Statistics 401 Mod 4 SLP - Regression Analysis Coursework

Insights 401 Mod 4 SLP - Regression Analysis - Coursework Example The focuses so shaped when the variable estimations of SAL are plotted against the variable estimations of the DJIA would have a line of best fit which can be appended to a particular scientific recipe. The scientific formulae may be direct, exponential, logarithmic, polynomial, moving normal and such. By utilizing this formulae, it is conceivable to make expectations of different estimations of the variable SAL and the variable estimations of the DJIA given the relating variable qualities. The following is a duplicate of the information that I have gathered to date:- SEX AGE SAL(K) DJIA 1 39 23 14 2 29 33 16 2 18 32 16 1 21 54 12 1 50 48 18 2 49 37 16 1 62 70 15 2 23 12 1 20 36 13 1 30 35 14 2 32 21 11 1 48 55 16 This information frames a relapse example and for sure can be utilized for the forecast of a comparing component of the information given one. My stock's end cost can be resolved from the end estimation of the DJIA. The invalid speculation of this dispersion is that â€Å" My stock's end cost can't be resolved from the end estimation of the DJIA†. It is normally an announcement in invalidation structure which this one is correctly. Then again, the elective speculation is that; â€Å"My stock's end cost can be resolved from the end estimation of the DJIA†. ... In the in any case, at that point the invalid theory isn't right and the elective speculation is taken as the correct goals. I figured a basic relapse utilizing the estimations of the SAL factors as the Y-esteem and the estimations of the DJIA factors as the X-values. By so doing, I found the relapse results as appeared in the screen short underneath. As can be seen from the outcomes, their in reality is an exceptionally slight connection between My stock's end cost and the end estimation of the DJIA. The p-esteem from the outcomes is extremely huge as it is 2.8. this p-esteem is a lot bigger than the worthy estimation of 0.5. It builds up that in reality the invalid theory is valid. In such manner, I can easily say that to some incredible degree, My stock's end cost can't be resolved from the end estimation of the DJIA. This infers different systems must be utilized with an end goal to set up my stock's end cost. REFERENCES Soper, H.E., Young, A.W., Cave, B.M., Lee, A., Pearson, K. (1917). On the dissemination of the relationship coefficient in little examples. Informative supplement II to the papers of Understudy and R. A. Fisher. A co-employable examination, Biometrika, 11, 328-413.

Modernist and Symbolic Interpretivist Prespectives Sustainability

Question: Examine about the Modernist and Symbolic Interpretivist Prespectives Sustainability. Answer: Presentation The examinations in regards to authoritative hypotheses are naturally multidisciplinary. They incorporate different ideas from various fields like human sciences, humanism, social brain research, political theory, building and modern brain science. Its multifaceted assortment of thoughts and strategies to investigate data of the association. In any case, there the prime viewpoints or authoritative hypotheses are the Modernist, Critical scholar, Symbolic Interpretivist and Postmodernist. These points of view help the analysts to make understanding with respect to the association and perceive strategies that could be utilized to accomplish, advance and revamp supportability of the associations. In this exposition we would investigate the innovation and image interpretive points of view and the attempt to comprehend them with respect to improving and keeping up the manageability in the association. The word cosmology means to a part of theory that that reviews suspicions about presence and meanings of the real world. It manages hypothesis of what exists while epistemology alludes to how we recognize what we consider information. In this article we would fundamentally examine two readings specifically: The paper would basically assess how the ontological and epistemological situations by these readings through light upon the job of pioneer and emblematic interpretivist viewpoint in the associations supportability. Pioneer and Symbolic Interpretive Theories So as to comprehend the meta-hypothetical point of view of innovator and emblematic interpretive hierarchical ways of thinking, we can think about the accompanying four sections. The initial segment is ontological, for innovation metaphysics lies in its center of objectivism. Innovator point of view depends on the way of thinking that the nearness of outside authenticity doesn't rely upon our colleague about it. While the image interpretive metaphysics depends on