The Murder of Micaela Costanzo

Micaela Costanzo, 16, was a good kid. She was pretty and popular. She did well in school, and enjoyed being on the high school basketball team and was considered a  local track star. She was close to her mother and sisters. She texted them regularly—especially if she had a change in schedule. So, on March 3, 2011, when Micaela—or Mickey, as everyone called her—didnt text her mother after school or answer her cell phone, her mother knew something was terribly wrong. Micaela Costanzo Goes Missing Mickey was last seen around 5 p.m. leaving through the back doors of West Wendover High School in West Wendover, Nevada. Normally, her sister picked her up from school but on this day, her sister was out of town and Mickey had planned to walk home. When she didnt arrive, her mother began calling her friends and finally the police, who immediately began investigating the teens disappearance. They interviewed her classmates and friends, including her childhood pal Kody Patten, who gave police the same story as her other friends: the last time he saw Mickey, he said, was outside the school around 5 p.m. A Gruesome Discovery at the Gravel Pits Many people organized search parties and began combing the vast desert surrounding the town, including an area known as the gravel pits. Two days later, a searcher noticed fresh tire tracks leading to what looked like fresh blood and a suspicious mound covered by sagebrush. Investigators uncovered Mickeys body. Shed been beaten and stabbed repeatedly on her face and neck. A plastic tie was found around one of Mickeys arms. The  evidence  indicated to police that shed been brought unwillingly to the location where she was murdered. Investigators turned to the schools surveillance cameras for more clues. Person of Interest When investigators found calls and text messages to Patten on Mickeys phone records at the time she disappeared, he became a person of interest in the case. In addition, school surveillance video showed Mickey and Patten in the hallway leading to the exit where she disappeared minutes later. In his first interview, Patten told police hed last seen Mickey with her boyfriend at the front of the school. Everyone else said she was at the back of the building. The High School Couple Mickey Costanzo and Kody Patten had known each other since they were kids. They stayed friends as they got older but socially, they went their separate ways. Patten became involved with Toni Fratto, a devout Mormon who, like Mickey, was popular at school. Fratto was dedicated to Patten and wanted to help the volatile teen reach his goal of joining the Marines. After dating a while, Patten and Fratto decided that they wanted to get married. Patten even joined the Mormon faith so that the couple could marry in the temple. Patten was 6-foot-8, with a quick temper—at home, and at school. After a bad fight with his father, he moved into Frattos house. Frattos parents were conflicted about having Patten stay there. Their primary concern was for their daughter, whom they knew was in love with Patten. They were also worried that Fratto might move out to be with Patten. In the end, they agreed to let him move into their home, where they could keep an eye on their daughters fiancà ©. The senior Frattos relationship with Patten improved and soon they considered him part of the family. Jealousy and Manipulation Toni Fratto was insecure about her relationship with Patten, and even more so about Pattens friendship with Mickey. Fratto kept a diary and wrote about her insecurities. She believed Patten loved Mickey and one day, he would leave her for his childhood friend. Patten began to use Frattos jealousy as a perverse form of entertainment. He would create scenes that he knew she would react to, including talking and texting with Mickey. According to Mickeys family, for months Fratto verbally insulted Mickey. Mickeys sister recalled that Mickey told her she disliked the drama, that she had a boyfriend, and that she wasnt interested in Patten. But the taunts continued and Fratto became convinced that Mickey would ruin her relationship with Patten. The First Confession Once Patten was established as the primary person of interest in the case, the police asked him to come in for an interview. It didnt take long for Patten to break down. Encouraged by his father, he confessed to his involvement in Mickeys death. Patten told police that he and Mickey had gone for a drive to the gravel pit after school. They began arguing. He said she told him to break off his engagement with Fratto  and start dating her instead—which he refused to do. The argument turned physical. When Mickey began to hit him in his chest, he shoved her back. She fell, hit her head, and went into convulsions. Not knowing what to do, he Patten tried to knock her out by hitting her in the head with a shovel. Patten said she was still making sounds, so he slashed her throat to get her to stop. Realizing she was dead, he buried her in a shallow grave and tried to burn her personal belongings. Patten was arrested and charged with first-degree murder with the possibility of a death sentence. He hired attorney John Ohlson, who had a reputation for keeping killers off of death row. Frattos Reaction Devastated by Pattens arrest, Fratto visited, wrote, and called him, telling him that she missed him and would always stand by him. Then in April 2011, while her parents were out of town, Fratto—dressed in her pajamas and accompanied by Pattens father—went to Ohlsons office and tape-recorded an entirely different version of the circumstances of Mickeys murder. Fratto said that after school she received a text from Patten with the words, Ive got her. That meant Mickey was in an SUV that Patten had borrowed and he was on his way to pick Fratto up. The three went to the gravel pits. Mickey and Patten got out of the car. Mickey began yelling at Patten and pushed him. Fratto said she diverted her eyes but heard a loud thud and got out of the SUV to see what had happened. She said Mickey was lying on the ground, not moving. Patten began to dig a grave. By the time he was finished, Mickey was semiconscious. They kicked, punched, and hit her with the shovel. When she stopped moving, they placed her in the grave and took turns slitting her throat. Fratto also admitted to sitting on Mickeys legs to hold her down during the attack. Since Patten was his client, not Fratto, there was no attorney-client privilege and Ohlson immediately turned the tape over to the police. Toni Fratto, who had not even been a suspect, was subsequently booked, charged with murder, and held without bail. Plea Deals Both Patten and Fratto were offered plea deals. Patten agreed  at first but then changed his mind. Fratto agreed to plead guilty to second-degree murder and testify against the man who she promised to stand by forever. The confession Fratto gave to the police differed from the one shed given Pattens attorney. This time, she said Patten was mad at Mickey and when she got into the SUV, she saw Mickey stuffed in the back, scared, with her hands up to her face. Patten sent Fratto a text saying, We have to kill her. When they got to the gravel pits, he ordered Fratto to stand guard. Patten dug the grave and told Fratto to hit Mickey, but she refused. Patten began punching Mickey and told Fratto to hit her with the shovel. Fratto hit Mickey in the shoulder and Patten hit her in the head. While on the ground, Fratto held down Mickeys legs. At some point, Mickey looked up at Patten and asked if she was still alive and if she could go home. Patten slit her throat with a knife. In April 2012, Fratto, 19, pled guilty to second-degree murder with a deadly weapon in the death of Micaela Costanzo and was sentenced to life behind bars with the possibility of parole in 18 years. As of August 2018, she was sent to the Florence McClure Womens Correctional Center in Las Vegas, Nevada. Patten Gives Another Version of Events In a meeting about a plea deal, Patten later gave another version of what happened the day Mickey died. He said Fratto had confronted Mickey in school that day and called her a slut. Patten suggested that Fratto and Mickey meet and talk it out. Fratto said she wanted to fight it out and Mickey had agreed. That was as far as Patten got with this version of the story. He stopped after his attorney recommended that he turn down the plea deal. In May 2012, Patten agreed to plead guilty to first-degree murder to avoid the death penalty in the death of Micaela Costanzo. As part of the presentence report, Patten wrote a letter to the judge denying that he had killed Mickey. He laid the blame solely on Fratto, saying that she slit Mickeys throat. The judge didnt buy it. He sentenced Patten to life, telling him, Your blood runs cold, Mr. Patten. There shall be no possibility of parole. As of August 2018, Patten was incarcerated in Ely State Prison in White Pine County, Nevada. One Final Version? With the two killers locked away from one another, Fratto had time to reconsider her situation. She offered one more version of the deadly story. In an interview with Dateline NBC’s Keith Morrison, she said that she had been abused and controlled by Patten during most of their relationship and that he forced her to participate in murdering Mickey. She feared for her life after she saw him beat Mickey, she said and had no choice but to go along with what he wanted.

The Issue Of Legalization Of Marijuana - 1605 Words

â€Å"The illegality of cannabis is outrageous, an impediment to full utilization of a drug which helps produce the serenity and insight, sensitivity and fellowship so desperately needed in this increasingly mad and dangerous world.† This was said by one of the most famous scientists in the United States known as Carl Sagan. Marijuana has been one of the most debated topics in the media today, and numerous years before. Altogether, this debate has raised many questions, yet with very few answers of whether the legalization of marijuana should be passed, and expressed throughout the nation as a whole. The fight for legalizing marijuana has embraced itself to see success. The legalization of marijuana is essential in society today for three reasons: failed prohibition does not work, profitable agricultural uses, and its imperative role in medicine. As shown throughout history, prohibition has never successfully worked here in the United States, and more than likely never will. The federal government has continuously tried to apply and use criminal penalties to prevent the use of marijuana use for several decades, but people still continue to use â€Å"natural herb.† Obesity is an epidemic, especially here within the states, killing people every year, yet the government has no power to regulate how much or how healthy something is for a citizen to eat it. According to Alternet.com, It is now believed to be known that â€Å"marijuana is used by more than 25 million people throughout theShow MoreRelatedThe Issue Of Legalization Of Marijuana Essay1857 Words   |  8 PagesLegalization of Marijuana The role that social policies have in the lives of every citizen cannot be understated, as the rules, regulations, and laws that govern our society provide the foundation off which our social welfare system operates. 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Particularly during the earlyRead MoreEthical Issues with Legalization of Marijuana Essay1349 Words   |  6 Pages2011 Marijuana is the third most popular recreational drug in America behind only alcohol and tobacco, and is estimated that nearly 80 million Americans use it at least one occasion.    According to government surveys, some 20 million Americans have smoked marijuana in the past year, and more than 11 million do so regularly despite harsh laws against its use. Being used for medicinal purposes or simply for recreational, there are not only laws to consider when the topic of legalization comes upRead MoreA Blunt Reality: The Controversial Issue of Marijuana Legalization1153 Words   |  5 Pagescontroversial issue of legalizing cannabis. Of course, several states have publicly legalized marijuana to the extent of medical use (with the exception of Colorado as it legalized both medical and recreational use). If something with a notoriously high capacity for abuse is forbidden but more and more exceptions are being made until everyone starts experimenting with it, we’ve got a prob lem on our hands. Although there are any number of reasons you can come with as to why marijuana should not beRead MoreShould Marijuana Legalization Be Legal?1532 Words   |  7 PagesMarijuana Legalization Marijuana legalization is an issue that the United States is currently facing. Through all branches and aspects of government, the concept of marijuana legalization can be applied and understood. In order to better frame the policy issue, the policy should be viewed through different lenses and all aspects of government. In this essay, it will be shown how marijuana legalization truly incorporates all areas of government interest. First, the politics of marijuana legalization

