that it has been available. Without her knowledge and recommendations, these students would have no other options and would have been deregistered from classes.
Her colleagues say: “It takes a person with calm and flexibility to be able to maneuver the minute to minute changes encountered by the accounts receivable team. From calming an angry parent who is screaming into the phone, to comforting a sobbing student in her office, or cheering on a student who has won an award, Sandra manages to expertly handle each situation.”
Excellence Award for Lifelong Learning
Andy is described as being the embodiment of forward progress in teaching and learning, and he is always working to achieve the best research- and evidence-based result from every effort he undertakes. He is being recognized with this award for his generosity in sharing his resources, knowledge and passion for learning, and his genuine interest in bettering teaching and learning shines through in every work-related conversation he has.
Andy’s colleagues describe him as a mentor, saying he “has offered guidance and criticism in a gentle, developmental way, and I have gained confidence in my own role through his encouragement and collaboration.” Another added: “Aside from his kind and generous disposition, the thing I’ve always appreciated and admired most about Andy is his questioning nature. Lifelong learning is all about a desire for continued growth, and a key way to seek out growth is to ask questions. Perhaps more than anyone else I’ve worked with, Andy has a real strength in asking excellent questions. I’ve seen Andy’s questioning skills at work during project meetings, collaborative activities, instructional activities, a hiring committee we served on together and even in personal conversations. His questions have an uncommon depth and thoughtfulness to them that serve to illuminate new perspectives while also seeking new information, and this has been true over all the years I’ve known Andy.”
Andy’s team members say they are bolstered by his commitment to ensuring the team focuses on research and evidence, on incorporating new ideas and consideration into their work, and on evaluating what they’ve done so they can improve every time.
Appreciation Award for Lifelong Learning
Adam plays a critical role in creating a healthy and safe environment for the entire college community. He is known for being a team player, a willing volunteer and a valued colleague whose contributions have been especially important following the onset of COVID-19 and the challenges the pandemic has posed. Adam uses his foresight to identify what requirements would be up-and-coming issues for Health and Safety. For example, when employees had to start moving to remote work, not only did he assist in virtual ergonomic assessments with the home work stations, he also brought to light WCB requirements when working from home especially those who may be working out of province. He continues to identify and create new processes to deal with emerging issues.
“He is extremely motivated and focused on his current career and educational goals and has a plan for future endeavors,” says a colleague. “Adam is always pursuing new opportunities to educate himself and inspires others to participate with him.” Another colleague says, “While working in the scheduling department, he supported program areas by providing scheduling systems training for staff across the college. Feedback from these sessions often complimented his ability to explain clearly and his patience with questions or follow up.”
Adam was celebrated for his ability to focus and build knowledge, and to promote growth and understanding across the college. His colleagues say witnessing Adam’s passion for learning is motivating, his drive towards personal growth is admirable, and his vision shows all those around him what is possible. | https://lethbridgecollege.ca/news/campus-news/congratulations-our-employee-excellence-award-recipients |
Founded in 1957 by two new graduates, our company initially delivered innovative solutions and inventions for the chemical industry. Through the years Chempilots eventually become pioneers in applied polymer chemistry, but we have always stayed true to our passion of solving complex issues, and the journey would not have been possible without the dedication of the Chempilots family.
Careers
Our Team
Our team consists of highly motivated and dynamic individuals with strong professionalism in their area of expertise, whether it is administrative, business, scientific or technical. We value individual competences, and every employee is given the opportunity to grow.
We pride ourselves on going beyond the immediate needs of our customers to build credibility and long-lasting relationships. To provide high quality services and value is at the heart of our business.
Work Environment
Chempilots has an informal work environment with a high sense of equality. We respect the diversity among our employees and strive towards a motivating atmosphere based on openness and cooperation.
To strengthen our interpersonal relationships, we dedicate time to team building exercises and celebrate seasonal events, birthdays, anniversaries, achievements, and other milestones. | https://chempilots.com/careers.html |
This prestigious award is intended to recognize an individual who displays excellence in leadership within Shannex. This employee is a strong leader who demonstrates excellence in leadership by their ability to guide and inspire others, lead by our core values, demonstrates our 8 to be Great pillars of service and is a service excellence role model.
Leadership Excellence Award Eligibility Criteria:
Clients First
The individual selected for this award
- Exemplifies a profound commitment to deliver service excellence to co-workers, clients, partners and shareholders
- Consistently delivers high quality, professional service with an outstanding and positive attitude
- Communicates clearly and openly with clients, families, and team members in a timely and positive manner
Trusted Partnerships
The individual selected for this award
- Promotes a work environment that is respectful, collegial and supportive while mentoring employees, and creating a culture of respect, trust and credibility
- Effectively manages the personal and professional growth of their team and leads them in achieving their goals
Improving Quality
The individual selected for this award
- Proactively and collaboratively identifies creative ways to improve upon process or service delivery by influencing positive change throughout the organization
- Continuously looks for ways to improve operations and the services we offer to benefit clients, employees and the community
- Understands her/his responsibility for safety and is committed to preventing injuries in the workplace
Being Accountable
The individual selected for this award
- Inspires and encourages personal and professional development in others
- Is committed to doing her/his best work and deliver results that support the organization’s goals
- Demonstrates fiscal responsibility by effectively planning and utilizing financial resources to accomplish organizational objectives
Complete an online Nomination Form here or download and submit a physical nomination. | https://www.shannex.com/award/sales-achievement/ |
Heritage Healthcare shares the team spirit with our nursing home partners this week.
'Team Care’ is meant to personify the many professionals and caregivers whose dedication and work ethic contributes to achieving excellence and high levels of satisfaction.
'Everyone Pitches In' to achieve quality outcomes and satisfaction for individuals in their care. This week, spotlights nursing home residents and staff and encourages all to celebrate those that make a positive difference in their lives every day.
Heritage Healthcare is proud to be a team member in this supportive and caring environment. | http://www.healthpro-heritage.com/blog/national-nursing-home-week-may-1218 |
Applications for the 2018 County Awards of Excellence are now open.
Every year, county farm bureaus do amazing work to help advocate for the members and support them in many different ways. The Awards of Excellence are a way to celebrate the outstanding achievements of our county farm bureaus and recognize them for their hard work and dedication to Colorado agriculture.
This is a great opportunity for counties to share the work that they’re doing and not only receive recognition, but also inspire other counties to follow their example.
To apply for the 2018 County Awards of Excellence, please click here. | https://www.coloradofarmbureau.com/2018/06/29/2018-county-awards-excellence/ |
The assumption that engagement is somehow strongly correlated with performance is misplaced. Traditional engagement metrics such as satisfaction, happiness, well-being let alone cannot explain behaviours, actions and motivation of a high-performance team. Moreover, there is hardly any strong scientific evidence suggesting that there is a correlation between high-engagement and high-performance. Given the similar type of environments, two teams with the same level of engagement may have different levels of performance - one can be high-performing another average performing. A high-performing team can be highly engaged but vice verse is not always true. In the context of engineering teams, high-performing teams usually show a bit of discontent and frustration which the traditional model of engagement (e.g. a happy employee is a productive employee) will be unable to capture or explain.
Demands refer to an individual, team, work, or organisation related challenges that require sustained cognitive and/or emotional effort. For instance, delivering a new product feature under time pressure.
Resources refer to characteristics that help to cope with demands (e.g., team autonomy, information flow, alignment between teams, support for taking risk, organisational culture), or functional in attaining goals (e.g. purpose and vision, performance feedbacks, objectives and key results), or lead to personal growth and development (e.g., coaching by the engineering manager, development programs, interest groups). A resource can be job-related or personal. Personal resources such as work-related technical skills, mastery or craftsmanship, communication skills, self-efficacy, resilience, resourcefulness, and self-initiative.
Environment refers to interplay between job resources, personal resource, demands, and leadership.
Motivation refers to a positive affective-motivational state of mind that is characterised by vigor, dedication, and absorption. Motivation represents a positive energy, at the other end of the spectrum is we have burnout.
Vigor is characterised by high levels of energy and mental resilience while working. Dedication is characterised by being strongly involved in one’s work and experiencing a sense of significance, enthusiasm, and challenge. Absorption is characterised by being fully concentrated and happily engrossed in one’s work, whereby time passes quickly and one has difficulties with detaching oneself from work.
Leadership is responsible for resolving conflicts and increasing cooperation within the team, developing a safe environment for the team, creating energy and enthusiasm, last but not least challenging the team by setting stretch goals.
Performance refers to behavior as well as outcomes. Performance can be divided into two types: process performance (e.g. test-driven development, pair programming, continuous delivery) and outcome performance (e.g. high-quality but frequent releases of new product features).
Process performance refers to the particular actions or behaviors which employees exhibit to achieve performance (effective outcomes) or what employees do in their work situation. Outcome performance refers to the products or services that are produced and whether these are consistent with the overall strategic goals of the organization.
A team is high-performing when both resources and demands are high. A high-caliber team without enough challenge will never attain their potential.
A team is highly engaged when the balance between demands and resources is positive. This is also possible when a low-caliber team is not challenged enough.
A high-performing team will eventually lead to burnout if the balance between demands and resources is negative - in engineering, generally the time pressure.
If anything a high-performing team demonstrates a bit of discontent and frustration. They set a higher benchmark for themselves. In fact, they are in pursuit of greatness which can be achieved only by going through the psychological pain. High-performing teams celebrate wins but often downplay their achievements and to some extent are self-critical. Ability to downplay their achievements and being self-critical are strong indicators of high-performing teams. They are continuously working towards achieving excellence in their work. They are driven and they know where they want to go.
A high-performing team can be highly engaged but vice verse is not always true.
Whereas highly engaged but not so high-performing teams either lack the mastery and purpose or set an average benchmark for themselves. They are very satisfied with their work and they don’t see any issues or need to improve. Teams may have a tendency to compare their performance with other teams with equal or lower benchmarks. What they should be really doing is comparing their performance against a higher benchmark or a high-performing team. Moreover, if the team is surrounded by cheerleaders who can hardly offer any valuable criticism or constructive feedback, this can lead teams misreading their performance levels. Last but not least, teams may demonstrate strong process performance but a sub-optimal outcome performance. This is a strong indicator that the team is primarily output-driven and not outcome focused.
In this article, we intended to highlight the key characteristics of high-performing teams. To be a high-performing team, the well-resourced team must realise it's potential which only happens when the team is challenged and engaged. Teams who are highly-engaged and are high-performer are able to create their own resources, which create a positive gain feedback loop. In the next few posts, based on some of the new learnings covered in this post we will discuss how to create a high-performing team. | https://www.abhishek-tiwari.com/why-are-highly-engaged-teams-not-always-the-high-performers/ |
Ensworth Aquatics, a USA Swimming registered club, is a year-round, comprehensive competitive swimming program serving athletes of all ages and experience levels in Middle Tennessee. The program promotes excellence both in and out of the pool, inspiring athletes to be physically fit, to use their talents to the fullest, to be people of integrity, and to be contributors to society.
Vision Statement
We envision a swimming community – from our swim lesson program to senior level and Masters swimming - dedicated to following the highest principles with the greatest love, as characterized by moral integrity, physical vitality, discipline, compassion, humor, and joy. We believe that no dream is too big to chase; no improvement too small to recognize; that all of us inherently desire to be our best selves; and that hard work in a TEAM environment can yield exceptional results. We strive to be successful at every competitive level, recognizing that achievements at each stage of development are vital to the success of the TEAM.We believe in being a TEAM that supports, mentors, and encourages each other with genuine enthusiasm, and approaches any competitive outcome with humility, grace, and good sportsmanship. | https://www.teamunify.com/team/sees/page/competitive-team/mission-vision--policies |
Our Opportunity: Chewy is hiring an Area Manager at Louisville, KY Fulfillment Center. This individual will be responsible for the direction of hourly associates in the proper receiving, and storage shipping of product. Responsible for meeting and exceeding established productivity, labor and quality objectives. We believe in excellence in all we do and accept nothing less. You'll be successful in this role because you're passionate about supporting your team and recognize their effort and achievements. What you'll do: Handle the fast pace associated with day-to-day operations in a fast paced E-Commerce distribution environment and maintain a positive, motivating leadership presence Ensure that standards are established and followed Work actively with associates to ensure success Manage accurate unloading and put away of containers in timely basis to ensure containers are returned without additional charges and 100% accurate... | https://diversitydb.com/cities/jobs-in-louisville/ |
We are proud of our contribution to improving the health of women and children throughout the world and recognize that our leadership position in international public health is due to the excellence and dedication of our staff, both in the field and in our headquarters in Baltimore.
Meet some of our staff that are working to make a difference around the world!
Our work culture is reflected in our team spirit, transparent communication, mutual respect, flexibility, and dedication.
In addition, Jhpiego provides its employees with a challenging professional environment that encourages innovative thinking and taking personal initiatives. Continuous learning and professional growth are encouraged through internal programs and, for US-based staff, access to the educational resources of The Johns Hopkins University.
Jhpiego offers competitive compensation and a comprehensive benefits package to its employees.
The package includes health and dental plans, life and disability insurance, retirement plans, flexible spending programs, and tuition support for employees and their dependent. Benefits for locally hired employees vary by country of hire. | https://fieldnotes.jhpiego.org/who-we-are/careers/ |
FORT WAYNE, Ind. (WANE) – The Fort Wayne Parks and Recreation Department has been awarded two 2020 IPRA Awards of Excellence during an Indiana Park and Recreation Association (IPRA) event on Thursday.
The IIPRA Awards of Excellence recognize those throughout Indiana that embody vision, dedication and excellence in parks and recreation. The awards highlight efforts that transcend everyday standards to make a difference and improve the quality of life in our Indiana communities, the department said. Projects must have been completed between Aug. 1, 2019 and Dec. 31, 2020 to be eligible.
The department’s Confluence Kitchen program received the Inclusive Program Award. The program was developed by the riverfront programming team to bring the community together to celebrate the many cultures within Fort Wayne, the department said.
In January 2020, Confluence Kitchen featured the culture of Japan and included sushi made by local Japanese chefs, origami making demonstrations and language instruction. The department said each table had copies of traditional Japanese recipes so that attendees could learn to cook them at home. The fall 2020 event featured the culture of Germany and included pretzel twisting, German beers, polka music and German folk dancing.
Confluence Kitchen received the Inclusion Program of Excellence Award, which praises an organization or agency for their achievements pertaining to a program or project that increases awareness and benefits of parks and recreation.
“One of our most important goals is to create inclusive opportunities for everyone in Fort Wayne to enjoy our parks and our programs as a community. Events like Confluence Kitchen really draw people together to have fun, but also to learn more about each other and the diversity of Fort Wayne,” said Steve McDaniel, Fort Wayne Parks and Recreation Director.
Community Center Manager Patti Davis received the IPRA Outstanding Professional Award for 2020, which is presented to an individual for their exceptional impact on the field of parks and recreation. Davis was recognized for her work at the Community Center to provide a variety of affordable and engaging programs and activities, along with her dedication to furthering the mission of parks and recreation departments both in Fort Wayne and throughout the state. | https://www.wane.com/news/local-news/fort-wayne-parks-and-recreation-receives-2-awards-from-indiana-park-and-recreation-association/ |
For the fullest actualization of virtue, it is imperative that the Christian disciple submit to the Biblical injunction to be set apart from the world in all aspects of life. This applies equally to academics and morality as well as athletics. It is paramount, therefore, that Christ is the center of each athlete's heart, attitude, and mind, on and off the field. What this translates into is a drive for excellence of character and performance and an ever-increasing submission to the process of becoming Christ-like through the opportunity provided by the physical discipline of athletics.
Methodologically, this means:
- CCA athletics strives to have each individual set task-involved goals. These goals involve measurable, controllable factors, that when met or progressed towards, build confidence and increases competitive edge.
- CCA athletics uses a positive approach in coaching philosophy, which is essential in creating a fertile environment for ensuring intrinsic motivation and self-discipline.
- CCA athletics encourages all student athletes to develop to their fullest capabilities and to give mutual encouragement to other athletes with the intent of creating strength in unity and maximizing team athletic potential.
- CCA athletics utilizes training that involves increasingly-developed applications of current knowledge, both athletic knowledge as well as classroom knowledge, as well as gaining and applying new knowledge and skill sets. This creates athletes who think more critically and holistically and have a competitive advantage both on and off the field.
- CCA athletics further educates their athletes in the physical application of drills, what anatomy is being affected or utilized, and how it applies to their specific sport. Our athletes are being trained to ensure their dedication to exercise and sport that will last throughout their lives.
- CCA athletics never uses demeaning or dehumanizing forms of training and discipline. All athletes are mentored by coaches with dignity and positive discipline. | https://www.ccawarriors.com/index.php/athletic-program |
“Our vision for Credence is based on three values: Trust, Partnership, and Success. These three tenets are the basis for our business model, how we engage our customers and employees, and how we approach our teaming relationships.
Credence was started with the vision of creating a diverse organization that would attract the best talent in the industry and treat each team member as a trusted partner in the organization. This is achieved through our culture of openness and trust that encourages each team member to innovate and take their own initiative. We expect our team members to support our customers with these principles, and Credence’s leadership supports its employees in the same way.”
“I was a member of the U.S. Army for 31 years. Credence has created an exceptional professional working environment similar to my military experience that encourages and rewards individual initiative and innovation. My job allows me to have a daily direct and positive impact on our Soldiers who provide selfless service to this nation.”
“Everyone at Credence is encouraged to broaden our skills and embrace new opportunities, and as a result, I’ve been able to learn from my colleagues and grow into an entirely new and exciting role. We have an excellent environment for someone who is driven and excited to learn! I also feel that I’m part of a family; I find great comfort in knowing that I’ll always be well taken care of and supported at Credence.”
“I have been on the Credence Accounting and Finance team since 2014. Every day is a learning experience, and I view my time here as my “College of Business.” Employees are empowered to learn, grow, and achieve their career goals through cross-training and teamwork, resulting in our continued success and environment of empowerment.”
“Since joining Credence I recognized immediately one of the company’s strengths is a strong supportive culture promoting trust, rewarding employees’ efforts and ensuring all employees know their work is meaningful. At Credence, professional growth is a priority because the work we do is challenging and requires you to grow and learn. I am fortunate to have the opportunity to work with absolute professionals who promote continuous learning through collaboration and sharing knowledge.”
“I love working for Credence because of its culture of excellence and dedication to empowering, inspiring, and motivating every team member in the organization. Credence values each team member and provides incredible support and opportunities for team members to learn, grow, and contribute to big-picture plans and projects.”
"My favorite part about working for Credence is collaborating with talented, multi-faceted professionals with diverse backgrounds. I strongly believe that the trust that has been built in Credence's cross-functional teams has led to consistent delivery of the best outcomes for Credence’s clients and employees."
"Credence is exceptional in many ways, one being the priority we put forth in making sure our employees in the field serving the client receive quick and agile decision-making guidance from their supporting company leadership, empowering our employees. I appreciate the agility Credence embodies and provides, allowing for well-thought-out decision-making agility, empowering employees to take ownership and move our initiatives forward, resulting in execution toward collective company and client focused goals. It was a refreshing change when I joined Credence (5+ years), becoming acclimated to the model of a flat organizational agile process. I realized our true productive agility is in the work force flow throughout the company and continues to make Credence successful today. I am grateful to be a part of an exceptional Credence team and will continue to support our teams in this agile manner"
“When the opportunity arose to join Credence, I knew little of how truly game changing it would be for both my career and family. Each day, I work with unparalleled professionals whose focus is to provide exceptional service to our Government clients. While we are all dedicated to the success of our clients, each of us is also dedicated to supporting and taking care of one another. The combination of opportunity for professional growth through hard work and a true work-life balance makes me thankful to be a part of Credence and to contribute towards its phenomenal work.”
“It is of vital importance that employees are taken care of and given the support they require to ensure that we provide the client with an exceptional product. The culture I have experienced working for other companies pales in comparison to my experience with Credence. I have been given the latitude to be able to do the right thing by our employees and client alike. Credence leadership has also ensured that they provide me, as program manager, the knowledge necessary to efficiently and effectively execute this contract. I wouldn’t complain if this was the last company I ever worked for.”
"My favorite thing about working at Credence is the incredible opportunity the company has given me for growth and advancement. They’ve seen my potential and encouraged me to develop it by trusting me with increasing responsibility, letting me really take on and own tasks and projects. Credence has also been very deliberate about understanding my professional goals and working with me to reach them. I’ve been with the company for almost 3 years, and I’ve had tremendous personal and professional growth during this time." | https://credence-llc.com/careers/team-message/ |
FOR IMMEDIATE RELEASE:
May 14, 2021
MEDIA CONTACT:
Janet Sweeney, 570-718-6507
Nominations Open for Northeastern Pennsylvania Environmental Partnership Awards
The Northeast Environmental Partners (Pennsylvania Department of Conservation and Natural Resources, Pennsylvania Department of Environmental Protection, Pennsylvania Environmental Council’s Northeast Office, PPL Corporation, Procter & Gamble Paper Products Company, and Wilkes University) are seeking Nominations for the Northeastern Pennsylvania Environmental Partnership Awards; the Thomas P. Shelburne Award and the Emerging Environmental Leader Award.
In order to be considered for the 2021 awards, nominations must be submitted no later than June 30, 2021.
Please see the attached Nomination form or visit https://pecpa.org/NEPAdinnernomination for a nomination form.
The Northeastern Pennsylvania Environmental Partnership Awards are presented annually to recognize the achievements of individuals or organizations that, through partnerships, have achieved excellence in environmental protection or conservation. The Evening showcases the Recipient of the Thomas P. Shelburne Environmental Leadership Award, which was established to recognize an individual who stands out for his or her long-term commitment to environmental quality through inspirational leadership, dedication, and commitment to partnering. The 2021 Emerging Environmental Leader Award will also be awarded to a youth who demonstrates young environmental leadership, creativity, and dedication to inspire others to adopt similar actions to protect the environment. This year’s awards will be presented on October 28, 2021 at the Woodlands Inn & Resort.
The Awards are open to any group, individual, company, program, or organization whose work has had a positive impact on the environment in Northeastern Pennsylvania’s following counties, Bradford, Carbon, Columbia, Lackawanna, Lehigh, Luzerne, Monroe, Montour, Northampton, Northumberland, Pike, Schuylkill, Sullivan, Susquehanna, Wayne and Wyoming.
During the past 30 years, over 240 individuals and groups involved in agriculture, forestry, business, industry, education, science, environmental awareness, community service, and government have been honored. Nominations may be made by a person or persons involved in the activity, or by a third party. | https://pecpa.org/news/nominations-open-for-northeastern-pennsylvania-environmental-partnership-awards/ |
Dr. Lalita Kothiya
Everyone would agree that a principal plays a crucial role in a school’s success. It’s very important to have a principal who builds character, inspires dreams, encourages creativity, builds confidence and instills a feeling of learning. Dr Lalita Kothiya is a perfect example of a perfect leader of a school. She has the foundational experience of having taught successfully for over 13 years. Apart from currently holding the position of principal of a prestigious institution in Dehradun, she is a social worker, reformer, counsellor, learning specialist, psychotherapist, motivational speaker and certified trainer. Not only in Dehradun, but she has held the portfolio of Principal of some prestigious institutions of Bareilly and Shimla as well.
Talking about her personal life, she comes from an Army background family. She is not only the daughter of an Indian army officer, but a wife of an Army officer as well. So, her upbringing is what differentiates her. She has grown up in a disciplined environment that truly reflects her personality. With the multi-faceted exposure, she got from the day she was born, handling situations. circumstances and people confidently come naturally to her Due to her sincere commitment towards her work, she has made numerous accomplishments. She is a member of IPN. Also, she holds a position of state president at Navnirman Bharat, Vice president at sports promotion organization of India, educational chief advisor at Wednesday Times Magazine, educational advisor at NIF (New India Foundation) at Jhansi, Uttarakhand president at GLOBAL educators fraternity and state president Rashtriya Yuva Hindu Vahini.
Her work in the field of counselling cannot be neglected. She is perfectly owning the title of being ‘Multitalented. As she believes that Saving lives and creating unique personalities along with educating future India is the best for this society as a human being. Currently, she is dealing with more than 90 learning disabilities at different cognitive levels of children. She is also associated with Energia Soi Mumbai, Specialized in topics like helping neurodiversity learners to overcome learning helplessness, helping children who are facing problems in dyslexia, dysgraphia and so many.
Due to excellence in her work, she has been felicitated on many platforms. One of her biggest achievements as an educationist, was being awarded to the Youngest principal 2018 by NSA New Delhi. She was the Principal of the month by IUEF Intelligently magazine, for her dedication and commitment to the field of education. She was counted in the K-12 educational leader, community by the INDIA didactics association. Awarded with the galaxy as a global icon of education excellence award 2020 at Dehradun Uttarakhand. She was awarded as super achiever in 2019 by mission news Delhi. She is connected with (beti Bachao Beti Khilao) sports promotion organization. She was the recipient of Shri Nari Shakti Saman 2019 at Dehradun. Also, Global Icon of educational excellence was invited as guest of honour in so many award shows including India’s biggest TV award show 2019.
Recently she was awarded as ICONIC principal of the year 2021 for extraordinary performance and dedication towards the profession. Also, awarded at international mega summit and IUEF integrative educational pride award 2021 for education during COVID-19 pandemic. Her achievements themselves speaks volume about the quality of work she does in her field. | https://discoveruttarakhandmagazine.com/principal-plays-a-crucial-role-in-students-success/ |
Call for nominations: 2016 Mayor’s Awards
Guelph, ON, February 19, 2016 – Mayor Cam Guthrie encourages Guelphites to nominate outstanding volunteers for the 20th annual Mayor’s Awards.
Nominations can be submitted online at guelph.ca/mayorsawards or by contacting the Mayor’s Office at [email protected] or 519-837-5643 to request a nomination form. The deadline for nominations is 4:30 p.m. on Friday, April 15, 2016.
The Mayor’s Awards recognize people who make Guelph a better place through volunteer service.
“It could be a coach who has made a difference in your child’s life, or a volunteer in your faith community who goes the extra mile. It could be someone who started a brand new initiative in Guelph, or someone who has volunteered for years without a lot of fanfare,” said Mayor Guthrie. “If you know someone who deserves to be recognized, consider nominating them for a Mayor’s Award.”
While it is not mandatory for nominees to live or work in Guelph to be eligible for the Mayor’s Award, they must volunteer in Guelph. Nominees’ achievements may include a mix of volunteer and paid efforts.
The Mayor’s Awards were established in 1997 by Mayor Joe Young to celebrate Guelph’s birthday, and have been presented every year since. Honourees have been recognized for contributions to many aspects of community life, including arts and culture; health and mental health; social services; the environment; and sports and recreation. Profiles of honourees from 2001 to 2015 can be found at guelph.ca/mayorsawards.
This year’s Mayor’s Awards will be presented on June 23 at the Guelph Awards of Excellence gala, hosted by the Guelph Chamber of Commerce. The gala is Guelph’s premier appreciation event where the city’s exceptional individuals and businesses are celebrated. For more information about the Awards of Excellence, visit the Guelph Chamber of Commerce website. | https://mayorguthrie.com/2016/02/19/there-are-great-citizens-in-guelph-so-nominate-them-please-retweet-share/ |
Every day, people work hard at their jobs to attain their objectives and hope that their work will be appreciated and their efforts recognized. It is a question of basic human needs, of the recognition and appreciation we all need because human beings, by their very nature, like to feel important, that they are being taken into consideration, and that all their achievements are celebrated. This occurs not only in our personal lives, but in the workplace as well, where emphasizing achievements positively generates a motivating work environment.
Thus, recognition becomes a part of the culture of organizations, which carry out different strategies, such as focus groups, surveys of the work climate, roundtables with the workers, meetings with the leaders, etc. to find out what motivates people to keep reaching objectives.
In the case of CIAT, this year the Management Team asked Human Resources to review the Recognition Plan for its workers. The result was the Awards and Recognition Directive, which reaffirms and identifies institutional actions that recognize fellow workers’ patterns of positive performance in their work and in their contribution to the Center’s mission.
“Recognition as an organizational practice improves the working climate and productivity, since it generates a pleasant, motivating, and energetic work environment,” said Adriana Cardona, CIAT’s Coordinator of Development and Wellness.
Likewise, Adriana explained that a culture of recognition strengthens an organization of high performance, and CIAT recognizes those who do well, in addition to giving a positive sign to those who must do better in order to improve their individual performance and thus the performance of the entire organization.
Taking all this into account, this year the Center has proposed to reinforce the process of recognition, through the design of this plan which contains two modalities:
Formal Recognition: is the result of a structured process, where an employee and/or work teams are nominated to receive a prize for the achievement of objectives.
Informal Recognition: all those actions or informal and spontaneous practices carried out continuously to generate a culture of recognition.
Likewise, under the modality of Formal Recognition we find the CIAT Prizes, which feature the following categories:
- Best Scientific Publication: is awarded to the person who produces an original scientific article that contributes to CIAT’s mission and to science, and whose methodology is innovative.
- Best Research Outcome: is awarded to the best research outcome that can bring about changes in knowledge and attitudes, in policies, practices, and institutional agreements.
- Best Institutional Support: It is a recognition of the outstanding contribution achieved by a work group, as regards their contribution to the fulfillment of the Center’s mission or to the well-being of the Center’s institutional life.
- Young Scientist Grant: It is a recognition that supports the scientists who are starting their careers and who have demonstrated an exceptional commitment to doing creative research.
Other recognitions are given at CIAT as well, such as:
- Recognition for achievement: a bonus is given to award outstanding performance.
- Recognition for Seniority (years of work): it is a recognition given in December to people who have completed 15 or more years of work in the organization.
As for the modality of Informal Recognition, this will be reinforced through the following actions:
- “Recognition toolbox for leaders” training: Training sessions will be held with the area supervisors to provide them with tools and practices that they can implement with their work teams.
- Celebration day: It is a space created to recognize good work, outstanding results, and to strengthen relationships through the celebration of special events such as: birthdays, weddings, etc.
- Recognition survey: It is a survey in which people may recognize anyone they want,
co-workers from their own or another area. Each person is sent an email with a message of thanks or recognition for what they did.
In this way, the Annual Recognition Plan seeks to motivate and provide incentives, to generate a feeling of belonging and, lastly, for people to feel valued in the organization. | https://blog.ciat.cgiar.org/recognition-a-road-to-organizational-success/ |
The European Union Joint Research Centre for Alternatives to Animal Testing (EURL ECVAM) has issued its 2021 ‘Status Report on the Development, Validation and Regulatory Acceptance of Alternative Methods and Approaches’.
The 2021 EURL ECVAM status report describes research, development and validation activities, as well as initiatives that promote the uptake and use of non-animal methods and approaches in science and regulation. The principle of the Three Rs, i.e. Replacement, Reduction and Refinement of animal use in basic, applied and translational research, as well as for regulatory purposes is firmly anchored in EU legislation, with full replacement of animal testing being the ultimate goal. New approach methodologies including a variety of innovative technologies, such as in vitro methods using 3D tissues and cells, organ-on-chip, computational models (including artificial intelligence) and ‘omics (genomics, proteomics, metabolomics), are developed, evaluated and integrated in assessment frameworks with a view to improve the efficiency and effectiveness of hazard and risk assessment of chemicals and products in a variety of regulatory contexts. Important activities to promote the development and use of non-animal approaches are also pursued in the areas of basic and applied research, where most of the animals are used, as well as for education purposes.
Download and read the full report here:
Sources: | https://euroocs.eu/eurl-ecvam-status-report-2021-on-alternative-methods-published/ |
Brussels, 08 May 2003
On the day the Commission published its draft of new chemicals legislation for consultation, representatives of the industry, the European institutions and animal welfare groups gathered in the European Parliament to discuss the likely impact of these new laws on animal testing.
Professor Coenraad Hendriksen from Utrecht University in the Netherlands, animal welfare officer at the country's vaccine institute (NVI) and head of the Netherlands centre for alternatives to animal use (NCA), gave a presentation outlining how animals are currently used for research, explaining the 'three Rs' - replacement, reduction and refinement, and calling for the search for alternatives to be moved higher up the political agenda.
The new chemicals legislation will require companies to assess the risks arising form their use of chemicals, the aim being to protect human health and the environment through a new EU-wide regulatory system. But these new requirements will lead to a huge rise in research into chemicals, much of this involving animals.
'The subject of alternatives to animal testing needs much more attention than it has now. Increased consciousness of the three Rs must lead to new European legislation through which national procedures will be improved. The white paper on chemicals makes this extremely urgent,' said Dutch MEP Bob van den Bos, who hosted the seminar.
In 1999, over nine million animals were used in experiments across the EU, a drop of around two million from 1996. The majority are used for fundamental research, followed by the development of medicines and then quality control. Mice constitute over 50 per cent of animals used. A high number of rats are also used, and smaller numbers of invertebrates, primates, birds and carnivores.
Regulatory testing, the type of research required by the proposed chemicals legislation, is performed routinely, using a high number of animals per test, often between 120 and 150, according to Professor Hendriksen. Around 10 per cent of regulatory tests for toxicity lead to high levels of pain and distress for the animals involved, while 17 per cent of tests for biological products are equally agonizing, he explained.
Although Simon Webb from the European chemical industry council (CEFIC) stated the organisation's openness to cooperating with other stakeholders to reduce the number of animals 'consumed', Emily McIvor from the European coalition to end animal experiments, called upon CEFIC to provide funding, laboratory space and personnel for research into alternatives to animal experiments. 'Initiatives are welcome, but there have always been initiatives. What is really needed is funds. We would like to see fewer empty promises,' she said.
Although Professor Hendriksen is eager to develop alternatives to animal experiments, he admitted that 'life would be less safe than it is at the moment if we stopped testing now' and highlighted the contribution that animal testing made to the eradication of certain diseases from industrialised countries, including typhoid, tuberculosis, cholera and yellow fever.
Professor Hendriksen emphasised, however, that there are also drawbacks to testing on animals. The experiments are extremely costly and time consuming and results often vary when experiments are performed on different strains of the same animal. There is also the question of whether these results would be the same in humans.
The presentation also drew attention to the ethical aspects of animal testing. 'What right do we have? Do [animals] only have instrumental value or also intrinsic value?' asked Professor Hendriksen.
The three Rs can be achieved through the use of tissue culture, computer models, human volunteers and invertebrate organisms (replacement); test optimisation and better statistics methods (reduction); and anaesthesia, analgesia and better housing (refinement).
There are obstacles to developing replacement experiments, particularly for regulatory testing. Each new method needs to be pre-validated, validated and accepted before it can be implemented. The whole process can take as long as 18 years, as has been the case for an alternative method for testing tetanus vaccines, developed by Professor Hendriksen and his team.
Professor Hendriksen blames the lack of progress in the development of alternatives to animal experiments on a lack of scientific tools, a lack of funding, the low priority that the issue is awarded by research institutes and the negative cost-benefit balance incurred by the high risks that such research involves.
His recommendations therefore include moving the matter higher up the political agenda, including in the European Commission's Sixth Framework Programme for research; removing financial barriers to new research; harmonising guidelines and promoting the exchange of data.
Indeed, John Williams from COST, the European cooperation in the field of scientific and technical research, revealed that his organisation is currently in negotiation with the European centre for the validation of alternative methods (ECVAM) on the establishment of a network to obtain data. Such a network is necessary because all the data needed to develop alternatives to animal experiments is currently held by pharmaceutical companies. 'If we don't get the data, we need to do the experiments all over again,' said Mr Williams.
Concluding the seminar, Professor Hendriksen called on researchers to implement reduction and refinement when no replacement for animal experiments has been found.
On 12 May, EU Research Commissioner Philippe Busquin will present new alternative methods to animal testing developed by an EU funded project.
For further information on the chemicals White Paper, please visit:
http://europa.eu.int/comm/enterprise/che micals/index.htm
For further information on ECVAM, please visit:
http://ecvam.jrc.it/index.htm
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Most of the research done at EBD-CSIC involves wild animals in their natural habitat. Occasionally, animals are kept in captivity for a variable period of time. Most captive animals are housed at the Animal Experimentation Unit (AEU) facility, under husbandry conditions subject to the local laws concerning animal welfare. Information about the animals housed at the AEU facility (numbers, species, procedence, final endpoint and research project involved) can be found in the animal record files.