subjectivism. It believes that one is unequipped for knowing an outside or target nearness other than the emotional cognizance about it that one as of now has. The subsequent part is epistemology, which is positivism for the innovation point of view. It confides in the assurance closed by successful conceptualization and trustworthy estimation to evaluate information. The information gathers, allowing people to develop and progress. In any case, in image interpretive, assurance is relative to time and place and the people fi nding that significance. The third part is hypothesis suspicions, where innovation hypothesis intends to find guidelines which are all inclusive and relevant to each circumstance. While, image interpretive hypothesis advises that individuals put in endeavors to provide request and significance as far as anyone is concerned inside exact foundations. At long last, the fourth part, technique for innovation, grounded upon arithmetical intends to decide the relationship among the recommendation and the down to earth world. Like in innovation, to clarify a social marvel assortment and examinations of arithmetical information from plan of masses is finished. While in the image interpretive, utilization of subjective methodologies is finished by methods for perception and clarification to assemble data for developing hypothesis by inductive technique (Boist and Mckelvey, 2010). Looking at the two points of view, we can say that in the innovation viewpoints, the observational authenticity is gotten distinctly by the utilization of five faculties and rehashing its training. While, in the point of view of image interpretive, exact authenticity consolidates different sorts of encounters which are past capacity of simply the five detects like instinct, feeling, etc.to comprehend it better we can take a model, that is the point at which a representative is truly present in office, at that point innovation viewpoint would presume that he is working and his quality is exclusively adequate to assess that he is playing out his obligations. In any case, the image interpretive point of view would not have confidence in simple nearness of worker confirmation of his presentation of obligations until another person can understanding and validate the work done by the representative (Hassard and Pym, 2012). Maintainability According to the readings figured by Kearins and Gilson (2005), the Editorial: Theoretical points of view on supportability and Hatch and Cunliffe (2012), the Organization hypothesis: Modern, emblematic, and postmodern viewpoints, the associations flourish to accomplish the maintainability in their development and achievement. Maintainability concerns which the todays society and business face are significantly groups dichotomously with respect to the wide natural and social issues against the need of association to maintain feasible business incomes. Today the dynamic in the corporate world is exceptionally commanded by the driving forces of momentary capital markets. Be that as it may, together they propose a position which is useful for both supportability of the companys benefits alongside the maintainability of the condition its working it. Kearins and Gilson (2005) contends about the activity of manageability as a hypothetical develop that has the idle to edify practice. Bring forth and Cunliffe (2012) proposed that the metaphysics for the pioneer point of view incorporates the objectivism, which has confidence in ardent reality which exists outside the human impact, while the emblematic interpretivist viewpoint cosmology put confidence in a few marvels that couldn't be known utilizing the goal philosophy. They likewise underlined by the pioneer perspective on epistemology is the positivist that accept one can discover the truth about on happening by utilizing the logical strategies while the epistemology for representative interpretivist point of view accepts that the information can be made and seen just when the settings is investigated that offer importance to that information. Point of view of Modernist and Symbolic Interpretivist hypothesis on maintainability in an association The perspectives opined by the innovation and image interpretive points of view about the administration, improvement and supportability of an association give diverse story bits of knowledge. The innovation perspective principally escalated on the intensity of pioneers on understanding the way of life and activity of an association and placing by and by the strategies that can upgrade the proficiency and manageability of the organization. According to the innovation, the association can be considered as a sovereign, target unit and which takes an idealistic