Case Study and Implementing Diversity Policies Free Essays

Implementing Diversity Policies: Guiding Principles A guide for ITEC and other engineering businesses who want to benefit from employing a diverse workforce Implementing Diversity Policies: Guiding Principles A guide for ITEC and other engineering businesses who want to benefit from employing a diverse workforce Christina Evans, Judith Glover, Yvonne Guerrier and Cornelia Wilson School of Business and Social Sciences Roehampton University 80 Roehampton Lane London SW15 5SL Tel: +44 (0)20 8392 3000 www. roehampton. ac. We will write a custom essay sample on Case Study and Implementing Diversity Policies or any similar topic only for you Order Now uk For correspondence about this report please email mailto: c. vans@roehampton. ac. uk September 2007  © The Royal Academy of Engineering ISBN: 1-903496-37-3 Content Foreword Acknowledgements List of figures Executive summary 1. Introduction 1. 1 Why the need for a set of Guiding Principles for embedding diversity in the ITEC sector 1. 2 How the Guiding Principles have been derived 1. 3 Summary of the Guiding Principles 1. 4 Schema of the Guiding Principles Suggestions on how organisations might use these Guiding Principles Guiding Principles 3. 1 Vision and leadership 3. 2 Well-defined business case 3. Company wide policies to mainstream diversity 3. 4 Education, training and knowledge building 3. 5 Supportive work practices and organisational culture 3. 6 Open and transparent recruitment and career development practices 3. 7 Partnering with external bodies 3. 8 Targeted outreach and widening the recruitment net 3. 9 Management of suppliers 3. 10 Monitor, improve and celebrate s uccess 3. 11 Matrix of key supporting organisational case studies Conclusions Resources to help with your diversity journey Notes 3 4 5 6 9 9 10 11 12 14 2. 3. 15 15 20 23 29 36 40 45 49 53 56 60 62 63 66 . 5. 6. Appendices I. List of acronyms 68 2 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles Foreword I am delighted to welcome this new report – Implementing Diversity Policies: Guiding Principles – funded by The Royal Academy of Engineering and produced in partnership with Equalitec. Equalitec, funded in part by the European Social Fund, under the Equal Programme, is a broad-ranging partnership of organisations committed to promoting and supporting women’s advancement in Information Technology, Electronics and Computing (ITEC). ITEC is a key driver of change in the global knowledge economy and a key contributor to the productivity and competitiveness of the European economy. But growth is being affected in some areas by a shortage of skilled ITEC workers. To meet the continuing growth in ITEC we need to encourage more individuals with diverse backgrounds and skills, particularly women, to consider a career in ITEC and ITEC related businesses. It is now well recognised that there are many business and social benefits from encouraging greater diversity within the workplace. Yet women are currently under-represented in the ITEC sector, especially in more senior roles. This report provides some practical guidelines on how to build an organisational culture where women and others from diverse backgrounds with business critical ITEC skills are encouraged to participate and reach their full potential. It contains many examples of good practice drawn from a range of ITEC employers. I would encourage you to use this report with a range of people in your organisation to help stimulate debate and change polices and practices to encourage greater diversity. Dr Rosalie Zobel Director Directorate G/Components and Systems Information Society and Media Directorate General European Commission The Royal Academy of Engineering 3 Acknowledgements The authors would like to thank the many organisations and individuals that have made this report possible. In particular we would like to thank The Royal Academy of Engineering for sponsoring the project; Professor Wendy Hall, CBE FREng, Senior Vice President of The Royal Academy of Engineering, for chairing each of the Equalitec Diversity Forums; Dr Elizabeth Pollitzer, Director, Equalitec, for the initial inspiration for this report, as well as her continuing support, and all of the Equalitec partners and other participating organisations that have contributed to the ideas and case examples contained within this report. A list of Equalitec partners and contributing organisations can be found on the back cover of this report. 4 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles List of figures Figure 1 Summary of the Guiding Principles Figure 2 Schema of the Guiding Principles Figure 3 Diversity – Balanced Business Scorecard Figure 4 Development options to help managers manage a flexible workforce Figure 5 Recruitment strategies to assist entry and re-entry of women into ITEC Figure 6 Equalitec Career Model (reproduced with permission from Portia Ltd) Figure 7 REC – Diversity Pledge for Recruiters (reproduced with permission from REC) Figure 8 Intellect’s Women in IT Forum Survey – ‘Perceptions of Equal Pay’ (reproduced with permission from Intellect) 11 12 20 31 40 41 54 57 The Royal Academy of Engineering 5 Executive summary This report draws together key learning from earlier Equalitec Diversity Forums and reports, as well as other research on implementing diversity, in the form of ten Guiding Principles that can be applied in organisations that want to build a more diverse workforce. It is intended to act as a practical guide for managers and diversity practitioners in Information Technology, Electronics and Computing (ITEC) businesses, and other organisations. ITEC is now a major driver of change in many businesses, particularly in the service sector. But a shortage of skilled workers is making it difficult for some firms to compete successfully in the global economy. Despite this skills shortage, fewer than one in five ITEC professionals and managers are women and the number of women employed in ITEC is declining in most industrialised countries. With organisations chasing fewer and fewer skilled workers, there is a strong business case for increasing the proportion of women in ITEC. Within the UK it has been estimated that removing barriers to women’s employment and increasing their labour market participation could be worth between ? 5 billion and ? 23 billion. This is equivalent to 1. 3 – 2. 0% of Gross Domestic Product (GDP), according to the Women and Work Commission’s report – Shaping a Fairer Future [1]. Yet many ITEC companies find it difficult to attract and retain women. One reason may be that IT continues to have a macho male image that can put women off. In addition many women and young gir ls are not aware of the diverse roles on offer in the ITEC sector and so do not see a match between their career aspirations and what is on offer. Building a diverse workforce is not easy. It requires on-going commitment from senior leaders to bring about cultural change, underpinned by investment to develop a cohesive set of employment policies and practices. Furthermore, a concern raised at the November 2006 Equalitec Diversity Forum [2] is that the growing trend of global sourcing in IT is affecting the diversity and inclusion agenda in the UK. Where organisations can easily ‘buy in’ labour from other countries there is less of a business imperative to invest in growing its own workforce. So why does this matter? Is diversity, particularly gender diversity, more difficult to achieve in the ITEC sector? Wider research suggests that women in Science, Engineering and Technology workplaces face difficulties over and above those experienced by women in other occupations, as these workplaces have traditionally been male dominated [3]. Industry commentators also acknowledge that the sector does create additional pressures for employees something that can make it more difficult for women and others with caring responsibilities. First, there is often a need to deliver projects to specific deadlines, involving working long hours. Second, individuals need to spend significant amounts of time keeping abreast of the latest developments in the field and maintaining their skill levels; for women with caring responsibilities this can be especially problematic as updating of skills is costly and time consuming. Many women working in ITEC are concerned that maternity leave and career breaks accelerate skills obsolescence. Although funding is allocated to training graduates (new entrants) this is generally not the case for women returners [4]. In addition women, and indeed men, who choose to work part-time often find their commitment questioned. 6 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles Whilst the equality duties (race, disability and gender) have created a ‘burning platform for change’ in public sector organisations, this same burning platform does not currently apply to private sector companies. But changes in the public sector tendering process, to ensure compliance with the general duties, are beginning to influence practice in private sector companies who bid for public sector contracts; this change forms a key component of the business case for some private sector companies as this set of Guiding Principles shows. Equalitec, originally supported by funding from the Department of Trade and Industry (DTI), and latterly the European Social Fund (ESF), was established to promote and support women’s employment in ITEC. Over the six years that Equalitec has been running it has worked with over 50 organisations to help build and disseminate good practice for employing and retaining women in ITEC. The Guiding Principles covered within this report, and listed below, are supported with many examples of good practice drawn from a range of ITEC employers. Many of these employers are working in partnership with Equalitec. Adopting the good practices contained within this report will help build workplaces that benefit all workers, not just women. Guiding Principles for embedding diversity in ITEC and other related businesses 1 Vision and leadership 2 Well defined business case 3 Company wide policies to mainstream diversity 4 Education, training and knowledge building 5 Supportive work practices and organisational culture 6 Transparent recruitment and career development practices 7 Partnering with external bodies 8 Targeted outreach and widening the recruitment net 9 Management of suppliers 10 Monitor, improve and share success Recommendations for taking these Guiding Principles forward Business leaders  ¦ Use this Guiding Principles report creatively to help raise debates and develop policies and practices in your own organisation. Some initial suggestions on how to do this can be found later on in the report. A key policy to review is your career and succession planning, making these more open and transparent. This will help address the needs of individuals at different life-stages and with different needs and aspirations , thus encouraging them to join your organisation. Revisit data monitoring policies and practices to find ways of enabling greater availability and transparency of data. Where firms are reticent about making specific data public they could perhaps share techniques of data gathering. This would help the measurement of progress both within and between organisations and help establish industry-wide benchmarks, against which broader change could be measured, particularly in relation to the gender pay gap.  ¦ The Royal Academy of Engineering 7  ¦ Consider partnering with a range of educational and professional bodies to ensure that the skills needed to work in the sector meet changing employers’ needs. One possible way of achieving this is to work in partnership with HE institutions, professional bodies, and other employers, to create an ITEC Academy, something similar to the Power Academy recently established to address the shortage of skilled power engineers. This would help continue the excellent work started by Equalitec. Equalitec partners have found the Equalitec brand, underpinned by the European Social Fund and support from the DTI, has created a legitimacy for the various activities that they are engaged in to bring about change. Without a similar body going forward there is a concern that change will not happen at the pace that is needed. Central government and other policy makers  ¦ Provide more resources for educational institutions as well as the careers service to promote the diverse career opportunities available within ITEC.  ¦ Review policies to help women returners, especially occupational returners (i. e. returners to the industry after an extended career break), who are an under-utilised pool of talent. A key policy area for change is education, where there is an opportunity to develop conversion courses for people with a degree in a discipline other than computer science, enabling them to take up an ITEC role. This would not only help women returners, but other people who may want to move into ITEC at a later stage in their career. e-skills UK: work more closely with businesses to develop skills frameworks and progression pathways for ITEC professionals working in different business sectors.  ¦ Professional bodies  ¦ Work closely with educational partners to change the general perception of the ITEC sector and encourage more people to seek employment in the sector. Encourage and assist ITEC employers to introduce and develop good employment development practices. This could be achieved by gathering data on the gender balance among members, promoting cultural change, and brokering learning networks. Develop the range and accessibility of professional development programmes, qual ifications and networks, that address the development needs of women on maternity leave, as well as men and women who want to take a career break. Apply these Guiding Principles within their own professions and organisations.  ¦  ¦ 8 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles 1. Introduction 1. 