Performing wildlife research under natural conditions often poses particular and complex problems from the standpoint of animal welfare. Unlike for domestic animals specifically bred for scientific purposes, almost every human intervention which interferes with their normal way of living (e.g. trapping and marking) is potentially dangerous to wildlife. Such a negative impact on animal welfare is difficult to evaluate because human access to animals is limited, welfare indicators are often cryptic or difficult to quantify, and working conditions often are often outside the control of human researchers. Moreover, veterinary assistance can be seldom guaranteed, overlooking protocols are difficult to implement and there are many possible contingencies during fieldwork caused by climatology, technical equipment, human staff and the animals themselves. Even for wildlife studies in captivity, optimal housing and husbandry conditions inside an authorised user facility are often poorly known and may differ substantially from the accepted recommendations for similar domestic species. Finally, field studies involving wildlife often have a collateral negative impact upon the welfare of animals other than the study subjects from the same (e.g. dependent offspring, mates, social companions) or a different species (e.g. predators and prey).
Adhering to the 3Rs Principle (Replacement, Reduction, Refinement) seeks to find out alternatives to this negative impact upon animal welfare. All researchers at EBD-CSIC are obliged to comply with this requirement when applying for a legal authorization to carry out their research.
Replacement
Unlike biomedical research where animals are mainly used as models for the human organism, wildlife research often seeks understanding the biology, behaviour or ecology of wild animals. Therefore, wild animals can seldom be replaced by non-animal (e.g. in vitro) models or less sentient species. Sometimes, it is possible to replace them with domestic animals (e.g. in physiology studies) which suffer from a lower negative impact (e.g. they do not need to be captured).
Reduction
Researchers often make use of statistical methods of experimental design to prevent the number of animals used being insufficient to render conclusive results or, alternatively, too high to make some data redundant. Such methods may be of a limited usefulness for wildlife studies, which often deal with a huge, unknown natural variation which sometimes justifies the use of larger samples and the replication of studies in different sites and moments. The possible collateral effects upon animals other than the study subjects are also evaluated, both by the Animal Welfare Body (AWB), and by the competent authority on wildlife protection.
Refinement
Often, the only way to reduce to a minimum the negative impact upon the welfare of wild animals consist in a careful planification and design of experimental procedures. To obtain a favourable, positive assessment of a research application by the AWB, researchers must consider how each and every thing they plan to do to animals (e.g. trapping, marking, blood sampling, releasing) may likely affect their physiology, social behaviour, foraging efficiency, and vulnerability. This information must follow species-specific guidelines supported by renowned scientific societies, and must take into consideration the behaviour, ecology and usual way of living of the animals under study. Moreover, researchers must anticipate possible contingencies which are likely to occur due to the technical equipment, meteorology, human staff and the animals themselves. Special attention is given to the requirements of animals during transport, confinement in captivity, choice of humane endpoints to stop the procedure in case it causes much suffering or risks the animal's life, and releasing the animals back to their natural habitat after the end of the procedure. As a rule, releasing is only advisable when the procedure is of a short duration and mild severity and the animal keeps most of its physical and behavioural (territory ownership, social status, ability to escape from predators) capacities intact, and must be carefully supervised by the researcher. Sometimes (e.g. when there is a risk of transmitting diseases to the native population), releasing is not advisable at all.
Below you can find a non-technical summary of the current research projects involving animal use at Doñana Biological Station. | http://www.ebd.csic.es/en/procedimientos-experimentales |
About this Event
FRAME is an independent charity dedicated to promoting the 3Rs and the development of new techniques that will replace the need for laboratory animals in medical and scientific research, education, and testing. FRAME believes in the development of better scientific methods for the benefit of humans, animals and the environment and our aim is the elimination of the need to use laboratory animals in any kind of medical or scientific procedures.
FRAME is hosting an Alternatives Symposium on from Tuesday 16th of July to Wednesday 17th of June 2019 at the University of Nottingham. This Symposium will form part of FRAME's 50th Anniversary events for 2019.
The aim of the event is to celebrate and showcase work being carried out by early career researchers (postdocs) in the 3Rs area of ‘replacement’ techniques. FRAME would like to highlight and share research projects being carried out within Universities which may not have been developed with the aim of being an ‘alternative’ to animals, but by their nature are helping to advance the development of replacement techniques. | https://www.eventbrite.co.uk/e/frame-summer-symposium-tickets-52673531952 |
More recently, the foundation has been reorganized to focus exclusively on replacement and reduction initiatives and has renamed itself the Doerenkamp-Zbinden Foundation for Animal-Free Research. Under this new mandate, a Foundation Professorship for In Vitro Methods for the Replacement of Animal Experiments has been established at the University of Konstanz in Germany. The foundation also awards an annual prize for outstanding achievement, above and beyond its ongoing grants program.
In 1991 Dr. Hartung received a doctorate in biochemical pharmacology from the University of Konstanz, Germany, and a medical degree in toxicology in 1992 from the University of Tubingen. He completed his medical internship at the University of Freiburg in surgery at the hospital of Singen, Germany.
Dr. Hartung joined the faculty at University of Konstanz in 1994, where he served as an assistant professor of biochemical pharmacology until 1999, and then as an associate professor in the Department of Pharmacology and Toxicology until 2002. He has been an honorary full professor of pharmacology at Konstanz since 2003. From 1996 to 2002, Dr. Hartung also served as the chief executive officer of the Steinbeis Technology Transfer Center for In Vitro Pharmacology and Toxicology (InPuT).
In 2002, Dr. Hartung became the head of the European Centre for Alternative Methods (ECVAM) at the European Commission Joint Research Centre in Italy. As head of ECVAM, he was integral in accelerating the alternative methods validation process, and in establishing a network of more than 400 experts from all stakeholder groups to facilitate global regulatory harmonization in toxicity testing.
The Center for Alternatives to Animal Testing (CAAT) is a science-based academic center within the Johns Hopkins Bloomberg School of Public Health. CAAT has led the way in advancing the field of humane science and has spearheaded the development of alternative methods in research, toxicity testing and education. Recognized internationally for its efforts to promote the development, validation and use of alternatives to animals, it is the leading alternatives center in the U.S. and has an unparalleled record for bringing together and achieving consensus among diverse groups with often divergent interests regarding the use of animals in research and testing. CAAT’s approach is based on the three Rs of alternatives: replacing the use of animals where scientifically possible, reducing the number of animals used to the minimum necessary for research experiment, and refining methods to ensure that pain and distress is minimized or eliminated. | http://webapps.jhu.edu/namedprofessorships/professorshipdetail.cfm?professorshipID=407 |
Animal research provides essential insights that may lead to the development of new treatments in the long term. When conducting experiments, researchers must comply with the 3R principles (“replace, reduce, refine”).
Animal testing is the subject of much debate both among the public and in the research community. Research sheds light on basic biological processes, thus providing an indispensable basis for the subsequent development of new medical treatments. The insights gained benefit humans and animals alike. The SNSF funds high-quality research based on the latest advances in science and technology. Projects are not funded if they use outdated methods or are based on animal models that are unsuited to answering the research question. To enable meaningful conclusions, the animals' natural behaviour needs to remain as uninhibited as possible.
By setting such high standards for research projects, the SNSF is acting in accordance with the 3R principles. This guideline, issued by the research community itself, stipulates that researchers should, wherever possible, seek alternatives to animal testing (“replace”), use as few animals as possible (“reduce”) and minimise the distress of animals (“refine”). The research community is continually working on improvements, with the aim of conducting as few experiments involving animals as possible.
Stringent Swiss standards
Animal protection laws in Switzerland are very strict compared with other countries. Each individual animal to be used in an experiment needs to be approved. Cantonal animal testing commissions have been mandated by parliament to weigh the probable suffering of the animals against the possible benefits to humans of the knowledge gained from the experiment. The SNSF only finances projects for which an animal experiment permit has been issued.
For animal testing conducted abroad, the SNSF also requires appropriate, country-specific approval that is comparable to Swiss standards. At the same time, it supports the continuation of animal testing in Switzerland as preferable to outsourcing these experiments to research institutions abroad.
3R principles
In accordance with their parliamentary mandate, cantonal animal testing commissions approve research projects only when they adhere to the 3R principles (“replace, reduce, refine”). The aim is to achieve research goals using alternatives to animal testing whenever possible ("replace"). If the testing is not or only partially replaceable, the number of animals must be kept as low as possible (“reduce”) and the suffering inflicted on them minimised (“refine”).
The SNSF also underpins the 3R principles through its emphasis on scientific quality in research projects. Today, most approved projects involving animal testing also include alternative methods such as cell cultures or computer simulations – currently the most common alternatives to animal testing. Many of the projects funded by the SNSF in biology and medicine do not involve any animal testing at all.
The SNSF is not focused on funding projects devoted purely to developing methods. Its main interest is to investigate questions that are driven by hypotheses. New alternatives to animal experiments may be discovered in the course of such research. To specifically promote 3R methods, the federal government, together with Swiss universities and private industry, are jointly financing the Swiss 3R Competence Centre (3RCC).
- Advancing 3R – Research, Animals and Society
- 3R principles (“replace, reduce, refine”)
- The Principles of Humane Experimental Technique
- Swiss 3R Competence Centre
- Animal experiments and 3R (1/4): Wound healing in mice and cell cultures
- Animal experiments and 3R (2/4): Mucous membrane as a model
- Animal experiments and 3R (3/4): Immune cells live in a complex world
- Animal experiments and 3R (4/4): Interview with animal ethicist Herwig Grimm
- Horizons, March 2018 “Animal testing: less is more”
- swissuniversities factsheet on alternative methods
Necessity of animal research
Although the vast majority of biomedical researchers also use other methods, animal testing is indispensable in understanding health and disease in living organisms. The complex interplay of different tissues, cell types and signalling pathways can often only be understood at the level of the whole organism. Such research towards a fundamental understanding of life therefore forms, over a period of many years, the knowledge base for identifying the causes of illnesses and for developing drugs and treatments.
Research on humans rarely produces unequivocal findings on the causes and consequences of pathological changes. Even if we keep on increasing the knowledge gained from cell cultures, significant gaps will remain. For instance, new drugs and treatments may only be tested on human subjects once the animal experiments prescribed by the law have been completed.
Alongside the primary benefits for humans, animal testing also provides important knowledge on species protection and behavioural biology which helps to optimise, for example, the breeding and husbandry of farm animals or medical treatments for pets.
Cantonal animal testing commissions
Final permission for animal experiments is granted by the cantonal veterinary offices. The ethical trade-offs between the probable suffering of experimental animals and the expected benefits for humans are assessed by the relevant cantonal animal testing commission. The commissions are composed of animal husbandry experts, members of animal welfare organisations, researchers and laypeople who are free of any conflicts of interest.
The members of the SNSF Research Council, though just as independent, are in contrast all active researchers whose job it is to assess the scientific quality of research proposals. As the composition of the animal testing commissions better represents the values of society, the SNSF deliberately refrains from making an additional ethical assessment of animal experiments. This independent dual assessment of all proposed animal experiments ensures both that the science is of high quality and that the prescribed animal welfare criteria are met, and it complies with the legal mandates of both institutions.
Guidelines and laws
Animal testing in Switzerland is very strictly regulated compared with the rest of the world. Researchers must demonstrate to the cantonal animal testing commissions that the expected gain in scientific knowledge justifies any suffering caused. Researchers and animal carers are required to take specific training and annual continuing education courses. They also have to submit a yearly report to the cantonal veterinary office on each individual animal used in experiments.
In addition, researchers are obliged to follow the ethical guidelines of the Ethics Committee for Animal Experimentation of the Swiss Academy of Medical Sciences (SAMS) and the Swiss Academy of Sciences (SCNAT). Any pain caused in experiments must be alleviated. Each laboratory or institute has an animal protection representative. Animal experiments for cosmetic products were banned in the EU in 2013.
- Federal Food Safety and Veterinary Office (FSVO)
- Swiss Animal Welfare Ordinance (German)
- Swiss Animal Welfare Ordinance (French)
- Swiss Animal Protection Act (German)
- Swiss Animal Protection Act (French)
- European Directive (2010/63/EU)
- SAMS and SCNAT Ethical Principles and Guidelines on Animal Testing
- SAMS and SCNAT Ethics Committee for Animal Experimentation
Animal Research Statistics
All animal testing conducted in Switzerland using vertebrates, cephalopods and crayfish requires a permit and is reported in the annual statistics of the Federal Food Safety and Veterinary Office (FSVO). All animal testing is assigned a grade of severity from 0 (e.g. for observational studies) to 3 for severe distress (e.g. implanting aggressive tumours). The majority of animals (over 60 per cent) are used in basic research and are mainly subject to little or no stress (severity grades 0 and 1 together account for over 70 per cent).
In 2019, the SNSF funded nearly 6200 projects with a total amount of 970 million Swiss francs. Thereof, less than 140 million francs went to 600 or so research projects involving animal testing. This corresponds to 10 per cent of all projects and 14 per cent of the total funds allocated, figures that have remained stable over the years. However, only a portion of this amount is actually spent on animal testing. Up to 80 per cent is used to cover the salaries of the people who work in these projects.
For some time now, researchers applying for funding to the SNSF have had to declare whether one of the 3Rs is a focus of their project. That said, separating alternative methods and animal testing is difficult in practice and the distinction remains largely artificial. Many established experimental approaches can now be carried out without animal testing, but they are not declared as alternative methods and therefore do not appear in the statistics. In the majority of projects, animal tests are conducted to confirm results already achieved earlier using alternative methods. | https://www.snf.ch/en/279vMLLnUaSctG03/topic/animal-testing |
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When professor Vera Rogiers began her career, animal testing was standard practice. That there are now alternatives is largely down to her. The fame of ‘her’ department at VUB reaches across borders. This is a portrait of a pioneer.
Text: Anja Otte
Photo: Saskia Vanderstichele
Vera Rogiers began her search for alternatives to animal testing in the 1980s, when the subject was still in the dark ages. With limited means, but with plenty of enthusiasm and perseverance, she constructed a research department that now has 32 members. Her international reputation is down to a combination of ground-breaking research and specialised knowledge about cosmetics. Her research has been honoured many times, and the highest circles of European legislation, industry and the animal welfare sector come to her for advice.
After Rogiers received her pharmacy diploma in Ghent, she saw an advert for VUB. “That’s how I ended up here. And I’ve never regretted it. I have always felt at home here. Nobody has ever favoured me, but nobody has ever worked against me. I’ve done everything under my own steam.”
Cosmetics to earn a crust
After her doctorate, Rogiers chose to study toxicology, the science that studies the effects of poisonous substances on the body. “Professor Antoine Vercruysse asked me if I was interested in post-doc research into toxicological alternatives to animal testing. Animal testing was already becoming controversial in the 1980s, but there weren’t yet any scientifically grounded alternative methods.
In 1960, the philosophers Russell and Burch came up with the three Rs. Reduction: if it’s possible to use fewer animals, then use fewer animals. Refinement: if you must work with animals, do it in a more humane way. And Replacement: if it can be done without animals, then do it without animals. The three Rs became the basis for a chunk of European legislation. (Continue reading below the photo)
Rogiers was struggling with another problem, namely a lack of budget. To bring in money, she set up the Intensive Course in Dermato-Cosmetic Sciences, with dermatologist Diane Rosseeuw and biochemist André Barel, which is still highly renowned around the world. A university course about cosmetics, which was soon offered in French and then in English, was unique in Europe. The study of cosmetics is now obligatory in pharmacy training.
While Rogiers initially taught cosmetics just to earn a crust, she became more and more renowned for it. European legislation had serious consequences for the industry: since 2013, animal testing for cosmetics has been completely banned. Rogiers’ two domains, alternative methods and cosmetics, came together perfectly, with her at the centre. Anyone seeking an expert came straight to her.
Growing research material
What alternative methods exist? Rogiers distinguishes three subsections, which can’t exist by themselves but through intelligent combination can provide the necessary weight of evidence. The first is called in chemico: chemical tests that tell us about the properties of a substance. The second, in silico, is about what we can find out from modelling, and by ‘read across’ we can use what is already known about similar substances to those that are being studied. Results from animal testing and tests on humans, epidemiological studies and other literature can also provide knowledge.
Rogiers calls the third subsection, in vitro, the most important: “animal or human tissue that we grow in laboratory conditions. In the beginning we isolated cells from animals, but we’ve learned that this is an unnecessary step. Now we grow human cells, in particular liver cells. The biggest difficulty with this is that cells in culture very quickly lose their liver-specific properties.”
Alternative methods save animals’ lives, but they also have other advantages. “On a cellular and molecular level, we’re looking for what’s really happening in people. With animal testing, you’re stuck describing what you observe, while we progress mechanistically. It also leads to lots more reasoning.
“Descriptive toxicology has always maintained that results from animal testing were not applicable to humans. From everything that’s been published, we now know that 60% of what we do to animals is not relevant to humans. That’s why the medicines industry is now interested in alternative methods. What began as concern for animal welfare and was developed for cosmetics is now finding its way into medicine and other areas.”
Rogiers emphasises that in-vitro research is not always possible. There have been successes with local toxicity, such as with the skin and eye, but in terms of systemic toxicity, alternative methods are still taking baby steps. It’s not possible to reproduce everything that happens in the body in a petri dish. How does the body take substances in, how does it convert them, how does it distribute them around the body, are toxic substances excreted or stored? And the dangerous effects on organs such as heart, live, kidneys, brain and lungs are extremely difficult to determine.
Respect for life
In 1985, Professor Rogiers won the FISEA prize for her efforts in finding alternatives to animal testing. Then-rector Silvain Loccufier made a remarkable speech during the prize-giving ceremony. “He called for more respect for life. Not just for animals, but also for plants. All the newspapers wrote about it. The fact that we use as few lab animals as possible fits perfectly with the ethical profile of VUB. Really, over the years we haven’t made enough of this.
Animal testing – a short history
1960: Russell and Burch came up with the three Rs: Reduction, Refinement, Replacement.
1986: a European directive called on member states to encourage research into alternative methods and reduce the use of lab animals as much as possible. Establishment of the European Centre for the Validation of Alternative Methods; Rogiers is a member of the scientific committee. The US, Canada and Japan follow Europe’s directive.
2003: European ban on the use of animal testing for cosmetics, with deadlines of 2009 (for testing) and 2013 (for production and sales)
2007: Introduction of REACH, an EU regulation to better protect human health and the environment against the risks of chemicals. REACH encourages alternative methods for risk-assessment of substances.
2017: New innovation centre for alternative methods. On 25 September 2017, under the impetus of Vera Rogiers’ research group, an innovation centre was launched with the aim of strengthening research into alternative methods. The Innovation Centre 3Rs builds on 25 years of top-class research at VUB into in-vitro methods as an alternative for animal testing. The centre aims to become the hub for new research networks in which expertise is shared, in the local and international research community. Read more at www.ic-3rs.org. | http://vubtoday.be/en/content/less-animal-suffering-thanks-excellent-research |
It is hosted by EUSAAT (the European Society for Alternatives to Animal Testing), which is also hosting it’s 18th annual congress at the event.
The congress is held annually at Johannes Kepler University in Linz (except every third year when the World Congress on Alternatives is held).
Lush Prize is a sponsor of the congress this year, specifically for the session theme of ‘3D Models and Multi Organ Chips (MOC), Human-Organ-Chips (HOC)‘.
The congress included over thirty themed sessions across a four day schedule. With each session hosting at least five presentations, as well as several keynote lectures and round table panels, poster presentations and ‘hands-on’ training sessions, the agenda was incredibly comprehensive and shows the increasing demand for research and awareness in alternatives to animal use.
The Lush Prize continues its commitment to what we term the ‘1R’ – the entire replacement of animals in toxicity testing and research – with more human-relevant methods. This is to gain two advantages; to improve the quality of scientific research and end animal suffering.
Our scientific consultant Rebecca Ram represented Lush Prize, and here is her diary from the event.
Sunday saw a number of themed sessions held on Multi Organ Chips, including a keynote talk by TissUse on the application of human MoCs to enhance safety and efficacy assessment in drug discovery.
Other themes covered were alternatives to animal testing in food safety and nutrition; international progress in 3Rs and advanced safety testing of cosmetics and consumer products.
Round table Q&A sessions were also held with experts including IIVS (USA) CCARE (China) and Animal Free Research Switzerland.
Day 2 started with a keynote presentation by Dr. Herman Koeter of the Netherlands National Committee for the protection of animals used for scientific purposes (NCad) on ‘Phasing out the Use of Experimental Animals within a 10 year period’.
A number of other sessions were held on Multi Organ Chips, Education and Training, as well as sessions on ecotoxicity and vaccines testing; human-based disease models and several key sessions on 3Rs centres across Europe, to investigate the key issue of what different centres are doing and how they can communicate on best practices to promote alternatives.
Tuesday was opened with a keynote lecture by Dr. Jens Kurreck of TUB (Tech University of Berlin) on ‘Generating Human Organ Models by 3D Bioprinting ‘.
Other sessions included further coverage of 3Rs in education and academia, including a talk by former Lush Prizewinner Dr Anna Maria Bassi of Genoa University.
Also on Day 3 included ecotoxicology testing; in silico models to study toxicology and efficacy of drugs,chemicals and cosmetics; human disease models, stem cell methods and others. As the congress is focused on 3Rs, there are also sessions on refinement and reduction in animal use.
The final day in Linz showcased the work of young scientists (awarded 2018 YSTA – Young Scientist Travel Awards) by EUSAAT, as well as sessions on ‘Disease Models using human cells, tissues and organs’ and finally ‘Practical Training Courses on Alternative Methods’ hosted by former Lush Prize winner Kirkstall Ltd., who demonstrated the use of their ‘Quasi Vivo’ technology. | https://lushprize.org/lush-prize-at-eusaat-2018/ |
animals, cause less harm to animals or replace animals is supported if possible. In all relevant EU legislations the “3Rs Principle” [replacement,
reduction and refinement of animal use (1)] is
mandatory (2).
In this context reconstructed human epidermis models can be used as in vitro methods for different applications. Three dimensional human epidermis equivalents are derived from normal human keratinocytes and form a multilayered, highly differentiated tissue that mimics biochemical and physiological properties of the epidermis. During cultivation the tissue cultures are lifted to the air-liquid interphase to induce differentiation, epithelial stratification and cornification. The cellular structure of reconstructed human epidermis closely resembles the human epidermis including proliferating keratinocytes and a stratum corneum with intact barrier function (Fig. 1).
Fig. 1 Reconstructed human epidermis (RhE), a highly differentiated model of the human epidermis. (left) Cryosection of epiCS (8µm, H&E staining) after 14d culture at air-liquid interphase. (right) Schematic drawing of the corresponding cellular layers of the human epidermis compared to the epiCS morphology.
In addition to reconstructed human epidermis models comprising keratinocytes, models containing different cell types have been developed. For example, reconstructed human pigmented epidermis models like epiCS-M, which consist of keratinocytes and melanocytes. Major applications are tanning and lightening studies.
For which applications can reconstructed human epidermis (RhE) models be used?
Reconstructed human epidermis models are widely used to assess skin corrosivity or skin irritation in vitro.
In the past, the regulatory classification of a single substance or mixture to cause skin corrosion was based on the rabbit skin test. To replace existing animal based in vivo models the new in vitro models need to provide sufficient levels of sensitivity and specificity. Today four different reconstructed human epidermis models are validated for the assessment of skin corrosion (epiCS®, EpiDerm™, Episkin and SkinEthic RHE™).
In 1944 the Draize rabbit test for eye
and dermal irritation was established to evaluate skin irritation potential of xenobiotics.
The intense research by academia, industry and publicly funded research
programs led to the development of in
vitro tissue constructs based on human keratinocytes. In 2009 three
commercially available reconstructed human epidermis models were validated by
the ECVAM (European Centre for Validation of Alternative Methods) for the
determination of hazardous (skin irritant) properties of single substances and
mixtures in regards to the UN-GHS compliant rules for classification and labelling
(3).
Further applications in the arena of toxicity testing are phototoxicity, genotoxicity and recently skin sensitisation.
However, these test methods were not
formally validated and accepted by regulatory authorities.
For the determination of skin sensitisers and non-sensitisers, three non-animal test methods, the Direct Peptide Reactivity Assay (DPRA), the KeratinosensTM and the human Cell Line Activation Test (hCLAT) are under formal validation at EURL-ECVAM for their ability to predict skin sensitisation potential.
A recent study shows that reconstructed human epidermis models can be used to identify skin sensitising potential of chemicals as well as their potency in an "Integrated Testing Strategy (ITS)" approach. (4)(5).
Due to the complex mechanisms which lead to skin allergy in humans a battery of test systems (including those mentioned above) is combined to be used in an Integrated Testing Strategy (ITS) approach under the supervision of ECVAM and international partners. The ITS aims to identify and classify skin sensitisers according to the Globally Harmonised System of Classification and Labeling for chemicals (GHS) and will be an important tool to assess potency of skin sensitisers in vitro.
References:
- Russell W.M.S. and Burch R.L. (1959). The Principles of Humane Experimental Technique. Methuen, London.
- Adler S., Basketter D., Creton S., et al. (2011). Alternative (non-animals) methods for cosmetics testing: current status and future prospects-2010. Arch Toxicol 85, 372-379.
- Griesinger C., Barroso J., Zuang V., Cole T., Genschow E., Liebsch M. (2010). Explanatory Background Document to the OECD Draft Test Guideline on in vitro Skin Irritation Testing. OECD Environment, Health and Safety Publications. Series on Testing and Assessment. No. 137, 1-219.
- Gibbs S., Corsini E., Spiekstra S.W., Galbiati V., Fuchs H.W., DeGeorge G., Troese M., Hayden P., Deng W., Roggen E. (2013). An epidermal equivalent assay for identification and ranking potency of contact sensitizers. Toxicol Appl Pharmacol 272, 529-541.
- Teunis M.A.T., Spiekstra S.W., Smits M. et al. (2014). International ring trial of the epidermal equivalent sensitizer potency assay: reproducibility and predictive capacity, Online first, ALTEX (Feb. 2014). | https://reconstructed-human-epidermis.com/overview/background/ |
We are committed to understanding the causes of, and treatments for, kidney disease, and to making life better for the millions of patients suffering from it.
As a member of the Association of Medical Research Charities (AMRC), we support the principle of using animals in research when it is necessary to advance understanding and to develop better treatments, although only where there is no alternative. All AMRC member charities support this principle, as outlined in this AMRC statement.
Why we use animals in some of our research
We support research involving animals because it has been fundamental to understanding how the human body functions and how diseases occur, and has led to the development of many of the medicines and procedures that we use today.
Our research strategy is based on understanding the basic mechanisms of kidney disease and developing solutions to its treatment and prevention. Whilst most of this involves using techniques such as cell culture, computer modelling, clinical trials and human tissue analysis, some advances do require animal-based studies. This is because animals can suffer from the same types of disease as people. Some potential therapies and biological processes can only be accurately assessed in this way.
Moreover, new medicines are required by law to be tested on animals during development. Evidence shows that patients are reassured to know that such safety studies have been carried out. The majority of people in the UK believe that it is appropriate to use animals in medical research as long as suffering is minimised and there is no alternative.
Our commitment to best practice in animal experimentation
It is both a legal requirement and laboratory best practice to ensure, firstly, that the welfare of animals is maintained at all times and secondly, that alternatives to animal experimentation are used wherever possible. All research proposals are therefore rigorously peer reviewed and the use of animals approved by an ethics panel.
From time to time we do approve grants for projects involving animal experimentation. They are only awarded when researchers provide convincing arguments that, (i) the research is of sufficient importance to justify the use of animals, (ii) that it cannot be carried out using other methods, (iii) that the minimum number of animals is used to conduct the research, (iv) that they are of an appropriate species, (v) that regulations on animal welfare are adhered to at all times and carried out on licensed premises of the highest standard.
Future use of animals in research
The UK is widely considered to have the best regulations on the welfare of animals used in research in the world. The Animals (Scientific Procedures) Act 1986 and accompanying Home Office guidance set out the safeguards of animal welfare whilst allowing important research that requires animal experimentation.
We not only support and adhere to these regulations in all the research work we fund, but also actively insist on the efforts to develop techniques that will allow medical research without requiring the use of animals. The AMRC is working closely with the National Centre for the Replacement, Refinement and Reduction of Animals in Research (NC3Rs) to address this issue, and continues, with the support of its members, to maintain a responsible dialogue with all relevant parties involved in the debate about the use of animals in medical research. | https://kidneyresearchuk.org/about-us/position-statements/statement-on-the-use-of-animals-in-research/ |
Funding Opportunities for Test Method Developers
NICEATM and ICCVAM seek to facilitate development of test methods that replace, reduce, and refine the use of animals in testing and protect human health, animal health, and the environment. This page lists announcements of funding opportunities intended to support the development of alternative test methods. If you are aware of a funding opportunity that could be included on this page, please contact NICEATM.
SBIR and STTR Omnibus Grant Solicitations of the National Institutes of Health, Centers for Disease Control and Prevention, and Food and Drug Administration
As part of a large Department of Health and Human Services solicitation of Small Business Innovation Research (SBIR) and Small Business Technology Transfer (STTR) grant applications, the National Institute of Environmental Health Sciences (NIEHS) is interested in technologies to improve predictivity in toxicology testing to support the goals and initiatives of Tox21. View more information on the NIEHS website.
SBIR/STTR Omnibus solicitations and accompanying resources:
- Solicitation notice on NIH website (June 5, 2017)
- Program Descriptions and Research Topics and Appendix A (SBA approved topics for budget waivers)
View NIEHS section of funding announcement
- Application Guide for SBIR/STTR Grant Applications
Next due date: January 5, 2018
For more information about this opportunity contact:
Dr. Daniel T. Shaughnessy [Send email]
NIEHS Division of Extramural Research and Training
POB 12233 (K3-12), Research Triangle Park, NC 27709
(919) 541-2506, Fax: (919) 541-4606
NIEHS Offers Grants for Development of Culture Models
NIEHS is providing grants for development of novel in vitro systems using cells from experimental animal models typically used for toxicology testing. The intent is that these systems will replicate biological responses within the corresponding animal tissues or organs. When developed and validated, these systems will provide information needed to predict toxicity of chemical and drug candidates, enable comparisons with existing in vivo animal toxicity data, serve as newer assays for toxicology testing, and have the potential for reducing the numbers of animals used in toxicology testing.
These grants of up to $150,000 for Phase I awards and up to $1 million for Phase II awards are only available to U.S. small businesses. Applications will be accepted starting December 12, with an application due date of January 12, 2018. Applicants are encouraged to apply early to allow time before the due date to correct errors that may be found in the application.
Complete description of the funding opportunity on the National Institutes of Health website
For more information about this opportunity contact:
Dr. Daniel T. Shaughnessy [Send email], NIEHS Division of Extramural Research and Training
NIH Funding Resources
The NIEHS SBIR/STTR Program Staff encourages applicants to submit grants at least one week before the deadline and to take advantage of the following resources:
- NIH "All About Grants" Podcast on the Office of Extramural Research website
- NIH RePORTER Matchmaker: useful for an initial screen for matching your technology to an institute and a relevant study section for review. It is also a great place to better understand what types of technologies NIH institutes fund.
- NIH Grants Policy Statement: rules for applying for and accepting a grant
- Frequently Asked Questions about SBIR and STTR grants on the NIH website
- Frequently asked questions about SBIR/STTR grants in general
- Annotated SBIR/STTR SF424 application forms
- Program descriptions and research topics: contact the Program Officer of the relevant institution to confirm
- Webinar series for funding opportunities for environmental technologies
- NIH study section identifier, which allows you to search your topic of interest
- Application cover letters are optional but provide you an opportunity to designate an institute or study section.
- Rules for calculation of number of employees
- Registration and application instructions (allow six to eight weeks prior to application submission to complete this process)
- Top five eRA Commons errors
Grants Available for Space Station Research Projects
The Center for the Advancement of Science in Space (CASIS) has partnered with the National Institutes of Health (NIH) and the National Science Foundation (NSF) to fund new opportunities for conducting research onboard the International Space Station.
- The NIH-CASIS Coordinated Microphysiological Systems Program for Translational Research in Space promotes the development of tissue chips to study human physiology in space and to assess biomarkers, bioavailability, efficacy, and toxicity of therapeutic agents prior to entry into clinical trials. Information about this grant opportunity is available on the NIH Grants website. Proposals are due January 16, 2018.
- The NSF/CASIS Collaboration on Tissue Engineering on the International Space Station to Benefit Life on Earth is accepting proposals for research projects in the field of biomedical engineering, including development of validated models of tissues and organ systems that can support development and testing of medical interventions. Information about this grant opportunity is available on the NSF website. Proposals will be accepted between January 30 and February 12, 2018; a required preliminary feasibility review form is due to CASIS by January 5.
A free informational webinar discussing both opportunities will be presented Thursday, December 14, from 11:00 a.m.-2:00 p.m. Eastern Time.
CAAT Young Scientist Award: Deadline Extended to December 31
The Center for Alternatives to Animal Testing at Johns Hopkins University is offering the Next Generation Humane Science Award to young scientists to acknowledge and encourage research to replace the use of animals in experiments. The 2017 award will be a prize of up to $9,000 to recognize the work of one young scientist, or the prize may be shared among two or more young scientists.
Applicants’ research must be focused on the replacement of animals used in experimentation. To be eligible for the award, a candidate must be a U.S. citizen or permanent resident working at a U.S.-based institution and have received a Ph.D. or similar degree no earlier than 2012.
The application deadline has been extended to December 31: apply on the CAAT website.
Challenge Supports Development of Biomedical Research Models
The Alternatives Research and Development Foundation is sponsoring the Alternatives in Research (AiR) Challenge. The AiR Challenge is intended to stimulate innovative research that advances medical progress using methods that do not involve animals. Up to five grants of $20,000 each will be awarded to projects that employ new or modified disease models, new uses of existing models, or new or modified techniques in biomedical research applications. Proposals will be judged by a scientific advisory committee on their scientific merit and feasibility, potential impact in their area of biomedical research, and their potential ability to replace or reduce the use of laboratory animals.
Only U.S. academic, government, or small business institutions are eligible for the AiR Challenge awards, and no proposals that use intact non-human vertebrate or invertebrate animals will be considered. Proposals are due December 15. More information is available on the Alternatives Research and Development Foundation website. | https://ntp.niehs.nih.gov/pubhealth/evalatm/resources-for-test-method-developers/funding-opportunities/index.html |
Major depressive disorder (MDD) is the most severe form of depression and the leading cause of disability worldwide. When considering research approaches aimed at understanding MDD, it is important that their effectiveness is evaluated. Here, we assessed the effectiveness of original studies on MDD by rating their contributions to subsequent medical papers on the subject, and we compared the respective contribution of findings from non-human primate (NHP) studies and from human-based in vitro or in silico research approaches. For each publication, we conducted a quantitative citation analysis and a systematic qualitative analysis of the citations. In the majority of cases, human-based research approaches (both in silico and in vitro) received more citations in subsequent human research papers than did NHP studies. In addition, the human-based approaches were considered to be more relevant to the hypotheses and/or to the methods featured in the citing papers. The results of this study suggest that studies based on in silico and in vitro approaches are taken into account by medical researchers more often than are NHP-based approaches. In addition, these human-based approaches are usually cheaper and less ethically contentious than NHP studies. Therefore, we suggest that the traditional animal-based approach for testing medical hypotheses should be revised, and more opportunities created for further developing human-relevant innovative techniques.
Citation
Carvalho , C , Varela , S A M , Bastos , L F , Orfão , I , Beja , V , Sapage , M , Marques , T A , Knight , A & Vicente , L 2019 , ' The relevance of in silico , in vitro and non-human primate based approaches to clinical research on major depressive disorder ' , Alternatives to Laboratory Animals , vol. 47 , no. 3-4 , pp. 128-139 . https://doi.org/10.1177/0261192919885578
Publication
Alternatives to Laboratory Animals
Status
Peer reviewed
ISSN0261-1929
Type
Journal article
Rights
Copyright © The Author(s) 2019. Open Access. This article is distributed under the terms of the Creative Commons Attribution-NonCommercial 4.0 License g(http://www.creativecommons.org/licenses/by-nc/4.0/) which permits non-commercial use, reproduction and distribution of the work without further permission provided the original work is attributed as specified on the SAGE and Open Access pages (https://us.sagepub.com/en-us/nam/open-access-at-sage).