technique to making information. In this perspective for the drawn out supportability of the organization it must have productive and hearty culture with all the partners having dynamic impact in accomplishing the organization objectives. The supervisors with pioneer approach have confidence in the impact of steady corporate culture in the productive execution of the organization. They likewise acknowledge that representatives mu st be given legitimate practical structure so as to empower them to accomplish the ideal corporate objectives. In like manner, they battle that outside impacts can help foundations to advance their presentation just when the individuals from the association embrace the changes. Quantitative method is utilized to assess and gauge the impact of these points of view with the reasonable development of the organization. Innovators builds up the help for the approval of hierarchical practices. Innovators slant towards the apparent outcomes or arranged conditions as opposed to digging into the more perplexing social methodology engaged with accomplishing of those outcomes (Chia, 1995). The supervisors with the curve of present day mind viewpoints are prepared to just focus on the improvement of effectiveness and efficiency utilizing the quantifiable logical techniques. Innovators receive the view that in significant manners, the particular practices of representatives at work environment is the aftereffect of measures, mentalities and assessments, which may likewise influence different workers. The workers must be given clear employment guidelines and set of principles that they should follow to guarantee the development of business as far as benefits just as notoriety in the market. This would not just guarantee that the objectives of the organization are met easily yet in addition the picture of the organization openly is of alluring business, helping it to accomplish long haul supportability. In spite of the innovator accepts the representative interpretive points of view, views an association as a common unit which is supported by the presence of different human connections. It put accentuation on the subjectivist philosophy and interpretive epistemology to comprehend the association. The devotee of this point of view requires translation and validation which are intriguing for the manageability of the authoritative. Emblematic interpretivist believes that people can be animated to be successful or extra cognizant with the job they play in the general companys mission for its objectives. Public constructionist rehearses subjective information assortment ways to deal with mention objective fact about the job of workers and accomplishment of organization in accomplishing its objectives and building up the powerful maintainable enterprise (Oliver, 2011). Innovator hypothesis has its base in the Taylors methods of reasoning about association. In spite of the fact that generally his thoughts got numerous analysis as they regarded laborers as insignificant maker of significant worth like the working machines. His methodology was bereft of any human viewpoints, feelings, mental circumstances, and so on. According to Taylorism to have a continued successful and effective business the workers must be given particular obligations and purposes. Likewise it proposed that the best way to keep the workers spurred was cash (Holmes and Evans, 2013). Thus, the administration approach is a case of another pioneer point of view of the conventional administration hypotheses, it was given by Max Weber and it stressed on the controlled type of various leveled framework in the organization to guarantee proficiency (Scott and Davis, 2013). The Symbol Interpretivist Theory on the other h

Catching Up with Author Sigal Samuel

Catching Up with Author Sigal Samuel Sigal Samuel is an award-winning fiction writer,  journalist, essayist, and playwright. Currently opinion editor at the  Forward, she has also published work in the  Daily Beast, the  Rumpus,  BuzzFeed, and Electric Literature. She has appeared on NPR, BBC, and Huffington Post Live.  Her six plays have been produced in theaters from Vancouver to New York. Sigal earned her MFA in Creative Writing from the University of British Columbia.  