1 Why the need for a set of diversity guiding principles for ITEC organisations? In today’s global knowledge economy the innovative use of ITEC technologies is fundamental to business survival in an ever complex and competitive business world. The ITEC sector continues to be a growth sector. Ten percent of the GDP in the UK comes from the ITEC sector, according to Intellect, the Trade Association for the UK high-tech industry. Furthermore 34% of the worldwide GDP comes from the ICT market according to the Public Technology Association [5]. With this amount of investment and growth in ITEC it is not surprising that the demand for skilled ITEC workers is outstripping supply. This is the case in all businesses, not just amongst the major ITEC producers. Despite this increasing demand, the number of women employed in ITEC roles remains much lower than women’s participation in the workforce more generally and is declining in most industrialised countries. In the UK fewer than one in five ITEC professionals and managers are female and this figure is even lower in IT strategy and software development roles [11]. With 40% of business requirements being for skills at advanced levels, the gender imbalance in the IT workforce creates a continuing challenge for businesses according to Karen Price, CEO, e-skills [6]. What these figures indicate is evidence of horizontal and vertical segregation [8] in a sector that was optimistically viewed in the 1960s and 1970s as a golden era for women’s employment. As a relatively new sector it was anticipated that some of the traditional barriers experienced by women in the workplace would be removed, and that women would be able to participate on a more equal basis with men. Sadly the reality has not matched this optimism. A concern voiced at one Equalitec Diversity Forum is that the growing trend of global outsourcing in IT is affecting the diversity and inclusion agenda [2] . Where organisations can easily ‘buy in’ labour from other countries, there is less of an imperative for firms to invest in developing its own workforce. However having IT systems developed and serviced by third parties does have skills implications for organisations’ internal workforce. In practical terms this means a growing need for IT literate staff who understand the business and know how to use IT to drive the business forward [7]. With organisations struggling to attract and retain skilled knowledge workers, it does not make business sense to under-utilise diverse pools of talent, including women. Speaking at the November 2006 Equalitec Diversity Forum, Meg Munn MP, Parliamentary Under Secretary of State (Women and Equality) endorsed this view: â€Å"If the UK is to further develop and sustain a flexible, highly skilled workforce – one that is able to cope with the twin challenges of globalisation and rapid demographic change – then we have to ensure that all our talented people are involved. † The Royal Academy of Engineering 9 Yet the reasons for the lack of participation of women in ITEC roles are complex. Sector image, as well as organisational culture, has a role to play here. ITEC work is still perceived as a place for ‘geeks’ and ‘anoraks’, working long hours and with little interaction with others. However as other Equalitec publications have shown this image does not reflect the reality of ITEC work, or the diversity of employment opportunities [8]. The changing nature of ITEC work, particularly as offshoring and outsourcing has become more commonplace, has led to an increased demand for ‘hybrid’ workers. These are workers who can demonstrate both technical and behavioural skills, such as team working, communication, relationship management, flexibility and innovation, and project management. Behavioural skills are viewed as those that women are able to contribute, drawing on these from their multiple roles inside and outside the workplace. But if businesses want to capitalise on these behavioural skills they need to find more creative ways of attracting and retaining women. 1. 2 How these Guiding Principles have been derived Working with a diversity agenda is challenging. There is no single simple solution. Organisations have to ensure a common understanding of diversity and the link with Equal Opportunities (EO). Whereas EO is concerned with difference at the social group level, diversity management is focused on individuals, with organisations striving to recruit and retain individuals with diverse backgrounds and experiences [9]. In addition, the diversity agenda is heavily contextualised: economic, political, legal and social forces each impact on business priorities and internal organisational practices. Despite these broader forces there do seem to be a number of key practices that organisations can focus on if they want to mainstream diversity. Developing an organisational culture that is supportive of diversity and where women are encouraged to reach their full potential is not easy. The nature of some ITEC roles can make it difficult for women, and others with caring responsibilities, to combine their work and family lives. Yet as other Equalitec projects have identified, some organisations are actively trying to change their culture so that people from diverse backgrounds, and with diverse talents, feel included. These Guiding Principles draw together some of the good practices developed in a range of private and public sector organisations. They have been derived from categories drawn from various sources: Equalitec Diversity Forum reports; the DTI and Equalitec sponsored report – Successful Recruitment Strategies and Practices; Times Top 50 ‘Workforce Diversity’ index; BCS Women in IT awards; Aurora’s ‘Where Women Want to Work’ awards; US National Academy of Engineering – Diversity in Engineering report, as well as the National School of Government’s Diversity Excellence model and the Civil Service diversity performance indicators. The supporting case examples are drawn largely from Equalitec publications. They have been tested out with Equalitec partners, and other organisations closely involved with Equalitec’s work, to ensure that they cover the key areas that ITEC and other organisations need to focus on to build a diverse workforce. 10 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles 1. 3 Summary of the Guiding Principles From the background sources outlined above we have identified 10 Guiding Principles. These are shown in Figure 1. 1 Vision and leadership: senior leaders demonstrate an on-going commitment to mainstreaming diversity by ensuring that the relevant policies, practices, metrics and action plans are in place. Ongoing commitment is also demonstrated through frequent and consistent communication, internally and externally, about the organisation’s achievements against its published action plans. Well defined business case: the diversity agenda forms an integral part of the strategic business planning agenda – not something that is a ‘nice to have’, perhaps especially for private sector firms that are bidding for contracts within the public sector. In the public sector the ’effectiveness argument’ i. e. ensuring the diversity of the workforce matches the diversity of service users, is perhaps more of a key driver. Company wide policies to mainstream diversity: overall diversity policy is supported by changes to other organisational policies e. g. recruitment, reward, flexible working and work-life-balance, performance management, career management and retention policies. Education, training and knowledge building: on-going commitment to education and training for all employees in order to change behaviours and develop organisational practices. Supportive work practices and organisational culture: a workplace that is open and welcoming of people from diverse backgrounds and which can demonstrate good examples of implementing different forms of flexible work arrangements. Transparent recruitment and career development practices: commitment to changing the recruitment and promotion practices so that women and others from diverse backgrounds are able to develop satisfying careers. Partnering with external bodies: relationships are developed with a range of partnering institutions to advance the diversity agenda, using this as a way of further developing internal knowledge and capabilities. Targeted outreach and widening of the recruitment net: resources (time, energy and money) are invested in developing awareness of the changing nature and opportunities within the ITEC sector and encouraging young girls and women of all ages to develop a career in ITEC. Management of suppliers: current and future suppliers understand the organisation’s diversity agenda and the organisation ensures that suppliers adapt their practices appropriately. Monitor, improve and celebrate success: demonstrates a commitment to gathering quantitative and qualitative data to monitor progress on the diversity journey, using this as a way of further refining policies and procedures. 2 3 4 5 6 7 8 9 10 Figure 1: Summary of the Guiding Principles The Royal Academy of Engineering 11 1. Schema of the Guiding Principles Mainstreaming diversity is not a simple linear process. There are a number of inter-related areas that require working on simultaneously. The schema in Figure 2 is intended to illu strate the dynamic relationship amongst the Guiding Principles defined earlier. Depending on the organisational context, change may be initiated from any one of these areas at a given point in time. In some organisations, for example, data on female attrition rates, or lack of diversity in the recruitment pipeline, may act as a catalyst for change. In others a change in leadership, such as the appointment of a new CEO, may act as the catalyst. At different times in the business life cycle organisations may eed to focus on developing policies and practices that have more of an internal focus and at other times they may need to work on policies and practices that have more of an external focus. Vision leadership Well-defined business case Company wide policies to mainstream diversity Internal focus External focus Education, training knowledge building Supportive work practices/ culture Open and transparent recruitment career development practices Partnering with external bodies Tar ge ted ou treach widening the recruitment net Management of suppliers Monitor, improve and celebrate success Figure 2: Schema of the Guiding Principles 12 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles What is clear from the background research carried out to produce this report is that implementing polices and practices to mainstream diversity is not easy, given the complexities that we are dealing with. Other reports on diversity have likened this to the complexities of the software engineering process itself, highlighted in the book The Mythical Man Month by Fred Brookes, formally of IBM: â€Å"There is no silver bullet, no magic potion that can fix things. Things only get fixed if you take the problem personally, and you want to make a difference. It is that simple. If you care enough about it to put your money where your mouth is, and you put somebody in a eadership position to do something about it, you can make a difference. † [10] It is not surprising therefore to find leadership at the top of these Guiding Principles. The Royal Academy of Engineering 13 2. Suggestions on how organisations might use these Guiding Principles One of the key aims of Equalitec is to shar e and disseminate good practice in the employment and progression of women in ITEC. This report draws together much of the good practice gathered through Equalitec projects. Whilst many organisations have made great progress on increasing the representation of women in ITEC roles, most would agree that they still have more to do. It is hoped that this set of guiding principles will support change in organisations, thus helping to stem the current decline in the number of women in ITEC. Some suggested ways that organisations could use this report include:  ¦ Using this report in your diversity training programmes for line managers, helping to raise awareness of the issues and stimulate debate for change. The questions at the end of each section would provide a start point. Recognising that successful change involves a top-down and bottom-up approach, consider using specific sections of the report with different employee groups/forums to help stimulate a dialogue about change. You could perhaps start with the section ‘Monitor, improve and celebrate success’ with a group of senior managers. This could prompt a review of the diversity data that are currently available, as well as where the gaps are. Using the section on ‘Supportive work practices and organisational culture’ with different employee groups could generate further ideas for change. Making the report available to all staff as part of your e-learning resources. This could help those aspiring to leadership roles broaden their awareness of the diversity agenda. Using the report as a basis for reviewing existing policies and practices.  ¦  ¦  ¦ 14 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles 3. Guiding principles â€Å"having the genuine support of senior leaders sends a powerful message to the rest of the organisation that diversity matters. † 3. Vision and leadership Effective leadership is crucial in all culture change programmes and developing an organisational culture that embraces diversity is no exception. When testing out these guiding prin ciples with experienced managers there was general consensus that vision and leadership needs to be the number one guiding principle. It needs to be number one for a very simple reason – having the genuine support of senior leaders sends a powerful message to the rest of the organisation that diversity matters. Without this, as many Equalitec partners will testify, diversity does not happen. So what type of leadership is required?  ¦ Leaders with a personal commitment to diversity Effective management of diversity requires ongoing commitment from the CEO and other senior leaders. This commitment can be demonstrated in many ways: setting a clear vision for diversity, linked to the business case; making sure that others understand the business case in the context of their organisations; modelling the behaviours needed to build a diverse workforce; making sure that the appropriate structure and polices are in place, as well as ensuring that all employees are aware of their responsibilities and where they fit into the diversity agenda: â€Å"Chuck Prince, who is our chairman, aims to make sure that we are not only the largest financial services organisation but also that we are the most respected. All of us, as employees, have to attest to our shared responsibilities. Those are our responsibilities to the organisations, the franchise through to our clients and also to each other, to make sure we recognise and respect diversity – which includes gender diversity. † Sharon Pagram, Recruitment Manager, Europe Middle East and Asia (EMEA), Citi [2]. Many organisations have introduced Diversity Councils as one of their supporting structures. These can help build insights and knowledge to support the change agenda. A case example of this from Symantec appears at the end of this sub-section.  ¦ Leaders who demonstrate ‘mindset flexibility’ A key skill referred to time and time again is that of ‘mindset flexibility’, particularly amongst those in leadership roles: â€Å"I think there is something about having men with the right attitude. I don’t know quite how you articulate this, but it is to do with having a diversity of thinking and approach in the senior executive team. Having men who are different from each other and function well in a flexible remote culture. Men who encourage interaction at all levels and really believe that difference is a good thing. I really do believe that if you have a culture which encourages bright, creative individual men to stay at senior levels, women will benefit too. † Rebecca George, Partner, Deloitte [11]. Mindset flexibility is seen as being important to help rethink jobs and how best to resource these: The Royal Academy of Engineering 15 What you are looking for [when recruiting] is a set of outcomes and you try to be more flexible about the people who might be able to provide those outcomes for you. You’re much less prescriptive about the inputs. † Steve Palmer, London Borough of Hillingdon [12]. It is also important when considering flexible work opt ions to ensure that all options are considered: â€Å"We have just gone through a reorganisation at Citigroup Technology Infrastructure (CTI) and we now have two very senior members who are direct reports to the head of EMEA for CTI †¦ One of these will be working remotely, using flexi-working as well as other means. She will be working from Scotland whilst playing a major role in the CTI organisation. She is working flexi-hours and she is working remotely and that has enabled her to take on a position of the size that she has. † Sharon Pagram, Recruitment Manager, EMEA, Citi [2]. HR and diversity practitioners in particular need to demonstrate effective leadership by challenging line managers who are reluctant to try out different flexible work options.  ¦ Leaders who listen to and communicate openly with their staff Open and honest communication is crucial if employees from diverse backgrounds, and with diverse needs, are to feel fully included: â€Å"I believe that communication is very important †¦ ensuring that there are adequate team briefings, newsletters, bulletins and staff gatherings. There are one-to-one meetings, for example for all staff. I think that this mix ensures that there is the opportunity to accommodate individuals and that those for example who are on flexible working, or those who are part-time are kept fully informed and up-to-date just as much as the staff who are there full-time. † Angela Clements, Head of ICT and Business Development, West Dunbartonshire Council [2]. As the Microsoft example below indicates, senior leaders can send out a powerful message if they are personally involved in finding out what women are looking for in the industry: â€Å"Simon Brown is the general manager for Developer and Partner Evangelism and he is looking to attract more females into technical evangelist roles. He has been helping by investing time and thinking about what it is that women want in the industry, and what they want at Microsoft at different levels. † Helen Duguid, Partner to Microsoft EMEA [2]. It is just as important for female leaders to listen to the needs of their junior female colleagues, rather than make assumptions that they all have the same needs: â€Å"†¦ so many of the women who are at the top, they don’t have families, or else they might have had them, but it’s been with a totally supportive background, or they haven’t needed to be the carer in the family †¦ but you wouldn’t necessarily get from somebody at the top who didn’t have that empathy, let’s hear about you and what’s it like for you? You don’t get enough of that. † [13]. 16 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles  ¦ Leaders who act as role models and who champion change The importance of senior leaders acting as role models during organisational change is well documented. But as so much change involves top down and bottom up thinking it is important that organisations mobilise and nurture leaders at all levels to support the change journey. An innovative practice identified from a non-ITEC sector organisation, but one that could be adapted, is illustrated in the case example below. Case: Recruiting internal diversity champions at Wigan Leigh College [14] The college has 23,000 students located across six different sites. The college recognised that although it had achieved the disability element of the diversity agenda it needed to do more on the other strands. To support its philosophy of inclusion, the college introduced a leadership and management programme to help change behaviours amongst its senior managers. This programme highlighted a need to do more to create a genuine culture of inclusion across the whole of the college. Following an equality and diversity ‘health check’ the college went on to recruit internal equality and diversity champions to help promote their diversity agenda. The role was open to individuals at all levels and in different areas: management, administration and academic staff. All applicants went through a structured selection process. The rationale for such a rigorous process was to ensure that those selected could act as role models, as well as have the skills to help deliver the organisation’s diversity learning programme. Staff recruited into the Diversity Champion roles, were then given additional training to ensure that they were able to perform effectively in their new role. Having a diversity of role models could help junior staff feel a greater sense of belonging, as well as develop a sense of where they might aspire to: â€Å"I like the idea of people from throughout the organisation at all levels, who are happy to be kind of champion †¦not just the high-flyers. If you have people where you are, or the next level up, where you are aspiring to be, its doable and you can relate. † [13].  ¦ Leaders who are willing and able to change Developing an organisational culture that is committed to diversity requires leaders who are willing and able to change. A key point made by Terry Marsh, from the Women into Science, Engineering and Construction (WISE) Campaign: â€Å"We talk a good deal about changing culture but actually the culture that we have to change is one that does not cope with change in many cases. You do not have to change the culture but you have to change people’s ability to want to change, or their ability to cope with change †¦ We therefore have to look at whether there is a culture, in certain companies and certain sectors, that cannot cope with change at all. † [2].  ¦ Leaders who reinforce the diversity message Given that change takes time, leaders need to find different ways of promoting and praising those who are helping the organisation achieve its diversity goals: The Royal Academy of Engineering 17 â€Å"One of the practices that we have in place is that whenever a requisition is posted in our system the hiring manager receives a letter, signed personally by our senior VP for the EMEA region, talking about why a diverse workforce is important to the future of HP, for innovation, again referencing the business case. It reminds them that we have hiring goals and encourages them to work with the recruiter for a diverse source pool. † Lisa Kepinski, Diversity Inclusion Director, HP [13]. Case: Supporting structures to mainstream diversity in Symantec Symantec Corporation is the fourth-largest independent software company in the world. It is the world leader in IT security, providing security and storage products solutions and services, to virtually the entire Fortune 1000 companies. One of Symantec’s best known products is the Norton consumer security solutions. The organisation employs just over 18,000 employees in 40 countries. Deborah Davis, Vice President, Enterprise Support Services, EMEA and India, explained how commitment to diversity within Symantec comes from the top. The group president, Tom Kendra, is the global leader and executive sponsor of the diversity and inclusion initiative within the organisation and Chief Technology Officer, Mark Bregman, is the executive sponsor of the organisation’s global women’s initiative. The organisation has established five goals for increasing the representation of women: a) increase the percentage of women in leadership positions to reflect the overall female demographic and management hierarchy; b) increase the percentage of women at the high end of the technical track in engineering; c) increase the number of women in sales; d) increase the number of women across all of our technical fields, not just software development areas; and e) build a work environment that supports and encourages women in their career aspirations. As well as executive commitment to ensure that goals and metrics are in place, the organisation has created a number of structures to sustain its diversity and inclusion initiative, as shown below. Supporting Structure Global Structure Global Diversity Inclusion Steering Committee †¢ Executive D Steering Committee meets quarterly †¢ 16 Diversity Inclusion Councils established †¢ D Office – – – – Glob al Diversity Inclusion Office 16 Diversity Inclusion Councils – – 18 SWAN Champions – – Act as a link between SWAN and Executive Leadership Seek support for SWAN recommendations Identify, share and implement best practices Build Symantec brand as an employer of choice for women Identify external women’s organizations and build long term partnerships Establish Metrics and Reporting Build collateral to support activity of SWAN Champions Conduct quarterly conference calls with SWAN Champions 1 18 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles There is an overall Diversity and Inclusion Steering Committee as well as a network of 16 Diversity and Inclusion Councils, a figure that is expanding across the globe. In addition the organisation has a Symantec Women’s Action Network (SWAN). SWAN champions attend external women’s conferences and organisations, acting as a spokespeople for the company, and build the Symantec brand as the employer of choice for women. There is also a dedicated diversity and inclusion office that acts as a link between the SWAN networks, the Councils and the executive leadership, to ensure that information and knowledge from the various fora and groups are shared. Source: Equalitec Diversity Forum, June 2007 [13]. Points to discuss in your organisation  ¦  ¦  ¦  ¦ Do staff believe that the leadership is really committed to the diversity agenda? What do they believe that they are committed to? How is this monitored, communicated and acted upon? How diverse are the role models in your organisation? How is personal commitment to the diversity agenda monitored in your organisation? Is it something that current and aspiring leaders need to demonstrate in order to gain promotion? How is ‘mindset flexibility’ developed in your organisation? The Royal Academy of Engineering 19 3. 2 Well-defined business case There are several drivers for implementing diversity policies and practices: ethical and social justice, regulatory, economic, and business case. In private sector companies it is the business case argument that provides the main driver for change. There are many dimensions to this. It can help organisations tap into new markets, as well as appeal to a broader customer base. In an increasingly diverse society the importance of the demographics of the workforce mirroring that of clients and customers is also a powerful business case argument. Access to wider pools of labour can be a powerful argument particularly where critical talent is in short supply, as in the case of ITEC. Increasingly organisations are adopting a balanced scorecard approach to the business case for diversity, as indicated in Figure 3. †¢ Enhanced understanding of new and emerging markets Marketplace †¢ ‘Mirroring of clients’ – Customers Winning new business †¢ Products and services that meet the needs of diverse customer base demographics of client base reflected in the workforce †¢ Better understanding of needs of diverse customers †¢ Access to wider customer base †¢ Leveraging diversity of suppliers and o ther partnerships †¢ Enhanced reputation and profile amongst clients and other stakeholders Workplace Access to wider pools of talent †¢ †¢ Better staff retention – lower recruitment costs Productivity/effectiveness Enhanced creativity, innovation and problem solving †¢ †¢ Enhanced employer image/reputation †¢ Richer business processes †¢ Greater organisational flexibility and responsiveness to change Employer of choice †¢ Inclusive work environment where all employees are fully †¢ Better utilisation of diverse/scarce engaged and performing talents optimally Figure 3: Diversity – Balanced Business Scorecard Although it is important for those working in change agent roles to have a broader awareness of the business benefits of diversity, it is crucial that they are able to focus on the key business benefit for their organisation, as this is what gets the attention of the senior leadership team: â€Å"For us in Pfizer, the di versity business case rests on the values of creativity and innovation because we want to bring new medicines to patients. † Trish Lawrence, Diversity Initiatives Manager, Pfizer PGRD [15]. 20 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles The Value Proposition Profitability and Business Success Invention and High Performance The Business Advantage Creativity and Productivity Diversity and Inclusion 14 August 2007 Having got the attention of senior leaders, those working in change agent roles also need to find ways of communicating the business case in a form that line managers identify with: â€Å"One of the things we have learned is that to get the attention of line managers, we need to make the business case much more explicit. In our early efforts, we had a business case but we did not publicise the financial implications enough. † [16]. One way of doing this is to link cost/benefit data directly to line managers’ budgets: â€Å"If it’s someone you know, who was a good employee, who wants to come back and they need ? 2,000 of training, but you’re not paying for an agency to recruit them, it’s a no-brainer from a business case viewpoint. † [23]. A continuing challenge for those working in diversity roles is being able to make direct linkages between diversity policies and enhanced operating performance and bottom line results. As Stephen Alford, HR Manager at Fujitsu Services, pointed out at the first Equalitec Diversity Forum [15] this problem arises as often a range of policy interventions are needed to address a specific diversity issue. The following case study from Fujitsu Services provides further guidance on how diversity champions can build a sound business case for diversity. Case: Building the Business Case at Fujitsu Services Fujitsu Services design, build and operate IT systems and services for customers in the financial services, telecom, retail, utilities and government markets. It employs 21,000 people worldwide. Around 12,000 of those are located in the UK working for a wide range of Public and Private sector organisations. At the 2006 Diversity Forum Stephen Alford, HR Manager, pointed out that one of the key arguments he uses to get senior business leaders to focus on diversity is to link back to the goal of ‘winning new business’. As an IT services company a key business driver is winning new contracts, something that as Stephen explained is now influenced by the changing legislation especially when tendering for public sector contracts. The Race Relations Act 2001, Disability Discrimination Act 2005 and the Equality Act 2006 mean that public sector organisations have a statutory duty to The Royal Academy of Engineering 21 promote equality in these three areas in their own organisation. In addition they have a responsibility to audit their suppliers to ensure that they too have equality schemes in place. Some of the arguments that Stephen draws on to convince managers about diversity include: Legal drivers – focusing on the pre-tender bid situation where questions are asked about whether there have been any cases taken against the organisation and whether any have been lost. In particular pointing out how the discrimination legislation which underpins equal opportunities is uncapped and how claims can hit the bottom line significantly if the organisation gets it wrong. Raising the profile of Fujitsu – using the strapline – ‘Why focus on diversity inclusion? ’ – to point out how as an organisation Fujitsu wants to be employer of choice in the IT service sector and partner of choice for winning business. As an organisation they are now monitoring their workforce more closely, so that they have the facts to be able to manage the business more effectively. Recruiting and retaining the best talent – pointing out how with changing demographics you may not always be able to recruit the talent from the same place as you have always recruited from. In addition women, and those from ethnic minorities, are more likely to join an organisation where there are role models and where they feel that they can get on. Having attracted the best talent then the organisation needs to focus on retention. Losing key talent is expensive. At Fujitsu Services mothers returning to work after maternity leave return on 120% of their salary until their child is 15 months old. The more senior the women then the more this costs the organisation, but as Marjan Kuyken, Practice Manager, Programme and Project Manager points out â€Å"†¦ with that seniority comes more knowledge of the organisation and more expensive skills†. Clearly these are knowledge and skills that the organisation would not want to lose. Limitations of a lack of diversity on performance – diversity practitioners need to be able to provide a number of case examples to show how other organisations have made productivity gains from building a more diverse workforce, as well as examples of where things can go when there is a lack of diversity in the decision-making teams. Sources: Equalitec Diversity Forum, May 2006 [17]; Effective Recruitment Strategies and Practices Report [12]. Questions to stimulate debate in your organisation:  ¦  ¦  ¦  ¦ Do you have key data to support your business case? Are they in a format that line managers can easily understand? Do you have a range of case examples, internal and external, that you can use to support the business case? How do you communicate the business case for diversity in your organisation? Do line managers have easy access to the data on changing demographics so that they can make informed recruitment and retention decisions? 