DescriptionThis study was financed by Animalfree Research–Switzerland, and by Portuguese national funds through FCT–Fundação para a Ciência e a Tecnologia, within the CFCUL Unit funding UID/FIL/00678/2013. TAM received partial support from CEAUL (funded by FCT–Fundação para a Ciência e a Tecnologia, Portugal, through the project UID/MAT/00006/2019). Open access publication costs were covered by Animalfree Research–Switzerland and by funding provided by the Ketty and Leif Hjordt Foundation.
Collections
Items in the St Andrews Research Repository are protected by copyright, with all rights reserved, unless otherwise indicated. | https://research-repository.st-andrews.ac.uk/handle/10023/19157 |
MANY employers are still on employment freeze mode, which could affect job creations in the private sector, at least until the vaccination programme is successfully implemented.
Malaysian Employers Federation ED Datuk Shamsuddin Bardan said the government should therefore consider extending the wage subsidy programme (WSP) to not only retain existing employees, but also to create higher value-added jobs as a short-term solution.
“It is important for the government to continue with the WSP to assist and encourage the private-sector employers to hire and create more employment,” Shamsuddin told The Malaysian Reserve (TMR).
He said employers that offer jobs to local employees need to be given incentives but the conditions for such incentives need to be recalibrated.
Shamsuddin said it is hard for the government to insist for employers to offer a post that will last for a minimum of a year.
“In a challenging time when employers are not so sure of their sustainability, incentives should also be given even if a job offered is for shorter terms.
“However, the WSP is no longer applicable except for the tourism and retail sectors, which is up to March 2021. The WSP should be extended to all sectors of the economy as the other sectors are equally impacted by Covid-19.”
As it is, employers remain in a wait-and-see mode to hire as the National Covid-19 Immunisation Programme (NIP) will be critical in bringing back the confidence of both consumers and employers to make the job market more vibrant.
Shamsuddin also cautioned that employers are no longer able to offer longer-term or permanent employment in the future due to uncertain economic conditions.
He said MEF will cooperate with various government agencies in making the plan of creating at least 200,000 new jobs in 2021 a reality.
“There is a need to rebrand some of the jobs available to attract locals to take up the available jobs.”
Analysts foresee that the economic recovery this year will not be enough to bring down the unemployment rate to pre-pandemic levels.
MIDF Research economist Abdul Mui’zz Morhalim said companies, especially small and medium enterprises (SMEs), will need more support to retain employment and increase hiring.
He said certain sectors, such as tourism-related industries, travel and tour, and hotels and accommodation, still struggle after getting hit by the global pandemic and mobility restrictions.
“Extension of wage and employment subsidy scheme will therefore help support the job market. However, the ongoing Covid-19 pandemic will remain a key challenge to the labour market recovery.
“The potential spike and tightening of restrictions could once again affect the domestic economy and the job market outlook,” he told TMR.
The tighter restrictions from the targeted Conditional Movement Control Order (CMCO) resulted in weaker labour market conditions and consequently, the unemployment rate remained high at 4.8% in December 2020, Abdul Mui’zz said.
The Department of Statistics revealed that there were 782,500 unemployed persons in January, an increase of 9,700 compared to the month prior.
Abdul Mui’zz pointed out that the rollout of the NIP and the progress in containing the spread of Covid-19 infections will eventually lead to easing of restrictions on domestic economic activities.
He stressed that greater mobility and increased economic activities will encourage businesses to increase hiring.
“Overall, we expect job creation to increase this year on the back of a recovering economy, rebounding from the pandemic-induced contraction last year, and growing external demand.
“Job market recovery will also be supported by government initiatives. For example, a short-term employment programme or MySTEP will offer 50,000 jobs in the public sector and government-linked companies.”
The WSP and targeted assistance as announced under the Malaysian Economic and Rakyat’s Protection Assistance Package will also help to retain jobs for sectors which continue to struggle, said Abdul Mui’zz.
Institute for Democracy and Economic Affairs senior economist Adli Amirullah believes the prospect of job creation in the private sector for 2021 is mostly dependent on the recovery rate of the respective sectors.
He said unaffected sectors, such as the rubber industry, will not have problems in retaining and even expanding labour demand.
Whereas worst-hit sectors like tourism may reduce labour demand or in fact further retrench some existing employees due to travel restrictions that are still in place, most probably till year-end, said Adli.
“The retail sector, although it was hit hard due to the MCO last March, we can see they are recovering…some retail (outlets) may just shut down due to cashflow problem,” he told TMR.
For a short-term solution, Adli wants the government’s WSP to continue, but he noted that it will not be sustainable in the long run.
“Hence, there is a need for the government to look for longer-term solutions like improving the regulatory environment of business in Malaysia, especially state-related business regulation such as licensing, and increase the efficiency of government agencies that deal frequently with businesses to reduce the compliance cost.”
Adli said every assistance for businesses especially for SMEs is crucial because it will cushion the negative impact of the pandemic crisis, but reskilling initiatives are equally important, so that the SMEs won’t rely perpetually on government assistance to survive.
Adli foresees the labour social protection will be the main challenge for the job market, saying that there is a need for the government to revisit the current protection and make it inclusive for informal workers and gig workers. | https://themalaysianreserve.com/2021/03/09/job-creation-remains-a-challenge/ |
The modern world has brought about many changes in human resource management. Organizational structures have shifted, and new technologies relating to electronic communication have become increasingly prevalent. These changes have altered both the workforce and business landscape. For example, in the past, companies would structure themselves on a centralized basis but are now seeking to decentralize and integrate operations. With this new approach, senior management expects HR to move beyond a traditional approach to a more decentralized support function.
HRM includes four main functions. The planning function ensures that there is a fit between employees and jobs. The organization chart represents the chain of command, and the balance between supply and demand for human resources is maintained. The organizing function develops the organization’s structure and aligns it with the goals of the organization. In addition, HR professionals review metrics of employees with routine performance appraisals. This provides constructive feedback and helps motivate employees through quarterly performance appraisals.
Employee training and orientation teaches employees the skills and knowledge they need to perform their jobs effectively. An experienced workforce ensures safe and reliable products and services. Moreover, a competent workforce minimizes the likelihood of legal actions and lawsuits. Job analysis involves defining different aspects of a job and matching the right talent to the needs of the business. Then, a job specification is created to outline the tasks and requirements needed for a specific job.
As a graduate, you will gain hands-on experience through an internship or co-op program. You will have the opportunity to work in an actual organization, manage real groups, and bounce ideas off classmates. During internships, you will have the opportunity to ask professors questions and bounce ideas from fellow students. An online master’s in psychology program at Pepperdine University prepares students for doctoral study or a career in the human services field.
In many cases, HR professionals enter the field with a bachelor’s degree. Others find the field by studying a related discipline. In any case, an HR professional can start as a human resources specialist and work their way up to a managerial position. Some organizations, however, prefer to hire a graduate before hiring someone to be an HR manager. Although advanced education is not necessary, it certainly makes the job market more attractive. In addition, it also gives you access to key decision-makers in the business.
Several HRM functions are directly related to the development of employees. The training process, for example, allows employees to learn new skills and prepare them for higher responsibilities. Studies have shown that companies that invest in comprehensive training programs for employees have 218% higher average income per employee than organizations that don’t. Finally, compensation management includes determining the pay scale for different job functions and implementing bonuses and incentives related to a particular job function. And finally, HRM functions include the implementation of organizational policies, and ensure that everyone is treated fairly. | https://businesstipsforyou.com/changes-in-human-resource-management/ |
CONTRACT & TEMPORARY EMPLOYEE CAREER INSIGHTS SURVEY 2019
Companies tend to opt for temporary employment—which dramatically reduces the length of time required for recruitment, hiring and on-boarding compared to hiring permanent employees—when there is an urgent need for human resources that can make an immediate contribution, such as when a new business division is being set up or when foreign-affiliated companies enter the Japanese market. Given this, an increasing number of companies are renewing the contracts of their temporary employees to unlimited terms or making them permanent employees following revisions to Japan's Temporary Staffing Services Law.
Compared to the situation that existed prior to these revisions, more companies are attempting to gain an advantage over their competitors by hiring competent contract/temporary employees as permanent employees or informing such employees about this scheme in advance.
Additionally, temp-to-perm hiring is becoming more commonplace than the hiring of permanent employees on probationary periods for jobs that were previously assigned almost exclusively to long-term temporary employees. Every year, a growing number of companies are expecting the same level of proactivity and willingness to volunteer for work assignments from their contract/temporary employees as they do from their permanent employees. Some companies are also working to ensure that all of their employees earn equal pay for equal work. However, contract/temporary employees still tend to be treated differently from permanent employees in various ways, such as access to important materials and limited involvement with permanent employees in day-to-day operations. Recruitment may change for the better if improvements are made in this respect.
This report discusses the views of 341 contract/temporary employees working at foreign-affiliated companies and globally expanding Japanese companies, and we hope that its key findings can be used to recruit and retain talented contract/temporary employees.
CONTENTS:
- Concerns and challenges faced by contract/temporary employees
- Main factors in the job choices of contract/temporary employees
- Key points in boosting employee motivation and retention
- New mutual benefits shared by employers and contract/temporary employees
Employee Insights Survey 2018
Ever since the topic of “working styles” was first raised, an increasing number of companies have been looking for ways to improve work-life balance ahead of the government’s efforts to reform working styles. Many companies have attempted to do this by restricting the amount of overtime their employees could work, but for workers who depended on their overtime allowance as an important part of their income, these restrictions reduced their income and adversely affected their livelihoods.
There are also growing concerns regarding the burdens placed on managerial staff. Managers face a number of difficulties in managing their employees’ performance and maintaining a high level of productivity amid a growing range of working styles such as telecommuting, working from remote offices, and more flexible working hours. The question is now being raised as to how managers can address these burdens and what kinds of solutions they can seek from their workplaces.
There is currently an unprecedented shortage of human resources in Japan, and an increasing number of professionals view the seller’s market as a good career opportunity and express a willingness to change jobs. Industrial structure and the general business environment are also rapidly changing in response to the acceleration of globalisation and technological innovation. This report will shed some light on the views of bilingual talent in Japan through a survey of 1,958 bilingual professionals at both foreign-affiliated companies and globally expanding Japanese companies, and the insights provided here can hopefully be used to recruit and retain these professionals.
Employee Insights Survey 2017
The staffing shortages in Japan’s labour market today are more pronounced than those seen during the “bubble” period. As a result, it is safe to say that regardless of their industry or scale, all companies are currently trying to uncover the key to retaining talented employees and overcoming competition when recruiting new personnel. The staffing shortages also mean that the labour market is now a sellers’ market with jobseekers now having the advantage. With jobseekers now receiving offers from multiple companies, what conditions are required for them to settle on a particular company and accept an offer? This survey looks at uncovering these key points based on the responses of approximately 1,400 bilingual specialists1 working at the forefront of foreign-owned and global Japanese firms. (“Bilingual specialists” refers to people with specialised skills, knowledge, and experience, who use both Japanese and English in their work.)
Employee Insights Survey 2016
This survey was conducted on 1,459 bilingual professionals in Japan, and summarizes their attitudes toward their workplaces and changes of employment. The factors that respondents valued in their current office environments and when changing employment were compared based on factors such as age, gender, and industry. The effective job-opening-to-applicant ratio in Japan is currently on the rise, and the labor shortage problem is becoming increasingly serious. As such, it has become an urgent task for companies to put in place measures for securing talented professionals. While there is a need to offer competitive salaries based on market conditions and competitor activity, understanding the evaluation criteria used by professionals working in Japan to decide on the companies to switch to and how they appraise the companies they are currently employed in or their dissatisfactions with these companies, is important when attempting to successfully hire highly skilled specialists and improve retention rates. This survey reveals varying values and attitudes according to differences in demographics, and provides key points that human resource and hiring managers should take into consideration in order to secure talented professionals.
Employee Insights Survey 2015
Securing target candidates and retaining employees are growing challenges for companies in an increasingly tight labour market. With more and more candidates receiving multiple job offers, competition among companies appears to be intensifying. Employers are advised to clearly understand the needs of professionals and create recruitment strategies as required if they are to keep one step ahead of competitors. This whitepaper looks at the scale of talent shortages and their impact on businesses. It also discusses similarities and differences we found between Japan and South Korea through our surveys. Together with insights from candidates, this report sets out several recommendations to consider, which should help put your company in a better position within a competitive marketplace.
About the Employee Insights Survey
The Employee Insights Survey is conducted among skilled professionals to visualize ongoing trends in workplace and job changes, sorted by age brackets and industries.
Due to the increasing talent shortage in Japan, employers desperately need to find solutions to acquire skilled human resources.
While it is still imperative to offer a competitive salary within the market to acquire and retain talent, the focus is shifting towards understanding what employees in Japan’s job market value in their future workplace and what they are dissatisfied with at their current jobs.
This survey provides insights on what HR professionals and recruiters should consider in developing their talent acquisition and retention strategies. | https://www.robertwalters.co.jp/en/employment-insight-survey.html |
Evidence-based policy making
IZA World of Labor is an online platform that provides policy analysts, journalists, academics and society generally with relevant and concise information on labor market issues. Based on the latest research, it provides current thinking on labor markets worldwide in a clear and accessible style. IZA World of Labor aims to support evidence-based policy making and increase awareness of labor market issues.
View our content on Covid-19—Pandemics and the labor market
Performance-related pay and labor productivity
Do pay incentives and financial participation schemes have an effect on a firm’s performance?
Many firms offer employees a remuneration package that links pay to performance as a means of motivation. It also improves efficiency and reduces turnover and absenteeism. The effects on productivity depend on the type of scheme employed (individual or group performance) and its design (commissions, piece-rate or sharing schemes). Individual incentives demonstrate the largest effect, while group or team incentives are smaller in magnitude. The case for government intervention through tax breaks and other financial incentives is highly debated due to differences across firms and the potential for economic inefficiencies.
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The impact of monitoring and sanctioning on unemployment exit and job-finding rates Updated
Job search monitoring and benefit sanctions generally reduce unemployment duration and boost entry to employment in the short termDuncan McVicar, June 2020Unemployment benefits reduce incentives to search for a job. Policymakers have responded to this behavior by setting minimum job search requirements, by monitoring to check that unemployment benefit recipients are engaged in the appropriate level of job search activity, and by imposing sanctions for infractions. Empirical studies consistently show that job search monitoring and benefit sanctions reduce unemployment duration and increase job entry in the short term. However, there is some evidence that longer-term effects of benefit sanctions may be negative.MoreLess
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The determinants of housework time Updated
Boosting the efficiency of household production could have large economic effectsLeslie S. Stratton, May 2020The time household members in industrialized countries spend on housework and shopping is substantial, amounting to about half as much as is spent on paid employment. Women bear the brunt of this burden, driven in part by the gender wage differential. Efforts to reduce the gender wage gap and alter gendered norms of behavior should reduce the gender bias in household production time and reduce inefficiency in home production. Policymakers should also note the impact of tax policy on housework time and its market substitutes, and consider ways to reduce the distortions caused by sales and income taxes.MoreLess
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Internal hiring or external recruitment? Updated
The efficacy of hiring strategies hinges on a firm’s simultaneous use of other policiesJed DeVaro, May 2020When an employer fills a vacancy with one of its own workers (through promotion or horizontal transfer), it forgoes the opportunity to fill the position with a new hire from outside the firm. Although firms use both internal and external hiring methods, they frequently favor insiders. Internal and external hires differ in observable characteristics (such as skill levels), as do the employers making the hiring decisions. Understanding those differences helps employers design and manage hiring policies that are appropriate for their organizations.MoreLess
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Migration and human capital accumulation in China
Migration may generate detrimental long-term impacts by widening the urban–rural educational gapJohn GilesYang Huang, May 2020The difference in educational attainment between China's urban- and rural-born populations has widened in recent years, and the relatively low educational attainment of the rural-born is a significant obstacle to raising labor productivity. Rural-to-urban migration does not create incentives to enroll in higher education as the availability of low-skill employment in urban areas makes remaining in school less attractive. In addition, the child-fostering and urban schooling arrangements for children of migrants further inhibit human capital accumulation.MoreLess
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Overeducation, skill mismatches, and labor market outcomes for college graduates Updated
Concerns exist that overeducation damages employee welfare; however it is overeducation combined with overskilling that is the real problemPeter J. SloaneKostas Mavromaras, May 2020Evidence shows that many college graduates are employed in jobs for which a degree is not required (overeducation), and in which the skills they learned in college are not being fully utilized (overskilling). Policymakers should be particularly concerned about widespread overskilling, which is likely to be harmful to both the welfare of employees and the interests of employers as both overeducation and overskilling can lead to frustration, lower wages, and higher quitting rates while also being a waste of government money spent on education.MoreLess
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The labor market in Switzerland, 2000–2018 Updated
The Swiss labor market has proven resilient to several recent shocks, with unemployment remaining stable and real wages steadily increasingRafael LaliveTobias Lehmann, April 2020Switzerland is a small country with rich cultural and geographic diversity. The Swiss unemployment rate is low, at around 4%. The rate has remained at that level since the year 2000, despite a massive increase in the foreign labor force, the Great Recession, and a currency appreciation shock, demonstrating the Swiss labor market's impressive resiliency. However, challenges do exist, particularly related to earnings and employment gaps between foreign and native workers, as well as a narrowing but persistent gender pay gap. Additionally, regional differences in unemployment are significant.MoreLess
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Naturalization and citizenship: Who benefits? Updated
Liberalizing access to citizenship improves the economic and social integration of immigrantsChristina GathmannOle Monscheuer, April 2020The perceived lack of economic or social integration by immigrants in their host countries is a key concern in the public debate. Research shows that the option to naturalize has considerable economic and social benefits for eligible immigrants, even in countries with a tradition of restrictive policies. First-generation immigrants who naturalize have higher earnings and more stable jobs. Gains are particularly large for immigrants from poorer countries. Moreover, citizenship encourages additional investment in skills and enables immigrants to postpone marriage and fertility. A key question is: does naturalization promote successful integration or do only those immigrants most willing to integrate actually apply?MoreLess
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The labor market in South Africa, 2000–2017
The legacy of apartheid and demand for skills have resulted in high, persistent inequality and high unemploymentJacqueline MosomiMartin Wittenberg, April 2020The South African economy was on a positive growth trajectory from 2003 to 2008 but, like other economies around the world, it was not spared from the effects of the 2008 global financial crisis. The economy has not recovered and employment in South Africa has not yet returned to its pre-crisis levels. Overall inequality has not declined, and median wages seem to have stagnated in the post-apartheid period. Labor force participation has been stable and although progress has been made, gender imbalances persist.MoreLess
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Jun 02, 2020
School leavers express hesitation about attending university due to Covid-19Four in 10 students are changing their education plans due to worries around finances, family and future in general.
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May 22, 2020
Friday news roundup May 22, 2020Egyptian workers are facing a 1% pay cut and lockdowns have triggered a dramatic fall in global carbon emissions. Here's a snapshot of some of the news stories you may have missed this week.
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May 19, 2020
Children from poorer families will be a week and a half behind classmates, according to researchChildren from more affluent backgrounds are spending 30% more time each day on learning than children in underprivileged households.
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May 15, 2020
Friday news roundup May 15, 2020The employment market is going to get worse for young Australians and Nepal's remittance-dependent economy costs lives. Here's a snapshot of some of the news stories you may have missed this week.
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Jun 11, 2020 - Jun 12, 2020
13th International Conference on migration and development
Esch-Belval, Luxembourg
The conference is devoted to investigating ways in which international migration affects economic and social change in developing countries.
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Jun 22, 2020 - Jun 23, 2020
4th IZA Labor Statistics Workshop on the Measurement of Labor Market Conditions
Bonn, Germany
The purpose of the 2020 workshop of IZA’s “Labor Statistics” program area is to bring together senior and junior researchers to discuss their recent empirical research related to the measurement of labor market conditions.
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Jul 09, 2020 - Jul 12, 2020
19th IZA/SOLE Transatlantic Meeting for Labor Economists (TAM)
Buch/Ammersee, Germany
We are pleased to announce the organization of the 19th IZA/SOLE Transatlantic Meeting of Labor Economists to be held at the Ammersee Conference Center in Bavaria, Germany, on July 9-12, 2020. | https://wol.iza.org/home?article_limit=1 |
Human resources and talent acquisition are not quite the same things. Human resource professionals are more concerned with today. For example, finding the skills their companies need in the short term, managing salaries, and benefits, overseeing conflict resolution, and ensuring adherence to personnel and safety rules and regulations. On the other hand, talent acquisition plays a more strategic role and creates staffing plans to ensure resources in the future.
This article explains the difference between human resources management and talent acquisition and management. Also, for job seekers, we explain why it's better to contact a human resources representative about potential employment rather than a talent acquisitions manager.
Talent management is really a subset of human resources management. A human resources department performs many functions, including workforce strategy planning, recruitment, performance management, staff training and development, compensation and benefits, conflict resolution, and talent management.
Organizations manage these different disciplines in varying ways. For example, one HR manager might manage all of them for one particular department or the whole organization. Alternatively, an HR manager may be in charge of overall recruitment, another for staff training and development, etc. Many companies also use third-party providers to manage certain HR disciplines, such as staffing and recruitment or payroll.
For more on human resources management, read “What Does a Human Resources Manager Do?”
The term “talent” refers to the skills and core competencies a person has and that an organization needs to fulfill its production or service obligations. For example, a software engineering firm needs engineering teams with coding skills to build its tech products, marketing teams to develop PR campaigns, sales teams to work with customers, and product managers to oversee projects.
The company must plan its staffing so that it has the skills and resources it needs in the future to reach its goals.
Companies will typically perform a skills gap analysis to determine what core competencies they lack in their current workforce. Once a company identifies what skills they need, it can develop job descriptions and search for potential candidates with the sought-after skills—the talent.
Talent management also encompasses the retention of talent. Once hired, it’s expensive to replace valuable employees, so companies develop incentives to motivate staff and keep them engaged.
Fundamentally, talent management is recruiting candidates with the skills the company needs (also called talent acquisition), training existing staff in the skills the company needs, retaining valued employees, and letting go of staff when necessary. A talent management team might include talent acquisition or recruitment managers, specialists, sourcers, and coordinators.
Here’s a deeper dive into the disciplines of talent management.
A talent management strategy begins with analyzing a company’s current position regarding its workforce’s core capabilities. This gap analysis reveals all the human resources a firm needs, but, most importantly, what is missing.
Creating a pipeline of potential employees is crucial to replacing lost talent or bringing in new talent. Succession planning is part of that process. Succession planning is when employees are identified and upskilled to replace an outgoing employee. It is important because when employees leave or retire, they take their expertise and institutional knowledge with them.
The Panopto Workplace Knowledge and Productivity Report found that 42 percent of valuable company knowledge is unique to an individual employee. So, if an employee leaves, 42% of that employee’s work is not covered and will have to be learned from scratch by someone new.
Succession planning is necessary to harness valuable knowledge from exiting staff so that it is not lost forever.
It can be difficult to find candidates with the exact skill sets a company needs, particularly in a tight labor market where other companies are competing for talent. Here are some talent acquisition strategies to use to compete for top talent.
Build a strong employer brand to attract candidates.
Part of the talent acquisition process is building a strong company brand that will attract candidates. This might involve showcasing on social media and the company website the company culture and the advantages of joining the firm. For example, being involved in cutting edge projects, working with other experts in their field, offering bonuses, great healthcare, childcare, or other benefits.
Visiting schools and hiring on campus
By visiting university campuses, and maintaining relationships with schools, employers can find and hire the best candidates before they graduate and accept jobs with competitors. Companies must sell themselves to the best talent.
Source potential hires from diverse backgrounds
Some companies will contact minority associations and groups to find diverse candidates to strengthen their workforce and encourage an inclusive culture.
Attend job fairs
Job fairs are a common way for companies to tap the local talent pool and fill open positions. Job fairs are also a great way to build relationships with the community and boost their brand recognition.
Ensure a smooth onboarding process
It’s important that an employer provide a great candidate experience. This gives a good impression to a new hire from the outset for maximum employee engagement beyond the recruitment process.
Finding qualified candidates in a tight labor market is difficult, but retaining valued staff is also a challenge. When lots of employers are competing for skills, it won’t take much for a prized employer to jump ship. A higher salary, annual bonus, or better benefits can be highly persuasive.
Staff turnover is carefully tracked and measured by organizations because the costs associated with replacing a good worker are steep. Indeed, the job board platform, estimates that replacing an employee costs around one-third of that employee’s annual salary.
The costs of replacing an employee include hiring the new candidate (advertising, screening, and interviewing), onboarding, lost productivity, the errors made by a new inexperienced employee, training, the cost of paying for other workers’ extra shifts, and background checks. The longer the position stays open, the greater the costs.
Companies use incentives to encourage staff to stay with a firm, such as higher pay, bonuses, benefits, such as health care and childcare, and a clear path for professional development.
Training and development keep employees motivated and engaged. If staff are given the opportunity to learn and advance as professionals, they will be more likely to take advantage of company initiatives and stay. Examples of training and development initiatives are:
Taking online or in-person courses and certifications at a university
Technical, management, or leadership training programs
Attending conferences and seminars
Rotating to different departments, locations, or working with external partners to gain experience in other areas
Related: “What Is a Recruiter’s Role?”
If you are a job seeker and considering reaching out to a hiring manager, it’s probably best to reach out to the HR or recruitment manager rather than the manager on the talent acquisition team. Why? Because human resources and recruitment are more focused on short-term goals and filling current skills needs. Talent acquisition is more concerned with their talent pipeline in the future.
A candidate’s recruitment is considered complete once the new hire is brought on board while talent acquisition is an ongoing process that lasts long after the hiring process is complete. In short, you are likely to get a quicker and more accurate response from human resources.
In a nutshell, talent management is an ongoing process of managing employees from recruitment to exiting. It takes a holistic view of a company’s skills, core competencies, and business needs to develop a strategy to ensure a pipeline of new employees in the future. It is a component of the overall HR team functions focused on professional development and retention.
Human resources management encompasses all of the other functions of HR, such as immediate recruitment, managing compensation and benefits, and conflict resolution. For job seekers, it is better to contact a manager in the HR department rather than a talent acquisitions manager because HR professionals are more focused on filling immediate vacancies. | https://www.placement.com/learn/hr-and-talent-acquisition |
Roaring 20s? Unemployment Rate Uncertain In New Decade
The past decade has seen heavily fluctuating unemployment rates nationwide, with recovery from the most recent recession progressing in a less than linear fashion. As the new decade begins, the question of unemployment rates and solutions for job creation will have a widespread impact, both within Michigan and across the country. Will the 2020s bring new jobs to the nation, or will the new decade see unemployment rates worsen?
Recession Recovery
With the recession of the late 2000s and early 2010s, unemployment in the last decade was set up to be a major national challenge from the start. While most of the effects of the recession have passed, some lingering impacts are still prevalent today and have been affecting the job market since. Every two years, The National Workforce Registry Alliance releases a data set that highlights the demographics, education, and training of the early childhood and afterschool workforce. Employment within education has particularly struggled, as teacher pay has remained consistently low within public schools.
Struggling Industries
While some industries have seen growing success leading into 2020, these same industries may also have growing rates of layoffs and fewer employees over time. Many manufacturing companies have long been implementing automation to cut costs, and now, technology is developing at a rate where automation can replace more employees than ever. Even office jobs are now at risk of being lost to automation with the increased capabilities of artificial intelligence. As it stands, printer and copier costs are typically the third-largest office expense behind rent and payroll. However, as more advanced software is developed, these costs will likely shrink. Lower costs associated with automation may lead employers to lay off more workers, even those who previously would have been unable to be replaced by technology.
Several technological advancements in the past few years alone could have more workers searching for new employment sooner than many may expect. While 72% of businesses say improving customer experience is their top priority, the appeal of these money-saving technologies could accelerate the rate at which employees are pushed out of their current jobs. In theory, automation leads to more jobs, as employees will be needed to create new machines or software. However, the jobs created by automation aren't always available to those who have lost their jobs, leading to gaps in employment and the workforce.
Human Costs
Shifting jobs and changes to the workforce have both an economic cost for companies as well as an individual human cost. The higher the unemployment rate, the larger the consequences and the more long-lasting they will be for the average American worker. The nation still has yet to fully recover on this front from the last major recession, particularly when it comes to health and health insurance. As many Americans find health insurance through their employer, higher unemployment rates mean more families without insurance. According to the CDC, nearly 30.1 million people under age 65 are uninsured. Fortunately, despite this statistic, it seems that many children at least are still getting necessary medical care. About 93% of children have seen a doctor in the last year. However, with automation on the rise and unemployment rates uncertain, it's possible that the 20s could be challenging for the nation's workforce and families.
Moving Forward
While the future remains uncertain with regards to the nation's job market, both businesses and individuals are taking steps to shrink the unemployment rate as much as possible, or at least stabilize it. Technology has led to the creation of unique jobs, including jobs that can be done at home or from anywhere with a suitable internet connection. The world of social media alone has entirely changed the employment landscape of both the state and the nation. With over 2 billion users each month, Facebook is definitely the largest social platform today. As social media continues to grow with the new decade, it may create more jobs while also allowing for new ways for people to search for employment.
The combination of technology and economic shifts leave the future of America's job market uncertain. With 2020 already underway, it remains to be seen just how much automation and gradual market changes will impact the unemployment rate.
For full story, pick up a copy of the MONTH XX issue of The Allegan County News/The Union Enterprise/The Commercial Record or subscribe to the e-edition. | http://allegannews.com/contributed/roaring-20s-unemployment-rate-uncertain-new-decade |
Did companies hire lots more people in June? Are many jobless Americans still not ready to return to work? And what’s the real unemployment rate?
Here’s what Wall Street is looking for in the U.S. employment report for June due out Friday morning.
700,000 new jobs
Economists polled by The Wall Street Journal predict the U.S. gained 706,000 new jobs last month. If so, it would be the biggest gain since March.
Most companies are eager to hire, especially in service-oriented businesses such as hotels, restaurants, vacation resorts, theaters and the like. Demand is surging as maskless Americans get out and about again.
The odds of a smaller employment gain are still quite high, however.
The number of people quitting their jobs recently hit a record, for one thing. There’s also been a big flush of retirements among older people who don’t want to risk their health.
Many companies have raised pay and benefits or offered other incentives to lure workers, but it’s unclear how much it’s helped. Generous unemployment benefits during the pandemic have allowed unemployed people to be more choosy about what jobs to take.
Read: U.S. unemployment claims sink to pandemic low of 364,000 as extra benefits start to get phased out
Unemployment rate
The percentage of unemployed people is expected to decline to 5.6% from 5.8%. Sounds good, but the real jobless rate is likely 2 to 3 points higher, economists and the Federal Reserve estimate.
How come? Millions of people who were working before the pandemic still aren’t working and they haven’t looked recently for a job, either. They aren’t counted in the unemployment rate.
Neither are some employees who tell the government they still have a job but no longer have a job to go back to — likely because the business closed.
Even taking those things into account, the unemployment rate has fallen a lot faster than anyone might have expected a year earlier when the pandemic was raging.
Read: U.S. manufacturers have all they business they can handle, but major shortages are a big headache
Labor force blues
A good way to judge the health of the labor market is by how many people either have a job or are looking for one. By that standard, the U.S. still has a long way to go.
Before the pandemic, the share of able-bodied people 16 or older who were in the labor force totaled 63.3%. It then fell to a 47-year low of 60.2% in the early days of the crisis after millions of people lost their jobs.
Yet the labor force has barely increased in the past year even as the economy has sharply improved. The rate of participation stood at 61.6% in May — the same as it was last October.
We’ll really know the jobs market and U.S. economy are fully back on track when millions rejoin the work force and the participation rate rises sharply. | https://www.colonialmotelonline.com/tag/millions |
U.S. small companies cut jobs in May as private sector sees slower job growth amid tight labor market
WASHINGTON, June 2 (Xinhua) -- Private companies in the United States added 128,000 jobs in May, indicating slower job growth in a tight labor market, payroll data company Automatic Data Processing (ADP) reported Thursday.
"The job growth rate of hiring has tempered across all industries, while small businesses remain a source of concern as they struggle to keep up with larger firms that have been booming as of late," said Nela Richardson, chief economist at ADP.
Large firms hired 122,000 workers, medium-sized businesses added 97,000, while small companies cut 91,000 employees, the report showed, indicating an unbalanced recovery across different company sizes.
In February and April, small companies also slashed jobs as large firms and medium-sized businesses saw payroll gains, according to the report produced by the ADP Research Institute in collaboration with Moody's Analytics.
Small companies with fewer than 50 employees have lost nearly 300,000 jobs since February, as they have struggled to hire and retain workers who are looking for better pay and benefits in a tight market.
According to National Federation of Independent Business (NFIB)'s monthly jobs report also released Thursday, the labor shortage continues to be a challenge for small businesses with 51 percent (seasonally adjusted) of owners reporting job openings they could not fill in the current period, up four points from April.
The NFIB report said 23 percent of owners reported labor quality was their top business problem, second to inflation, and 12 percent cited labor costs as their top business problem.
"The labor force participation rate is slowly rising but small businesses continue to have a hard time filling their open positions," said NFIB Chief Economist Bill Dunkelberg.
Overall, companies are struggling to hire as labor market supply could not meet demand. The number of job openings decreased by 455,000 to 11.4 million by the end of April, the U.S. Bureau of Labor Statistics reported Wednesday.
The bureau's monthly employment report, however, showed that the number of unemployed persons dropped slightly to 5.9 million in April, indicating there were approximately 1.9 job positions for every unemployed.
In its latest Beige Book released Wednesday, the U.S. Federal Reserve also noted that business contacts tended to cite labor market difficulties as their "greatest challenge," followed by supply chain disruptions.
"Worker shortages continued to force many firms to operate below capacity," the Beige Book said. "In response, firms continued to deploy automation, offer greater job flexibility, and raise wages."
The ADP report also showed that the service sector saw a job gain of 104,000 in May, including 46,000 added in education and health services, while the goods-producing sector added 24,000 jobs.
The April total of jobs added in private companies was revised down from 247,000 to 202,000, according to the report.
The ADP report came one day before the May employment report is to be released by the Bureau of Labor Statistics, which will include employment data from both the private sector and the government.
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The Federal Government’s human capital is its most important and critical asset. The federal workforce is aging rapidly, one-third will be eligible to retire between now and 2025, and only 6% of federal employees are under 30 years old. Therefore recruitment plays a key role in making sure that the Federal Agencies are able to maintain an excellent-quality workforce.
This blog explains the challenges in Federal recruiting and recommends methods for developing and improving recruitment programs led by government contracting companies providing recruitment services to Federal Agencies.
Challenges in Federal Recruiting
Although Government Agencies are always optimistic with their recruitment efforts, they struggle to attract top talent due to the following reasons:
- Disorganized Recruitment Process: Agencies post their open positions on different job boards and wait for a response. However, posting the positions on these job boards alone does not help. Top talent stays uninformed of the opportunities in the Federal Agencies due to a lack of effective recruiting strategies.
- Complex Hiring Process: On average, the Federal hiring process takes more than three months. As a result, professionals are unwilling to wait so long and pursue other opportunities.
- Competitive Federal Market: The Federal Agencies are competing not only with the private sector but also with other Federal Agencies. There are some Agencies that are at par in the competition due to a better employer brand, while others provide better compensation.
- Lack of Skilled Professionals: Another challenge that Agencies have to face is the shortage in the pool of qualified applicants in certain labor markets. Labor market shortages impact our industries at the local and national levels to the extent that projects are delayed or even stopped.
As a result of this, Federal Agencies often turn to Government contracts for recruitment services.
Excelling at Recruitment for Federal Agencies
Recruitment agencies employ diverse recruitment strategies to attract qualified candidates. The most effective recruitment method is planned after considering various factors such as location, the compensation offered, and the type of position. Different strategies that can be used for hassle-free recruitment at agencies are:
- Predefined Process for the Federal Recruitment Life Cycle: A predefined recruitment life cycle should be in place to avoid any blockages in the process. A clearly defined process followed by the recruitment agencies can be measured and improved over time to reduce the Days to Hire metric.
- Understanding How the Federal Market Works: Recruitment agencies providing support to Federal Agencies should keep an eye on the Federal market for different requests for proposals (RFPs) that are being published to elicit technical responses. Keeping up with the latest trends in the market helps recruitment agencies to anticipate future openings and thus preparing them ahead of time.
- Working on your Employer Brand: The brand of a company is an important aspect of how it communicates its identity to both potential and present employees. To establish its brand, a company needs to convey its values, vision, and mission to its stakeholders very effectively. Your employees are your brand ambassadors to build up your brand and must be part of your recruitment strategy.