Originally from Montreal, she now lives and writes in Brooklyn. The Mystics of Mile End is her first novel. Rachel Cordasco: Favorite writers? Favorite books? Sigal Samuel: My favorite dead writer is Fyodor Dostoyevsky, who wrote Brothers Karamazov. My favorite living writer is Nicole Krauss, who wrote The History of Love. Which sometimes leads me to wonder: What sort of person would you get if you combined the two? And what sort of book would that person write? I dont know, but it would probably be depressing as hell, in the most beautiful way possible. RC: How has growing up in Canada and living in the U.S. informed your writing/general worldview? SS: I grew up in Canada reading a lot of American books, and they always made it seem like the entire universe consisted of a few blocks in Brooklyns Park Slope plus a few blocks in Manhattans Upper West Side. When I wrote the first draft of my novel, I unselfconsciously set it in Montreal. By the time I sat down to write the second draft, I had moved to Brooklyn and was wondering whether I should move the whole story down here, too. Would that make my novel more marketable? Easier for American readers to relate to? Ultimately I decided that the world has enough Brooklyn books, and that I would trust readers to take an interest in something beyond their immediate surroundings. They havent let me down. RC: Im loving your debut novel, The Mystics of Mile End. What was the genesis of the book and how did that change as you wrote? SS: My dad was a professor of Jewish mysticism and he taught me Kabbalah starting at a very young age. So I always knew I wanted to make use of those texts and ideas in a novel. (Or, to put it more accurately, I couldnt not use them â€" telling me not to write about mystics wouldve been like telling me not to breathe oxygen.) I wanted to take these medieval religious ideas and bring them into a contemporary, secular, urban setting, so that I could explore the question: What would happen if someone like you or me tried to climb the Kabbalahs Tree of Life as a way to reach God, right now, in 2015? I turned to J.D. Salingers Franny and Zooey often while writing, because I think hes asking a similar question in that book, which is one of my favorites. But whereas Salinger uses two voices to tell his story, I found I needed a few more. I wanted to show a dysfunctional Jewish family falling under the sway of a dangerous mystical obsession, with each person getting the chance to tell their side of the story. Here are the four perspectives I ended up with: an endearingly nerdy little boy, an atheist middle-aged professor, a female college student whos losing her mind, and the Montreal neighborhood they all live in â€" Mile End â€"  which is home to hipsters and Hasidic Jews. RC: How does working as an editor and writer at the Forward influence your fiction-writing and vice versa (or at all)? SS: Working as a newspaper editor has cured me of the tendency to get too attached to my own passages, even (or especially) when theyre long meandering paragraphs full of very pretty sentences that dont advance the plot. I used to find it impossible to cut those paragraphs. Now Im so practiced at hacking away at other writers work that I know better than to protest but I couldnt possibly shorten that, this part simply cant be cut! An editor needs me to chop 10,000 words out of my book? I say, sure, no problem. Caveat: In every book there will be at least one passage that you will fight to the death to keep. Thats good. Mine is on page 130. RC: What advice would you give to aspiring authors? SS: If you dont see characters like yourself or your relatives represented in books, dont assume that means you cant write about such people. Assume the opposite! Why not write  exactly  those kinds of people? Instead of aiming for some mythic neutral universal (to borrow a phrase from Zadie Smith), trust that you will get at the universal through the particular. RC: Whats your favorite Yiddish-ism? SS: My favorite Yiddish-ism is Verter zol men vegn un nit tseyln, which means: Words should be weighted, not counted. The characters in my novel are all terrible communicators, and theyre constantly hoarding language, counting out each precious phrase they expend, as if they believe were each born with a finite stash of words inside us and as soon as we use them all up well die. Actually, one of my characters believes that literally. I always want to tell him: Yes, by all means, weigh your words, consider them carefully, but dont be so goddamn miserly! Since my own Jewish family doesnt actually come from Yiddish-speaking Eastern Europe â€"  instead, were from India, Iraq and Morocco â€"  I cant leave without also giving you one of my favorite Arabic-isms. Bukra fil mishmish is an expression that literally translates to tomorrow morning, you can have apricots. Thing is, you can never really enjoy apricots the day after you pick them, because they turn to mush too fast. So when you say this phrase to someone, youre sarcastically telling them: It aint gonna happen. Or, as a Brooklynite might say: Fuhgeddaboutit. Sign up to Unusual Suspects to receive news and recommendations for mystery/thriller readers.