22 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles 3. 3 Company wide policies to mainstream diversity Building an organisational culture that supports diversity and inclusion is not easy. As Juliet Webster, Involvement and Participation Association (IPA), points out organisations need to go beyond value statements and develop a coherent set of policies to ensure that they attract, develop and retain employees from diverse backgrounds: â€Å"The most ‘women-friendly’ ITEC organisations are, not surprisingly, those which have clear, coherent and thoroughgoing equality and diversity frameworks encompassing their employment policies and practices. These frameworks underpin and support a variety of practical initiatives which help organisations to attract, promote and retain women †¦ some of the strongest examples of good equality practice are not always labelled as such, but what distinguishes them is a coherence of approach to staff development and progression and the express inclusion of all employee groups. † [8]. Many organisations, large and small, have realised the importance of planning for diversity from the outset when developing their policies and practices, especially when the company is growing, or plans to grow in size: â€Å"If you find yourself with 15 engineers, none of whom are women, you’re suddenly in a bad position for trying to hire your first woman. As you build up from zero, you’ve actually got to be especially careful in the early days. There is something about thinking early on, when we’re working in a field that is by its nature male heavy, to think carefully about those early hires. † Doug Fraley, Head of People Programmes for EMEA, Google [12]. So what key policies and practices should organisations focus on? †¢ Recruitment and selection The Effective Recruitment Strategies and Practices research [12] highlighted how the ITEC sector has developed a reputation for informal ‘grapevine’ recruitment, where job openings are tran smitted via established networks. Employee referral schemes, which have become increasingly popular with organisations, operate on a similar principle of tapping into employees’ existing networks. However there is a concern that practices like these can make it more difficult for women, especially returners, to gain entry into ITEC organisations. Where organisations want to attract a more diverse workforce it is important that they use a number of recruitment methods to signpost their vacancies and employment opportunities – we say more about this in the section on ‘Targeted outreach and widening the recruitment net’. Selection methods should also be clear and consistent, as we explain in the section on ‘Open and transparent recruitment and career development practices’. †¢ Induction In some organisations, such as Fujitsu Services, the induction process is used to ensure that all new staff are aware of the organisation’s position on diversity and the actions that the organisation is taking to build a diverse and inclusive work environment. Performance management Wider research suggests that a key policy that needs to be revised in organisations committed to diversity is performance management. According The Royal Academy of Engineering 23 †¢ to the Corporate Leadership Council, organisations that are the most successful in building a diverse workforce are those that have developed their performance management systems so that managers in particular are held accountable for achieving the organisation’s diversity objectives. In the US, some organisations link Executive bonuses to the achievement of diversity goals [18]. In other organisations performance ratings are based on the ’How’ as well as the ‘What’ and a specific case example of this occurs at the end of this subsection. A range of tools can be used to gather feedback on whether management behaviours support organisations’ diversity goals: 360 degree feedback, peer review, and employee attitude surveys [19]. However, ORC, a US based consultancy suggest that organisations should be cautious about linking diversity goals to managerial performance, as it might distort behaviours. An additional strategy could be to publicise a list of managers that have met the goals for increasing the diversity of their unit [20]. †¢ Flexible working and work-life-balance policies Wider research suggests that offering flexible work arrangements, including high quality part-time work, is part of the ‘new business case’ argument [9]. Flexible work arrangements can help women sustain their career through the child rearing phase. The benefit to organisations is better retention of skilled female employees, thus lowering overall recruitment costs. Whilst a policy on flexible working is important, as it signals the organisation’s intent, making flexible working work in practice is more problematic. This requires line managers who are committed to the principle, as well as having the necessary skills to manage flexible working. This point will be covered in more detail under ‘Supportive work practices and climate’ later in this subsection. †¢ Pay and reward The government’s survey on earnings (Annual Survey of Hours and Earnings (ASHE) 2006) shows that women’s mean full-time hourly pay in computing and related jobs is 79. 6% of men’s [12]. Thus there is gender pay gap in the sector of just over 20%. This is larger pay gap than the overall UK one [20]. The main reason for the greater pay gap in ITEC is the tendency for women to be concentrated in lower paid jobs. If organisations want to attract more women to work in the sector then the gender pay gap needs to be addressed through the use of equal pay audits and job evaluation schemes. Intellect’s annual survey – ‘Perceptions of Equal Pay May 2006’ [22] – identified that only a small number of firms had carried out an equal pay audit. Yet as the survey also showed; perceptions of unequal pay can affect recruitment. †¢ Talent management and succession planning Having attracted more women into the organisation it is important that they then have every opportunity to progress. Several organisations seem to be developing their succession planning policies to ensure greater diversity amongst their leadership population. A good example of this is shown in the IBM case study at the end of this section. Michael Chivers, Vice President, Human Resources for Sales and Marketing at Sony Ericsson spoke of the importance of organisations moving away from the 24 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles ‘rear view mirror’ approach to succession planning [11]. By this he meant that instead of appointing leaders that are clones of the current leadership there is a need to think more about the leadership qualities that will take the organisation to where it wants to be in the future. Ensuring that women are given early responsibility in their career so that they build up their reputation and visibility was raised as a good strategy by several participating Equalitec organisations. This is something that will be discussed in more detail in the section on ‘Open and transparent recruitment and career development’. †¢ Restructuring and downsizing As part of the background research for this report we had several illuminating conversations with HR managers about what happens to diversity when organisations are restructuring or downsizing. Some interesting perspectives emerged. One was that where organisations have made significant investment in their diversity policies and practice they need to make sure that all of that good work is preserved in the new structure. A further perspective was that restructuring could create opportunities to bring in people with different experience because that is what the business needs. In addition to the key policies discussed above there are many other policies that may need revising, or developing, to build a diverse and inclusive workplace, as the following case from HP indicates. Case: HP Policies and Practices Supporting Diversity and Inclusion Within HP there are three main areas of focus for diversity: attracting diverse talent, promoting and developing diverse talent, and retention of diverse talent. The term ‘diverse talent’ is used within HP as it is broad and allencompassing. The organisation also has a number of policies and practices to support its diversity and inclusion strategy. These include: Non-discrimination policy Electronic job posting Diversity Hiring Goals VP’s message to hiring managers Harassment-free work environment Degree education program Domestic partner benefits Employee resource groups Development opportunities Open door policy Employee Assistance Programme (EAP) Open communication Management by objective Work-Life-Policies and Resources Common Thread’ diversity newsletter A key policy lever is the ‘Diversity Hiring Goals’, which reflects the philosophy that having a metric in place gives di versity a business grounding and helps the business get to where it wants to get to – a rich, gender diverse workforce -faster. As Lisa Kepinski, Diversity and Inclusion Director, EMEA Region points out â€Å"Having a metric creates a focus for the The Royal Academy of Engineering 25 business and it encourages a partnership between the business and HR, as it is the business that sets the metric, not HR. † A practice that reinforces the ‘Diversity Hiring Goals’ policy is the – ‘VP’s message to hiring managers’. Each time a new recruit is taken on the hiring manager receives a personal letter from the senior VP for the EMEA region, pointing out why a diverse workforce is important to the future of HP, thus reinforcing the business case. Lisa acknowledges that organisations need to watch out for the impact that metrics might have on the focus of their work – â€Å"If you only have metrics in place for hiring and ignore promotion, development and retention, then you could have the revolving door syndrome. † Source: Equalitec Diversity Forum, June 2007 [13] Organisations that have effective monitoring in place should use these data to develop new policies, as well as refine existing policies (see section on ‘Monitor, Improve and celebrate success’ later in this section). Policies need to be initiated with the use of statistics, but they also need statistics so that monitoring and evaluation, reconstitution and re-evaluation can happen. Finally, policies need to reflect the legislation in the country in which they are being introduced. The legislation makes it easier to introduce family-friendly polices. With an increasingly mobile workforce, opportunities for sharing different policies for attracting and retaining women in ITEC in different country contexts is something that would be most valuable. But again without appropriate data, policies can be meaningless or at worst pointless; this relates as much to individual companies as to countries. Case: Managing the female talent pipeline at IBM IBM is a global company that invents, develops and manufactures information technologies, including computer systems, software, storage systems and microelectronics. These technologies are used to provide professional solutions, services and consulting for businesses worldwide. It employs around 160,000 technical professionals, worldwide. Diversity is critically important to the business: having a diverse workforce is crucial for developing diverse products and services. The organisation has developed its employment policies and practices to ensure that it attracts and retains people from diverse backgrounds, including female employees. As part of the Effective Recruitment Strategies and Practices research [23], Wendy Papworth, Gender Programme Manager, EMEA Workforce Diversity, outlined some of the practices to develop, progress and retain women. â€Å"We run regular pay audits, as part of our salary rounds. We always look very closely at the gender element of the pay rounds, to make sure there’s fairness and it’s a level playing field. But we do run specific exercises where if there’s something that maybe suggests we should have a look at it, then we do. And we dig quite deep down into the data, and, you know, on pay for graduates, when I last looked at it about two years ago, there was no discrepancy. And there are so many factors involved in the determination of pay, so it was quite a lengthy exercise, but it was really positive. 26 The Royal Academy of Engineering Implementing Diversity Policies: Guiding Principles So, a couple of things we do. We have women’s leadership councils in each country, looking very closely at pipeline and progression. We’ve worked with the HR teams in each country to specifically identify the creme de la creme of the female talent, and actively manage those women to make the next step change. That could be a move outside their business, or promotion. The women’s leadership council can assist by profiling role models, by getting women more actively involved in mentoring or networking and engaged in education programmes. We also look at our attrition rates in terms of propensity to leave, so if there’s a particular part of our structure where we’re seeing a higher increase of women likely to leave, say, for example, in the UK compared to that same position in the structure in another country, or overall in Europe, we conduct round tables with that part of the structure, and the band just below as well. It’s very important that we know how the women in the level below see, their future opportunities. So we conduct focus groups and round tables to get a feel for what will keep you with IBM. We keep an eye on where the key pressure points in our pipeline for women are.