- Job Postings and Social Media: Social media can be a powerful tool for recruiting. Social recruiting is a two-way communication platform where a company can easily share job postings with its network. Also, sharing pictures and videos from the company events and day to day work life of the company provides candidates a glimpse of the company culture.
- Exploring Niche Job Boards: Niche job boards provide a simple way to locate qualified candidates for Small and Medium Businesses (SMBs) providing recruitment services to Federal Agencies. They are typically industry-specific and allow SMBs to post job openings so that targeted candidates can locate them in one place. A niche job board is a platform that allows an organization to attract top talent, and deliver quality candidates with experience or interest in a specific industry.
- Considering Employee Referrals: The first step of any hiring process should be to ask your existing employees if they know someone good fit for the role. A referred hire is faster and cheaper with a higher retention rate compared to a traditional hire.
Most of the Federal Agencies in the United States and government contractors providing services to them have turned to recruitment services to ensure that the process works smoothly and efficiently. iQuasar simplifies the process, provides insight, and gives SMBs access to talent that might otherwise be difficult to find. iQuasar employs tools designed exclusively for locating and sourcing competent Federal experts. We offer access to one of the most comprehensive and robust Federal resume databases available. We promote your company and work on your requisitions to attract the right talent. Whether you are interested only in resume sourcing, or sourcing plus recruitment, or talent development in full-cycle recruitment, we have the right solution for you. | https://iquasar.com/blog/how-to-excel-at-recruitment-for-federal-agencies/ |
Human resources is expensive. The process of hiring new employees, or replacing old ones, is costly and frequently inefficient.
According to MIT economist Erik Brynjolfsson, there’s currently a trillion dollar market for moving human capital into new work positions. That may be easier said than done. The length of the hiring process has doubled since 2009, and now includes a slew of new factors -- phone and Skype interviews, face-to-face meetings, tests, puzzles and more.
Some new tech companies have started to address the effectiveness and cost of human resources. Video games have become a larger part of job interviews. Companies like Knack, which makes a game called Wasabi Waiter, partner with companies who are looking to hire employees.
Knack works with Shell, Stacked restaurants, and several medical groups to optimize the search for high-potential employees who will fit in well.
But are these games really effective? Is it possible to measure interpersonal qualities as well as you might during a face-to-face interview? Who benefits from new hiring methods?
Guests: | https://www.scpr.org/programs/airtalk/2014/01/24/35717/new-tech-taps-into-human-resource-needs/ |
New data shows Canada’s job market is facing a reckoning the country hasn’t seen in decades: there isn’t enough labor left to fill the country’s record-high job vacancies.
Canada’s job vacancies hit a record high in the second quarter of 2022 as employers were unable to fill nearly a million jobs, according to a Sept. 21 Statistics Canada job vacancies report.
Job openings increased 4.7 percent from the first quarter of 2022 and more than 42 percent year-on-year. According to Statistics Canada, Ontario saw the highest increase in job vacancies, up 6.6 percent from the first to the second quarter of this year.
The tight market conditions mean a more difficult and lengthy hiring process for employers. In the second quarter of 2022, there were 44 new employees for every 100 vacancies. This compares to 113 new hires for every 100 open positions in the same period in 2016, Statistics Canada shows.
Nathan Janzen, senior economist at the Royal Bank of Canada, says an aging population is contributing to rising job vacancies.
“The aging population is certainly a driving factor for high job vacancies,” Janzen said. In August, the number of Canadians retiring increased nearly 50 percent from August 2021, according to the latest data from Statistics Canada.
Many are retired baby boomers who have reached the age of 65. Others left their jobs prematurely due to burnout and inadequate salaries.
More recently, more people in the 55-64 age group were taking early retirement due to abuse and burnout, particularly in health and education occupations, said Armine Yalnizyan, an economist and Star columnist and Atkinson Fellow on the Future of Workers .
Many workers in healthcare and education took early retirement because those sectors offer good public pensions and more incentives to leave earlier, she said.
There were 136,100 vacancies in the health and social services sector in the second quarter of 2022, up 28.8 percent year-on-year, prompting temporary closures and benefit cuts at some hospitals, according to StatsCan.
More and more people are reducing their working hours or taking early retirement to care for aging parents. since home care and long-term care are “miserable”, Yalnizyan said, adding that thousands are leaving the field because of low wages and long hours.
Because Canada was in a labor surplus for decades prior to the pandemic, marginalized groups, including newcomers, low-income workers, Indigenous people and people with disabilities, were underutilized and lacked adequate job training or opportunities, she said.
“Maybe we don’t have enough workers for the job market, or maybe we’re not taking advantage of the Canadians we have and not optimizing opportunities for people to participate in the job market,” Yalnizyan added.
Avery Shenfield, executive director and chief economist at CIBC Capital Markets, said there are not enough unemployed relative to the number of jobs available. However, the magnitude of one million vacancies is the result of select sectors that have been significantly hit during the pandemic, many of which are struggling to recoup their losses.
The hospitality and service industries have been hammered during the lockdown as workers exited en masse and entered more stable and better-paying jobs, he said.
In a quarterly comparison, vacancies in the accommodation and catering sector rose by 12.7 percent to 149,600 people. The job vacancy rate in the industry was 10.9 percent, the highest in any industry since the summer of 2021, according to StatsCan.
“Employers can’t just rehire people who left the profession because it’s been two years. Those workers have moved on and it takes time to train people or get people back into the industry,” Shenfield said. “Large layoffs over a long period of time have long-term effects.”
Another factor driving record job vacancies is pent-up demand for goods and services, said Mikal Skuterud, a professor of economics at the University of Waterloo.
The tense situation in the labor market began in early 2021 with the reopening of parts of the country. The pent-up demand from people who cannot go out and buy goods, along with money pouring into homes from government subsidies, has led to over-demand for travel, food and entertainment. Put simply, the service and hospitality industries are not keeping pace, he said.
“We’re losing sight of how many incentives there have been, not just wage subsidies, but the government has poured over $100 billion into subsidies for employers to hire and retain employees,” Skuterud said. “The number of job seekers didn’t change that much before the pandemic, but the demand for goods and services did.”
However, as the Bank of Canada continues to raise interest rates, economists predict skyrocketing prices will force people to spend less – which will calm demand – leading to fewer job openings, they said Skuterud.
High job offers are not expected to last long.
BMO forecasts that unemployment will rise to 6.6 percent by the end of next year, up from 5.4 percent in August.
“Labor shortages will be less of an issue (end of next year) and we will see a more balanced labor market,” said RBC’s Janzen. | https://oacpsri.com/record-high-one-million-canadian-jobs-unfilled/ |
What Is a Maximum Wage?
A maximum wage is a ceiling imposed on how much income a worker can earn in a given period of time. A maximum wage is an economic tool used to temper a distressed economy or control spiraling wage inequality in a country.
Maximum wage can be contrasted with a minimum wage, or the floor imposed on what employers can pay their workers.
Key Takeaways
- Maximum wage is the most compensation that a firm can pay a worker over a given period of time.
- Maximum wages may be imposed in times of economic crisis as an austerity measure, or as a gesture of social good to cut down on income inequality.
- Economists believe that such an artificially imposed ceiling on wages causes market inefficiencies and is undesirable in a capitalist free market.
Understanding the Maximum Wage
The idea of a maximum wage can be traced back to Aristotle who believed that no one person in Greece should have more than five times the wealth of the poorest person.
Maximum wage is increasingly becoming a frequent subject of debate in the 21st century as more CEOs and top executives take home millions of dollars in earnings compared to the minimum wage earned by some of the employees in the same companies.
Attempts to Instate a Maximum Wage
The maximum wage can be incorporated country-, industry-, or company-wide. The communist country of Cuba has long had a maximum wage capped at $20 per month for almost every job across the nation. Egypt’s banking industry was hit hard when over two hundred executives resigned after the country’s Central Bank applied a maximum wage law of approximately $5,800 monthly. Switzerland initiated a referendum in 2013, which failed to pass, that would have limited a company’s executive pay to twelve times the lowest paid employee’s wage.
A maximum wage can be initiated in two forms: As a fixed sum or as a ratio. Franklin Roosevelt, in 1942, proposed a marginal tax rate of 100% for income over $25,000 in order to discourage war profiteering and encourage the rich to make sacrifices in monetary earnings. If Congress hadn't rejected Roosevelt’s proposal, $25,000 would have been the cap that any income earner in America was limited to earning annually.
In 2017, British politician Jeremy Corbyn, following Britain’s decision to exit the European Union, called for a CEO-to-worker pay ratio of 20:1. If passed into law, this would mean that top executives of companies vying for government contracts would not be able to earn more than twenty times the annual income of the companies’ lowest paid workers.
Pros and Cons of a Maximum Wage
Proponents believe that a maximum wage is sure to bolster the economy. If senior officials earn less, there will be more money put into the company that can be used to create more monetary benefits and incentives for employees. The additional funds can also be used to create jobs and hire more employees. With more people working, more taxes will be paid, which in turn means that the government and society benefits from a reduction in wages of top executives.
Also, if the wages of top earners of a company are tied directly to that of the minimum wage employees in the same company in the form of a ratio, it is believed that the top managers will be incentivized to increase the minimum wage in order to get an increase in pay themselves. This creates another win-win situation where profits trickle down to the company, government, and economy.
Critics and capitalists argue that when a government gets involved in the price controls of an economy, the economic state of a free market is compromised. By setting maximum wages, companies would have fewer talented leaders and employees, as the more valuable talents would be unwilling to work for a capped fee.
A maximum wage legislation could set the stage for human capital flight where the most talented individuals emigrate to other free nations that could pay them their worth. In effect, setting such a policy then, would not lead to a more productive and profitable economy like the advocates believe. | https://www.investopedia.com/terms/m/maximum-wage.asp |
Will the Mid-Term Election make a Difference for the Office Market?
I try to make it a point to keep my political opinions out of my posts. I think it is safe to say that the commercial real estate industry is predominately a Republican crowd, me included. However, this post isn’t about my politics. On Friday another weak job report came out further reinforcing the position that while the recession is over, to this point it has been a jobless recovery and it could be a long road back for the office market. Those of us that lease office space or represent companies who do for a living understand that the office market will not see any significant improvement until companies begin to hire again in a significant way.
Weak Jobs Fallout
It’s Confidence that Drives Hiring
In viewing this video you have to sit through some political banter, but all of the participants agree on the point that Corporate America is in relatively good shape. Earnings are solid and most companies have strong cash positions, yet they are not hiring. Jeff Matthews of RAM Partners makes the most salient point stating,” Corporate America is not going to start hiring until they get some clarity on tax rates and healthcare costs.” Today, companies are simply reluctant to hire as they wait for a clearer vision as to what the future holds.
Historically the office market lags real job growth by 2-3 quarters and until we begin to see both significant and sustained job creation, the office market will continue to sputter and get some legs under its recovery. While it remains to be seen if the Republicans will have a big day in early November, I think most in the commercial real estate industry are hoping so. Regardless of what happens it will be at least until 2011 before Corporate America reacts.
There have been several recent reports by numerous real estate data companies and brokerage firms that suggest for the most part the office market has bottomed out and I agree with the position that the worst is over, but the jury is still out as to when a significant recovery in the office market will commence. | http://www.coydavidson.com/office/the-politics-of-jobs/ |
Today, I’m going to be looking at employee compensation and benefits. More specifically: are employees getting most of their income from wages or benefits? I’d like to share a few things I’ve learned while making an internal salary calculator based on data from the US Census Bureau. My colleagues use it to compare how much their employees are paid. Ever heard of the phrase “work is life, and life is work”? There’s a reason for it. Even though companies spend a lot of money trying to hire the best people and keep the ones who can save them in a crisis, they often overlook an important area: pay and benefits.
Employee compensation and benefits are a major part of any business, and many companies are struggling to find the right formula for their employees. In this study, we looked at how different companies have approached employee compensation and benefits, as well as what might be the most effective approach for your company.
We surveyed 500 small businesses across the country about their current practices and approaches to compensation and benefits. We then asked them about their thoughts on potential changes in these areas, such as increased wages or benefits. Finally, we asked them to give us feedback on their experiences with various strategies and approaches they’ve tried in the past.
The results were surprising: while many companies want to increase pay, it turns out that people are not necessarily all that interested in monetary compensation if they think it will come at the expense of other aspects of their work life, such as flexible scheduling or opportunities for advancement.
Market Research Reports & Industry Analysis for Compensation & Benefits
Both employees and business owners are constantly curious about the available salary and perks so they may make the appropriate plans. The choices offered to employees may vary regularly since providing these benefits is becoming an increasingly expensive proposition for employers. An employee needs to be aware of what is accessible and when in order to use this knowledge successfully. They also need to be able to comprehend how time and money management works.
The owners of the firm (as well as the employees) want to ensure that it is properly maintained, and the employees want to know and understand what is presented to them. There are many important factors that must be taken into account in order to keep track of compensation and benefits within an organization, including day-to-day administrative services like financial planning, personnel, benefit plans (401K), pensions, health insurance, retirement services, and leave administration. From the perspective of the employees, they want to be sure that the funds deducted from their checks are going into the appropriate categories.
The essential data that your company needs to be informed about the variables involved in the always evolving field of compensation and benefits is available at MarketResearch.com. You can find information on everything from benefits administration to outsourcing services in the reports we give on our service. The best practices for the business and the employees will be helped to assure by these reports.
Types Of Market Research Focus On Audience Feedback Or Technical Data.
Market research is a broad term that can be applied to a variety of different forms of data collection. Market research focuses on either audience feedback or technical data.
Market research conducted with the intention of generating audience feedback is often referred to as “customer satisfaction” or “customer experience” research. This form of market research involves conducting surveys or focus groups with consumers to understand how they feel about certain products or services, and how they would like them to be changed or improved.
Technical market research is typically conducted by companies who want to gather information about their competitors’ products and services, such as pricing, packaging, and distribution methods. This type of market research is also used by companies who are developing new products themselves to gain insight into how their potential customers will receive the product once it hits the marketplace.
You Can Do Market Research Yourself, Hire A Professional To Do It For You, Or Use A Combination Of Both.
Market research is a critical part of developing a compensation and benefits strategy. You can do market research yourself, hire a professional to do it for you, or use a combination of both.
If you’re looking for information on the market, there are several ways to gather it. First, you can use databases of online job boards and company websites to find out what other companies pay for similar positions in your area. Second, if you have access to software like Excel or Access, you can create a database with the positions and salaries that you have collected from various sources. The third option is to ask around—talk with people who work in other companies or who have left your company recently about their salaries and benefits.
The second way to gather market data is to hire an outside firm that specializes in compensation and benefits analysis. These firms will send out surveys to employees in your industry and then analyze the results based on geographic location, job title and experience level, gender, age groupings etc., which will allow them (and therefore you) to determine what salary range would be appropriate for each position within your organization based on what others are paying in similar positions around the country (or world).
Market Research Can Help You Set Competitive Wages For Your Employees.
If you want to be a successful small business owner, it’s important to pay your employees fairly, but it can be challenging to determine what’s fair without a little market research. You might feel like you’re guessing at what the average wage is in your industry and location, or that you’re spending too much on benefits. But with the right market research, you’ll be able to make sure that the compensation package you offer is competitive—and that it helps retain top talent.
The first thing to do is find out what other companies in similar industries are paying for similar positions. If one company is offering $20 an hour and another company is offering $15 an hour, there’s probably something driving those differences aside from their locations and sizes. Maybe one company offers better benefits than the other? Or maybe they’re just trying to get people who are willing to work harder? Either way, this information will help you decide how much (or how little) money to offer applicants during interviews.
When setting competitive wages for employees, you should also think about things like benefits and vacation time. If one company offers more paid time off than another does, then it makes sense for them.
Employee benefits are important for maintaining a high employee retention rate.
Employee benefits are a key component of employee compensation and are an important way to attract and retain top talent. According to a recent survey, 58% of workers said they would take another job if it offered better benefits than their current one. In fact, employees were more likely to take another job if it offered better health insurance than if it offered higher pay .
While the survey found that only 10% of companies offer wellness programs that include incentives for engaging in healthy behaviors (like eating well or exercising), the majority of companies do offer some kind of wellness program (such as smoking cessation). These programs can help reduce absenteeism and health care costs while improving productivity and morale.
Finally, when it comes to employee benefits and compensation for both employers and employees, it seems like more employees are asking for “flexibility” as a benefit. In other words, they’d rather be able to work from home or on their own schedule than deal with the hassles of company-mandated hours. That might lead employers to scratch their heads and wonder why any employee would pass up the chance of gaining pay and getting great benefits. But aside from better schedules and flexible working arrangements, there’s also another major factor here: the economy. As you know, companies are under more pressure than ever to perform at the highest levels of profitability. Because many people love their jobs but also want or need flexibility in working arrangements, a balancing act is essential. And that’s exactly what we’ve identified in our review—every company that made our list understands the value of offering greater flexibility, while still providing good products and high quality support to keep their clients happy. So in that sense, whether you’re an employer or an employee, it’s worth looking at all the items on this list before making your choice—they may just lead to new work opportunities that you didn’t know were possible before.
Conclusion
We hope that the research you’ve seen here has been helpful. When it comes to any topic, overwhelming amounts of information can be a hindrance as much as it is a benefit. We aimed to keep things as simple as possible and present our findings in an easy-to-understand, digestible format. | https://imarkguru.com/market-research-on-employee-compensation-and-benefits/ |
This blog article has been submitted by one of the LSE teams that participated in the 2020 Global Public Policy Network (GPPN) competition.
Are Peruvian youth prepared to enter the labour market?
Over the last 25 years, the Peruvian government has made substantial efforts to expand access to tertiary education. During this period, the number of institutions grew by 57%; however, evidence shows that this massive and rapid expansion led to a decrease in the quality by 30% (Lavado, Yamada & Martínez, 2014). Tertiary education institutes are not preparing students with the practical skills demanded by the labour market, affecting primarily low-income students who disproportionately attend low-quality institutions. Therefore, 68% of graduates from technical institutes (similar to TVET 2-year colleges in the UK) do not find jobs according to their education level and have to work in positions that do not require tertiary education. Furthermore, the percentage of youth working in a job related to their field of study is 20% lower for students from low socio-economic backgrounds than from higher socio-economic levels, heightening existing inequalities (Urrutia & Cuenca, 2018).
In 2014, the government took action by creating the University Education Superintendency (SUNEDU), a supervisory agency that certifies the relevance and adequacy of tertiary education institutions through an accreditation system. However, the challenge to improve Peru’s human capital remains, and new schemes to provide higher quality technical training and re-skilling are needed. The role of private firms to tackle this problem is fundamental since they are the most informed about the skills required in their sectors. Furthermore, they are also negatively affected by the low human capital of the labour force. In 2018, 54% of large firms reported that they could not find qualified applicants to fill their positions and they identified the lack of technical skills as the main problem, (38.7%), before lack of experience (27%). (MANPOWER, 2018; MTPE, 2018). These findings evidenced a skills mismatch in Peru’s labour market that has significant implications for youth underemployment, personal development, workers efficiency and ultimately translates into unequal access to opportunities.
How can we reduce the gap between supply and demand of qualified professionals?
Based on the evidence shown, our proposal “Training for Taxes” scheme aims to incentivize private firms to contribute to increase the quality of human capital and decrease the skills mismatch in Peru’s labour market. This policy will be a tax deduction mechanism for firms that provide training programs to low-income students from technical institutes across the country. Our proposal stems from the availability of the “Works for Taxes” policy in Peru through which large firms can deduct up to 50% of the income tax on infrastructure projects, usually education or health facilities. Thus, we propose to allocate 15% of the deduction towards technical training programs. The government will deduct taxes based on three criteria: the students profile, hours of training and the percentage of students offered internships after the program.
Under this scheme, private companies will design the content of the training programs and implement the workshops in partnership with accredited education institutions, while adhering to the requirements established by the Ministries’ of Education and Labor. This regulation will ensure that not only job-specific skills are being taught but also transferable soft skills, such as leadership, teamwork, and verbal fluency (World Economic Forum, 2018). The Ministry of Education will match private firms with a pool of students from technical institutes studying a career relevant to their industry. This is done to ensure that disadvantaged students benefit from the training and firms are not only choosing high-skilled candidates from top institutions. Training programs would take place either on the firms’ facilities or on the partner educational institutions, depending on the programs’ content and technical equipment needs.
What will be the benefits for the stakeholders involved?
One of the most attractive features of this scheme for the national government is that it is fiscally neutral since the maximum tax deduction rate is already established in Peru’s legal framework. Furthermore, they would benefit from higher productivity and efficiency in the labour market. Private firms would be incentivized to participate to identify potential qualified candidates to fill their roles. Also, they could promote the training programs as corporate social responsibility initiatives to meet their targets. Low-income students would be motivated to receive the training to have more opportunities to access a job according to their education level. Finally, SUNEDU and the Ministry of Education will oversee the programs’ content, and they will learn how to upgrade the tertiary education curriculum based on market needs.
Have other countries adopted similar schemes?
It is also relevant to point out that similar schemes in Chile and Malaysia have shown positive impacts on employability and wages. In the case of Chile, the government set up a system to train current and potential employees through tax deductions, called SENCE Franquicia Tributaria. Trainees showed an increase in salary of 10% and an increase in employability of 8% (Mardones & Sepúlveda, 2017). On the other hand, impact evaluations of the Human Resource Development Fund in Malaysia reported an increase of 3.2% and 1.5% in the variables mentioned before (PSMB, 2018).
What are the expected socio-economic impacts?
The expected socio-economic impacts of the scheme are to correct the skills mismatch and reduce the gap between the supply and demand of qualified workers in the labour market. The training programs would increase the quality of human capital in Peru since students would acquire technical and soft skills. Thus, young professionals will find jobs according to their skill level, and underemployment would be reduced. These factors would lead to an increase in productivity both at individual and firm-level. Thus, Peru’s low-income youth would be better prepared to enter the labour market, reducing inequalities of opportunities and ensuring Peru’s sustainable growth in the long-run.
References:
- Corporate Strategy and Insights Department of Pembangunan Sumber Manusia Berhad (PSMB) (2018). Training Incentives for Malaysian SMEs: an Impact Evaluation. International Journal of HRD Practice, Policy and Research, Vol 3 No 1: 73-88.
- Lavado, P., Yamada, G. y Martínez J. (2014). ¿Una promesa incumplida? La calidad de la educación superior universitaria y el subempleo profesional en el Perú. Documento de Trabajo 2014-021. Banco Central de Reserva del Perú.
- Mardones, C. & Sepúlveda, L. (2017). Ex-post evaluation of tax credit known as ´franquicia SENCE’ for labor training and its effect on Chilean firms. University ICESI.
- MANPOWER (2018). Resolviendo la Escasez de Talento. Construir, Adquirir, Tomar prestado y Tender puentes. Encuesta de Escasez de Talento – Perú.
- Ministerio de Trabajo y Promoción del Empleo (2018). Brechas de habilidades y dificultades de la Demanda Laboral. Lima: MTPE. (Documento Técnica, Dirección General de Formación Profesional y Capacitación Laboral).
- Urrutia, C.E. & Cuenca. R (2018). Las desigualdades laborales que enfrentan los jóvenes de Lima Metropolitana. Lima: IEP. (Documento de Trabajo, 252. Estudios sobre Desarrollo, 28).
- World Economic Forum (2018). The future of job reports. Centre for the Economy and Society. | https://blogs.lse.ac.uk/ipa/2020/04/06/training-for-taxes-scheme-to-improve-perus-human-capital/ |
- CEOs are collaborating to recruit 100,000 workers from New York’s low-income and minority communities by 2030, to address racial and economic inequities exacerbated by COVID-19.
- Their pledge includes providing entry-level positions, apprenticeships and on-the-job learning at major US companies for 25,000 students from City University of New York (CUNY).
- They include corporate leaders from AIG, Amazon, Citi, Goldman Sachs, Google, IBM, Mastercard, Microsoft and Wells Fargo.
- The companies will partner with education institutions such as CUNY, the city’s government, non-profits and community organizations.
The bosses of 27 US banking, tech, media, health and consulting firms have announced a collective goal to hire 100,000 New Yorkers from low-income and diverse communities by 2030.
Have you read?
The corporate leaders are working together on an initiative called the New York Jobs CEO Council. The aim is to equip young people from the city’s low-income and minority communities with the skills and resources they need for the jobs of the future.
The COVID-19 crisis has widened systemic racial and economic divides. New York City’s poorer neighbourhoods have been hardest hit, with Black and Latino residents suffering the highest death rates.
At the same time, the pandemic has pushed the world towards the deepest recession since the 1930s Great Depression. In June, the unemployment rate in New York City passed 20%.
Many young adults are facing bleak job and wage prospects. But even before the COVID-19 crisis, unemployment in the Bronx was 85% higher than in Manhattan. Meanwhile, jobs in high-demand fields were going unfilled.
What's the World Economic Forum doing about diversity, equity and inclusion?
The COVID-19 pandemic and recent social and political unrest have created a profound sense of urgency for companies to actively work to tackle inequity.
The Forum's work on Diversity, Equality, Inclusion and Social Justice is driven by the New Economy and Society Platform, which is focused on building prosperous, inclusive and just economies and societies. In addition to its work on economic growth, revival and transformation, work, wages and job creation, and education, skills and learning, the Platform takes an integrated and holistic approach to diversity, equity, inclusion and social justice, and aims to tackle exclusion, bias and discrimination related to race, gender, ability, sexual orientation and all other forms of human diversity.
The Platform produces data, standards and insights, such as the Global Gender Gap Report and the Diversity, Equity and Inclusion 4.0 Toolkit, and drives or supports action initiatives, such as Partnering for Racial Justice in Business, The Valuable 500 – Closing the Disability Inclusion Gap, Hardwiring Gender Parity in the Future of Work, Closing the Gender Gap Country Accelerators, the Partnership for Global LGBTI Equality, the Community of Chief Diversity and Inclusion Officers and the Global Future Council on Equity and Social Justice.
Creating a talent pipeline
Working with education leaders, the city’s government, community organizations and non-profits, the Jobs CEO Council wants to address these inequities with programmes that will help put the next generation of New Yorkers on “pathways to stable careers”. It will also create a pipeline of talent to fill in-demand jobs.
The pledge to hire 100,000 people from low-income and minority communities in the next decade includes helping 25,000 students from City University of New York (CUNY) secure entry-level positions, apprenticeships and on-the-job learning opportunities at the companies.
The co-chairs of the group are JPMorgan Chase’s Jamie Dimon; EY’s CEO and Global Chair Carmine Di Sibio; IBM CEO Arvind Krishna; Kevin Sneader, McKinsey & Company Global Managing Partner; and Accenture CEO Julie Sweet.
Other member companies include AIG, Amazon, Bank of America, BlackRock, Bloomberg, Citi, Goldman Sachs, Google, Mastercard, Microsoft, The New York Times Company, Verizon, and Wells Fargo.
"Many New Yorkers are stuck in low-paying jobs that could be lost in the future or are struggling to navigate the labour market as the COVID-19 crisis has further exacerbated the economic inequities in the city,” said Dimon, CEO and Chairman of JPMorgan Chase.
“As companies with a long-standing commitment to the New York area and its residents, we are using our collective power to prepare the city's workforce with the skills of the future and helping New Yorkers who have been left behind get a foot in the door."
Hiring is one thing, but retaining staff in companies where corporate culture or institutional attitudes are still outdated remains a challenge.
Adwoa Bagalini, Diversity and Inclusion Lead at the World Economic Forum, advises taking a cautious approach: "Early talent recruiting initiatives like this one are a great start, but the real challenge comes later. Will employees from underrepresented backgrounds be given meaningful opportunities to develop and advance to more senior levels?"
While many companies have diversity in entry-level positions, the representation gap widens at middle and upper levels, unless specific interventions are implemented to address the challenges minorities face in advancing to more senior positions.
Says Bagalini: "Such initiatives could include formal mentoring and sponsorship programmes, measuring engagement survey responses by race or ethnicity, reviewing performance ratings by race or ethnicity to identify and mitigate adverse impacts, and implementing high-potential training programmes for people of colour.
"Without these targeted actions, talented employees are likely to grow frustrated and leave." | https://www.weforum.org/agenda/2020/08/new-york-companies-hire-workers-low-income-minority |
Ranjit Madan, CEO, Life Science Sector Skills Development Council links skill levels in the pharmaceutical sector, quality and safety of medicines, and India’s global market share, in an interaction with Viveka Roychowdhury
Sir, as CEO of the Life Science Sector Skills Development Council (LSSSDC), set up under auspices of Ministry of Skill Development, what advice would you like to give the leaders of pharma companies regarding the January 1, 2018 deadline issued by the Drug Controller General of India (DCG(I)?
DCG(I) circular of August 26, 2016, which has since been endorsed by various state FDA offices as well, makes it mandatory for all organisations to hire those certified as per standards developed (National Occupation Standards) with inputs from industry. It also mandates all organisations to have all employees (other than D. Pharma/ B.Pharma/ M.Pharma, for whom this is desirable) assessed. Those clearing need to be certified by LSSSDC; others need to be upskilled through bridging courses which LSSSDC will help provide, or by organisations addressing the shortfalls ‘in house’.
Since skill level directly impacts quality, which in life sciences (LS) has a direct impact on human life, criticality of all employees meeting agreed/ defined standards is of critical importance. It will also have a direct bearing on India’s ability to be a major global player, as also to increase its global market share—where stringent regulations like US FDA and EU are in place.
We must also bear in mind that quality of education and ITI certification in India varies greatly. Cost of any errors due to substandard skills at any level, far outweighs all costs incurred to undergo the exercise, be they time, resources including monetary.
Finally, to facilitate conducting a skill gap analysis under ‘Recognition of Prior Learning’ (RPL) programme of GoI, we have organised for all assessments of employees of small scale sector (below Rs 150 crores turnover) to be free of cost under PMKVY (Pradhan Mantri Kaushal Vikas Yojana).
Which are the pharma companies which have shown interest in partnering with LSSSDC to expand skilling activity in life sciences sector?
We have thus far received complete details of employees to be assessed under the nine major job roles which are currently our focus, from 27 companies. Of these, and in line with schedule provided by the companies, over 3000 employees from about 20 companies would have been assessed by end April. We have also received advice in writing for 9000+ employees to be assessed in coming months. Prominent companies that have thus far registered data/ interest in writing with us include Abbott, Akums, AstraZeneca, BiologicalE, Cadila, Claris Otsuka, DRL, DSM, GVK Bio, Mankind, Morpen, NecLife, Panacea Biotech, Reckitt Benckiser, Wockhardt, apart from SMEs. More companies are establishing contact with us on a daily basis.
What are the crucial areas where the pharma sector needs to build up skills?
All areas are crucial and skill shortfalls exist in all. In due course, as the exercise gains further momentum, we would have a much clearer picture of the extent of challenge i.e. by size of organisation, by job roles, by cluster etc. At this point though, and as agreed with Ministry of Health and Family Welfare and CDSCO team, our focus is on the major nine job roles: Manufacturing Assistant- Life Sciences, Packaging Assistant – Life Sciences, Production/ Machine Operator, Fitter Mechanical- Life Sciences, Production Chemist, Maintenance Assistant- Life Sciences, Production Supervisors, Packaging Supervisor Machine/ Manual- Life Sciences and QC Chemist, which comprise over 50 per cent of job volume in manufacturing and QC.
Has the skill gap scenario improved since the Skill Gap Study conducted by LSSSDC in 2014 with KPMG?
The Skill Gap report (or base report) highlighted the job roles and clusters which we need to focus on to address the skill gap challenge in the sector. We have, since then:
- Developed with industry input, National Occupation Standards for 61 major job roles that comprise 90 per cent of total job volume of sector. Six of these have also been mapped with UK standards, and we now have ‘transnational standards’ in place for these six, for future use
- Developed, with Industry input, curriculum and content for the major 10 job roles that cover almost 70 per cent of total job volume of sector
- Accredited over 70+ training partners
- Conducted 36 ‘Train the Trainer’ programmes, certifying 326 trainers—with help of ‘Master Trainers’ nominated by major industry partners
- Certified close to 15000 candidates for various verticals
To sum up, an entire skilling eco system is in place and skilling activity has already been triggered. We now look to industry to help scale up the activity, and seek state government help to, in tandem, mobilise suitable candidates.
Who are the other stakeholders, besides pharma companies, who need to be part of this skilling initiative?
The sector currently employees approximately 800,000 in about 10,000 units, 90 per cent of which are in small and unorganised sector — where we are mandated to conduct a skill gap analysis and help bridge any gaps. Further, we need to skill candidates for meeting demand of fresh hires. Together, over a 10 year period, the target is of the order of 2.1 million. This a huge challenge. The most critical stakeholder is of course the industry. Also very important is the academia, which includes colleges, universities and schools—especially those located in the five major clusters of LS activity viz. Baddi in HP, Hyderabad and Visakhapatnam in Telengana/AP, Bengaluru in Karnataka, Gujarat and Maharashtra. This is so that the youth in such belts desirous of finding meaningful livelihood in this sector, can be skilled (with practical training) and get employed in industry located in the respective clusters. Role of state government is also very crucial—specially in creating awareness amongst the youth in the respective states and in helping mobilise suitable candidates
What are LSSSDC’s strategies to meet its goals of helping to generate a sustained stream of high quality skilled individuals, approximately 2.1 million in number— over 10 years? | https://www.expresspharma.in/cover-story/skill-level-directly-impacts-quality-which-has-a-direct-impact-on-human-life/ |
Future of Work in Africa Surveys
At The Afrijob Network, we are running a series of surveys as we look to understand the outlook of the future of work in Africa. What changes in the labor market should employers and employees be prepared for?
The ongoing Covid-19 pandemic has reflected the need for work places to evolve and meet the needs of a changing workforce. It is therefore paramount that you know what is happening in Africa’s labor market. You can never be too prepared!
Your thoughts and experiences in the job market are important as we step into a new form of work. As an employer, as an employee or as a business owner, what are the key factors shaping the continent’s job market?
Add your voice by participating in any of our surveys below.
We are constantly looking to help fast growing companies in Africa get the best talent that will help them scale to global enterprises.
Every company needs to tell their story and send the right message to their primary stakeholders, their employees, who are at the front of building and growing these companies to global enterprises.
Do you know a company that is looking to hire? | https://www.afrijob.org/future-of-work-in-africa/ |
Human Resources Assignment Questions
You must answer 5 of the following questions. Each question is worth 4 marks for a total of 20 for the entire exam.
You may use point form or lists to answer the question. Be sure to provide enough detail so that your meaning is clear and be as specific as possible.
Make sure to number your answers to match the numbers on the questions.1. Your construction company has traditionally preferred to hire people who were born and grew up in Edmonton. When there is a discussion at a staff meeting about recruiting for a new position, what are four arguments you could offer about the benefit of a more diverse workforce?
2. Assume that being a student was actually a job. What are four competencies that are required to be successful in this role? How do they link to success?
3. Assume that you are opening a chocolate factory in a small town in eastern Alberta. The community has a lot of retired people in it. The level of unemployment is about average. The cost of housing is very low. The schools are quite good. Describe two ways in which the local labour market will affect your human resource management processes and what steps you will take to manage this impact.4. The HR manager for your small siding company of fifty employees is retiring. Your employees are spread throughout Alberta in several small communities. Your accountant suggested that before hiring a new candidate, you consider investing in an HRIS. What are four factors that you would consider while making this decision?
5. You work as a supervisor in a landscaping company. Your boss doesn’t see the need for job analysis before recruiting for a vacant position, because “we know what we need so it’s just a waste of time.” Describe four ways in which a job analysis contributes to the success of your organization. Be as specific as possible.
6. You and a friend are starting a coffee shop. You are concerned about hiring, but your friend thinks that it will be easy to hire people because there are lots of people looking for work. Describe two negative impacts on an organization that could result from a bad selection decision and how you would avoid them. | https://courseresearchers.com/human-resources-assignment-questions/ |
Many companies understand the value that veterans and military family members can bring to a workplace. Members of the military community have many qualities and skills that can benefit companies in a variety of industries.
What qualities can veterans and military family members bring to a company?
Companies that are interested in recruiting and hiring members of the military community can find employees in three categories:
- Veterans: veterans have separated from the military and have education and/or professional experience and are seeking companies and organizations that can help them build on their existing training and skills.