Architecture of Peter Zumthor - A Selected Portfolio

The Manifesto of the Communist Party Essay - 1346 Words

The Manifesto of the Communist Party Drafted in 1848 by Karl Marx and Frederick Engels, the â€Å"Manifesto of the Communist Party† outlines the views, tendencies, and aims of the communist party through the so-called philosophy of historical materialism (Distante). These views were expressed throughout four distinct sections of the â€Å"Manifesto of the Communist Party.† The first section describes the relationship between the bourgeois and the proletarians. The next section depicts the relationship between the proletarians and the communists. The third section of the document presents socialist and communist literature. The â€Å"Manifesto†¦Ã¢â‚¬  is ended with a section stating the position of the communists in relation to opposition†¦show more content†¦As the bourgeois advanced financially, they also gained political influence. They progressed from a once oppressed class to an independent urban republic. As their political influence increased, certain changes became clear. The bourgeois had â€Å"torn away from the family its sentimental veil, and has reduced the family relation to a mere money relation (Marx).† This force eventually grew to the point that it was able to force other nations to conform to its values and methods or suffer extinction. As the bourgeois became richer, the proletarians began to suffer more. The balance of property began to shift even more rapidly than before leaving property â€Å"concentrated†¦in a few hands (Marx).† Eventually, the super-efficient production of the manufacturing economy began to take its toll on the bourgeois as well as the proletarians. More goods were produced due to the cheaper costs and ease of manufacture leading to an over-production of goods (Marxism). Over-production became a serious problem, resulting with widespread unemployment of the proletarians, and threats of a revolution on the horizons. The potential over-throw would be organized by the proletarians. The working-class had virtually been eliminated of all individual character through the methods of the bourgeois. Work that was once full of character requiring great skill had been replaced by machines,Show MoreRelatedManifesto Of The Communist Party920 Words   |  4 PagesThe Communist Manifesto, originally drafted as, â€Å"Manifesto of the Communist Party†, is a pamphlet written by Karl Marx, that in essence reflects an attempt to explain the goals and objectives of Communism, while also explaining the concrete theories about the nature of society in relation to the political ideology. The Communist Manifesto breaks down the relationship of socio-economic classes and specifically identifies the friction between those classes. Karl Marx essentially presents a well analyzedRead MoreThe Manifesto Of The Communist Party Essay1526 Words   |  7 PagesIntroduction: The Manifesto of the Communist party is a book written in 1847, by a group of radical workers part the â€Å"Communist League.† Including the radical workers, the group comprised of Karl Marx, and Friedrich Engels. They met in London to write a manifesto on their behalf, which would be famously known as the Communist Manifesto. Marx was the principle author, while Engels was mainly focused on editing and assisting. The Communist Manifesto was originally published in London in 1848. TheRead MoreThe Manifesto Of The Communist Party758 Words   |  4 PagesIn The Manifesto of the Communist Party, Marx and Engels elaborate a bold thesis on the trajectory of history. Their argument is an important sociological step in social and economic analysis but it fails to provide a convincing account. Marx and Engels provide a telling account of the historical process of economic and social change. They cogently examine the role that the rise of capitalistic markets has had on the social order, exposing the shift of hierarchical distinctions from lord and serfRead MoreManifesto Of The Communist Party Essay1702 Words   |  7 PagesIn the chapter, â€Å"Manifesto of the Communist Party† in The Marx-Engels Reader book, Karl Marx and Friedrich Engels had broken up the topic of the Communist Party up to four parts: 1. â€Å"Bourgeois and Proletarians†, 2. â€Å"Proletarians and Communists†, 3. â€Å"Socialist and Communist Literature†, and 4. â€Å"Position of the Communists in Relation to the Various Existing Opposition Parties.† In this essay, I’ll be focusing on the first two parts of the â€Å"Manifesto† since there are so much information to cover withinRead MoreChapter Of Manifesto Of The Communist Party Essay1540 Words   |   7 Pages â€Å"The history of all hitherto existing society is the history of class struggles† (Mark 344). This is the famous sentence with which Karl Marx begins the first chapter of Manifesto of the Communist Party, by using the word class this would imply ordering people into societal groups. Karl Marx was referring to economic class, however, society can be grouped into many different classes, such as, economic standing, gender, or race. Each provides an interesting view on how different values have shapedRead MoreMarx And Engels, The Manifesto Of The Communist Party888 Words   |  4 Pages Marx and Engels , The Manifesto of the Communist Party The Manifesto of the Communist party was written by Karl Marx and Friedrich Engels in 1848. Karl Marx was