The French and Indian War Essay Example For Students

The French and Indian War Essay The French and Indian War Essays were the last conflicts between the French and the English for control over New England. They were a series of four wars including the King Williams War, The Queen Annes War, The King Georges War, and the Seven-Year War all fought between the years of 1689 to 1763. These Wars took place in Europe and America between the British and the French. None of the wars were directly fought between the French and the Indians. They were actually between the French and the English and their various allies. King Williams War was fought in New England; it was part of a much larger battle in Europe between the French alliance (France and Spain) and the Great alliance (Great Britain, The Netherlands, and the Holy Roman Empire). King Williams War was the first of the four North American wars. England and France fought between 1689 and 1763. The fights took place mainly in the region of the Kennebec River of Maine in the east and the Connecticut River in the west; although some of it took place back in Europe. The French and English colonists and their Indian allies raided each others settlements, with the massacre of many people. they approach like foxes, fight like lions, and disappear like birds The World Book Encyclopedia, Vol. The English army and General Edward Braddock marched through the wilderness towards the French fort, Fort Duquesne. The uniforms that the British wore were easy to see through the forest. They were red and very bright. Some soldiers carried flags, some just marched and carried their guns, some were on horses, and others played music to which the army marched. General Braddock and his British soldiers believed that the right way to fight a battle was to position themselves in an open area. The French and Indians hid behind trees and rocks which was smart because more British bullets hit trees than French and Indian soldiers when the two armies fought. Ten miles from Fort Duquesne, Captain Beaujeau and his French army made a surprise attack on the English. Most of the British soldiers were killed and injured. While riding horses, General Braddock had four of them shot from under him before he himself was killed. When George Washington was 23 years old, he led the colonial militia on a retreat to safety. Two horses were shot from under him and four bullet holes were found in his coat, but Washington himself was not killed. .

Lord Of Flies Essays (400 words) - English-language Films, Films

Lord Of Flies The theatre version of ?Lord of the Flies' based on the novel by William Golding and adapted by Nigel Williams are now being presented in the Lyric Theatre Hammersmith, London. Tickets cost about ?7.00. This review is comparing the book and how Nigel Williams adapted it. The theatre version of ?Lord of the Flies' is very good. Interesting and always in the climax. The actors are not little kids and there are not lots of them. There are only 8 actors. Some of the actors take 2 or 3 roles. The adult actors acted like a bunch of kids, which was very effective. The way the stage is set out was terrific, the moves around and about on the stage were really planned out well. The stage is a wrecked plane broken in to 2 parts. Actors used up all the stage. See diagram. For example when it is the mountain scene the fire on top of the shelter is lit up and the movable part is facing towards us with the highest point towards the audience. When simon is running down the mountain the movable parts were facing with the lowest point towards us so that it creates a downhill effect. Piggy was a very good actor. The person who took the role of piggy really sounded like piggy.(cockney accent). Some of Piggy's lines were cut out and the way the Piggy died was totally different. Ralph was played by a good actor. The actor was really active, hyper, and was very childlike. He was serious and sometimes fun like in the book. Jack was not what I expected. The entrance of the choir was very good but Jack's voice was just to high pitched and annoying. If Jack were a bit more serious and manly he would have been the perfect actor. Jack sounded too childish. Simon was a very good actor. He was interesting. I taught that the actor had the potential to be like Ralph but because he plays Simon he doesn't talk that much. The way he did was very good and interesting. The others chased him so that he is going up the mountain but then he gets killed. They move the movable parts and the body slides down for jack to take off stage. Overall the play was very good just as the book. Bu if you're lazy and don't like reading this is highly recommended. But still it is recommended to every one ages 13 - as old as the oldest person in the world.

Cognitive Effects of Radiation essays

Cognitive Effects of Radiation essays There have been many terrible consequences of the Chernobyl accident, the worst of which has been the suffering and death of millions of Ukrainian people due to radiation exposure. The Physical deterioration of the residents exposed to high amounts of radiation has been extensive and severe, with the rates of cancer and other diseases shooting up by the hundreds of percents. Out of the 100,000 citizens relocated from the Chernobyl plant and the city of Pypiat, Heart and Blood disease has gone up 938% from .74/1000 to 6.94/1000, Endocrine, Digestive and Immunity disease has risen 1350% from 12.67/1000 to 171.11/1000, Respiratory disease has risen 577% from 23.67/1000 to 138.68/1000, and Nervous System disease has risen 500% from 21.25/1000 to 106.28/1000. Other diseases, such as thyroid cancer and birth defects in children, have also risen in sharp increments. One of the most unexplored regions of radiation exposure has been the threat and consequence of cognitive decrements. There has been proven to be many negative factors associated with exposure to radiation, such as fatigue, memory loss and memory retention problems, concentration loss, lack of mental flexibility, stimulus response problems, and recall difficulties. One test that has proven to be very useful in assessing victims of radiation exposure for cognitive deficits is the Automated Neuropsychological Assessment Matrices, or the ANAM. This test was created by F.W. Hegee, the director of the Office of Military Performance Assessment Technology, and has proven to be a very useful tool in cognitive assessment. It is a computer program that consists of 27 subtests, and, unlike pencil and paper tests, stores the scores and converts them to useable form right inside of the program without the complication and human error that normally accompanies the transmission of information from raw data to the form of useable data. It is also portable, and can be saved to a ...