- Transitioning service members: service members who are transitioning are in the process of separating from the military and are looking to start their civilian career. These service members may be seeking assistance in their job search as they transition into the civilian workforce.
- Military spouses: spouses are often highly educated, but many need jobs that offer mobility and flexibility to allow them to continue their careers when their spouse’s job requires them to move.
By hiring a member of the military community, a company can bring a great deal of value to their team. Some of the qualities these individuals contribute to a workplace include:
- The ability to learn new concepts and skills, as well as transferable skills that have been proven in real-world situations.
- Leadership skills, as well as skills in direction, motivation, inspiration, and delegation. Veterans understand leadership dynamics and how to lead many different types of people.
- Teamwork and having a responsibility to coworkers, as well as the ability to be productive individually or as part of a team.
- Diversity and inclusion; veterans can work alongside others regardless of their race, gender, ethnic background, economic status, or religion, and are able to cooperate with many different types of people.
- Ability to perform under pressure; veterans understand how to accomplish tasks on time and despite being under stress.
- Respecting procedures and having accountability.
- Veterans are often knowledgeable about technical trends in business and industry and bring a global outlook and technological savvy to an employer.
- Integrity, trustworthiness, and sincerity.
- Resilience and the ability to overcome adversity.
Some additional qualities that veterans bring to an organization include:
- High rates of productivity
- Higher retention rates after being hired
- An ability to learn new skills quickly
- Loyalty to a company and to their coworkers
Veterans also offer a variety of “soft skills” that are valuable across many different industries.
These include:
- Communication
- Managerial skills
- Problem solving
How can hiring veterans help companies?
In addition to the qualities veterans bring as employees, companies can receive certain benefits as a result of hiring veterans. The Vocational Rehabilitation and Employment (VR&E) program provides several incentives to companies that employ veterans. These include:
- Subsidies for salaries: the VR&E provides on-the-job training and subsidizes salaries for veterans so employers pay an apprentice-level wage. As the veteran gains experience, the employer pays a higher portion of their salary until the training program is complete, and the employer pays the veteran’s full salary.
- Assistive technology: VR&E can provide workplace modifications, specialized tools, and equipment to allow veterans to perform their job duties.
- Salary reimbursement: under the Special Employer Incentive, employers may be eligible to receive incentives for hiring veterans facing obstacles to employment, which include reimbursement of up to half the veteran’s salary for as long as six months.
- Federal tax credits: under the Work Opportunity Tax Credit, employers who hire veterans may be eligible to receive tax credits.
What are the benefits of hiring military spouses?
Military spouses face many barriers to employment and building a career due to their military lifestyle. These can include having to change jobs often due to frequent moves, and difficulties obtaining childcare when spouses are deployed. The current unemployment rate for military spouses is 24%, higher than the national average. The Military Spouse Employment Partnership (MSEP) was created to address these challenges and help spouses find employment. MSEP is part of the Department of Defense’s Spouse Education and Career Opportunities (SECO) program, which helps connect military spouses and employers.
In addition to MSEP, SECO offers multiple resources to military spouses to help improve career and education opportunities, including:
- Helping spouses identify their skills, interests, and goals through career exploration opportunities.
- Training and education to help spouses identify licensing, credentialing, or academic requirements that will help them reach their career goals.
- Employment networking and connections to help spouses find a rewarding career.
- Employment readiness assistance to help spouses market their skills.
Military spouses have many valuable qualities that can help an organization, including:
- The ability to handle pressure and stress: they must deal with spouse deployments, relocate often, learn about a new location, and develop new support networks frequently.
- They are able to learn new skills quickly.
- They take responsibility, are accountable, and are loyal employees.
- They are patient, flexible, resilient, and able to adapt to new environments and cultures.
- They have excellent communication skills, emotional intelligence, are able to handle logistics, and have many other abilities.
How can companies recruit veterans and military family members?
There are several steps that companies can take to recruit members of the military population:
- Attend job fairs on military installations, or post job openings on military job boards.
- Ask members of their existing workforce, especially those who have served in the military, if they have any contacts they could recommend for open positions within the company.
- Work to build the company’s brand in the military community as a military employer of choice.
- Utilize government initiatives such as FedsHireVets and USAJobs.gov to post job openings and recruit veteran applicants.
- Use a skills translator to translate military job duties into civilian skills and ask veterans in your organization to help mentor new recruits.
Hiring veterans and military family members is a great way for companies to help those who have served their country, while gaining excellent employees in the process.
Heather Maxey works at a non-profit that addresses military ineligibility. She is an Army spouse, and met her husband while working as a Health Educator at Fort Bragg. | https://militarybenefits.info/veteran-hiring-guide/ |
Human Resource consultants Towers and Perrin released the results of their labour market survey of North American employees last week and the findings may make life even more difficult for IT managers trying to hire employees in an already highly competitive market.
Claudine Kapel, a consultant with Towers and Perrin in Toronto said the study, entitled: The Towers Perrin Talent Report: New Realities in Today’s Workforce, revealed that employers have their work cut out for them if they wish to retain current employees and attract new hires in the future.
“The message for employers is that they shouldn’t be complacent,” Kapel said.
According to the survey which includes responses from nearly 800 Canadians, over half (58 per cent) of those currently employed are “passive job seekers.” A passive job seeker are those who haven’t made a conscious decision to leave their job but are open to new employment opportunities, Kapel said.
“They are doing similar things as the active job seekers but are not as aggressive,” she clarified.
Passive workers are undertaking activities such as checking electronic job boards, the papers and talking with friends or former co-workers who’ve left their organization, Kapel explained. Active job seekers are those who are seeking an alternative to their current employment.
The study also found that “mobility has lost its stigma,” said Kapel.
Canadian workers no longer believe that short terms of service with organizations are a career barrier. The idea taught in schools, in previous generations, that one should work for an organization and get a few years under one’s belt is no longer true, explained Kapel.
The study results indicate that 65 per cent of Canadian respondents believe there is no longer an appropriate amount of time that one should remain with the same company. Only eight per cent cited three to five years as appropriate.
Part of the reason workers no longer feel loyalty to their organizations is that: “they’ve learned from the downsizing of the past and that’s a really important message as companies that are downsizing are saying that they are still hiring for other parts of their business,” Kapel said.
That message could have a serious consequence for the IT industry. For example as Nortel Networks, of Brampton, Ont., was laying off 21 per cent of its workforce, due to the economic downturn in the United States, company officials said that despite the 30,000 layoffs in what were less profitable business operations they would be hiring in future growth areas.
Beyond the concerns of immediate hiring loom the larger issues of an organization’s ability to develop and retain skilled employment. For example, 52 per cent of the 34-50 year old age group interviewed as part of the Towers Perrin report are passive job seekers and this is a concern because it is from this age group that organizations will be drawing their future leaders, Kapel pointed out.
Worse still for Canada’s employers the future pool of skilled labour is quickly drying up with the aging boomer population expected to leave the workforce in the next ten years. Employers will need to take proactive action now to meet these issues. Kapel said.
In Canada while pay and opportunities for advancement were the top two in terms of what attracts workers to an organization, some of the other drivers include benefits, vacation days and flex hours or career-life balance, said Kapel.
“It’s a challenge for employers as you are doing more or less what you can do to be more accommodating,” she said.
Interestingly among workers 18-29 years old learning and development opportunities were among the top five and that’s a key issue from an IT perspective, Kapel said.
In this study what came out on top for is that the high technology industry has a good reputation and paid a lot of attention to worker related issues because it already faces many of the challenges that are now confronting other Canadian industries, Kapel said [see story – Demand still exceeds supply for IT workers].
However, all of the future labour market predictions are not gloom and doom for potential employers.
Towers and Perrin’s study indicates that employees 55 and over responded the most often as classifying themselves as “free agents” – those moving quickly between and within companies where their skills are in highest demand.
Kapel speculated that perhaps this reflects those who are planning on taking early retirement but not wishing to necessarily to leave the workforce will remain as consultants. However, these older “free agent” workers will require even more flexibility in their employment agreement with prospective employers, Kapel suggested.
The study was conducted in Canada and the United States during April-May, 2001. A total of 5,707 randomly selected employees from companies with more than 500 employees responded. Of those 765 were Canadian. Three quarters of the respondents were from Fortune 1000 companies, and nearly 30 per cent of the respondents were managers.
Towers Perrin is a management and human resource-consulting firm with Canadian offices in Montreal, Toronto, Calgary and Vancouver. Towers Perrin can be reached at http://www.towers.com. | https://www.itworldcanada.com/article/labour-studys-results-not-good-news-for-employers-2/38604 |
Keywords:Attrition, Aviation, Covid-19, Employees, job security, Lagos State.
Abstract
The global widespread of Covid-19 disease has led to an unparalleled unemployment disaster cum employees’ market surprises and it is anticipated to bring in distinct systemic substitute and prolonged problems for global works. This study tries to investigate the impact of Covid-19 on job security and employees’ attrition of selected aviation companies in Lagos State. A cross-sectional design and simple random sampling technique were employed. A questionnaire was employed as the research instrument for the study with 269 respondents adjudged usable. Multiple regression and correlation analyses were employed to determine the hypotheses of the study. The hypotheses result showed that job security (r = 0.450, p < 0.05), employees’ attrition (r = 0.275, p < 0.05) and lay off and unemployment (F = 33.237; p =0.000) were significantly impacted by Covid-19. The study recommends that National governments and various bodies such as World Health Organizations (WHO) to introduce policies and guidelines that will cushion the impacts of Covid-19 on employees’ job security,’ attrition and lay off and unemployment in terms of taxes reductions, improved safety measures, contingencies approaches, reductions of levies on licenses, public awareness, relaxation of aviation laws in terms pilots renewal licenses, reduction of airline fuel price, reduction of parking lots of the aircrafts, supporting the airlines with funds and adequate incentives would curb employees attrition, job security and employment and would allow the aviation sector to rise again as in the past before the final solution to eradicate the pandemic. | http://academiainsight.com/index.php/riss/article/view/209 |
The economic recovery after the crisis ten years ago, as well as the massive migration of Romanian workers to Western European countries, have generated the largest labor shortage in recent history on the local market.
Employers are forced either to offer consistent wage packages – which include higher salaries and bonuses, but also flexibility and other benefits such as health insurance, private pensions or profit-sharing - or to look for workers outside the country.
Romania has a workforce deficit of one million people, and the Government is considering eliminating taxes to simplify access for foreign workers on the local market, finance minister Eugen Teodorovici recently said.
Employers in Romania are willing to consider 15% higher wages to attract talent, according to the Randstad HR Trends, Romania 2018 study. More than two-thirds (71%) of the companies plan to hire for permanent jobs, and most of the available positions are in sales, production and IT. Most companies (94%) complain about the candidates’ lack of qualification.
"A competitive wage package is considered the most important factor in attracting top talent by 74% of surveyed employers. It is closely followed by a good work-life balance and a high level of job security. A strong employer brand and a clear mission with a profound purpose are also considered to be important by over 35% of respondents. A non-competitive payroll is considered the main reason why companies fail to attract talent. This is followed by poor leadership and lack of opportunities for career development within the company", the report notes.
More foreigners for local labour market
Given the increasing shortage on the local market, employers are bringing more and more employees from abroad, especially from Asian countries, with a living standard below Romania. Local companies in sectors such as HoReCa, manufacturing, industry, agriculture, construction and services have hired foreign workers from non-EU countries in recent years, most of them coming from the Philippines, Nepal, Vietnam, India, Indonesia and Thailand, according to a Smartree analysis.
The reasons why Romanian employers used to this strategy are diverse and include the migration of certain social categories in Romania to more developed Western countries, falling birth rates in recent years, the changes that new technologies bring in different fields, and the inability of the education system to fit the needs of today's employers.
Under these circumstances, the Government approved, at the beginning of this month, a decision to double the number of permanent non-EU workers that can be hired in Romania this year from 4,000 to 8,000. The Government also increased the quota for foreigners sent to work for their parent companies’ local subsidiaries, from 1,200 to 5,200.
The decision comes to address the labor force shortage in some economic sectors. Over 31,000 available jobs have remained unoccupied this year and local companies have already hired the maximum number of foreign workers they were allowed to hire.
On the other hand, according to the Job Index, launched by the Olx ads site, being a driver is the most wanted occupation of the moment in Romania. Employers need almost a month to fill in a position.
The fastest jobs to fill are for housekeepers (where the average job vacancy is 12 days), cashiers - commercial workers (15 days), events and entertainment (16 days) and administrative staff - assistants (17 days). IT and Telecom jobs are the most difficult to fill, and the average closing time of an ad reaches 52 days.
How to find employees in Romania
Recruitment methods have changed radically in recent years, along with technological development. Specialized job sites are still the most used by both employers and those looking for work. Companies can advertise their open positions on our Careers page here, powered by SmartDreamers.
But given the tough competition in the labor market, it is even more important how companies introduce themselves to their future employees: their employer branding. Employers are in a continuous talent race, and marketing is one of the core components in recruiting because employees are attracted to the brand.
Companies are constantly looking for new things to attract talent: updating the Career section on the websites or their social media pages, taking part in job fairs, using recruitment technology (dedicated applications, interactive sites), upgrading their employment branding on local and international media.
Find out how to boost your employer branding to find foreign language speakers on Romania-Insider.com.
In addition to wage packages, flexibility, and good working conditions, today the young generation want to work for a brand, be part of a culture, and feel their workplace like as a second home. The employers who will meet these requirements will not only earn good employees but also long-term brand ambassadors. | https://www.romania-insider.com/find-employees-romania/ |
Looks like there’s a voice of sanity coming from the EU, suggesting that Spain adopt a single type of work contract, instead of the 40 different types of labor contracts that we now have.
The main problem with different categories of contracts is that makes it very difficult for employers (especially small ones) to have a flexible workforce. In addition, the various fixed timeframes and rigid rules encourage employers to anti-social behavior, such as firing teachers before every summer break and hiring them back in fall. In many cases, it’s not so bad for the employee either since they get the money from the government to cover for their employers bad behavior.
There’s three big ideas in the new labor contract idea:
1) Progressive increase in the size of the required severance pay. The two year limit on temporary contracts has meant that many companies either cycle through workers every two years, or use external contracting company that acts as the employer.
2) Make employer social security contributions dependent on how often the employees end up on the dole. The US already has this, and it encourages companies to provide a stable work environment and everyone wins.
3) If you want unemployment benefits, you need to be making some effort at finding a job. Right now the incentives for finding a new (non black market) job are severely skewed, since most jobs are simply not competitive to receiving 400 a month for doing nothing.
I’d love to see the government end with the obsession of making easier to fire people and instead think about ways to make it easier to hire them. | http://www.lostinsantcugat.com/2013/05/a-single-type-of-labor-contract.html |
We’ve all heard about the Great Resignation. COVID-19 changed the way people view integrating work and life including what they are willing to do to ensure more flexibility in the workplace. I am one hundred percent in agreement it was time for many employers to revisit their remote work policies, and probably should have done so long before the pandemic. I also don’t expect that everyone will go back to the traditional office when COVID is “all over.” My company has been remote since its inception 20+ years ago before we called it “remote work.”
As the owner of a business, human resources, and marketing firm, I have advocated for employees’ ability to work from home or from wherever they feel they can be productive. My business model requires me to have a high level of trust and confidence our employees will get their work done efficiently and effectively to keep our clients happy. I don’t have an option to bring them into the office if they are not productive. It is interesting to see other employers are now grappling with issues I had to address 20 years ago and continue to address.
“I’ve always believed trusting employees to do the work (without micromanaging) and encouraging them to be their best selves would benefit all parties.”
Recently, the proverb, “Don’t burn your bridges behind you” comes to mind when I think of the workplace challenges that may contribute to the surge in resignations. Employers and employees alike can burn bridges. The vast number of resignations we have seen may be attributed to employers who burned bridges with their employees. Poor work environments, rigid in-office work requirements, and dismissing employees’ requests for fair/equal pay, training, or promotions added fuel to the fire.
With that said, I know that companies all over the country, and globally, are having to make changes to their business models and work environment to meet the rising demands of the workforce. We must make changes to be relevant and survive this employee’s job market. We’ve increasingly seen employers across many industries shifting their business hours and/or services due to a lack of staff. Employers also find they need to offer considerably higher wages and incentives to entice employees. The competition for professional and entry-level workers alike has increased dramatically in the last 2 years. What previously was considered “entry-level” jobs in retail and fast food establishments now command an hourly wage of $15 – $20. A trend no one could have predicted just 5 years ago.
However, I am already hearing that the Great Resignation could turn into the Great Regret. The pendulum swings back and forth from an employer to an employee’s market with the changes in the economy. When companies have to pay higher wages, they may need to raise prices, the consumer pays more and inflation rises. When inflation rises employers start reconsidering how much they can afford to pay and/or how many employees they can bring on. The efforts to reduce costs may eventually lead to layoffs. Employees (consumers) start worrying about their jobs and start spending less money and so the hapless cycle continues.
Why am I giving a mini economics lesson? Because I want employees or prospective employees to be forewarned that the employee market won’t last forever.
Starting in the next 3 to 6 months, or possibly sooner, I predict that we will see a decline in hiring at various levels, as the signs are already pointing to changes in recruitment. My many years of experience in business and human resources tell me that hiring managers and recruiters have very long memories. They will remember the candidates who “ghosted” them for the interviews, they will remember the employee who didn’t show up, call, or write on their first day of work, and they will also remember the time and money they spent to hire and train the employee who then quit for a better opportunity with little to no notice. They will remember being “held for ransom” for higher pay when the employee hadn’t truly earned it, but the employer couldn’t afford to have them quit. Whether you think that is right or wrong doesn’t matter, they will.
So, for those candidates looking for jobs right now, for employees who are currently employed but looking for something better, I want to give you some tips:
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- Use traditional etiquette in the interview process. Respond to employers and if you aren’t going to show up for an interview, give them the courtesy to tell them. You don’t have to go into detail or give lengthy reasons why. Just tell them that you have decided that the opportunity wasn’t right for you. Preferably give them at least 24 hours’ notice.
- Don’t accept the offer, if you aren’t going to show up on the first day. Chances are you were qualified for the job and something caught your interest to go through the process and accept the position. You may need that job in the future.
- Don’t start working and training for a new job when you are still looking for the job of your dreams. The employer invests considerable time and training in you.
- Do have open and honest conversations with prospective employers about how you feel about the job or ask more questions to alleviate concerns.
- If you are going to quit, give notice. I know many employers will just ask you to leave, and that stinks. I don’t think that is right on the employer’s side, and they can get caught with unemployment claims if they have you leave before your official resignation date and your job falls through. If your employer likes the work you do, they will be disappointed you are leaving even with notice. If you leave without burning a bridge, you are more likely to get a good reference and be considered for an open position in the future. You may just need that goodwill in the future.
- Demanding higher pay without the experience or performance to back it up, puts your employer in a difficult position. I do believe that all employees should advocate for themselves and seek fair wages, but there are ways to go about it that will leave both parties satisfied with the result.
- Doing your homework and finding the market wages that are commensurate with your level of experience and your job description is a responsible thing for you to do. Also consider other perks such as flexible work hours, remote work options, and the ability to work independently. There are many factors that smaller companies rely on when attempting to compete in the job market. They are not able to compete in all aspects of total compensation, but they may offer more flexibility, which is what drew you there in the first place. Having an honest discussion with your supervisor about your wages is acceptable however, ultimatums will not bode well in your favor in the long run.
- Consider the reasons why you took the job in the first place. What was it that attracted you? What has changed? Ask yourself, “What is the real reason you want to leave?”
With the current conditions of the job market, it’s important to remember that nothing ever remains the same. Change is inevitable and a guarantee. If you are an employer, struggling to find qualified candidates or if you are an employee looking to capitalize on a new opportunity remember to remain professional and courteous.
If your small business needs help with a recruitment strategy, or updates to your employee handbook to include new policy changes, our team of Human Resource Consultants are here to help. Contact Us to learn how we can help your business or give us a call at (800) 317-1378 x14. | https://jbconsultingsystems.com/the-lasting-impact-of-burning-bridges/ |
Preparing Cambodia’s Workforce for a Digital Economy: KAS Report
The Cambodian office of Konrad-Adenauer-Stiftung has just released their latest report, providing insights on how our local workforce can better brace themselves for a digital economy, including how approximately 5.1 million jobs will be lost to disruptive labor market changes over the period of 2015 to 2020.
The report was based on research and a survey on 61 companies and more than a hundred participants from various tiers of leadership hierarchy in both private and public spheres.
Even as one of the fastest growing countries in the region, the Kingdom still has more to do to sustain its healthy growth in the long term, most crucially, diversifying and modernising its economy to open Cambodia’s doors to a digital future.
With a goal in sight, many obstacles still lay ahead before the government’s plan of transitioning Cambodia into a digital economy by 2030 becomes a reality. Relevant skill gaps need to be addressed, namely content skills, social skills, and technical skills.
Founders cite a lack of human resources with the right skills, limited digital infrastructure, lack of leadership, insufficient funding, lack of local suppliers of technologies and supportive policies as barriers preventing companies from taking advantage of digital trends.
On a fundamental level, there is still a lack of understanding of the digital economy among the workforce, with three-quarters of workers finding that they are unable to rely on their company to provide them with training to improve their skills. Within the workplace, the majority of companies use basic technology but very few expose their employees to newer technologies such as video calling, online storage and productivity tools.
Among businesses, a majority of firms believe that digital technologies will significantly transform their industries, however only 22% note preparing for a digital future is their priority, and even less have a strategy for doing so. An interesting point to note is the recurring concern among business owners that their staff will leave the company after receiving the training.
For company owners wondering where to start, the report has gathered the opinions of firms in understanding the ICT skills they believe will be relevant in future.
Recommendations
It is crucial for companies to begin regarding a digital future as part of their company’s vision, for starters, to have clear digital strategies based on skill demands, bearing in mind business operations, future investment, human resource planning and development. As part of this, an integral component would be upskilling employees with digital hard skills and soft skills.
In a rapidly expanding economy, more entrants and players would call for companies to stay competitive through research and development in relevant new technologies. Businesses can explore methods to increase productivity and upgrade products and services.
The local government is responsible for maintaining a healthy ecosystem by monitoring emerging labour market trends, developing programmes and safety nets to facilitate smooth growth and development in job quality.
The government can lend their support by investing more resources into the ICT sector, placing an emphasis on integrating ICT into the education system. Exposing Cambodians to digital-friendly learning will produce a steady stream of talent for employers in the fields of programming, analytics, robotics, and network security, where it is most needed.
The government is also advised to champion the spirit of innovation and entrepreneurship, removing barriers and providing incentives for small and medium business owners to start businesses in ICT, upskill their staff and invest in infrastructure.
For workers and workers-to-be looking to be part of a thriving digital economy, personal responsibility must be taken for lifelong learning and career development, with an understanding that graduates must be well-rounded for increased employability, with technological proficiency and cognitive skills.
To find out more, visit their website, or their Facebook page. | http://geeksincambodia.com/preparing-cambodias-workforce-for-a-digital-economy-kas-report/ |
10 of the Most Breathtaking Mayan Temples Still Standing
Some of the most magnificent Mayan ruins are located on the Yucatan Peninsula, which is home to Cancun, Playa del Carmen, and Tulum. Although there are hundreds of Mayan ruins scattered around Mexico, Belize, Honduras, and Guatemala, the Yucatan Peninsula is home to some of the most impressive.
Temples built by the Maya are often regarded as some of the most impressive buildings ever erected in Mesoamerica. The ruins of significant Mayan towns are home to a large number of these temples, many of which have been preserved to this day. The Mayan temples often had the form of a pyramid, and they were frequently capped with a shrine.
The Mayan High Temple as seen in this image. Temples are some of the most significant examples of the Mayan civilization’s architectural accomplishments. Temple Building in Mayan Civilization Temples built by the Maya were frequently situated in the heart of the city, in close proximity to the residences of the city’s nobles and kings.
There is a good chance that many tourists are familiar with the names of their big towns, such as Chichen Itza and Tulum. However, if you can believe it, there are dozens upon dozens of Mayan ruins dispersed all throughout the southern states of Mexico. These ruins can be found in places such as Campeche, Chiapas, Tabasco, and even Quintana Roo and Yucatan.
Mexico is the location of the Mayan civilisation’s oldest and biggest known structure, which was erected by the Mayan people. It is a massive elevated platform that is 1.4 kilometers in length and is given the name Aguada Fénix.
Archaeological Sites in the Maya Area Now that we’ve finished our lesson on the history of Mexico, it’s time to see some of the country’s many old Mayan ruins. There are a lot of them; Mexico alone is home to around 200 different Mayan archaeological sites. Over four thousand locations dispersed over the entirety of Central America.
The Great Pyramid of Cholula is the largest pyramid known to exist in the world today and the greatest archaeological site of a pyramid that can be found in Central America. It can be found in Cholula, which is in the state of Puebla in Mexico. El Tajin was an ancient city in Mesoamerica that was considered to be one of the most significant.
Pyramids. Pyramids built by the Maya that tower over the surrounding jungle and date back to the eighth century CE, such as the 65-meter high Temple IV at Tikal, are among the most iconic pictures to emerge from the ancient Americas.
More than two thousand years ago, the Maya constructed their very first temples. Their title for these stone pyramids was the same as their word for mountain, and the gigantic stepped temples occasionally reached heights of more than 60 meters (more than 200 feet).
The temple served as both a place of prayer and a residence for the priests who served the city. In addition, the temples typically had a central courtyard that served as a place for the priests to enjoy some peace and quiet. Pyramids were used solely for burial purposes and did not have any residents.
You are not permitted to walk inside or ascend the stairs at this time. In addition, there is a restaurant on the premises for your dining convenience.
The majority of people living in Mexico today have ancestry that is a mixture of European and Aztec. Because it was collected during the conquest of Aztec territory, a significant quantity of Aztec poetry has been preserved.
At the majority of the ancient Mayan monuments located in Yucatan and Quintana Roo, you’ll find pyramids and temples, but many of them are roped off so that visitors can’t climb them. This is done to protect visitors from getting hurt or causing damage to the structures. Nevertheless, there are three that you can climb. Coba, Uxmal, and a site near Izamal were visited.
Pyramids were constructed by several ancient civilizations, including the Olmec, Maya, Aztec, and Inca, in order to both house their gods and bury their monarchs. Temple-pyramids were the focal point of public life in many of their large city-states. These structures also served as the location for sacred ceremonies, including as the sacrifice of humans.
The pyramid of Khufu at Giza, Egypt, is the highest structure of its kind in the world. Erosion and vandalism have caused its height to be lowered to 137.5 m (451 ft 1 in) now from its original height of 146.7 m (481 ft 3 in) when it was finished around 4,500 years ago. It is also known as the Great Pyramid. In Greek, Khufu is also known by the name Cheops. | https://www.mundomayafoundation.org/mayan/where-are-the-mayan-temples.html |
Mesoamerican pyramids, pyramid-shaped structures, are an important part of ancient Mesoamerican architecture. These structures were usually step pyramids with temples on top – more akin to the ziggurats of Mesopotamia than to the pyramids of Ancient Egypt. The Mesoamerican region's largest pyramid by volume – indeed, the largest in the world by volume – is the Great Pyramid of Cholula, in the Mexican state of Puebla.
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The Aztecs, a people with a rich mythology and cultural heritage, dominated central Mexico in the 14th, 15th and 16th centuries. Their capital was Tenochtitlan on the shore of Lake Texcoco – the site of modern-day Mexico City. They were related to the preceding cultures in the basin of Mexico such as the culture of Teotihuacan whose building style they adopted and adapted.
The Maya are a people of southern Mexico and northern Central America (Guatemala, Belize, western Honduras, and El Salvador) with some 3,000 years of history. Archaeological evidence shows the Maya started to build ceremonial architecture approximately 3,000 years ago. The earliest monuments consisted of simple burial mounds, the precursors to the spectacular stepped pyramids from the Terminal Pre-classic period and beyond. These pyramids relied on intricate carved stone in order to create a stair-stepped design. Many of these structures featured a top platform upon which a smaller dedicatory building was constructed, associated with a particular Maya deity. Maya pyramid-like structures were also erected to serve as a place of interment for powerful rulers. Maya pyramidal structures occur in a great variety of forms and functions, bounded by regional and periodical differences.
The Tarascan state was a precolumbian culture located in the modern day Mexican state of Michoacán. The region is currently inhabited by the modern descendents of the P'urhépecha. Tarascan architecture is noted for "T"-shaped step pyramids known as yácatas.
The Teotihuacan civilization, which flourished from around 300 BCE to 500 CE, at its greatest extent included most of Mesoamerica. Teotihuacano culture collapsed around 550 and was followed by several large city-states such as Xochicalco (whose inhabitants were probably of Matlatzinca ethnicity), Cholula (whose inhabitants were probably Oto-Manguean), and later the ceremonial site of Tula (which has traditionally been claimed to have been built by Toltecs but which now is thought to have been founded by the Huastec culture).
The best known Classic Veracruz pyramid, the Pyramid of Niches in El Tajín, is smaller than those of their neighbours and successors but more intricate.
The Zapotecs were one of the earliest Mesoamerican cultures and held sway over the Valley of Oaxaca region from the early first millennium BCE to about the 14th century.
The following sites are from northern Mesoamerica, built by cultures whose ethnic affiliations are unknown:
This astronomical and ceremonial center was the product of the Chalchihuite culture. Its occupation and development had a period of approximately 800 years (ca. 200—1000). This zone is considered an important archaeological center because of the astonishing, accurate functions of the edifications. The ones that stand out the most are: The Moon Plaza, The Votive Pyramid, the Ladder of Gamio and The labyrinth. In The Labyrinth you can appreciate with precision and accuracy, the respective equinoxes and the seasons. | http://www.thefullwiki.org/Mesoamerican_pyramids |
It was the Pharaohs who established the ancient civilization that rose up in the northeastern side of the continent of Africa, specifically in Egypt, and focused around the banks of the Nile, and its beginning was in the year 3150 BC, and during the historical stages civilization included a series of stable and unstable kingdoms, and the ruler was called The name of Pharaoh, and civilization has left many traces that still exist today.
Pharaonic Egyptian antiquities
The tomb of Tutankhamun
It is called the Cemetery 62, according to its scientific coding, and it is a cemetery belonging to the Pharaoh Tutankhamun, and the cemetery is located in the Valley of the Kings located in Egypt, specifically on the west bank of the Nile River and meets the city of Luxor, and the cemetery contained many treasures and wealth, and reaches It is 30.79 meters long, and the tomb was discovered by Howard Carter in 1922.
Giza Pyramids
It is located in Giza Governorate, specifically on the Giza Plateau, on the western bank of the Nile River, and was built before twenty-five centuries BC, and the pyramids are royal tombs, each bearing the name of the king who built it and who was buried in it, as it contains three pyramids are: the pyramid of Menkaure The pyramid of Khufu and the pyramid of Khafre.
Karnak Temple
It is considered one of the largest temples that were built on the ground, and it is called the court of the first temple, which is a number of temples located on the western side of the city of Thebes, and built of mud bricks, and the temple is three kilometers away from Luxor
Narmer painting
It is known as Narmer and Mina, and Narmer is the first king of the first Pharaonic family, and the painting is one of the first historical paintings, and was found by Kuebel in Heraconopolis, British world, in an area near Edfu, which is made of green Chest stone, and was drawn during the era of Pharaoh Narmer, who unified the two Egyptian faces .
Other Egyptian pharaonic monuments
- The Luxor Temple, located on the east bank of the Nile in the city of Luxor, was built in 1400 BC during the days of the eighteenth and nineteenth dynasties.
- The statue of Queen Nefertiti, the wife of the pharaoh Akhenaten, who was distinguished as the most famous woman in the world, was found in the year 1912 AD.
- Tell el-Amarna, located in the governorate of Minya, specifically in the middle of Upper Egypt, which is the capital constructed by King Akhenaten.
- Abu Simbel Temple.
- The city of Ain Shams, known as the city of On, whose people worshiped the sun god, and the most famous of which is the obelisk of King Senusert.
- Obelisk, a thin column or four-sided tower with a pointed tip at the end, and was intended to be used for engraving and writing.
- Statue of Isis and Horus. | https://en.arabtravelers.com/pharaonic-egyptian-antiquities/ |
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The Manial Palace and estate are a public art and history Museum, with historic gardens, and forested nature park. It was built by Prince Mohammed Ali Tewfik 1955, Its interiors and architecture are a fascinating merging of Ottoman, Moorish, Persian and European rococo styles, while the gardens are planted with rare tropical plants collected by the prince.
It’s considered one of the close architectural structures in the civilization of Egypt, to measure water levels in the Nile River, The Nilometer, is located at the southern end of Al-Rawda Island, in Cairo. The archaeological side of the Nilometer, on the north and east side, are ancient writings in Kufic script, on the southern and western side, reliefs dating back to the days of Ahmad bin Tulun in the year 259 AH.
Morning, our tour guide and private A/C minibus will pick you up from your hotel, to visit Manial Palace Museum which built by the uncle of King Farouk, Prince Mohammed Ali, in the early 20th century, then we’ll visit the Nilometer to the island of Roda which made that possible to measure the flood of the Nile.
NB: The itinerary may change in sequence according to local requirements but all visits will be done. Marvelous Egypt Travel is not liable for these changes.
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Visit Giza and Sakkara pyramids and Memphis city With The three pyramids of Giza, your mind will full of many questions, the pyramid is one of the most mysteries facing humanity since the beginning of civilization, the height of the […]
Discovery of the Giza plateau and the famous pyramids: Cheops (the largest built circa 2650 BC. JC.), one of the 7 wonders of the ancient world and the only one that has stood the test of time. It was for over 40 centuries the highest monument erected by the man.
After pickup from your hotel or the bus or train station on day 1, drive in a comfortable air-conditioned vehicle to the prodigious East Bank of Luxor with an Egyptologist tour guide. Upon arrival, witness the sprawling Karnak Temple Complex, a UNESCO World Heritage Site.
Visit Dahshur pyramid with red and Bent pyramid. It consists of five pyramids, including those of the pharaohs Sesostris III (1887 – 1850 BC), Amenemhat II (1936 – 1904 BC) and Amenemhat III (1850 – 1800 BC). These three pharaohs belonging tothe XIIth dynasty.
Marvelous Egypt Travel was founded in 2009 as a full-service travel agency that specializes in leisure travel and provides recreational and business travellers with professional services . | https://egyptpackage.com/tour/day-tour-to-manial-palace-museum-and-nilometer/ |
There is currently no accurate measurement of dietary intake. All current methodologies of assessing food intake have high inaccuracy rates. Yet accurate assessment of nutritional intake is a prerequisite to define the nutritional status, nutritional needs of a population and to monitor the effectiveness of public health interventions to maintain nutritional health. To this end, it is necessary to develop tools that facilitate accurate assessment of nutritional intake in populations without affecting their normal routines. Existing dietary methods are labor-intensive, expensive, and do not report nutritional intake accurately or social hierarchy of food intake. This has been a major weakness in nutritional science and a major problem for planning health policy.
Efforts have been made to ease the collection of information, online questionnaires, have been proposed for user to record the food intake immediately rather than retrospectively. However, recent studies have found that there is a significant discrepancy between the reported food intake compare to actual consumption. Instead of relying on user inputs, new wearable sensing technologies have been proposed to enable pervasive detection of eating episodes and automatic generation of dietary diary. However, relying solely on sensor signals, the proposed technologies can only extract very limited information on food consumed. To quantify details of diet, many computer vision approaches have been proposed recently using smartphone cameras to capture, recognize and quantify food. Although the computer vision approach can enable automatic food recognition, these methods rely on user input and this still leaves the subjectivity of food intake reporting. In addition, such approaches are not applicable in resource-poor Low and Middle Income Countries (LMIC) settings, where reliable access to power and internet are often not available, and people often lack the literacy skills to provide accurate reports.
To enable accurate measurement of individual food and nutrient intake in low and middle income countries, this project aims to develop a passive capturing system for dietary assessments for both adults and children living in Low or Middle Income Countries (LMICs) . The system mainly consists of wearable vision sensors, fixed cameras, and a cloud storage server. The goal of the project is to provide a low-cost and robust system for accurate measurement of individuals’ dietary intake.
The project is made possible through a grant from the Bill & Melinda Gates Foundation (Opportunity ID: OPP1171395). | http://dietaryintake.org/ |
Demonstrate the ability to prepare nutritious meals.