a German philosopher, economist, sociologist, journalist and revolutionary socialist. Friedrich Engels was also a German philosopher, social scientist, and journalist. Friedrich Engels helped came up with the Marxist theory alongside Karl Marx, they also worked on the Communist manifesto which gave a general insight to theRead MoreMarx s Manifesto Of The Communist Party Essay1933 Words   |  8 Pageswas a humanist, materialist, and a philosopher, not an economist, contrary to popular belief. â€Å"[†¦] a man engaged in endless internecine political and philosophical warfare† (Menand, 2016, pg. 2). He is the author to the popular text, â€Å"Manifesto of the Communist Party† (1848), where Marx defined communism, discussed how industrial capitalism is evil, alienation versus objectification, liberation from alienation, types of class struggles in society, diale ctical materialism, and socialism. Marx haveRead MoreMarx s Manifesto Of The Communist Party Essay2332 Words   |  10 Pagesclass family in Germany. He is one of the most important people in the history mostly due to his ideas that people refer to as Marxism, which includes many essays and theories about politics and economics. His most famous work is called Manifesto of the Communist party. In this manuscript, along with his friend Friedrich Engels, he states that the best way for a society to develop is through a revolution and struggle in which the working class will rise against the bourgeoisie or the ruling class. TheyRead MoreNew Democracy And Manifesto Of Korean Communist Party1273 Words   |  6 PagesDemocracy and Manifesto of Korean Communist Party In January of 1940, Zedong Mao delivered a speech during a liberal conference in Yan’an, the center of communism and socialism in China. In the speech, Mao argued that the fate of Chinese revolution must be held in hands of proletariats, and as a leading result, the revolution must construct China as a socialism country. Two decades ago, in 1921, Shanghai, Korean communists also declared their country’s independence by publishing The Manifesto of KoreanRead MoreMarx And Friedrich Engels s Manifesto Of The Communist Party948 Words   |  4 PagesIn 1848 Karl Marx and his close friend and collaborator Friedrich Engels wrote The Manifesto of the Communist Party as a platform for the Communist League, a society to which they both belonged. This essay will explore the types of societies that this document describes, as well as the effects that Industrial Capitalism had on societal and individual levels. The Communist Manifesto focuses mainly on describing the society that the authors fear or that already exists, rather than the society that

Historical Development of Labour Law Free Essays

The origins of labour law can be traced back to the remote past and the most varied parts of the world. While European writers often attach importance to the guilds and apprenticeship systems of the medieval world, some Asian scholars have identified labour standards as far back as the Laws of Hammurabi and rules for labour–management relations in the Laws of Manu; Latin-American authors point to the Laws of the Indies promulgated by Spain in the 17th century for its New World territories. None of these can be regarded as more than anticipations, with only limited influence on subsequent developments. We will write a custom essay sample on Historical Development of Labour Law or any similar topic only for you Order Now Labour law as it is known today is essentially the child of successive industrial revolutions from the 18th century onward. It became necessary when customary restraints and the intimacy of employment relationships in small communities ceased to provide adequate protection against the abuses incidental to new forms of mining and manufacture on a rapidly increasing scale at precisely the time when the 18th-century Enlightenment, the French Revolution, and the political forces that they set in motion were creating the elements of the modern social conscience. It developed rather slowly, chiefly in the more industrialized countries of western Europe, during the 19th century and has attained its present importance, relative maturity, and worldwide acceptance only during the 20th century. The first landmark of modern labour law was the British Health and Morals of Apprentices Act of 1802, sponsored by the elder Sir Robert Peel. Similar legislation for the protection of the young was adopted in Zurich in 1815 and in France in 1841. By 1848 the first legal limitation of the working hours of adults was adopted by the Landsgemeinde (citizens’ assembly) of the Swiss canton of Glarus. Sickness insurance and workmen’s compensation were pioneered by Germany in 1883 and 1884, and compulsory arbitration in industrial disputes was introduced in New Zealand in the 1890s. The progress of labour legislation outside western Europe, Australia, and New Zealand was slow until after World War I. The more industrialized states of the United States began to enact such legislation toward the end of the 19th century, but the bulk of the present labour legislation of the United States was not adopted until after the Depression of the 1930s. There was virtually no labour legislation in Russia prior to the October Revolution of 1917. In India children between the ages of seven and 12 were limited to nine hours of work per day in 1881 and adult