Competition Law Assignment Example | Topics and Well Written Essays - 3750 words

Competition Law - Assignment Example It may be a gadget, technology or pill that would be a panacea to aches and pains. Another strategy is to take over existing business entities or corporate organizations that already possess the technology or business process by way of undertaking1, agreement2 or concentration3, either through merger or acquisition4. It may be undertaken to save a fledgling business or employed by business entities of equal capital assets to further strengthen its holdings and enhance its market viability or simply because it is cheaper to buy the rival company than to compete with it in the open market. One particular study that will be tackled in this paper is the cross-licensing, bundling or tying strategy that increases the role if not the dominance of a commercial organization. Thus this strategy warrants the close scrutiny of the European Commission to protect the interest of the European Market. The European Union advocates not only single market5 but open and free enterprise as well. Business entities or corporations have the discretion or liberty to acquire or join forces with other entities by virtue of agreements, undertaking or concentration but this right is not absolute. It is subject to certain conditions such that it must not prevent, restrict and distort competition6 and more importantly, it should not create, strengthen or abuse dominant position7. The primary objective of competition is to serve the general welfare of the consumers however the growing number of agreements, undertakings, mergers and/or acquisitions had the opposite effect since the main concern of businesses or corporations are increased profits and its bottom-line as well as to protect proprietary rights. The consumers were not protected from corporate greed and adventurism since there were no clear cut policies, standards or measures to regulate or control agreements, undertakings, mergers or acquisitions including collusive or abuse of dominant position by invoking exclusive rights over pat ents or intellectual properties. However, the enactment of Treaty of the Functioning European Union8 and its predecessor, the Treaty Establishing the European Union9 conferred upon competition authorities the jurisdiction not only to scrutinize undertakings within the EU but to ensure competition in the European market is not distorted. It is likewise authorized to determine the economic viability and practicability of the undertakings. It is also within the purview of the competition authorities to conduct due diligence to assess if the intellectual property rights over a product or information technology would significantly impede effective competition and strengthens or abuses dominance. It is empowered to conduct an inquiry to assess whether competition is still functioning effectively and the same is beneficial to the public in general. The TFEU was further supplemented by other regulatory measures such as Merger Control10, Individual11 and Block12 Exemptions and other Regulati ons which target specific industries or sectors. The task of this paper is to determine based on

The Politics of Organisational Change Essay Example | Topics and Well Written Essays - 2500 words

The Politics of Organisational Change - Essay Example This is a change from transactional leadership, a traditionalist governance system where rewards are strictly contingent on performance from a functionalist perspective. Trust-based philosophies in transformational leadership are designed to foster job role autonomy and flexibility, thus promoting employee freedom to ensure dedication and loyalty to meeting organisational objectives. The multiple constituencies perspective is inter-linked with chosen management philosophy as it relates to connecting with subordinate personnel with recognition of emotions and psychological needs related to their decision-making power in the organisation. It is not until these needs are satisfied that change can be enacted successfully as constituencies in the organisation respond according to perception of politics rather than the tangible realities of change, politics and organisational design. The politics of change and psycho-social considerations The multiple constituencies approach to organisational development recognises the foundations and validity of the psychological contract as a template methodology for enacting more consensus-based organisational changes. This post-modern approach to managing people and leading them through organisational change practices rejects unitarism as a viable management strategy, a system of governance that is centralized and control is established through non-consensus governance actors (Grieves). Effectively, in order to attain commitment and adherence to change practices, the subordinate constituency must be granted recognizable power-sharing opportunities throughout the change processes to promote perceptions of autonomous working environments; a lean toward organisational democracyÃ'Ž. However, in order for a legitimate and true democracy to exist, it must sustain seven distinct characteristics. These are freedom, openness, trust, transparency, fairness, equality and accountability (Bar rett 2010). â€Å"If there is no consensus within organisations, there can be little potentiality for the peaceful resolution of political differences associated (with change)† (Almond and Verba, p.251). Planned change, such as the push and pull factors identified through Force Field Analysis, dictate the need for negotiated strategies in order to maximise positive change outcomes. For instance, when fear of change is identified as it relates to a specific change goal, fear can be mitigated through more effective interpersonal communications between governance and subordinate work teams or promoting job security as part of the psychological contract. In this case, the leadership of the organisation appeals to the foundational needs of employees as identified in the fundamental Hierarchy of Needs promoted by

Transparency and leadership in organisations Dissertation

Transparency and leadership in organisations - Dissertation Example ndful of the fact that the world’s national economies are inextricably linked and therefore the weakness of one is the weakness of all, global financial and economic alliances and unions called for greater transparency and regulatory compliance from all regional unions. The Middle East and North African (MENA) region is among the regions most cited for lack of transparency, with Somalia and Iraq identified as two of the worst-ranked countries in Transparency International’s Corruption Perception Index. While the UAE is far removed from either of these two, it nevertheless is bound by many commonalities including regional economic, political, and trade agreements. Furthermore, the UAE has been one of the nations which had attracted public attention precisely on this issue. Dubai, more than the other emirates, has been under tighter scrutiny because of the Dubai World debt restructuring and the significant slow-down in development projects, even before the US subprime mar ket crisis hit (Afridi & Angell, 2010). The stigma of corruption and lack of transparency is a mark a country could not afford to obtain if it wishes to attract trade and investment from outside its borders. 1.3 Statement of aim and objectives The principal aim of this dissertation is to assess the degree to which transparency and good governance have been advanced by organizational leadership in the United Arab Emirates, as they impact upon the management of projects within the federation. In particular, the study seeks to fulfil the following objectives: (1) To trace the historical context of the UAE’s imperative for transparency and governance; (2) To understand the measures that have been instituted and are currently in place to enhance transparency and good governance in the UAE; (3) To... The intention of this study is transparency as capable of being seen through; without guile or concealment; open, frank, candid. It is also unavoidable to likewise discuss the concept of concealment. This is because the very concept of transparency is drawn from the absence of concealment. According to Kerfoot, concealment is at the heart of any dysfunctional relationship between the staff, its customers principally, and its other stakeholders. Concealment breeds distrust, and the lack of trust compromises the success of any attempt at a productive relationship. This can be a particularly disadvantageous relationship, particularly in industries where the organization works in close contact with the customer, such as health care services and hospital concerns. For the organization to discharge its function well, it cannot afford a situation wherein customers can find reason not to repose their full trust and reliance upon the firm. The avoidance of concealment, even the very appearanc e of it, is therefore to be avoided by a show of full disclosure and the conduct of an open enterprise. The various and divergent views on transparency is expected to be reflected in the specific application of transparency programmes within the different companies; likewise, the understanding of transparency within the cultural context of the UAE is also expected to differ from that of other countries. This material difference should be taken into consideration during the analysis of qualitative data to be undertaken in this dissertation, so that false conclusions may be avoided by careful qualification.