Definition
Demonstration should include
- using safety and sanitation practices
- preparing foods according to standard recipes using food preparation methods that preserve nutritional values
- preparing foods to meet dietary needs and manage chronic disease following a work plan
- using proper equipment
- implementing food preparation methods and procedures.
Process/Skill Questions
Thinking
- Why is it important to know how to prepare nutritious meals for yourself and your family?
- Which food preparation methods should you use to prepare nutrient-dense foods?
- What are the consequences of preparing meals that fail to preserve nutrients?
- What are common dietary restrictions? What can you do to avoid dietary conflicts during food preparation?
- How are decisions on food preparations made?
Communication
- What communication skills are necessary to follow recipes for food preparation?
- How could you delegate tasks from your meal work plan during food preparation?
- Which ways do you best communicate your expectations of safely storing and preparing foods?
- How can technology enhance preparation and storage of nutritious foods?
- Why is it important to read the recipe? Where can you find nutritious recipes? Is every recipe on the internet tested and reliable?
- Why is it important for a family to communicate their individual schedules before meal planning?
Leadership
- How do your safety and sanitation procedures reflect upon your leadership qualities?
- Which leadership skills can be most effective in preparing nutritious meals?
- How do you respond when equipment is not properly working or is not being used correctly?
- Why should the older generation teach family recipes to the younger generation?
- How can every family member have a part in preparing nutritious meals?
Management
- What information do you need to store nutritious foods?
- How do you evaluate the success of the food preparation?
- What management skills are most important to utilize during food preparation?
- What can you do if you are unsure of a recipe?
- How can resources be salvaged if mistakes are made during food preparation?
Other Related Standards
FCCLA National Programs
Families First: Balancing Family and Career
Families First: Families Today
Families First: Meet the Challenge
Power of One: A Better You
Student Body: The Healthy You
FCCLA: STAR Events (2019)
Event Management
National Programs in Action
Nutrition and Wellness
Professional Presentation
National Standards for Family and Consumer Sciences Education
2.1.3
Analyze decisions about providing safe and nutritious food for individuals and families. | http://cteresource.org/verso/courses/8219/independent-living-tasklist/1376878690 |
Dietetics has nutritional science as its core. It is an interdisciplinary and applied subject that is concerned with the application of nutritional science for treatment of disease and the promotion of health for individuals and groups. It is concerned primarily with ensuring that individuals have the appropriate nutrients from the food they eat. Dietetics requires the integration of a broad range of natural and social sciences so that practitioners can educate and empower individuals and groups to improve food intake to the benefit of health.
Dietetics is concerned with the nutrition of the individuals both in health and disease at a primary level and extends through to tertiary care in acute specific medical condition. Therefore, dietetics is essentially the manipulation of diet to improve health. This requires reflective practice, systematic clinical reasoning and a problem-solving approach as well as an understanding of individual circumstances, including age, gender, socio-economic status, disease state, food habits and lifestyle, to assess nutritional status and formulate appropriate dietary advice.
i. Describe, interpret, and apply knowledge of food, nutrition, clinical and social sciences, and foodservice.
ii. Perform and evaluate the nutritional care process at individual, group, community and population levels by utilizing relevant techniques.
iii. Demonstrate responsibilities towards the community, and manage clients in caring, emphatic, and culturally-sensitive manner..
iv. Demonstrate responsibilities towards the community, and manage clients in caring, emphatic, and culturally-sensitive manner.
v. Communicate effectively with clients, their caregivers, peers healthcare professionals & stakeholders; and demonstrate leadership, interpersonal & team skills.
vi. Identify problems and solutions based on critical & lateral thinking and also apply evidence-based practice; perform research activities related to nutritional sciences and present information & findings coherently.
vii. Utilize ICT and information management system to enhance dietetic practice and apply skills of life-long learning in career development.
viii. Apply knowledge and skills related to food management; and possess business and entrepreneurial skills.
ix. Integrate Islamic revealed knowledge and values in nutritional sciences and related educational activities.
Clinical Dietitians - work in hospitals, nursing homes, or other health care facilities.
Administrative Dietitians - work in foodservice facilities that provide food to large organizations such as school/university cafeterias, hospitals.
Community Dietitians - work within the general public in community settings by assessing and promoting healthy eating.
Research Dietitians - work on various research projects to enhance patient care, create new, healthy foods, and improve the cost-effectiveness of the foodservice industry. Research dietitians can also find employment at the university level in teaching positions.
Sports Dietitians- help athletes make healthier food choices by providing nutrition information based on scientific principles. Sports dietitians work with individual athletes or entire sports teams to teach them about healthy eating.
In order to obtain the Bachelor of Dietetics (Honours) from IIUM, a student must successfully complete 139/141 Credit Hours (CH) of course work consisting of the university, Kulliyyah and department requirements, as shown in Attachment A.
Interested in Bachelor of Dietetics (Honours) ? | http://a.iium.edu.my/programme/show/bachelor-of-dietetics-honours |
Enthusiastic clinical dietitian/nutritionist with 6+ years of progressive experience, offering nutrition care, support and encouragement to chronically ill patients. Highly motivated nutrition/clinical dietitian with advanced knowledge of human nutrition and dietetics, with a goal-oriented approach while achieving tangible results. Possess the skills and expertise in creating individualized dietary care plans based on nutritional needs, dietary restrictions and health factors. Highly adept at care planning, nutrition assessments, focused nutritional consultations, tube feeding adjustments and kitchen inspections. Ability to be an effective team leader while working as a part of a team collaborating with all disciplines to develop the best plan of care for every patient. Passionate about disseminating nutrition awareness among patients, family and care takers. Competent communicator with ability to lead large group sessions, while still giving individualized attention.
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© 2021, Bold Limited. All rights reserved. | https://www.livecareer.com/resume-search/r/senior-dietitian-6011ae3aeeca450597e0b9814da09dc2 |
Continuing Education Requirements for MI PEs
The Licensing and Regulatory Affairs (LARA) Bureau of Professional Licensing regulates the practice of engineering and establishes continuing education standards in Michigan. Michigan professional engineers must earn 30 professional development hours every two years. Ethics courses are accepted but not required. Michigan does not pre-approve course providers or courses. License renewal is October 31st of odd numbered years.
Listed below are the Michigan professional engineer (PE) license renewal requirements.
|No of PDH hours required||30 PDH|
|Renewal period||October 31st odd years|
|Provider approval||The Board does not pre-approve course providers|
|Course content approval||Courses must have a clear purpose and objective which will maintain, improve or expand skills and knowledge obtained prior to initial licensure or to develop new and relevant skills and knowledge.|
|Maximum PDH hours to carry over||None|
|Online courses||No limit on online courses.|
|State Board Website||https://www.michigan.gov/lara/|
We prepared a detailed summary and review of the Michigan continuing education requirements (read the article).
Detailed Review of Engineering Continuing Education Requirements for Michigan
As a Michigan engineer getting ready to renew your license, you might be wondering: what are the continuing education requirements?
When it comes to the continuing education requirements for Michigan engineers, you must complete 30 personal development hours (PDH) every 2 years. If you are a newly licensed professional engineer, you are required to complete 15 PDH credits during your first renewal cycle. You are not allowed to carry any continuing education hours forward into the next renewal cycle.
Licenses are renewed on October 31st of odd-numbered years. The courses you take to fulfill your PDH credit requirements have to be in areas that are relevant to your field of engineering. You are expected to earn the required PDH credits regardless if you are actively working in engineering or not—no one is exempt.
Engineering PDH Credits
In the State of Michigan, the engineering profession is regulated by the Michigan Department of Licensing and Regulatory Affairs (LARA).
You are expected to earn 30 PDH credits during the 2-year period and the license renewal must be done online. LARA does not need to pre-approve the providers who offer continuing education courses, and they don’t require any particular courses. The only thing that is required is that the continuing education hours you obtain must be in topics or activities that are relevant to the engineering profession.
To complete your continuing education requirements for Michigan engineers and renew your license, you don’t need to send proof of your completed courses to the LARA Board. However, it’s advised that you keep your attendance logs and certificates of completion that prove you fulfilled the requirements for 4 years. The Board randomly does audits, and this will ensure that you can prove that you met the requirements.
License Renewal Dates for Michigan PEs
Every professional engineering license must be renewed every 2 years by October 31st of odd-number years. You achieve this process by going online and paying the $80 renewal fee. The payment methods that are accepted include e-checks or credit and debit cards, as long as they have the MasterCard, Visa, or Discover logo.
Engineering Ethics and Professional Conduct
The Board doesn’t require that you take any continuing education courses in professional conduct, ethics, or state laws and rules. However, when it comes to continuing education requirements for Michigan engineers, the Board expects that the courses you take will be relevant to the engineering profession and will improve, maintain, and expand your skills and knowledge in your field of practice. They also expect that these courses will give you what is necessary to better serve and protect the safety and needs of the public.
If you are looking for an online provider that offers courses that meet the Michigan Board’s requirements, PDH-Pro may have what you need to fulfill your PDH credits.
Record Keeping Requirements for Michigan Engineers
You are expected to keep a record of the 30 PDH credits you earn during the 2-year renewal period. Having the following information is necessary:
- Proof of payment, if applicable
- Attendance log
- Certificates of completion
- Courses taken
- Number of PDH credits earned
- Name of course presenter
- Name of course provider
Remember, this information needs to be kept for a minimum of 4 years in case you are randomly chosen by the Board for an audit.
Continuing Education Activities Accepted by the Michigan Board
You have the ability to get all 30 PDH credits from online courses. You can also earn continuing education credits by attending live webinars or participating in self-study courses. It is up to you to determine if the course/activity will be accepted by the Board. Some of the courses and activities that are accepted include the following:
- College and distance learning courses
- Presenting or attending workshops, seminars, or in-house courses
- Making professional or technical presentations at conferences, conventions, or meetings
- Presenting, instructing, or teaching accepted courses or activities
- Publishing papers, books, or peer-reviewed articles in your field of engineering
- Serving as a state professional engineers board member
- Attending state professional engineers board meetings
- Participating in training or seminars sponsored by your company that are designed to enhance your skills and knowledge in your engineering field
- Being a mentor to an engineering student through a school-sponsored program
- Earning a patent for an engineering-related invention
Pre-Approval of Continuing Education Activities
The LARA Board does not approve providers or courses when it comes to continuing education requirements for Michigan engineers. It is up to you to determine if the courses or activities you participate in meet the requirements set forth by the Board.
Sources of Free Continuing Education Courses
If you are looking for free courses to fulfill your continuing education requirements, there are several online resources you can visit. PDH-Pro has a list of continuing education courses available to Michigan engineers. If you are a member of ASME, ASCE, AIA, or NSPE, they may also offer free courses as a benefit.
Michigan Engineering Licensing
To become a professional engineer in Michigan, you have to complete a four-step process. These steps include the following:
Step 1: Earn a bachelor’s or master’s degree in engineering from a school that is accredited by the Accreditation Board of Engineering and Technology (ABET), the Canadian Engineering Accreditation Board (CEAB), or the Engineering Accreditation Commission (EAC).
Step 2: Work under an experienced engineer for 4 or more years and be able to verify their experience.
Step 3: Earn a passing grade on the Fundamentals of Engineering and the Principles and Practices of Engineering exams that are administered by the National Council of Examiners for Engineering and Surveying.
Step 4: Have a good moral character.
Engineering Discipline Restrictions
The Board does not restrict you from taking certain courses based on your engineering field. However, the courses must improve, maintain, or expand your skills and knowledge and be relevant to your area of practice.
Continuing Education for Michigan Professional Engineers
The reason that the LARA Board requires all professional engineers to meet the continuing education requirements for Michigan engineers is so that they can protect the needs and safety of the public. By earning 30 PDH credits every 2 years to renew your license, you are fulfilling the goals and standards set forth by the Board. | https://pdh-pro.com/michigan-requirements/ |
Interested in specializing in a particular research field or in learning new skills? Sign up for a continuing education class, an intensive course or a summer school program at INRS.
These programs are designed for students at INRS or other Québec universities as well as people in the workforce who want to further their education. Bioinformatics, live imaging, climate science, geoscience, Indigenous realities, survival skills for scientists—what do you want to excel in?
Bioinformatics
Offered at the Armand-Frappier Santé Biotechnologie Research Centre in Laval, IAF6060 (3 credits) is a course designed to familiarize students with bioinformatics through theoretical learning and hands-on activities that include targeted problem solving. It provides an introduction to various molecular biology techniques (high-throughput sequencing, microbiome analysis, transcriptomics), the Linux operating system, and the Perl programming language.
IAF6070 (12 credits) is a course for those who have already passed IAF6060 or have prior knowledge of bioinformatics. It allows you to expand your knowledge as you complete a supervised research project that includes a variety of experiments and bioinformatic analyses.
Space is limited. A bachelor’s degree (or the equivalent of BAC+3 in the French system) and basic knowledge of IT and/or biology are required. Registration for IAF6060 closes in early August. Registration for IAF6070 is ongoing.
Information
Frédéric Veyrier, professor
Email: [email protected]
Jonathan Perreault, professor
Email: [email protected]
Water Sciences
Students enrolled in the master’s degree in water sciences complete, in the fall term of their first year of training, a practical initiation course in the essential elements of hydrology and limnology. This one-week intensive training takes place at the research station of the Centre interuniversitaire de recherche sur le saumon atlantique (CIRSA).
Information
Normand Bergeron, professor
Email: [email protected]
André St-Hilaire, professor
Email: [email protected]
Geosciences
More and more professional associations require their members to take a certain number of continuing education hours every year. The Eau Terre Environnement Research Centre in Québec City offers continuing education to maintain, refresh, improve, and develop your geoscience skills. Some intensive courses are recognized by Ordre des ingénieurs du Québec (OIQ) and Ordre des géologues du Québec (OGQ).
Students from INRS and other universities qualify for discounted tuition. These intensive courses combine theory and hands-on activities. They are specialized but are suitable for non-experts.
Information
Bernard Giroux, professor
Email: [email protected]
Subsurface Characterization Techniques
This course Subsurface Characterization Techniques (GEO1502) is taught jointly by professors at INRS and Université Laval. It covers a variety of applied field techniques used in areas such as oil exploration, CO2 storage, geothermal energy, and groundwater resource management.
Held every other fall, this intensive for-credit course (GEO 1502 – 3 credits) is offered to students in INRS and Université Laval earth sciences programs and to independent students from other institutions. Space is limited to 15 students, with the next class scheduled to start in fall 2020.
- Dates: September 1–9 (field classes) and September 25 (exam)
- Locations: Québec City and the surrounding area, including a trip to Charlevoix and a stay near Tadoussac (INRS Camp CIRSA)
- Lead professor: Jasmin Raymond (INRS)
- Instructors: Geneviève Bordeleau , Bernard Giroux, René Lefebvre, Richard Martel, Louis-César Pasquier, Marc Richer-Laflèche, Renaud Soucy La Roche (INRS), and Christian Dupuis, Jean-Michel Lemieux, John Molson (UL)
Information
Jasmin Raymond, professor
Email: [email protected]
Live Imaging
Two live imaging courses are offered at the INRS Armand-Frappier Santé Biotechnologie Research Centre. IAF6080 (3 credits) teaches students about various imaging technologies (from animal to cell to protein imaging). It includes training on electronic and fluorescence microscopy and flow cytometry.
Students who have completed IAF6080 or have already been trained in live imaging can enroll in IAF6090 (12 credits). In this course you’ll expand your knowledge as you complete a supervised research project that includes a variety of experiments and image analysis.
Live imaging courses teach students how to manage an electronic microscopy platform according to Good Laboratory Practice (GLP) standards. Space is limited. A bachelor’s degree (or the equivalent of BAC+3 in the French system) and basic knowledge of biology and electronic microscopy are required.
Information
Frédéric Veyrier, professor
Email: [email protected]
Indigenous Realities
Nomadic University offers a week-long intensive course for students, researchers, community stakeholders, decision makers, and members of civil society who want to learn more about Indigenous issues and challenges. Program locations vary from year to year and include Canada, Mexico, and France.
Master’s and PhD students from Québec universities who want to earn credit for these Réseau DIALOG courses can register for INRS course PRA8120 (link) as regular students or as independent students through BCI (Bureau de coopération interuniversitaire).
Information
Learn more about Réseau DIALOG
Email: [email protected]
Climate Science
This summer school is for master’s and PhD students who are researching climate change issues. Offered in late spring, the three-credit course covers the basics of climatology and meteorology. It is organized by INRS professor Alain Mailhot.
Information
Learn more about Climate Science Summer School
Email: [email protected]
Survival Skills for Scientists
This two-day course teaches skills that are essential for a successful career in science and engineering research. You’ll have an opportunity to attend lectures and conferences presented by leading scientists, engineers, and business leaders on a wide range of topics.
The Survival Skills for Scientists Summer School is inspired by the book of the same name coauthored by Federico Rosei and the late Tudor Johnston, professor and professor emeritus at INRS.
Registration is open to students from INRS, Concordia University, and McGill University, with each school hosting the program in turn. The most recent summer school was held at Concordia. | https://inrs.ca/en/studies/graduate-programs/continuing-education-and-intensive-programs/ |
The mission of the Yale School of Medicine’s Center for Continuing Medical Education is to advocate and support the continuing professional development of health care professionals. Through its Center for Continuing Medical Education, the School of Medicine offers a full range of evidence-based educational programs that enhance the practitioner’s knowledge base, provide updates and review, and expand professional skills.
Yale School of Medicine is accredited with commendation by the Accreditation Council for Continuing Medical Education as a provider of continuing medical education (CME). Under the auspices of Yale Medicine, the educational programs sponsored by Yale CME include primary care, specialty, and subspecialty topics in the field of medicine. The scope of these activities involves the body of knowledge and skills generally recognized and accepted by the profession as within the basic medical sciences, the discipline of clinical medicine, and the provision of health care to the public.
Yale CME provides content and material tailored to complement the participant’s needs and schedule through the following educational activities: conferences and workshops; enduring materials; and distance education by personal computer and other innovative formats. The offerings are intended to enhance physician and other health professionals’ professional development and influence their behavior for the purpose of improving health outcomes and patient care.
Courses offered include (a) review courses and symposia designed to present advances in the diagnosis and management of selected disorders of general interest; (b) courses of interest to physicians in a particular specialty; and (c) courses dealing with matters of public health and its administration, developed by the faculty of the Department of Epidemiology and Public Health.
Most regularly scheduled Yale educational conferences (Grand Rounds) are also open to all physicians for CME credit. Also available for physicians and certain other health care workers is the Online Learning Program, live conference webcasts, Connecticut Mandated Courses, and The Diabetes Newsletter.
The Yale CME website contains the most timely and detailed listing of all these events; see http://cme.yale.edu. Inquiries should be addressed to the Center for Continuing Medical Education, SHM CE-3, PO Box 208052, New Haven CT 06520-8052; telephone, 203.785.4578; e-mail, [email protected]. | https://bulletin.yale.edu/bulletins/med/continuing-medical-education |
Roslyn McQueen, PhD, CCRC, ASCLS President
The education pillar in our strategic map is supported by strategies to expand continuing education, as well as promote professional development and ethical standards.
As I write this article, June is right around the corner. How quickly time flies! At this time of year, most of our constituent societies have recently held their annual spring meetings. Educational excellence is a defining standard by which this organization is governed. The ASCLS Bylaws state that each constituent society is required to hold an annual scientific meeting. These educational meetings characterize one of the most important purposes of the Society, which is to provide continuing education. As a former ASCLS Bylaws Committee chair and current ASCLS president, I frequently review and consult our governing documents.
The “Purpose of ASCLS” provides the direction for our programs, advocacy, education, and leadership endeavors. I am drawn to several key words in our purpose, such as promote standards, enhance professional standards, educational programs, advocacy, and ethical standards.
ASCLS Bylaws Article II: Purpose Statement
The purposes for which the Society is formed are:
- To promote standards in clinical laboratory methods and research, and in affiliated fields;
- To enhance the professional status and image of its members;
- To create mutual understanding and cooperation among the Society and its members and all others who are engaged in the interests of individual and public health;
- To be responsible for providing educational programs in the clinical laboratory and related sciences and defining standards of competence at all levels;
- To be responsible for determining entry level requirements and providing for appropriate credentialing;
- To represent the interests of the clinical laboratory and affiliated professions and the members of the Society in all government and other forums that affect those interests;
- To establish and promote ethical standards for the professions represented; and
- To provide aid and benefit to all members of said professions.
Our bylaws mandate that we provide educational programs in the clinical laboratory and related sciences and define standards of competence at all levels. Therefore, this column will highlight the “Education” target identified in my Sustainable Excellence program.
ASCEND
E = Educational Excellence
If we were to survey the membership about the one function that makes ASCLS excel as an organization, it would be our focus on education. Our Strategic Map features “Education” as a prominent pillar to enhance our profession. We provide continuing education opportunities on the national and state levels, as well as promote the professional development of our membership. Education … we do this well. “ASCLS facilitates a culture of lifelong learning along a continuum of education that supports career advancement.”
Educational excellence is our mantra, our mandate, our mission. I recently visited the Education-Meetings menu on our website to review the various educational opportunities available to our membership.
Continuing Education for Medical Laboratory Professionals
As medical laboratory scientists, we must continually avail ourselves of continuing education to keep abreast of the advances in medical laboratory science. There are several venues that offer opportunities to obtain continuing education, besides what is provided by employers. ASCLS offers P.A.C.E.®-approved continuing education courses from a variety of providers. About 100 online courses are available through the ASCLS website.
Professional Acknowledgment for Continuing Education
Documentation of our continuing education is essential. Frequently, continuing education is required by federal regulations, state licensure, certification agencies, and employers. ASCLS provides Professional Acknowledgment for Continuing Education (P.A.C.E.®), an “administrative system that serves as the quality assurance mechanism for continuing education programs offered to clinical laboratory professionals.” Andrea Hickey is the ASCLS director of membership and P.A.C.E.® “Educational programs may be in a number of different formats—from large, multiple-day annual meetings to self-instructional material on CDs, journal articles, or websites.” ASCLS uses CE Organizer for participants to document their continuing education credit contact hours.
Additional educational opportunities include:
- Clinical Lab Investigations
- Case Studies for the Laboratory Professional
- Microbiology Grand Rounds
- Society News Now
- ASCLS Connect Community
There’s Nothing Like Face-to-Face Meetings
National and constituent society meetings provide the one-on-one opportunities for members to receive education updates and network with colleagues. I am a proponent of face-to-face meetings. I recognize that online programs are beneficial but attending meetings has always been my preference.
I encourage you to step out of your comfort zone and make plans to attend an ASCLS conference this year. As previously stated, constituent societies and some regions sponsor annual meetings, usually in the spring, but some in late fall. On the national level, ASCLS offers three major face-to-face conferences each year—Clinical Laboratory Educators Conference (CLEC) usually held in February; the Legislative Symposium held in Washington, D.C., in March; and the Annual Meeting, now held at the end of June.
Educational conferences offer continuing education with the added value of being able to see the speaker in person, to ask your questions, and to hear the questions and answers of other participants. The conference format also provides opportunities for networking with colleagues from across the nation. Many refer to these national meetings as “Family Reunions.” Each year we anticipate reuniting with colleagues with whom we speak the same language, i.e. microbiology, hematology, or immunology. These national or state meetings allow us to take advantage of vendor and social activities in addition to the continuing education. A conference can be the highlight of your work year if you make the most of it.
Clinical Laboratory Educators Conference (CLEC)
I had the opportunity to attend CLEC for the first time this year. It was a fantastic meeting. CLEC continues to be the premier educational conference for laboratory educators. Hundreds of educators gather annually, even during snow storms, for this program. This year’s CLEC was held February 21-23 in Baltimore. In spite of inclement weather, there were over 500 people in attendance. CLEC provides an opportunity to learn new skills and better understand the issues that educators face on a daily basis. All attendees appeared upbeat, engaged, and committed to the educational profession.
Similar in format to the ASCLS Annual Meeting, concurrent sessions presented subject matter experts in the area of education, certification, and accreditation. Updates by ASCP Board of Governors and NAACLS provided perspectives for ensuring that we have a competent stream of professionals entering the profession. I left the conference feeling recharged, motivated, and inspired.
Similarly, I look forward to attending the new ASCLS-AGT Joint Annual Meeting in June.
ASCLS Professional Meetings
In Susie Zanto’s President’s Column she provided 10 reasons to attend an ASCLS professional conference. I feel that it is important to repeat and present it again because it embraces my personal commitment to attending professional meetings.
Top 10 reasons to attend the ASCLS professional conference:
- You get to meet and interact with experts in the field face-to-face and develop a relationship. This is not something that can be done with online CE opportunities.
- Being around like-minded people is inspiring and refreshing, and you can meet new people and expand your network by forging partnerships with colleagues to address key common issues or concerns.
- One-stop shopping. Get up to date with the latest technologies and practices in several disciplines all at once.
- Interact with multiple vendors in one venue, ask questions, compare products, and get advice from fellow CLSs in attendance.
- Advance your career. Employers like to see that you are committed to your job, and attending conferences is one way you can show your employer that you are a lifelong learner.
- Find answers to difficult and challenging questions that you have been struggling with in your workplace.
- Rest and relax. Get away from the common grind of your daily routine at work, home, and in your community. Enjoy some “me time,” slow down, stop, and relax.
- Your mind may be opened to new opportunities, new theories, and new ideas.
- Advance the profession—to remain a respected profession, clinical lab scientists will need to demonstrate their commitment to the profession through career advancement and additional training. Attending in-person conferences is one way for you to demonstrate your commitment to the profession.
- Support ASCLS, which sponsors the conference. Income from the conference is one of the ways ASCLS supports the activities that occur on the state, regional, and national levels.
Finally, your attendance and support make ASCLS stronger. Education is crucial to our performance in the laboratory, but it is more than knowledge. By attending professional conferences and meetings, it will produce lifelong friendships and professional opportunities.
We look forward to every one of you planning to attend our national meeting, June 23-27, 2019, in Charlotte, North Carolina. Become a part of ASCLS history, and join us for the ASCLS-AGT 2019 Joint Annual Meeting. Join the ASCLS Family.
Roslyn McQueen is a research doctor at Hurley Medical Center in Flint, Michigan. | https://ascls.org/educational-excellence/ |
You know the health care field changes rapidly. That’s why it’s so important that you have the current, evidence-based education you need to enhance your knowledge and improve your practice skills so you may provide the best possible care to your patients.
From live, AANP-developed activities to online video presentations and articles, there are hundreds of continuing education (CE) opportunities available to help you stay on top of your field and shape your practice.
Developed by subject matter experts, AANP’s comprehensive CE program provides exemplary educational experiences for nurse practitioners (NPs) and NP students.
AANP conferences provide essential opportunities for professional growth and practice.
In addition to receiving a free online subscription to JAANP with your AANP membership, each issue includes AANP-accredited CE! As a member, you are entitled to a 50% discount on the featured monthly CE activity published in the journal.
From respected scholarly journals to a daily newsletter, AANP publications ensure you are up to date with new developments in health and health care.
AANP makes it easy for you to find the CE you need. | https://www.aanp.org/education/ce-opportunities |
What does an economist do?
Economists study how resources are distributed throughout society to produce goods and services. They conduct research, gather and examine data, watch economic trends, and create predictions. They research many different issues such as interest rates, employment levels, inflation, energy costs, exchange rates, taxes, business cycles, and economic conditions of the country. They also create methods for gathering their needed data such as sampling techniques and mathematical modeling methods. Economists create reports such as charts and tables based on their research results and present them to their managers and other professionals.
Many economists specialize in a specific economic area such as microeconomics, macroeconomics, industrial economics, financial economics, international economics, and labor economics. Economists apply economics to many areas such as agriculture, education, health, history, law, energy, the environment, and other issues. Most economists focus on the useful applications of economic policies.
What kind of training does an economist need?
Economists need at least a bachelor degree, but many positions require a master or doctorate degree in economics. Economists must complete courses in economics, accounting, statistics, and calculus. Aspiring economists can choose to specialize in many different concentrations at the graduate level including labor economics, international economics, and econometrics. Most students pursue internships or part-time employment in economic consulting firms, government agencies, or financial institutions while they are completing their education. Economists must stay up to date on the current advancements in the field and often complete continuing education courses and attend conferences and seminars throughout their careers.
What are the prospects for a career as an economist?
Employment of economists is projected to grow about as fast as average for all professions, increasing 7% from 2006 to 2016 (1). The increasing demand for economic analysis especially in the private industry will drive job growth.
Job prospects are expected to be good especially for economists with graduate degrees in economics. Job openings will also stem from the need to replace economists that retire, transfer, or leave the field for other reasons.
How much do economists make?
As of October 2009, economists with less than 1 year experience earn average annual salaries between $39,397 and $54,045. Those with 1 to 4 years experience earn average annual salaries between $46,425 and $74,537 (2).
A career as an economist is an excellent choice for individuals who have a strong interest in economics and applying it to a variety of situations. Economists must pay close attention to detail, have strong quantitative skills, and be able to conduct complex research. Persistence, patience, and good problem solving skills are essential. Economists must also have excellent communication skills and be able to present their data and reports in clear and meaningful ways. | https://www.degreefinders.com/education-article/how-to-become-an-economist/ |
Diabetes CME and CE Online
Diabetes CME courses keep you up to date on the latest research, methods, and treatment options in diabetes and patient care. Continuing education at the UF College of Medicine includes Continuing Medical Education (CME) programs, designed to share the latest in medical knowledge and to teach new skills, both technical and patient-relationship skills while further developing existing skills. View all upcoming CME Programs. | https://diabetes.ufl.edu/education/clinicians/cme/ |
In the current healthcare environment, it has become increasingly important for nursing practitioners to maintain optimal performance at all times. The expectations, needs and requirements of clients are dynamic and complex. Besides having the essential skills, knowledge, and expertise in their fields of specification, nursing professionals require to keep improving their competencies. As health related ideas, values, and systems continue to be revised and broadened, professional development is imperative for nursing practitioners because it helps them understand expectations and align their practice in the same. According to Clark, continuous professional development encompasses various educational activities that aim at maintaining, broadening, and improving the level of competencies, degree of knowledge and expertise of nurses as well as developing crucial individual and professional qualities that are essential for helping them execute their duties with ease (Clark 340). It is a complex concept that entails an active review of the current practice, identification of the learning needs of the professionals, planning for the most effective and productive intervention measures, active involvement in the relevant learning activities, and continuous reflection on the significance of the activities on the holistic wellbeing of the individual.
Continuous professional development is imperative because it enables nurses to keep up with the changes that occur in their field and provide quality healthcare services to the customers and community (Walsh 85). By improving the skills, knowledge, and competencies of the professionals, it ensures that they have relevant capabilities that can enable them perform effective in the dynamic work environment. With these skills, nursing professionals are able to contribute meaningfully to their teams and avoid conflicts that emanate from inefficiency (Yam 570). In addition to being effective at the workplace, continuous professional development enables nurses to advance their careers and assume positions that allow them to exercise coaching, leadership, and managerial skills. Ultimately, they play critical roles as educators and mentors at the work place (Wood 127).
Continuous Professional Development in Nursing
During the execution of their duties, nursing professionals encounter various opportunities that they explore to enhance their skills and competencies. Together with other stakeholders, they can take deliberate measures to improve their skills, competencies, and knowledge. In their review, Burton and Ormrod indicated that academic detailing is one of the methodologies that practitioners can explore to access educational information and improve their performances (Burton and Ormrod 53). In most instances, this initiative is organized by the health institutions and educational facilities. Nursing professionals with more knowledge and experience on particular aspects visit the professionals in the respective hospitals to discuss these pertinent issues. For example, pharmacists visit nursing institutions and hold discussions or talks with them pertaining to prescription of medicines. This knowledge enables nurses to be more effective in making and administering prescriptions to patients. Besides preventing minimizing mistakes, nurses are able to ensure quality service delivery at all times. Fundamentally, academic detailing ensures that professionals access and benefit from information regarding specific aspects of nursing practice (Nolan, Owen, Curran and Venables 458).
Orientation programs are instrumental for helping nurses to transition well from learning environments to work place settings. In most instances, they are provided by healthcare institutions and equip nursing students with the knowledge and skills that they require to perform well in workplace environments (Gallagher 467). In addition to helping the students to apply theoretical knowledge to actual practice, orientation programs expose the student nurses to the challenges that characterize the hospital environment. Professional nurses guide the students and provide them with relevant knowledge with regard to effective ways that they can deal with the challenges. This is important because it ensures that by the time the students assume professional positions, they understand, appreciate, and are able to deal with the problems accordingly. Through such experiences students acquire relevant knowledge pertaining to nursing practice too (Kirwan and Adams 451). For instance, they are taught how to communicate vital information to the patients. Educating patients enables them to exercise self-care and make objective decisions with respect to prevention, management, and treatment of diseases. Arguably, this cannot be attained if nursing students are not exposed to orientation programs. Research evidence ascertains that incompetence such as poor communication skills contribute significantly to workplace stress and staff turnover (Phillips, Piza and Ingham 387).
Also, online learning training packages provide a viable alternative for nurses to enhance their skills and competencies. In these platforms, nurses access a wealth of information pertaining to quality healthcare. Diverse educational materials including publications relating to nursing practice, written guidelines and recommendations, and important information about quality nursing care are presented online (Ellis and Nolan 99). In order to have a greater impact, this information is presented in a graphically appealing manner. In this respect, it is worth noting that information that is unsolicited for usually has minimal effects on nurse professionals. Improving its appeal through graphical representation goes a long way in enhancing the interests of the target group. This information equips nurses with knowledge pertaining to professional trends. It prevents them from contravening important legal provisions and encourages them to uphold ethical conduct. Undoubtedly, these are important aspects of quality performance and enhance the productivity of nurses in different ways.
Further, attending educational workshops, conferences, and seminars is beneficial to nursing practitioners in different ways. Usually, the forums are organized by professional bodies and other stakeholders in the field of nursing. Participants have a chance to learn important aspects of the nursing profession through the information of presenters (Gray, Rowe and Barnes 863). These range from the industry trends to emergent social, ethical, and legal considerations that have direct implications on professional performance. In addition, the settings allow for networking that broadens the social boundaries of nurses. Ideally, these meetings are attended by professionals and stakeholders from different fields of specification. Through the relationships that are established, nurses share important information related to patient care and professional practice. In addition, characteristic discussions allow nursing professionals to convey important ideas and make invaluable contributions towards improving their professional practice. The settings encourage knowledge sharing and generation including immediate feedback and clarification to wide ranging concerns (Quinn 63). Most importantly, seminars and conferences enable nursing professionals to access diverse educational resources from different sources. Referring to these materials during the execution of their duties enables them to avoid making mistakes and exercise professionalism at all times.
During nursing practice, use of reminders, checklists, and protocols goes a long way in improving the competencies and quality of healthcare service that the professionals provide (Drey, Gould and Allan 748). These may be printed on paper or generated electronically by computers. They provide vital information pertaining to management, treatment, or diagnosis during nursing care. They are imperative for informing nurses about important procedures and encourage timely provision of care. In this respect, it is worth acknowledging that the nursing profession is burdensome and thus, simple reminders are important for enhancing quality performance. From a psychological point of view, research evidence indicates that use of checklists and frequent review of protocols encourages assumption of positive behaviors (Doel and Shardlow 76).
Active participation in patient mediated strategies has a positive impact on the quality of nursing care as well as nursing competencies. Essentially, this entails informing patients about important information relating to health promotion, management of diseases and health complications, treatment of certain types of diseases, and prevention of infections (Alsop 86). This information is empowering because it enables patients to assume positive tendencies and practices. In addition, it helps them to change their attitudes and perceptions towards health promotion. Positive health promotion tendencies improve the quality of health care that nurses provide. Patient mediated strategies constitute various activities including media campaigns or direct reminders (Tame 484). Of great significance to nursing professionals is when respective messages are incorporated in conventional nursing education. Besides benefiting the patients, such messages improve the knowledge of professionals on important nursing aspects.
Another important way through which nursing professionals ensure continued professional education includes representation in committees. Coupled with making presentation to workmates, Rutter indicates that this is an important way of expanding knowledge and developing nursing skills and competencies (Rutter 61). In order to make credible presentations about specific topics, nurses undertake in depth research. This gives them a deeper understanding of the respective subject. Besides enhancing their understanding in nursing care, research gives them an opportunity to develop critical thinking and analytical skills. These are imperative life skills that enhance their decision making and problem resolution capabilities (Kemp and Baker 542). Furthermore, making presentations improves their communication skills that have direct impacts on their delivery of quality healthcare. Using these, they are able to interpret patient information accurately and respond to the same effectively.
Policy Framework
Due to the sensitive nature of healthcare provision, nursing practitioners need to exercise professionalism at all times. This requires continued enhancement of skills, knowledge, and expertise. At the national level, important regulatory bodies take practical steps to ensure continued improvement of nursing practice and provision of quality services. To begin with, the Department of Health recommends that nurses undertake examinations periodically in order to assess their skills and knowledge (Pool, Poell, and Cate 36). Before they sit for the examinations, nurses are compelled to undertake research and review their knowledge regarding different aspects of healthcare. To a great extent, this improves their knowledge and informs them about important trends in the industry. In addition, the Health Department requires nurses to pursue continued education and uses this as a condition prior to licensure renewal (Adami and Kiger 79). To address related controversies, the American Nurses Association defined what entailed continued education and designed programs and sessions for the professionals. Relative to this, nurses are supposed to have a certain level of education and demonstrate essential skills and competencies prior to licensure.
In most American states, professional boards have been given the legal mandate to come up with pilot projects that seek to assess continuing competency. However, Henwood and Flinton argue that a significant percentage of them have been unable to enforce the policy due to limited resources (Henwood and Flinton 180). Also, certain states require hospitals to demonstrate competency healthcare provision in order for them to be allocated specialized units. The role of educational institutions in enhancing continued development of competencies cannot be overstated. In this respect, they reevaluate the concept of competence develop and ensure its incorporation in training and education (Friedman 70). Then, they take measures to reflect on the programs, assess their significance, and identify strengths and weaknesses. Using feedback and open communication, they address the needs of learners accordingly. Finally, they liaise with employers in determining institutional characteristics that foster professional practice. Educational institutions pursue these strategies through nursing internship or orientation to training programs (Hegney, Tuckett, Parker and Robert 143).
In an effort to ensure quality performance at all times, all states use certification (Hegney et al. 144). In this respect, relevant bodies ensure that their examinations are reflective of continuing competence. A comparative analysis of pre-certification and post certification performance indicates that certified nurses demonstrate higher competencies and understanding of professional practice than their uncertified counterparts. Further, according to the requirements of the Joint Commission on Accreditation of Healthcare Organizations, all health institutions should assume the responsibility of assessing the competency levels of their staffs prior to and after employment (Turnock and Mulholland 112). The assessments should be undertaken regularly and demonstrate continued development of employee competencies.
Just like national provisions, international requirements to continued professional development require all governments at all levels to ensure nurses acquire relevant skills and knowledge before engaging in the healthcare provision. Besides assessing their competencies before entry in the professionals, international standards require relevant stakeholders such as hospitals to provide the nurses with opportunities for continued professional growth and development. In addition, they require the professionals to maintain personal journals detailing continuing professional development (Weglick, Julie and Rivers 228). Besides assisting them during personal reflection, they enable them remain accountable with respect to improving their competencies.
Challenges Facing Continued Professional Development
At this point, it is certain that continued professional development benefits both the nursing practitioner and the institution that the professional works for. Regardless of this recognition, industry analyses indicate that not all nurses have a chance to pursue continued professional development. This is attributable to various factors that are institutions, situational and/or personal. Research evidence indicates that lack of timely notification regarding in-service educational events hinders nurses from participating actively in them (Onyango 46). As indicated earlier, nursing profession is demanding and requires the practitioners to be on duty most of the time. Coupled by the fact that the profession faces shortage of professionals, it becomes difficult for all members to participate in educational events.
Also, lack of financial resources prevents nurses from undertaking professional courses to improve their competencies (Ainsley and Karen 133). In this respect, it is worth noting that in most instances, nurses fund for their professional development courses. Lack of sufficient resources prevents them from pursuing such courses especially when they have various commitments. Also, family commitments prevent nurses from participating in important initiatives geared towards improving their competencies. Research evidence shows that nurses who participate in such events tend to be single or have children older than five years (Workman and Bennet 76). Arguably, those with younger children have more family commitments and do not take up full time jobs. Likewise, this decreases their ability to seize and benefit from opportunities for continued professional development.
Also, certain nursing practitioners lack the motivation to participate actively in continued professional development. Reportedly, a certain percentage of nurses find it difficult to cope with the academic facet that relates to professional development (Govranos and Newton 657). Such nurses consider themselves too old to pursue additional education or understand the implications of the same to nursing practice. In this respect, they find the concepts to complex and comprehend and apply to their professional practice. Relative to this, technological illiteracy prevents nurses from benefiting from information that is presented online (Govranos and Newton 658).
Addressing the preceding challenges requires close collaboration between all relevant stakeholders. It would be imperative for the government, in conjunction with institutions providing health services, to provide alternative funding options for nurses who wish to pursue continued professional development. Institutions of higher learning can intervene by providing scholarships for exemplary nursing professionals who lack finances to pursue education (Gould, Drey and Berridge 604). Then, health institutions should employ sufficient staffs to give nurses a chance to participate in educational events such as conferences, seminars, and workshops. Besides enhancing their professional performances, these forums equip them with skills that are essential for boosting individual and organizational performance (Friedman 82). Also, relevant stakeholders should consider modifying the current structure of continuing education to ensure that it is accommodative of the unique needs of nursing practitioners. Besides simplifying the content, the modes of delivery should be flexible to ensure that nurses with family commitments get a chance to attend and benefit from the initiatives.
Conclusion
The dynamic nature of professional development requires nurses to maintain high level competence at all times. Continued professional development denotes a constant improvement of skills, experiences, knowledge, and expertise of nursing professionals. This is important in enabling them provide quality healthcare and improve individual as well as organizational performance. It helps them to keep up with complex changes in their field of specification and contributes positively to their career progression. Continuous professional development assumes various forms that are both formal and informal. Besides participating in seminars, forums, and conferences, professionals attain this important education by implementing patient mediated techniques, undertaking formal education, accessing educational details online, engaging in committees, and undertaking researches about various aspects of nursing practice. Use of protocols, reminders, and checklists also improves the quality of service as well as employee competencies. What is more, orientation training programs equip nurses with relevant skills and competencies to execute duties efficiently.
At both the national and international levels, various policies and regulations have been instituted to support continuous professional development. In addition to certification, regulatory bodies administer examinations to test the competencies of professionals and make improvements accordingly. In addition, learning institutions play a leading role in ensuring that all professionals acquire relevant skills, knowledge, and key competencies to perform their responsibilities effectively. Hospitals and other health institutions monitor the performance of their staffs and are responsible for providing opportunities for continued professional development. The challenges that relate to continuous professional development are personal, situational, and or institutional. Practitioners lack sufficient resources including finances and time to engage in professional development. Others lack the motivation to participate in professional development initiatives such as education while a certain percentage of do not have essential abilities like technological knowledge. Together with other stakeholders, governments at all levels face the challenge to addressing these concerns.
Works Cited
Adami, Maria and Kiger Alice. A study of continuing nurse education in Malta: the importance of national context. Nurse Education Today, 25.1 (2005): 78-84.
Ainsley, James and Karen Francis. Mandatory continuing professional education: What is the prognosis? Collegian, 18.3 (2011): 131-136. Print.
Alsop, Auldeen. Continuing professional development in health and social care: Strategies for lifelong learning. USA: John Wiley, 2013. Print.
Burton, Rob and Ormrod Graham.Nursing: Transition to professional practice. London: Oxford University Press, 2011. Print.
Clark, Elisabeth, Draper Jan and Rogers Jill.Illuminating the process: Enhancing the impact of continuing professional education on practice.Nurse Education Today, 35.2 (2015): 338-394. Print.
Doel, Mark and Shardlow Steven.Educating professionals: Practice learning in health and social care. New York: Ashgate Publishing, 2009. Print.
Drey, Nicholas, Gould Dinah and Allan Teresa.The relationship between continuing professional education and commitment to nursing.Nurse Education Today, 29.7 (2009): 740-755. Print.
Ellis, Lorraine and Nolan Mike. Illuminating continuing professional education: unpacking the black box. International Journal of Nursing Studies, 42.1 (2005): 97-106. Print.
Friedman, Andrew. Continuing professional development: Lifelong learning of millions. USA: Taylor & Francis, 2013. Print.
Gallagher, Lorraine. Continuing education in nursing: A concept analysis. Nurse Education Today, 27.5 (2007): 466-473. Print.
Gould, Dinah, Drey Nicholas and Berridge Emma-Jane.Nurses’ experiences of continuing professional development.Nurse Education Today, 27.6 (2007): 602-609. Print.
Gray, Michelle, Rowe Jennifer and Barnes Margaret. Continuing professional development and changed re-registration requirements: Midwives’ reflections. Nurse Education Today, 34.5 (2014): 860-865. Print.
Govranos, Melissa and Newton Jennifer.Exploring ward nurses’ perceptions of continuing education in clinical settings.Nurse Education Today, 34.4 (2014): 655-660. Print.
Hegney, Desley, Tuckett Anthony, Parker Deborah and Robert Eley. Access to and support for continuing education amongst Queensland nurses: 2004 and 2007. Nurse Education Today, 30.2 (2010): 142-149. Print.
Henwood, Suzanne and Flinton Dave. 5 years on: have attitudes towards continuing professional development in radiography changed? Radiography, 18.3 (2012): 179-183. Print.
Kemp, Sandra and Baker Mark. Continuing professional development: Reflections from nursing education. Nurse Education in Practice, 13.6 (2013): 541-545. Print. | https://www.premiumessays.net/nursing-paper-on-continuous-professional-development-in-nursing/ |
Adhiparasakthi Academy of Advanced Dentistry and Research is a Continuing Dental education centre located at Melmaruvathur, Kancheepuram district, Tamilnadu, India is emerging as a vital source of knowledge started in the month of March 2017 Founded by Arulthiru Bangaru Adigalar- President, ACMEC Trust, Sakthi Thirumathi V. Lakshmi, Vice-President, ACMEC Trust & DR. T. Ramesh, MD, Correspondent, APDCH. This Academy of Advanced Dentistry conducts courses in all specialities of Dentistry and provides an opportunity for clinical mastery and breakthrough training.
The Courses are customised to meet the needs of continuing education for general practitioners, career advancement for specialists besides being familiarisation module with the latest equipment, materials and technologies for fresh graduates.
The continuing dental education courses are designed to enhance your skills, developyour confidence and make you a better clinician. | https://www.apdch.edu.in/academic/aaadar_certificate_courses/ |
At Hillcrest Physiotherapy we strive to provide a Top Service to our community.
As well as providing excellent treatment for injuries; we also aim to provide a range of services to enhance well being and performance. Helping our clients attain their goals.
Our physiotherapists keep up to date with the latest techniques and theories, regularly attending courses and conferences to ensure you get the best treatment.
Because we work together as a team, we’ll find the solution for you. From our physios, to reception and trainers we’ll get you back to the top! | http://www.hillcrestphysio.co.nz/BusinessVision.aspx |
Here is the Education Program Coordinator Cover Letter example:
Dear Ms. Delores Stockton,
I am writing to apply for the position of Education Program Coordinator with Harvard University.
I have a master’s degree with courses that focused on teacher orientation, evaluation techniques, support and consulting. I have a current teaching license and an education administrator license. I am committed to making sure students have the best education possible and I am willing to stand up for what I believe in even if it means making the less popular choices.
I have the ability to develop instructional programs and curriculums for this subject and to actively look for the newest techniques to use to enhance learning. I have the experience and knowledge to promote and contribute to the success of the students. I have extensive knowledge of computers with the skills to create content for the schools websites.
I possess excellent communication skills with the ability to help train the teachers how to use the materials effectively. I have excellent people skills with the ability to attend meetings and to make useful contributions that can keep the school up to standards. I can make suggestions for improvements and stay updated on all the latest technology that can benefit the school.
I have very strong analytical and organizational skills with the ability to manage my time efficiently. I am the perfect match for this position and I have included a complete outline of my work history, educational background and skills relevant to this position in the attached resume.
You can reach me for an interview by calling (012)-345-6789.
Respectfully, | https://resumetemplate.ca/education-program-coordinator-cover-letter/ |
As an influential professional body, we are consulted by government on a wide range of issues, including legislation and regulations that affect the built environment.
We aim to ensure that proposed measures are both effective and practicable, by serving on committees, and commenting on draft legislation, reports and consultations.
What We Do
The Lighting Journal is the official, monthly magazine of the Institution and is exceptional in delivering information on all aspects of the lighting profession.
Issues include a lively mix from technical articles, developments, and detailed case studies, to new products and services, professional news, opinion and debate.
Events
We organise events regularly nationwide to educate and promote good lighting. Our events range from regional technical meetings to large scale exhibitions and conferences, bringing together product and service providers.
We also arrange seminars on a range of issues to provide the latest information and to educate those new to the industry.
Courses
We offer many training courses including the Exterior Lighting Diploma, and short courses on both interior and exterior lighting topics.
The courses offered enable lighting professionals to maximise their potential and build their knowledge base to make them stand out from the crowd.
Continuing Professional Development
Our programme of courses, seminars and events plays a key role in helping lighting professionals maintain and update their existing skills, acquire new skills, and develop their career.
In this way, members can achieve their full potential, reach personal objectives, strengthen professional credibility, and accelerate career development.
Technical Knowledge and Support
We have a network of technical study panels that contribute to British, European and International Standards, and produce technical reports on a wide range of lighting topics, providing essential guidance to the profession.
Technical advice is available via the Institution’s Technical Director, Peter Harrison.
Branches
The ILP has a strong regional network in the UK and Ireland, giving members a chance to view presentations on the latest issues and developments in the lighting community.
Attending regional events also offers the valuable opportunity to network with fellow lighting professionals.
The courses offered enable lighting professionals to maximise their potential and build their knowledge base to make them stand out from the crowd.
Vision Statement
The Institution of Lighting Professionals unites the skills of engineering, design and technology in order to deliver quality lighting for the built environment and achieve public benefit.
In setting and establishing standards for good practice, the Institution seeks to ensure that its members attain and develop the professional knowledge, education and skills to meet necessary competencies, and to enhance their careers.
Working on exterior and interior projects, in public spaces, workplace, leisure, retail and residential applications, members of the Institution of Lighting Professionals deliver excellence in light and lighting, a quality which is recognised by both private and public sectors.
Who’s Who
The Institution’s structure is based upon ensuring our membership is represented at every level of the organisation.
There are nine Vice Presidents responsible for the various portfolios of activities. The Vice Presidents sit on Council and give shape to policies and initiatives for submission to the Executive Board.
The Executive Board is the governing body of the Institution, responsible for all business functions and delivering policy priorities with the Vice Presidents.
Each Lighting Delivery Centre Branch has its own Committee. Each Branch Committee has a representative who serves at the ILP Council inputting to policies and strategies.
The Young Lighting Professionals is an integral division of the Institution, with their own Chair and Secretary who input to policy via the Council and Vice Presidents. | https://theilp.org.uk/about/ |
To be distinguished in education research and community service in the field of electrical engineering.
Mission
To provide an educational programs characterized by depth in the field of specialization with comprehensiveness in engineering foundations. And disseminate engineering knowledge and contribute to its development in the field of specialization. In addition to serving industrial projects and specialists in all sectors of community.
Goals
- Preparingefficient engineering staff in the field of electronic and communications engineering, and power & machine engineering, as well as preparing specialized engineering staff with postgraduate degree and in the same field above in order to contribute to the comprehensive development and urban renaissance in the country .
- Contribute to the provision of academic, scientific, practical and applied services and consultants to all sectors of the state, public, mixed and private, throughcooperation agreements, as well as through consultancy bureau of College of Engineering .
- Preparing research that works and contributes to solving engineering and industrial problems and obstacles facing industrial establishments and projects in the country.
- Contribute to the dissemination and development of engineering knowledge and the transfer of the latest developments in the fields of electrical and electronic engineering to engineers in various fields of work through the establishment of continuing education courses and training courses, as well as through the publication of scientific research in specialized local and international scientific journals.
- Development ofacademic staff by sending them in delegate scientific participation in conferences, seminars or joint workshops with Arab and international institutions and global or as well as by granting licenses to full - time work at universities outside the country , which helps in the exchange and development of expertise .
- Participation in organizing and holding of conferences, seminars, workshops and scientific discussions inside and outside the country. | http://uomosul.edu.iq/pages/en/engineering/46080 |
4 Ways to Improve Yourself as a Dental Hygienist – What's Nu?
No matter what stage you are at in your career in the dental industry you must continue to build on your education and take advantage of learning opportunities. Below are ways those working as dental hygienists can benefit from taking continuing education courses and how it can positively impact their careers.
If you have just started as a dental hygienist, you may enjoy your job and therefore are not thinking about other opportunities. If you are experienced and have enjoyed a long career, you may be comfortable to stay put in your position until retirement. However, attitudes can change and people can start to think about pursuing other jobs. If this happens to you, you want to be prepared and competitive enough to be eligible for the job you want.
Taking continuing education courses can assist you in building the skills necessary to be versatile enough to pursue many different jobs. These can include hygienist positions in fields such as endodontics, periodontics, and orthodontics in addition to general dentistry. Taking courses can also prepare you to move up the ladder to a position as a dental assistant or technician as well.
Like anyone in any other industry, as a dental hygienist you want to be up to date on all new and innovative equipment and practices. If you are not, you will be resigned to more menial tasks in your office and you will not be an attractive candidate for promotion, or if you decide, a position elsewhere.
Attending continuing education courses as a dental hygienist will provide you with ample opportunity to learn about new processes and technology from leaders in the field. By doing so, you will make yourself an attractive candidate for new opportunities and positions that you strive to attain. Even if your employer declines to finance the courses, pursuing themselves demonstrates your keenness and your desire to do well in the industry.
As an adult, you may find it difficult to return to an educational setting. In addition to maintaining your career, you may also have family responsibilities to attend to, making going to school difficult if not impossible. However, taking continuing education courses in the dental industry can provide you with an unparalleled opportunity to meet some people and establish some contacts.
When attending dental assistant continuing education courses, you are surrounded by like-minded people who also work in the dental industry and want to further their knowledge of it. While mandatory courses are different because attendance is required and not everyone attending is keen to participate, attendees of continuing education course chose to be there, making the learning experiences that much more enjoyable. The people that attend these courses may work in offices where you want to be and can give some insight into how to obtain positions that you want.
It is understandable for you to want to achieve the maximum amount of income you can. However, being dormant in a position and unwilling to build on your resume is not a good way to do this. The best way to achieve a higher salary is constantly building on your skills to make you eligible for other jobs and taking continuing education courses can help you do this.
It is a proven fact that those with higher education enjoy ample opportunities and higher wages. Therefore, taking continuing education courses can broaden your horizons and allow you to work your way up to positions that pay more. As mentioned, taking such courses can open the door to dental assistant and technician jobs, allowing you to enjoy a more comfortable income. | http://www.whatsnu.com/4-ways-to-improve-yourself-as-a-dental-hygienist/ |
Life is a series of learning steps, and it begins at birth. Infants must be taught to be a part of the family, and they progress into society after just a few short years. Learning how to be part of any society is a complex undertaking, and it requires formal education in many areas of the world. For those looking for a career path that involves specific training, advancement through education will be a part of their lives. Some of these pathways will involve only a few courses, but others could take years of study. Working will give many people a head start on applying their knowledge, but others will find that training on the job is not all the education they will require.
Working for a Goal
Advancement in life generally requires more knowledge and the ability to apply it, so working for a goal often includes more class time. There can be training at work, or it could take place by participating in online studies. Many educational experiences today are directly applicable to functioning better in the workplace. The goal of most classes is to help people succeed in their chosen field, and continuing education can be a part of it.
Studying for Success
Getting ahead in life used to be the reason for taking classes after a career was begun, but life today is much different. There are changes in technology on a regular basis, and plenty of careers require keeping up with the cutting edge. Even if a person is in a field that does not always require the latest technology, knowing about it and being able to use it in the future could be important for advancement or even keeping the same position. Studying for success has many levels, but all of them require workers to return to the world of learning.
A Medical Career
Scientific study is a large part of the success those in the field of medicine rely upon to help their patients. A medical career at any level can be a fulfilling challenge, and success can often come from keeping up with the latest information and technology available. Those interested in keeping up-to-date within the area or surgery could take a preoperative assessment course through A & L Healthcare, or they could choose healthcare assistant courses or ECG interpretation courses. These courses are available in several different formats, and they include online courses to keep people on the job while they take advantage of the ability to learn more.
The world has become a complex arena when it comes to jobs and careers, so continuing education has become a big part of it. Former students might not always enjoy attending classes, yet they can lead to success in the workplace. Being able to learn while working within a field can create opportunities for advancement, and they can make it easier to achieve success. In the medical field, new techniques and equipment make it imperative to learn new information on a regular basis. Keeping up with the newest developments while working is just one way to experience potential advancement through learning. | https://www.tiffinstmary.org/advancement-through-education |
The Department of Commerce at Rabindranath Tagore University was established to provide candidates with specialization in the field of commerce that has a never-ending demand of trained professionals. The department offers training and education in various areas of knowledge like finance, general business, economics, banking, accounting, marketing, etc. The under-graduate and post-graduate courses offered by the Department of Commerce not only provides the candidates with knowledge in the above field but also arms them with managerial skills to help them take proper responsibilities in their selected field.
Students at RNTU are given training in communication skills and computer skills to increase the chances of their employability in the highly competitive market. The college conducts various field projects, case studies, training industrial visits to offer the students with real life business exposure and experience. The college also invites various guest lectures and provide the students with chances to interact with experts during seminars and conferences that are organized at national and international levels. All the activities organized by the college are directed towards the overall growth of the students in skilled professionals.
The Department of Commerce has collaboration and links with several reputable industrial and corporate organizations. The department also organizes various additional courses and activities for value addition in the total overall education of the student. Such courses may include and relate to various current changes like Digital Banking, Demonetisation, GST, New Ordinances, etc. The curriculum offered by the department are research oriented to inculcate research and in-depth studies in fields like cooperation, international business, transport, marketing, finance, labour, e-commerce, corporate governance, etc.
The analytical and stimulating environments built in the department develop managerial and technical skill in the student as per the need of the corporate world.
This program could provide well trained professionals for the Industries, Banking Sectors, Insurance Companies, Financing companies, Transport Agencies, Warehousing etc., to meet the well trained manpower requirements. The graduates will get hands on experience in various aspects acquiring skills for Marketing Manager, Selling Manager, Over all Administration abilities of the Company.
Bachelor of Commerce is a 3-year degree programme divided into 6 half-yearly semesters and is one of the most preferred graduation programme at present. The course covers subjects like statistics, cost account, accountancy, computer, human resource, management, law, English, economics, finance, marketing, and more. The candidates are also given extensive project assignments and case-studies to enhance and cultivate their analytical thinking for solving practical problems. The candidate, after the course, can work in capacities of event management, accountant, bank P.O., lecturer, human resource development, chartered accountant and more.
This course provides an extreme and rigorous base for teaching, research and allied business administration. It serves the needs of academics and prepares students for research and teaching. The course is well received in the industry and for years they have been serving the needs of managerial cadre in business and industry. M.Com Course offers research in diverse areas of Commerce discipline and has large base of research contribution. Department of Commerce aligns itself with the overall vision of the University i.e. to touch the lives of every student by inculcating prudence, efficiency, creativity and compassion to work for the betterment of the marginalized sections of society. M.Com Course attempt to kindle their sense of —responsibility, honesty, conscience, justice — and above all commitment to human values. M.Com students form the core of our existence as an institution and are geared up to be passionate about their dreams and make their family and society proud of their achievements.
Master of Commerce is a 2-year post-graduate degree programme divided into 4 half-yearly semesters for students after they pass the B.Com. examinations. The course puts the focus on accounting, commerce, economics, and management related subjects. The courses covers subjects like economic analysis, statistical analysis, organization theory and behaviour, business environment, managerial accounting, financial management and policy, strategic management, marketing management, quantitative techniques for business decisions, human resource management, international business, accounting theory and practice, and more. The candidates are also given extensive project assignments and case-studies to enhance and cultivate their analytical thinking for solving practical problems. The candidate, after the course, can work in capacities of account executive, assistant finance manager, financial analyst, operation manager, finance manager, accountant, etc..
RNTU © 2019 Design & Developed By AISECT Web Center All rights reserved. | https://www.rntu.ac.in/academics/commerce |
Dr. Oana Honey has a genuine passion for orthodontics! She loves smiles and she brings her love for dentistry to every patient visit, everytime!
Dr. Honey was born in Romania. She moved to Toronto, Canada with her parents when she was young. She completed her high school and obtained her Honors Bachelor of Science by studying Nutrition at the University of Toronto. She then continued her studies in Louisville, KY where she obtained her Dental degree.
While in dental school, she did research on the accuracy of the images produced by the Cone Beam CT. With great determination and a strong work ethic she defended her thesis and obtained her Master in Oral Biology. Her research was published in the most renowned orthodontic journal, American Journal of Orthodontics and Dentofacial Orthopedics. Dr. Honey continued her studies at the University of Minnesota in Minneapolis, where she obtained her degree as a Specialist in Orthodontics.
Dr. Honey is trained on the latest techniques and is up to date on the most current research in the field of orthodontics. Her areas of interest include interceptive orthodontic treatment, adult orthodontics and orthognathic surgery.
Dr. Honey is a member of the American Association of Orthodontists, World Federation of Orthodontics, American Dental Association, Illinois Society of Orthodontists, Christian Dental Society, Chicago Dental Society, Lake County Dental Society and North Shore Women’s Dental Society. She loves getting together with colleagues and attending continuing education courses to be able to provide her patients with latest advances in the field of orthodontics.
Dr. Honey and her husband, David, have four children: Ethan, Evelyn, Claire, and Roselyn. They enjoy spending time with family and friends, rollerblading and fly-fishing. Some people can pick up on a slight accent that she has. Could it be Romanian, Canadian, Southern, or Minnesooootan? | https://gurneeorthodontist.com/doctors/dr-oana-honey/ |
Are you stuck in a rut at work, doing the same job year after year with little or no hope of moving up the ladder? Do you constantly wish you could switch gears midway through your career in pursuit of that dream job? Are you the idealist who believes education is a continuous process and has an undying thirst for knowledge or the realist who just wants that promotion and the consequent increase in salary?The situations described above may be different, but the solution to all of them is one – continuing education. The term continuing education, which includes degree credit courses amongst many other types of learning activities, is generally used to refer to education that is imparted to students who are older than the traditional age of university-going students.According to a national survey of students in continuing education, the adult learners in both two-year and four-year college degree programs were considerably older than traditional students.Rising NumbersIn it’s latest higher education projection, the U.S. Department of Education’s National Center for Education Statistics reported that the total enrollment of students who are 35 years or older in degree granting institutions is expected to increase 7 percent between 2005 and 2016.One of the important reasons for continuing education could be the state of economy. According to an annual report by Sloan Consortium, a group of organizations dedicated to quality online education, bad economic times often have a good impact on education. It pushes working professionals to enhance their skills not just to retain their current jobs, but also to improve their chances of advancing as well as increase their employability.Some of the common benefits of continuing education are:• By enrolling in advanced or graduate degrees in their field, adults improve their chances of climbing up the corporate ladder and an increase in salary. There are certain specialized roles, such as nursing administration, which usually require professionals to obtain advanced degrees.• Many people pursue an education to enhance their skills and position themselves favorably in the job market.• Sometimes, continuing education becomes necessary if you want to switch careers and you don’t have the qualification, training, or experience to enter the new profession of your choice.• Some adults pursue education because they have a hunger for learning. For them, education is a lifelong quest. Some pursue degree programs related to their professions, while others choose fields that they are interested in, which may or may not be related to their professions.• For some, the reasons for continuing education have nothing to do with learning or earning. They look at it as something which will improve their image amongst friends and family.• Successfully completing continuing education courses is known to have a positive impact on people’s self-esteem and quality of life.Education may be a necessity for some and a passion for others. But the fact remains that for many, it may not be possible to give up a full-time job for continuing education. That’s where online degrees and distance learning programs are helpful – as they allow working adults to learn and earn at the same time.A wise old man (or woman) once said that it’s never too late to go back to school. The greatest tribute to that age-old adage is being paid by the working adult population of our country that fights all odds to go back to school!
Why is Pharmacy Technician Continuing Education Important? – Continuing Education
A lot of health and medical related jobs need continuous education to be competitive in the job market. We all know that the only permanent thing in this world is changes, this is why continuing education is a must! Let us focus on Pharmacy technician continuing education and what it can contribute to a person’s career.A pharmacy tech is usually preoccupied with a lot of tasks and duties that needs to be done in the drugstore. In fact they are bound to do a lot of things during work. They are expected to assist a pharmacist and they are also in charge of inventory as well as record keeping to make sure that all medicines are in good shape and condition. They also keep track of the medicine’s expiration date and keep everything in the drugstore organized. Same duties are applied to those who work in hospitals and laboratory set-up it’s just that additional workload are given to those who work in these industries. As the demand for this job grows the competition gets even tougher for a veteran in this type of profession aiming for a promotion. He or She has to have an edge from the newbies. Pharmacy technician continuing education can provide wider knowledge on different prescriptions, patient’s situation, illness and how to provide proper counseling to patients. Pharmacy technician continuing education is a must! This will strengthen one’s credibility to do his or her job as an employee in any type of industry.Pharmacy technician continuing education may not be very convenient to take because it may conflict a pharmacy tech’s work schedule. But thanks to the Internet continued education will never have to conflict their work because it is now available online.It means they can have their continued education anytime and anywhere at their convenience. This course is very important, they may not realize it now but as the demand for this job grows, the scope of knowledge gets wider. Therefore these technicians need to update themselves with the changes happening related to their work so as not to be left behind. Freshly certified rookies will have more knowledge than veterans simply because the newbies were taught new skills and knowledge. Consistent change is the only thing permanent in the health and medical field, which is why continuous education is necessary to keep your job. The job market will continue to be very competitive that is why anyone working in this type of environment needs to put up with the demands of his or her job hence continued education would really be needed. | http://bundll.mywebcommunity.org/ |
The Professional Development budget is meant to assist board members and employees to upgrade skills that enhance and/or advance their careers within the Camrose Public Library. Priority will be given to those courses, workshops, or conferences directly related to skills required to fulfill the strategic plan of the library.
Staff
Staff are expected and encouraged to continue their professional development through attendance at conferences, seminars, and workshops concerned with the library.
Time spent at conferences, conventions, workshop seminars, or similar training courses shall neither be considered as lieu nor overtime, nor shall travel time spent to attend the above.
Such attendance is to be determined in consultation with the appropriate supervisor and must stay within the budget approved by the Board.
Participants must report on development activities to the Director in a format suitable to share with the library Board.
Course fees shall be reimbursed as pre-authorized upon presentation of proof of successful completion of relevant courses. If accommodation, food, and travel are included in course fees, they will not be reimbursed on top of the course fee.
Conference and course registration fees (eg. The Alberta Library Conference, the Canadian Federation of Library Associations Conference, Alberta Association of Library Technicians conference, Parkland Regional Library workshops, Public Library Services Branch Workshops, Education Institute, distance education courses in the Library Technician programs at SAIT and MacEwan) will be prepaid by the Library.
All professional development must be approved by the Director.
Board
Continuing education includes conferences, workshops, courses, forums, and membership in professional organizations.
Board development workshops will be held at the Camrose Public Library whenever possible to help trustees develop specific skills to adequately fulfill their position.
Board members attend the Alberta Library Conference, Canadian Federation of Library Associations Conference, and Albert Association of Library Technicians Conference as funds and time permit. Preference may be given to those who have never attended a conference as a representative of the Board. The Board covers the registration, accommodation, food, and travel costs of those whom it approves as its representatives. The Board may also approve and cover the costs of trustees attending other conferences, workshops, or courses, as they support the strategic plan of the library. All conference and workshop attendance must be approved by the Board Chair or Finance Committee Chair in advance.
Reimbursed Travel Expenses
Reimbursement rates will be reviewed annually.
Meals:
Meals will be reimbursed the reasonable actual cost plus GST and a maximum 15% gratuity on the meal cost. Alcohol expenses will not be covered unless prior permission is granted. Meals without receipts will be reimbursed at reasonable amounts.
Reasonable Rates for Reimbursement Without Receipt (review annually):
- Breakfast $10.00
- Lunch $15.00
- Supper $25.00
Travel Costs:
Travel cost will be reimbursed based on the most direct, practical, and cost-effective route and mode of transportation. Mileage will be paid at the City of Camrose rate. Receipts are required for taxi, parking, flights, etc.
Accommodation Expenses:
Accommodations will be reimbursed in full; a receipt is required. Private accommodations are reimbursed at $25.00 per night with no receipt required for travel more than 100 km from Camrose. | https://cpl.prl.ab.ca/about-us/policies/professional-development |
Dr. Ilan Gamburg received his Doctorate of Dental Medicine from Rutgers School of Dental Medicine and then went to complete his General Practice Residency at Jersey Shore University Medical Center in Neptune, New Jersey in 2016. Ilan is rapidly expanding his knowledge base and experience in all phases of dentistry and has completed the Postgraduate Dental Implant Program at NYU College of Dentistry, the largest and longest running postgraduate dental implant program in the country.
He is also attending monthly continuing educational seminars hosted by the area dental society. They bring in some of the greatest minds in dentistry to present concepts and techniques for the present and future. He loves practicing all aspects of dentistry, from restorative procedures and dental surgeries to working with adults and children alike.
While attending dental school, Ilan was an active member of the Gamma Pi Delta Prosthodontic Honor Society. While learning the vast materials he had to master; he found it important for the students to expand their knowledge of Esthetics. To that end he founded the Aesthetic Dental Society at the Rutgers College of Dentistry. This group exposed dental students to new and exciting advances within the field of restorative dentistry. Ilan strives to stay current with all new technological and procedural advances in the dental field by regularly attending various continuing education courses above and beyond the residency program.
Ilan was born in Israel the child of Russian emigres. He spent his childhood in Israel and moved to New Jersey with his family at the age of 12. While growing up, Ilan was an avid tennis player and coach; he still enjoys playing today.
During his undergraduate studies at nearby Rutgers University, Ilan served his local community as a volunteer Emergency Medical Technician. He continued giving back to the local community by participating in the annual Give-Kids-a-Smile day. He is fluent in Hebrew, conversational in Russian and Spanish.
Associations
- Academy of General Dentistry
- American Academy of Implant Dentistry
- American Dental Association
- New Jersey Dental Association
- Monmouth-Ocean County Dental Society.
Dr. Sarah Piekarsky
Jersey Shore Family, Cosmetic, Restorative & Implant Dentist
Bio coming soon!
In memory of Thomas F. Dorigatti, DMD
7/10/51 – 11/17/2018
Dr. Thomas Dorigatti graduated from St. Peter’s Prep, where he was a track and field runner, before attending Boston College on a full academic merit scholarship for his undergraduate studies. He attended dental school at the University of Medicine and Dentistry of New Jersey (now Rutgers University), graduating with his Doctor of Dental Medicine degree in 1976. Following dental school he completed a one-year General Practice post-graduate residency program at Monmouth Medical Center in Long Branch, NJ.
Dr. Dorigatti completed at least 40 hours of continuing education every two years in order to stay up-to-date with the latest advances in dentistry and attended quarterly study club meetings with the Straumann Implants group. He also received a number of awards, including an award for prosthetics in dentistry and the Italian Dentist Award, and was an Omicron Kappa Upsilon Honor Dental Society (OKU) graduate. Dr. Dorigatti practiced in the Brielle, NJ, area for over 39 years.
New Patient Special Offers Cannot be Combined. Offers Valid for 60 days. | https://brielledentistryco.com/meet-ilan-gamburg-dmd/ |
There were so many pines in the forest that if they were sequentially numbered 1, 2, 3,. .. , would use three times more digits than the pine trees alone. How many pine trees were there in the forest?
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There you are in the attic putting away another box of stuff. You don’t know what to do with it, so for now it goes in the attic until you figure out what to do with it. You happen to look up and you notice the bottom side of the plywood decking is discolored from water stain and some of it is rotting. How bad is this? And what should I do about it?
There are a number of reasons how the plywood could have gotten wet. A thunder storm with high winds may have loosened some of the shingles and allowed rain to be blown up under the shingles. A tree limb may have fallen on the roof causing damage to the shingles and decking. Or the roof may have just gotten old and deteriorated. It may have simply reached its life span. Unfortunately all of these reasons lead to a costly roofing repair job.