Developing Evaluative Skills Through Critiquing Quantitative Research

Developing Evaluative Skills Through Critiquing Quantitative Research Nursing is becoming a progressively evidence base profession. Arguably, Nightingale first popularised the link between nursing theory, nursing practice and research to inform an appropriate evidence base, and progress towards this goal has been ongoing ever since (Graham 2003). In nursing, a critique is often seen as a first step in learning the research process. However, conducting a critique is not a basic skill (Burns and Grove 2004). The Nursing and Midwifery Council (NMC, 2008) ruled it mandatory for the pre-registration nursing curriculum to teach EBP as a fundamental principle of proficiency. Research has become a priority for nurses of all specialities. This paper seeks to demonstrate how these evaluative skills can be developed by critiquing a quantitative research study. An acknowledgement of the credibility of the authors, the publishing journal, and the methods used the data collection and analysis, findings, ethical issues and the strengths and weakness of the research is made. The paper will be considered using the CASP critique tool for methodological consistency and ease of presentation (CASP 2000); shown in appendix 1; a copy of the tool is enclosed. The article, on which this critique research is made, was published in the journal of Advanced Nursing. The title of the article is, Tablet-splitting: a common yet not so innocent practice. The title of this article outlined above, is seemingly clear and explicit, although not as concise as Frances et al,(2007) would prefer; between ten and fifteen words. The title of this paper suggests that tablet splitting is a common practice, which is probably true, but it suggests that it is not so innocent, which smacks more of journalism than an academic paper. It is possible that the original Belgian text does not translate perfectly into English and this may be a translational syntactical inaccuracy. The article was accepted on 6 August 2010 and it was published in the Journal of Advanced Nursing 67(1), pages 26-32. Elsevier (2009) State that they only print manuscripts that have been peer reviewed with any necessary revisions made. This is favourable for the credibility of the article as the reader is assured that it has been scrutinised by an independent body of a similar field to the author/s. Elsevier also clarifies that the author must have the appropriate clinical and educational credentials for the research study. The four authors are all highly qualified, each with a PhD, three in academic pharmacology and a fourth who is a professor of geriatrics. A substantial literature search does not show any other publications by these authors. Quantitative research is formal and objective research that is concerned with collecting and analysing data that focuses on numbers and frequencies, rather than meaning or experience, it examines cause-and-effect interactions among variables using a systematic process (Burns and Grove, 1997; Ogier, 1999). The research that has been carried out for this published paper is an example of quantitative research and has been carried out using a randomised control trial method. A randomised control trial (R.C.T.) is a true experiment characterised by the manipulation of the independent variable, random assignment of individual subjects to the conditions and all other factors being controlled (Ogier, 1999). The R.C.T. was carried out as a small study in which five volunteers were asked to split eight tablets of different sizes and shapes, including medicines for Parkinsons disease, heart failure and arthritis. Participants used three different methods to split their pills: a splitting device , scissors or manual spitting for scored tablets, and a kitchen knife. In the article under scrutiny, the authors point out the fact that it is observed to be common clinical practice, particularly in nursing homes, to split tablets so that a proportion of the tablet dose can be conveniently given. This can be for economic or purely practical reasons as tablets are often supplied from stock and not always in the exact form or dose prescribed. They cite a German study in support (Quinzler et al 2006) which found that nearly 25% of administered drugs were split. It should however, be noted that on closer inspection, the Quinzler study is not particularly relevant to the UK situation, has a number of serious methodological errors and also did not consider a wide spectrum of clinical applications, nor is it in close agreement with other studies in this area. Its findings therefore are not particularly generalizable and are a poor choice of evidence in support of this paper. There is no doubt however, from taking a further overview of the available literature, that tablet-splitting does occur with a degree of regularity in clinical situations, and as such, the authors consider this investigation justified. The Abstract in this case is perfectly adequate, outlining the main points of the study. The main contentious issue is a comment in the Abstract conclusion which states that Large dose deviationsà ¢Ã¢â€š ¬Ã‚ ¦. occurred when splitting tablets (Verrue et al 2011, p.26), a comment which is not actually borne out by the findings of the study. Close inspection of the results suggest that deviations of more than 25% of the original tablet mass occurred in 19% of cases, but the authors included those cases where one half spontaneously split further, and therefore would have no real clinical or practical significance. It has also to be noted that there is no indication in the abstract, of the methods of sample selection or whether this was in any way a controlled trial. It does however; serve the prime objective of an Abstract, which is to offer the reader sufficient information to determine whether further reading of the article would be appropriate (Robson 2006). The Introduction is comparatively short. The point about the citation of the Quinzler study has already been made, but the rest of the Introduction effectively sets out the rationale for the study, together with the justification for clinical relevance. It has to be observed that the literature review is comparatively brief with some comparatively old papers being cited (Barker et al 1982 and Babbington 1997) when there are a number of perfectly respectable authorities to make the same points that are much newer and would therefore be considered both more relevant and appropriate (Coombes et al 2009). The aims of the study are clearly stated, although the actual study design is not. It requires further reading through the paper to actually determine the methodology used (this is found under data collection), the sample selection, (this is found under Discussion which is really quite inappropriate) and also the means of determining the results (also found under data collection). It is also the case that the clinical significance of the rationale for the study is neither explicitly set out nor addressed. This is very relevant to the issue of tablet-splitting as if, as the cited literature suggests, there is a 25% variance in actual dose administration after splitting, then the degree to which it could be clinically important should be presented. One could suggest that in all but the most extreme cases, a 25% variation in the dose of Aspirin given is not likely to be hugely clinically significant, whereas a 25% variation in the dose of a cytotoxic drug may have profound consequences for the patient. There is no real consideration of this point, nor any concession to its absence (Polgar et al 2000). This element of the review of the literature in the introduction therefore has major deficiencies. The study design is quantitative in nature. The authors have used five healthcare professionals for the task of tablet-splitting. One has to read through to the study limitations segment to determine that the authors used an administrative co-worker, a laboratory technician, a pharmacy student and two pharmacists as the study cohort. On reflection, this seems a strange choice, as it is neither homogenous nor rational, as none of these groups are likely to be involved in tablet-splitting in the situation of the nursing home, which the authors have chosen to investigate (nor many other clinically relevant situations, in all probability). This choice seriously weakens both the generalizability of the findings and also the applicability of the study to the clinical evidence base for nursing. Another major shortcoming of the methodology of this paper is the fact that the authors included cases where the tablet split into more than two pieces as deviations from the mean. In most clinical situations the administration of a tablet, which has split into two halves, and one half has then broken further, is no less accurate if the pieces are administered as one piece or as several. The authors make no concession on this point and therefore are likely to significantly overestimate the inaccuracies in their findings. (Schulz et al 2005) Issues of sample selection have already been addressed above. Sample size appears to be completely arbitrary with a total of 1,200 operations spread over the group being considered a reasonable sample size. It is usual, in academic studies such as this to see calculations of minimum sample size to determine the power of significance. Its omission further reduces the applicability of the study (Rosenthal 2004). The ethical considerations are explicitly addressed, as ethical committee approval was not required because patients were neither involved nor personal details recorded (Bowling 2002). Some of the elements of bias and limitation have already been addressed. The results obtained have been subjected to a modest degree of statistical analysis with a one way ANOVA and a Turkeys post hoc analysis being carried out. One has to observe however, that the nature of the study is such that a more sophisticated data analysis is not really appropriate (Argyrous 2000). The results are presented in a clear and logical fashion, with 5 tables showing how the results were distributed. It is clear from the presentation of the results exactly what the authors have found; for example using a splitting device was the most accurate method. It still produced a 15 to 25 per cent error margin in 13 per cent of cases, but this was lower than the 22 per cent for scissors and the 17 per cent for the knife. Further critical reading is not necessary in this respect. An interesting feature of the study is the fact that weight loss of the tablet occasioned by the splitting process has also been determined, for example some tablets were much easier to split accurately than others. The easiest to split produced an overall error margin of 15 per cent deviation or more and the most difficult tablets produced an error margin of 19 per cent. Closer examination of the results however, shows that this does not just reflect the amount of material lost as powder or small fragments, as one might initially consider, but also the amount of the tablet that was inadvertently dropped on the floor. The authors rationalised this on the basis that a tablet, once having been on the floor, would not be subsequently given to the patient, which although undoubtedly true, does rather distort the results that are presented (Rosner 2006). The discussion element of this paper is something of a disappointment. The first element is a consideration of the study limitations, which entirely appropriate (Gomm et al 2000). The authors spontaneously point out the fact that the clinical effects or consequences of their findings are not presented (Verrue at el 2011 p. 29). This is a major detraction from the usefulness of this paper and would make the interpretation of the results by a non-clinician more difficult. The authors also concede that no nurses were selected for the experimental splitting group. This is quite remarkable, as one could intuitively suggest that it would be nurses, of various grades, who would actually be responsible for tablet-splitting in the vast majority of clinical circumstances. It is actually of little practical relevance for nursing homes to be able to understand how effective a Professor of Pharmacology is at splitting tablets. The authors go on to compare and contrast their findings with other work in the area (Mcdevitt et al 1998,Birton et al. 1999, Peek et al. 2002, Teng et al. 2002, Cook et al 2003) and point out the similarities and differences in their findings. This is an entirely appropriate and useful segment with the authors pointing out the specific fact that this type of study has not been done before and also that much of the similar work in this area is already a few years old (Verrue et al 2011 p.30) The discussion segment also notes that we aimed at providing nursing homes with advice for the best tablet-splitting technique in daily practice (Verrue et al 2011, p.30). One would suggest that this is not in congruence with the stated aims of the study (although it is tangentially relevant). One could also observe that the one thing that this study does not do, is to offer nursing homes a suitable evidence base on which to base their practices, as no clinically relevant staff were involved in the study. Some of the participants are unlikely to have a concept of the clinical significance of exactly halving the dose of the medication. This is a low grade study which had the potential to make an impact on the evidence base in an important clinical area. The methodological shortcomings and a lack of generalizability, greatly reduce any possibility of such an impact. The paper, although superficially well presented, with an admirable display of tables and easy to interpret data, has major flaws which become apparent on even the most superficial levels of critical analysis. The initial interest generated by a reading of the Abstract, did not translate into clinically useful data which could be applied into everyday nursing practice. An overview of the methodology suggests that the authors might have made a significant contribution to the evidence base in this area with a little more forethought and pre-study design consideration. This belief is given credence by the fact that the authors criticise themselves in the Study limitations segment, in areas which could quite reasonably have been considered before the actual investigation took place. This study does not materially contribute to the evidence base in this area. Appendix 1 Quantitative Research Papers Critiquing Tool A Framework for Critiquing Quantitative Research Papers Include full reference of paper here: (i.e. Author/s (date) Title of article. Journal title. Volume, Number, page numbers.) Critiquing Framework Title of Paper Is the aim or purpose of the study clear? Are the main variables of interest indicated? Is the study design or research method clear from the title? Is there any reference to the population from whom the data are collected? The Abstract/Summary Does this summarise the whole study? Is information provided regarding background, literature, aim/and objectives, hypotheses (if RCT), methods, sample size, measures used etc, results and conclusions? Does it suggest that a more detailed reading of the rest of the paper would be worthwhile? Introduction/Literature Review Background/rationale Why was the topic chosen, what is the background to the study? Is there a critical review of previous literature and related theoretical concepts? Are gaps in the literature identified? Aim and objectives What problem or issue is being investigated? How clearly is this problem or issue defined or explained? Is there a clearly stated aim? Do the research objectives or research questions support this aim? Are the variables of interest clearly defined `and are relationships between these evident and clearly stated? Which are the independent and dependent variables? Are hypotheses (if RCT) stated in a way that makes them testable? Method Research design What is the study design and is it clearly explained and appropriate for the research questions? Could the design be improved? Was there a pilot study? Research questionnaires What measures are used? Are validity and reliability reported for these measures either in the paper or clearly referenced? Have the authors dealt appropriately with any unreliable questionnaires or scales? Sample Is the population appropriate for the research question? How were the sample chosen? What is the sample size? Are statistical power considerations discussed? Are inclusion and exclusion criteria described? Can the results be reasonably generalised on the basis of this sample? Ethics Are ethical considerations presented. Is it suggested that ethical approval was granted? Results/Findings/Data analysis Does the paper explain clearly how the data are analysed? Are statistical techniques clearly and adequately described? Are the statistics presented at a simple descriptive level or are inferential statistics also included? How are the results presented? Does the text adequately explain any tables or graphs? Have any tests of significance established whether differences, or associations, between groups could have happened by chance? What p values are used? Are non-significant results clearly indicated? Discussion Is the discussion an accurate account of the results? Could there be other ways of interpreting the data? Does the discussion address the research aim and objectives? Are all the research questions answered? Conclusion Are the conclusions of the study consistent with the results of the statistical analyses? Are alternative conclusions suggested? Are theoretical and practical implications of the results adequately discussed? Are the recommendations suggested feasible? Limitations What are the limitations and are these acknowledged by the authors? Overall impression (CASP 2000)