To repair the damaged plywood ( or OSB ) you must first determine how much of the plywood is damaged, and how much that you want replace. Be sure you plan to replace all the damaged plywood. Otherwise you will probably be repeating your repair job again as the part of the plywood that you didn’t replace continues to rot. Remove the shingles in the damaged area by lifting one shingle at a time and rocking it back and forth while pulling down until it releases. You will have to determine how many shingles you need to remove in order to replace however much of the plywood you want to remove and replace.
Next you will need to remove the nails with a pry bar. There will be some nails under the top row of shingles that you will need to gently remove without damaging them. A flat pry flat pry bar should be used rather than a hammer. Next remove the underlayment. The underlayment should be easily removed since it is being held down by only a few nails with plastic caps.
Now you are ready to remove the old damaged plywood. Remove the nails holding the plywood in place with a hammer and pry bar. Being careful not to loose your footing lift the old plywood out and place it safely away from your work area. Next cut your new plywood, if necessary, to fit the opening and securely nail it down. Once the plywood has been installed replace your underlayment using roofing nails with nail caps.
Now it’s time to replace your shingles. Start at the bottom and work your way up fitting each shingle in place covering up the row of nails below it. Use 6 nails per shingles to insure the shingle will hold. The last row of old shingles will need to be held up so the last row of new shingles will fit up under them. Once the last row of new shingles has been nailed down apply a dab of roofing caulk over each nail and then lay old shingles back down over them.
And there you are. A job well done. Now get back to filling that attic up with more stuff. | http://www.whiteknightroofing.com/category/repairs/ |
Master-class of making a New Year's craft by oneself - hangers from ribbons.
To begin with, you need to tie a strip 1 column wide with a crochet. We type so many air loops, how tall you conceive a Christmas tree. I have 140 loops. We impose in each air loop a column with a crochet, we get such a ribbon. Put it aside and take up the beads. We need to tie them in columns without a crochet. We begin to tie with the amigurumi ring, we get 6 loops, in the first row in each loop we sew 2 bunches without a crochet, in the second row we sew 2 sticks without a crochet in each second loop, then look at the size of the bead. Continue several rows without adding, insert the bead and, orienting on it, we begin to reduce the number of columns in the rows until there is no 1 loop left. So we tie all the beads with threads of different colors. Now we lay out on the table an approximate Christmas tree,to determine how long the branches will be and how many will be. You can immediately note with pencil the place of joining the braid with beads. Then you can easily collect the Christmas tree. We begin the assembly. If holes in the beads allow, then we work by hook, if not - with a big needle. We string the needle on the needle in the marked places and the beads. We decorate the top with a bow of satin ribbon. The suspension is ready. For the next suspension I used a jute thread and solid beads. It turned out quite stylish. This suspension requires a minimum of time and effort. Satin ribbon and beads string on the thread, and the suspension is ready! I hope I helped you, and your house will be smart, no matter what! Thank you for attention. Happy holidays to you!
Master class with a photo of making crafts for Easter - Easter eggs with their own hands. Registration of a unique ornament of a New Year's tree by own hands - a master class Ginger biscuits for the New Year's tree with their own hands made of polymer clay master class Master-class of making their own toys for decorating a Christmas tree - Christmas ribbons made of ribbons. Master-class of making by own hands the original New Year tree - Christmas trees from a lace. | https://handmadebase.com/master-class-manufacturing-your-hands/ |
the following results have been predicted for near optimal farm operation.
It takes about 300 robot hours to farm the mats for an additional robot.
Why can't 12 robots do parallel work and get 2x the results? Is the limit that you run out of farm space?
As an FYI, I have a note ("on the list!") that crafting should take time. Not a lot of time but, at some point in the future, crafting will no longer be "instant".
The ultimate limiting factor is the growth time of the trees. If you can keep every space in the farm growing, and harvest each tree as it pops, then you have true optimal farm production.
The numbers cited above are based on a row at time optimization model. You cut, then plow, then plant each row, then move to the next row. This is obviously not the true optimal production rate. But it is still a pretty darn good level of optimization. Also, this means that what ever you find yourself needing next, is available to harvest when you need it.
With this model, 6 robots provide the ability to keep every row in growing. Obviously they are not all planting pine, as 1 robot cannot even keep up with the growth rate of 2 rows of pine trees. But, if you plant a practical distribution of pine, the four material trees, and gate trees, then 6 robots should be able keep just about everything growing, most of the time.
While I can imagine that some future automation model will allow more robots to contribute proportionally to overall farm production, I don't see how to implement it today. Perhaps I will get enough robots tripping over each other some day, that I will need to discover how to make effective use of more of them. | http://worfc.com/forums/phpBB/viewtopic.php?t=2511&p=5086 |
You may be thinking, wow is she for real – of course I know how to use a row counter. I know this may seem like something not worth talking about, or an insult to your abilities. But sometimes in life it’s the small tips that make all the difference to creating the projects we desire.
I’m technical when knitting my projects. It is important to me that my projects are finished professionally, and my pattern instructions are readable. I can appreciate if you are more of a free-wheeling type, but trying a new approach may make all the difference. There are times when the pattern instructions read something like “bind off 4 sts at the beg of next 4 rows, then dec 1 st each side every other row 8 times…”. Ultimately you’ll need to develop a system to keep track of your rows, or you will have a meltdown.
Firstly, what are these tools? Counters tally rows as you knit. They aren’t absolutely essential, pen and paper will suffice. But like many tools, counters make your knitting more efficient. The most common type is a circular, rotary counter that slides onto the end of the needle. The central core is designed to fit a range of needle sizes. A favourite of mine is the peg board, allowing you to keep track of rows, increases, decreases, and stitch pattern repeats. Other types available include a mini hand held clicker, pendant and finger counters, electronic counters, and software applications.
You have to be conscious of moving the counter after each row is completed. If you have been knitting for awhile, you know simple patterns can be visibly counted. For stockinette stitch, one “V” is a row and one ridge in garter stitch equals 2 rows. But going back to the beginning of your work and recounting is tedious and inaccurate. As you knit more complicated pattern stitches, this is not easy to do and leads to frustration. It is not only important to count rows, but to understand how the pattern stitch evolves, so you can determine what row you’re on if you make a mistake and have to rip back. The following is my system of keeping track of rows.
When beginning a project, I think of odd rows as the right side and even rows as the wrong side of the knitted fabric. For most pattern instructions, the first row is the right side, thus my reasoning behind odd numbers for right side and even numbers for wrong side. Knitting garments or any project requiring pieces, such as back, front, and sleeves, I count rows and record them for each section of the piece.
Most garment patterns begin with the back, so I begin by counting the number of rows to complete the border. I write this number in the instructions, and I also measure the border and record this number. If the border is knit on smaller needles, it will likely be a different gauge from the body of the work. I subtract the border measurement from the total measurement for the piece, to calculate approximately how many rows I need to knit to reach the armhole. I move the counter back to zero and count the number of rows knitted to the armhole, and again write down this number. I repeat this process for the armhole to shoulders. Now, when I go to knit the front, I know how many rows to knit for each section of the piece – the border, border to armhole, and armhole to shoulder. By keeping track of rows, the garment pieces match up row for row, and seaming is much easier.
The project with the shaping chart below is knit in simple stockinette stitch, so I’m using a circular counter on my needle for total rows. But there is shaping with decreases and increases along the side edges. In addition to using the counter, I made a chart on paper so I know which row to decrease or increase. If you look at the notations below, when I reach row 15 on the circular counter, I begin to decrease one stitch on both side edges every 6th row. You’ll also notice I use shorthand.
When working multiple charts for different pattern stitches, writing down such things as cable rows and repeats on paper helps to keep track of the different rows required for each pattern stitch. In addition, I use a counter for total rows for the sections, referring to the chart when I need to make a decrease or increase.
The most important message to take from this, is to count your rows, whatever system you devise. But when the frustration sets in, I guarantee that you won’t get lost and all your pieces will fit together with ease. So toss a counter, along with your pen and paper in your toolbox! | https://knittingunplugged.com/2020/06/11/do-you-really-need-to-learn-how-to-use-a-row-counter/ |
This idea had been originally posted on http://www.minecraftforum.net/topic/1319759-132-smp-xtrablocks-extreme-edition-perfect-for-adventure-maps-updated-2892012/page__st__420 (By me), but I tought it was a great idea, so I decided to give it a shot in here.
Some bits of the original text were change to better fit my Idea in here, But the main idea remains the same. I hope you guys can give it a use.
Proposed Addition:
Give modders with no programming/modding knowledge a simple way to do more stuff, like creating new biomes, trees, blocks, items, or armors just by writing about it in a written file. (Like the server.properties, for example.), and making an image with all needed textures to make it (Like the terrain.png from the minecraft.jar) and making the game itself work with them to generate the block/biome/whatever
Specific Features:
considering how most people (I believe) from the minecraft community loves how the game is continuously expanding, with new things of all kinds being added to it every now and then, I think it'd be fantastic if its actual creators made a more simple, user-friendly way to give its community a way to mod their favorite game.
Since this could become a big, and complex (Side-)project, it could be done bit-by-bit (Like the game itself), with new options and ideas being added with community feedback. (or not)
Anyway, the idea itself is pretty simple, give the game a special properties file to work with it, but very simplified.
For those with no actual programming knowledge, to be able to use it too.
First, you would have to make a textures file yourself, like the terrain.png,
with rows of textures that will give the look of what you want to add to the game. with each row being (Obviously) composed of 16x16 squares, each containing a texture for what you need.
Then you'd have to run Minecraft.
Past that step, the game will create a properties that would work with each row of your file. with its entire content being configurable, somewhat like that:
- Number of rows: 1 (The first thing of all, so the game wouldn't have problems telling apart where a texture ends and the other one begins)
(Then, after that set, you'd configure what each row would do separately. And all of them would have these following values to be defined, starting by...)
[Row 1:]
- Type: Terrain Block (Could be filled with: Block, which is just a simple block using the same texture all over it, Multi Terrain Block, which would be the same as block, but uses a different texture for each face, Cross, for decoration purposes, X, for decoration too and flowers, Liquid, which would make it's row be used for texturing each of its states, like still, flowing, and its particles, for when you dive and breathe in it, or... Tree! which would use the first texture for placing it's sapling around, and the other two for generating its leafs and blocks when fully grown! and the leafs would, consequently, drop again the sapling!
- Can Glow: False (Could be False, meaning it wouldn't ever glow, True, meaning it would (Obviously), or... Redstone! Meaning it wouldn't glow, until powered by a (Redstone, duh...) signal! : D
- Parent: Dirt (Sets how it would behave for placement and destruction, Including sounds, destruction speed, and the best tool to gather it!)
- Removable: True (Defines if it's a bedrock block or not. Simple.)
- Physics: false (Defines if the block can fall or not)
- Growth stage: 0 (Only valid if the first value is set to "Tree". Defines how fast it grows... in Minecraft days average perhaps?)
- Spawns naturally: False(Best one of all I.M.H.O., Defines if it can spawn naturally in your world or not... and how. can be set to False or true, which would form exclusive biomes, made entirely of its blocks, which would lead to the next settings...)
- Biome formation: false (Makes the terrain formed like the biome written there. but with each block in the row being used to set a layer of the biome, leading to the last setting...)
- Row Formation: T, U, R, L, F, B (This is for the mod to use, when checking where he'll use each texture in more complex settings. That one for example, broken down would be just:
Top Surface texture, Bottom (Under) Surface texture, Right Surface texture, Left Surface texture, Front Surface texture, Back Surface texture
But that example is too simple to show it's utility. So for biomes for example, if a Plains biome were set, it could be used like this:
GLS, DLS, RLM, (G)Lf, Lg, S
Which broken down would be:
Grass Level Simple (First image in the row would be used for generating the first layer, replacing where would the grass blocks be generated with "Simple Blocks")
, Dirt Level Simple (Second image in the row would be used for generating the second layer, made of, again, Simple Blocks.)
, Rocks Level Multi (Same as first and second layers, but replacing all stone blocks under that Biome by the one with the next 6 textures in that row, since this level's set there as "Multi")
, (Glows) Leafs (This next texture would be used to make the leaves from the trees, not many, since it's a plains biome. Also notice how this block-forming texture is set to glow separately, helpful and practical for when you want to make a tree whose leafs glows, but the logs don't. Or perhaps a biome where just the first layer blocks glow...)
, Logs (Next two images would be used to make the log sides and top/bottom. very simple.)
See? Useful right? (I'm just wondering how doable it is... Sorry if I'm just being a pain to you guys. :/)
Spawns: All (Sets what mobs, and types, can spawn in that block, can be set as Monster, Peaceful, None, Or all. Of course useless to set for Monster is it's a glow block. Or is it? Ó.o)
And that'd be the end of the file. You'd save it, run the game, and MC would do the rest. (Save from naturally spawned stuff, obtainable only through creative, to prevent use/misuse of more unique/OP stuff. Intended for maintaining control on servers. Recipes could be added by another API to make them, but that, I'll leave to be someone else's Idea.)
So yeah, I'm really sorry if (Any of) this is even doable, Or just a complete and blatant nonsense, But I'm a complete noob to these things, aind I'm not even sure if API is what I think it is.
But I tought nonetheless it was at least worth a shot.
Sorry for the huge W.O.T., and hope you all like the Idea. ^^""" | https://bugs.mojang.com/browse/MCAPI-60 |
In the clock machine, three gears fit together. The largest has 168 teeth, the middle 90 teeth, and the smallest 48 teeth. The middle wheel turns around its axis in 90 seconds. How many times during the day do all the gears meet in the starting position?
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A container which can be used to hold a tabular or hierarchical set of rows of elements. The tree may contain any number of rows and any number of columns. Each row of the tree may contain child rows which are displayed indented from the parent. Unlike other elements, the data to display inside the tree is not specified using tags, but is determined from a view object. The view object implements the nsITreeView interface. The view is queried for the data to appear in the tree. There are several ways in which trees are used, as listed below. The second column lists the interfaces available via the tree's view property. The third column indicates whether treeitem element are used.
If you would like to allow the tree to be horizontally scrolled, simply set the width attributes for each column to make the tree wider than its containing object.
Content tree nsITreeView, nsITreeContentView Yes This tree has treeitem elements placed within the treechildren element. In this situation, a content view (which implements the interface nsITreeContentView) which is a more specialized type of view, uses the treeitem elements and their descendants to determine the data to display in the tree. However, the treeitems are not displayed directly; they are used only as data to the content view. However, the content view will automatically update the tree if treeitems are changed.
RDF tree nsITreeView, nsIXULTreeBuilder No This tree is generated from an RDF datasource. It is used when a tree has a datasources attribute, and has dont-build-content in its flags attribute. For this tree, the data comes directly from the RDF datasource. DOM treeitems are not created. Even though the template uses treeitem elements to define the content, DOM nodes for these elements are not created. This is the type that should be used for RDF generated trees with lots of rows.
RDF content tree nsITreeView, nsIXULTreeBuilder, nsITreeContentView Yes This tree is generated from an RDF datasource. It is similar to the previous type but is used when the tree does not have dont-build-content in its flags attribute. DOM treeitems are created, so you can access the data using RDF functions or DOM functions. This type is suitable for RDF generated trees with a fairly small number of rows.
Custom tree view nsITreeView No For this tree you implement the nsITreeView interface yourself. The tree's data is retrieved from this custom view. The custom view should be attached to the tree by setting its view property.
More information is available in the XUL tutorial. Also Tree Widget Changes.
If this attribute is not used, the user can navigate to specific items within the element by pressing keys corresponding to letters in the item's label. This is done incrementally, so typing more letters with select more specific items. This feature may be disabled by setting this attribute to true.
When set to true, the user may drag the column headers around to change the order in which they are displayed.
A set of flags used for miscellaneous purposes. Two flags are defined, which may be the value of this attribute.
dont-test-empty: For template generated content, the builder will not check that a container is empty.
dont-build-content: This flag may be used on a tree to indicate that content elements should not be generated. This results in a performance enhancement, but you will not be able to use the DOM functions to retrieve the tree rows.
This event is sent to a tree when a row is selected, or whenever the selection changes. The user can select multiple rows by holding down Shift or Control and clicking on a row. The onselect event will be sent for each item added to or removed from the selection.
Set to the row index of the tree caret in the tree. For trees with focus, the caret's position is indicated by the focus ring, but unfocused trees won't show a focus ring, naturally. For unfocused trees, the (undrawn) caret's position can still be obtained by this property. If the caret isn't present for any row (for example, because the tree has never been focused), the value will be -1.
You cannot rely on this property to change or determine a tree selection, except for trees with seltype="single". (All trees have seltype="multiple" by default.) To reliably change or determine a selection, instead use the nsITreeSelection interface methods available via tree.view.selection.
Gets or sets the value of the disableKeyNavigation attribute.
The column of the tree cell currently being edited, or null if there is no cell being edited.
The row index of the tree cell currently being edited, or -1 if there is no cell currently being edited.
A reference to the first treecol element, which or may not be the first column displayed in the tree.
Read-only property that holds the textbox that is used for editing.
Gets and sets the value of the seltype attribute.
If set to the value primary, only the label of the primary column will be highlighted when an item in the tree is selected. Otherwise, the entire row will be highlighted. To see the difference, compare the selection style in the folder list and the message list in Mozilla mail.
The box object is responsible for rendering the tree on the window. This object implements the nsITreeBoxObject interface and contains functions for retrieving the cells at certain coordinates, redrawing cells and scrolling the tree. This property is equivalent to the boxObject property.
The view for the tree, which is the object which generates the data to be displayed. You can assign an object which implements nsITreeView to this property. Trees built from RDF or those which use treeitems directly will already have a view. Functions available in the view allow one to retrieve the data within the cells, and determine which rows are nested within others. For a complete list of view functions, see the nsITreeView interface.
Activates user editing of the given cell, which is specified by row index number and the nsITreeColumn in which it is located. The tree view's nsITreeView.getCellText() method is called to obtain the cell contents.
Stops editing the cell currently being edited. If the shouldAccept parameter is true, the cell's label is changed to the edited value (the tree view's nsITreeView.setCellText() method is called to change the cell contents). Otherwise the cell label is reverted to the value it had prior to editing.
treecols, treecol, treechildren, treeitem, treerow, treecell and treeseparator..
To select the checkbox and display the cell's text value, you can use code like the following.
This way, you can get the tree cell values of the selected checkbox of the corresponding row. | https://developer.cdn.mozilla.net/en-US/docs/Mozilla/Tech/XUL/tree |
Many things determine the type of trees that can thrive in your compound. The local climate, availability of water, and land are some of the things you shouldn't ignore. When it comes to land factors, don't forget about these three essential factors:
Size of the Land
Plant a tree that will still fit your land when it is mature. Oversized trees can damage structures or even block views. For example, a willow tree may look small during planting, but it can spread 30 t0 40 feet when mature, which makes it unsuitable for a small urban yard.
When considering the size of your land versus the size of your tree, remember that trees grow both above and below the ground. For example, poplar trees have roots that spread as far as 160 to 450 feet from the base of the tree. If you don't take this root spread into consideration, then you will be endangering nearby buildings, underground utility lines, and buried septic systems. Therefore, once you have identified trees that interest you, research how wide their roots and crowns spread and chose the ones that will fit the available space.
Soil Drainage
The soil drainage also determines the kinds of trees that can thrive on your land. Some trees drown in waterlogged soils because they cannot get the nutrients and oxygen they require to grow. Too much water also promotes root rot. At the same time, some trees thrive in soils with poor drainage; examples include bald cypress, red maple, and river birch.
The good news is that drainage is something you can improve; you don't have to accept your soil's drainage the way it is. For example, if your chosen trees don't thrive in poorly drained clay soils, you can improve the soil by adding organic matter, such as mulch, to the soil.
Soil Quality
Finally, you should also consider the quality of the soil you want to use. The quality of the soil is a factor many factors including the pH, the presence of contaminants, such as oil spills, and the nutrients in the soil. If the soil quality is low, you have to consider planting trees that thrive in such harsh conditions, unless you want to improve the soil first, for example, by adding fertilizers.
Therefore, do your research well before ordering tree seedlings for your compound, especially if you have just moved to a new place. Otherwise, you might end up with the wrong plants for your land. Contact a service like Greatland Tree Service for more information.Share
15 June 2016
I love and appreciate all of the trees around my home, but I do worry about what will happen during a strong storm. Will I get rudely awakened by by a tree crashing through the roof into my bedroom? Will a tree fall and take down the power lines that my family relies on each day to live our comfortable life? This blog will show you what you need to know before you go cutting down all of the trees on your property to maintain a safe living space and advice for picking and choosing the trees that will remain. | http://bennettvalleyvineyards.com/2016/06/15/how-your-land-influences-the-tree-to-plant/ |
Welcome to your next "Crops 101" lesson of the Farming Simulator Academy! We’re focusing on olives. So, let's create some nice and lush groves on your farm!
(Video coming soon!)
Because olive trees, like grape vines, need the proper distance between each other to get exactly the right amount of sun, water, and air, while saving as much space as possible, you need specialized equipment. You’ll work in narrow spaces between the vines. Let’s take a look at everything you need.
To harvest olives, you require the following equipment. In the ‘Packs’ section of the shop, you find everything you need. As stated before, your usual tractor, and spraying machine won’t fit between the trees, and you need slim machinery.
Got everything you need? Then let’s start on your assignment and place some olive trees. Open the build mode and click on ‘orchards’ section in the production tab. In there, you’ll find grapes, and olives. Note, that you can only plant the trees between the beginning of August and the end of September if seasonal growth is enabled.
Step 1: Placing olive trees
Place the trees by clicking on free space on your land to put down the first tree. Then, you just drag the tree line across the field and put down another one at the end. Now, we have one row of trees.
Since the tree lines should be as close together as possible, zoom in, and move the cursor away from the first row until you see the silhouette turn up again. That’s the ideal distance between two rows. Put down the next tree, drag them across the field, and put down the final tree, again. Repeat this procedure until you got enough olive trees on your field.
Step 2: Mulching the ground
Since we want to keep the spaces between the trees clear, we’ll attach the mulcher to the tractor, as soon as grass begins to grow higher. Lower the mulcher, turn it on, and mulch row after row. Make it look nice and tidy, and immediately continue with the next step.
Step 3: Cultivating the field with a subsoiler
Since the trees are close together, we’ll use a slim subsoiler for this task. We’re cultivating between the trees to loosen the soil, so that they can be supplied with more water and nutrients. Maneuver your tractor with the subsoiler attached between the trees, carefully, lower it into the ground, and start cultivating one row after another.
Step 4: Applying Fertilizer
As soon, as the trees reach the first stage of growth, fertilizer will improve the yield. Click on the objects' category in the shop, and buy the liquid Fertilizer container or pallet. Then, hook up your spreader to your tractor, position it right next to the Fertilizer and click the button to refill.
Back at the field, you drive carefully in between the trees, turn the sprayer on and cover one row at a time in fertilizer.
Step 5: Harvesting the olives
Now, the real fun begins - let’s harvest the ripe olives, using our special harvester. With seasonal growth activated, the olives will wither after October. Unfold it and turn it on. Position the harvester centered in front of the first row. Since the trees go through the center of the harvester, you can zoom in a bit to check if you’re centered. Are you? Then go ahead, and harvest until the tank is full. Try to drive in a straight line.
Step 6: Selling the olives
To unload the harvester, drive it up to your trailer, facing it rearward, since it unloads in the back. Press the button to start overloading, and all harvested olives will be unloaded into your trailer until it’s full.
Now, look at the prices screen in the menu to see where you can get the best prices for your harvest. By delivering it to the oil mill, you can also choose to process the olives, and turn them into olive oil. You can sell oil for an even higher price. Depending on, if you want to sell or process, unload in the respective designated area, and you’re done.
Congratulations, you finished another lesson and added lush groves of olives to your farm, and with that, some Mediterranean charm. Stay with the Farming Simulator Academy, and you’ll become a top-notch virtual farmer in no time! | https://www.farming-simulator.com/newsArticle.php?&news_id=300 |
How can you arrange the 5 cubes so that you need the smallest number of Brush Loads of paint to cover them? Try with other numbers of cubes as well.
Let's say you can only use two different lengths - 2 units and 4 units. Using just these 2 lengths as the edges how many different cuboids can you make?
How many models can you find which obey these rules?
We went to the cinema and decided to buy some bags of popcorn so we asked about the prices. Investigate how much popcorn each bag holds so find out which we might have bought.
Can you create more models that follow these rules?
How can you put five cereal packets together to make different shapes if you must put them face-to-face?
Arrange your fences to make the largest rectangular space you can. Try with four fences, then five, then six etc.
Take 5 cubes of one colour and 2 of another colour. How many different ways can you join them if the 5 must touch the table and the 2 must not touch the table?
This practical investigation invites you to make tessellating shapes in a similar way to the artist Escher.
In how many ways can you fit two of these yellow triangles together? Can you predict the number of ways two blue triangles can be fitted together?
Kate has eight multilink cubes. She has two red ones, two yellow, two green and two blue. She wants to fit them together to make a cube so that each colour shows on each face just once.
Arrange 9 red cubes, 9 blue cubes and 9 yellow cubes into a large 3 by 3 cube. No row or column of cubes must contain two cubes of the same colour.
This practical problem challenges you to create shapes and patterns with two different types of triangle. You could even try overlapping them.
Take a rectangle of paper and fold it in half, and half again, to make four smaller rectangles. How many different ways can you fold it up?
What is the smallest cuboid that you can put in this box so that you cannot fit another that's the same into it?
How many different cuboids can you make when you use four CDs or DVDs? How about using five, then six?
Can you make the most extraordinary, the most amazing, the most unusual patterns/designs from these triangles which are made in a special way?
The ancient Egyptians were said to make right-angled triangles using a rope with twelve equal sections divided by knots. What other triangles could you make if you had a rope like this?
Using different numbers of sticks, how many different triangles are you able to make? Can you make any rules about the numbers of sticks that make the most triangles?
An activity making various patterns with 2 x 1 rectangular tiles.
Make a cube with three strips of paper. Colour three faces or use the numbers 1 to 6 to make a die.
Are all the possible combinations of two shapes included in this set of 27 cards? How do you know?
Can you order pictures of the development of a frog from frogspawn and of a bean seed growing into a plant?
Can you make dice stairs using the rules stated? How do you know you have all the possible stairs?
What is the largest number of circles we can fit into the frame without them overlapping? How do you know? What will happen if you try the other shapes?
How many triangles can you make on the 3 by 3 pegboard?
The challenge for you is to make a string of six (or more!) graded cubes.
What is the greatest number of counters you can place on the grid below without four of them lying at the corners of a square?
This activity investigates how you might make squares and pentominoes from Polydron.
In this challenge, you will work in a group to investigate circular fences enclosing trees that are planted in square or triangular arrangements.
What do these two triangles have in common? How are they related?
These practical challenges are all about making a 'tray' and covering it with paper.
Here are some ideas to try in the classroom for using counters to investigate number patterns.
A group of children are discussing the height of a tall tree. How would you go about finding out its height?
Make new patterns from simple turning instructions. You can have a go using pencil and paper or with a floor robot.
Make a cube out of straws and have a go at this practical challenge.
Exploring and predicting folding, cutting and punching holes and making spirals.
Can you make the birds from the egg tangram?
Looking at the picture of this Jomista Mat, can you decribe what you see? Why not try and make one yourself?
Use the lines on this figure to show how the square can be divided into 2 halves, 3 thirds, 6 sixths and 9 ninths.
Where can you put the mirror across the square so that you can still "see" the whole square? How many different positions are possible?
Ideas for practical ways of representing data such as Venn and Carroll diagrams.
Follow the diagrams to make this patchwork piece, based on an octagon in a square.
These squares have been made from Cuisenaire rods. Can you describe the pattern? What would the next square look like?
Take a counter and surround it by a ring of other counters that MUST touch two others. How many are needed?
This practical problem challenges you to make quadrilaterals with a loop of string. You'll need some friends to help!
This is a simple paper-folding activity that gives an intriguing result which you can then investigate further.
This practical activity involves measuring length/distance.
Arrange your fences to make the largest rectangular space you can. Try with four fences, then five, then six etc.
How do you know if your set of dominoes is complete? | https://nrich.maths.org/public/topic.php?code=-339&cl=2&cldcmpid=4911 |
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EASTER EGG TREES
Level: Easy
WHAT YOU'LL NEED:
- 2 x packets of large plastic eggs
- 2 x packets of small plastic eggs
- Polystyrene ball 15cm
- Got glue gun and glue sticks
- Pins
- Packet of assorted pom poms
- Wooden Dowel
- Easter tins x 2
- Polystyrene ball to fit inside the Easter tins
- Paper shred
INSTRUCTIONS
Step 1 - Push the dowel rod into the centre of the large polystyrene ball.
Step 2 - Open a plastic egg and hold it up against the polystyrene ball in the position you want it to sit. We started from the
bottom on the ball (next to the dowel) and worked our way to the top. For the bottom ones you can use a pin through the whole in each egg to help secure it into the polystyrene or you can just use lots of hot glue to secure each egg in place.
Step 3 - Continue positioning eggs and pinning/gluing in place row by row until you have covered the entire polystyrene ball.
Step 4 - Once you have finished with the plastic eggs, open the packet of assorted pom poms and fill any gaps/holes between eggs with pom poms so your egg tree looks nice and full!
Step 5 - Position the other polystyrene ball into the tin so it is secure and can't move. If you need to cut a bit off it so it fits neatly in
the tin you can. Then push the other end of the dowel into the polystyrene tin so your tree sits centred in the tin.
Step 6 - To finish fill the top of your tin with paper shred and your Easter egg tree is complete! | https://www.spotlightstores.com/projects/easter-projects/easter-egg-trees-project |
Sowing & Watering
I believe it’s been about 4 weeks since we last had decent rain – in fact I think it’s been 4 weeks since we had any rain at all. Scary. So today, whilst I was meant to be digging out pathways in the garden, I noticed that some of the veggies down the patch were beginning to suffer from a lack of water. Before you know it, Suz, I and the children are down there sowing, weeding and watering – amazing how you can get carried away.
Reading back, I now realise I said we’d be sowing some Kestrel F1 beetroot later this year, as a decent storage beetroot to complement the early Cylindra variety we’ve already sown. I forgot, and we’ve just sown another 10′ of Cylindra…doh! With the spring cabbage almost ready to start pulling up, we’ll probably pop some Kestrel F1 in there.
The first row of Prinz Robin radish were also pulled up yesterday – those that were sown in the same row as the parsnips. As the parsnips were being de-weeded, now that they’re a decent size, it made sense to pull the radish and so, today, more of the same variety were squeezed in at the end of an onion row.
The Chantenay Red Cored 2 carrots were also de-weeded today, though not quite large enough to thin. A second 10′ row of the same were added, to stagger the harvest. Again, we could do with another row at some stage, but no idea where we can fit it! I’m sure we’ll find somewhere.
And continuing on a tradition started a few years ago, Jay and Smiler planted their pumpkin seeds this year on a compost heap. We’re a good 6 weeks earlier than last year doing this, so hopefully we’ll get a better crop (though we couldn’t get through the last lot!).
Other potential victims of the lack of water are the trees, so Suz spent an hour and a half watering the baby fruit trees, something we need to do until their root system is decent enough to tap into the water flowing under our feet in the valley. | https://merrybower.co.uk/blog/?m=201104 |
Galleries at the College of Fine Arts
The galleries at the School of Visual Arts comprise both professional and student-run exhibition spaces that serve to compliment and augment the educational experience. The Sherman and 808 Galleries present professionally organized exhibitions by contemporary artists in all disciplines. The Commonwealth Gallery and Gallery 5 are dedicated to rotating exhibitions organized by graduate and undergraduate students. Learn more at the BU Art Galleries website.
808 Gallery
The 808 Gallery is the School of Visual Arts’ showcase exhibition space and sits at the heart of the Boston University campus. In addition to hosting the MFA and BFA Thesis shows each spring, and the Undergraduate Showcase (featuring the work of SVA freshman, sophomores and juniors) in September, the gallery presents two large-scale group or solo exhibitions each year (the first in fall and the second in the spring semester). Additionally, during the summer the 808 Gallery hosts Boston Young Contemporaries, a highly anticipated annual juried exhibition of regional graduate work organized by SVA MFA students now in its ninth year, and the BoNE Show, a juried exhibition of graphic design organized by AIGA (American Institute of Graphic Arts) in collaboration with SVA Graphic Design Faculty. The 808 Gallery is an arts venue widely recognized and respected by the Boston University and Greater Boston communities. Since 2006, programming of the 808 Gallery has increased year-round (prior to that it was largely host to the student exhibitions with no additional programming), presenting cutting-edge exhibitions not possible in other venues. This broadening of scope has greatly enhanced students’ access to an expanding network of artists and artworks. Exhibitions have included Ledelle Moe: Collapse (2008), an exhibition of monumental concrete sculpture; Triiibe: Search of Eden (2010), a large-scale photographic installation; South Africa: Artists, Prints, Community. Twenty Five Years of the Caversham Press (2011) a survey of South African printmaking; the group shows Calender’s Tales: Fantasy, Figuration and Representation (2012), On Sincerity (fall 2012), which explored notions of sincerity in art; and Alternative Visions/Sustainable Futures (spring 2013) a large-scale inter-University collaborative project that examined current environmental issues from cross-disciplinary perspectives. 808 Gallery exhibitions are consistently well attended, and receive in-depth reviews by the local press including the Boston Globe.
Art@Sloane
Each year, Dr. Beverly Brown and Sloane house staff work with the College of Fine Arts to select artwork for display within the President’s residence. Drawn from both student work and CFA collections, these works highlight the rich variety of works collected and generated by the CFA. The program serves to increase the visibility of BU generated artwork for the larger BU community and visitors to the BU campus.
Each semester, an Art@Sloane reception is held at the house to celebrate the artists and curators who make the program possible.
BUAG (Stone Gallery)
Dedicated to serving the Boston University community as well as the greater Boston and New England public, the BOSTON UNIVERSITY ART GALLERY (BUAG) is a non-profit art gallery geared toward an interdisciplinary interpretation of art and culture. Maintaining an ongoing exhibition schedule in its current location on Commonwealth Avenue since 1958, exhibitions focus on international, national, and regional art developments, chiefly in the twentieth century. BUAG has a particular commitment to offer a culturally inclusive view of art, one that expands the boundaries of museum exhibitions.
BUAG presents four to five exhibitions annually. Exhibitions are curated internally, often incorporating the rich talent and resources found on campus and in the Boston area, or are borrowed from other institutions. Through exhibitions and educational programs, BUAG seeks to present a cultural and historical context of art and to acknowledge the artistic contributions of under-recognized sectors of the population. Each spring our season closes by highlighting the achievements of School of Visual Art students with the MFA Graphic Design and Senior Thesis exhibitions.
Gallery lectures, panel discussions, and symposia (often co-sponsored with other regional institutions and university departments) regularly accompany the exhibitions, as do high quality scholarly catalogs.
BUAG’s diverse exhibition history includes works by the following impressive list of artists: Josef Albers, Brooke Alexander, David Aronson, Felice Beato, Margaret Bourke-White, Philip Guston, Al Held, Hans Hofmann, Ellsworth Kelly, Joyce Kozloff, Yasuo Kuniyoshi, Jacob Lawrence, Jacques Lipschitz, Whitfield Lovell, Michael Mazur, Alice Neel, David Smith, Raphael Soyer, Pat Steir, John Walker, and Edward Weston.
Commonwealth Gallery
Located adjacent to the Faye G., Jo, and James Stone Gallery on the first floor of the College of Fine Arts building at 855 Commonwealth Avenue, the Commonwealth Gallery is dedicated to providing current School of Visual Arts graduate and undergraduate students the opportunity to show their work in a professional exhibition space. The Gallery showcases solo and group exhibitions on a rotating, usually weekly, basis throughout each academic year.
Gallery 5
Located on the fifth floor of the College of Fine Arts, Gallery 5 enhances the quality of life of the undergraduate students in the School of Visual Arts by offering them a professional exhibition space near their studios where they are able to plan, propose, and install their own exhibitions. Students consult with the Visual Arts Faculty and administrative office, but are responsible for all aspects of their exhibition’s curation, including selection, display, and advertising. These exhibitions rotate on a bi-weekly basis during the regular academic year. | https://www.bu.edu/cfa/creative-research/learn/galleries/ |
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