males in textile mills to 10 hours per day in 1911, but the first major advance was the amendment of the Factory Act in 1922 to give effect to conventions adopted at the first session of the International Labour Conference at Washington, D. C. , in 1919. In Japan rudimentary regulations on work in mines were introduced in 1890, but a proposed factory act was controversial for 30 years before it was adopted in 1911, and the decisive step was the revision of this act in 1923 to give effect to the Washington Convention on hours of work in industry. Labour legislation in Latin America began in Argentina in the early years of the century and received a powerful impetus from the Mexican Revolution, which ended in 1917, but, as in North America, the trend became general only with the impact of the Great Depression. In Africa the progress of labour legislation became significant only from the 1940s onward. The legal recognition of the right of association for trade union purposes has a distinctive history. There is no other aspect of labour law in which successive phases of progress and regression have been more decisively influenced by political changes and considerations. The legal prohibition of such association was repealed in the United Kingdom in 1824 and in France in 1884; there have been many subsequent changes in the law and may well be further changes, but these have related to matters of detail rather than to fundamental principles. In the United States freedom of association for trade union purposes remained precarious and subject to the unpredictable scope of the labour injunction, by means of which the courts helped restrain trade union activity until the 1930s. The breakthrough for trade unionism and collective bargaining was achieved by the National Labor Relations Act of 1935. In many other countries the record of progress and regression with respect to freedom of association falls into clearly distinguished periods separated by decisive political changes. This has certainly been the case with Germany, Italy, Spain, Japan, and much of eastern Europe; there have been many illustrations of it, and there may well be more in the developing world. Labour codes or other forms of comprehensive labour legislation and inistries of labour were not introduced until the 20th century. The first labour code (which, like many of its successors, was a consolidation rather than a codification) was projected in France in 1901 and promulgated in stages from 1910 to 1927. Among the more advanced formulations affecting the general condition of labour were the Mexican Constitution of 1917 and the Weimar Constitution of Germany of 1919, both of which gave constitutional status to certain general principles of social policy regarding economic rights. Provisions of this kind have become increasingly common and are now widespread in all parts of the world. Departments or ministries of labour responsible for the effective administration of labour legislation and for promoting its future development were established in Canada in 1900, in France in 1906, in the United States in 1913, in the United Kingdom in 1916, and in Germany in 1918. They became general in Europe and were established in India and Japan during the following years and became common in Latin America in the ’30s. A labour office was established in Egypt in 1930, but only in the ’40s and ’50s did similar arrangements begin to take root elsewhere in Asia and Africa. Under differing political circumstances there continue, of course, to be wide variations in the authority and effectiveness of such administrative machinery. How to cite Historical Development of Labour Law, Essay examples

Krabat Review Essay Example

Krabat Review Paper Essay on Krabat Read this book wanted after watching the movie Krabat. Sorcerers Apprentice, released in 2008. I definitely liked the movie, but the book he does not concede, and even more as it often happens, in many ways superior to the film. Therefore, if you watched the movie, you do not try to fend off the books, it is worth it to read it. The book tells about the fate of an orphan boy who is not lucky enough to get a water mill 12th apprentice. The district said that the mill is not pure, but Krabat is not much concerned: he needs a warm shelter and food. The mill is also black magic school, where the master taught his apprentices witchcraft. Initially Krabat madly enjoys such a possibility, but later he sees this as more minuses, but it turns out there is only one way to get away from the mill, and to implement it is not so easy! The book is written in simple language, but, at the same time, it is a profound work, telling the things that everyone should know the child, but that may not always see a grown man: friendship love, good and evil, of justice. For instance episodes associated with Pumphutom, punishing evil and greedy millers in which justice motive is clearly visible. Despite the fact that the book has a fantastic content, yet there is a certain realism. Otfried Preußler created a story of legends Sorbs a small Slavic peoples living on the territory of the GDR on the banks of the River Spree. It has long been told is stories about the boy Krabat, defeating the Black Miller, the Witch and the Warlock, and free the people from its evil power. Proysler, however, gives in his book entirely new realistic tone of this legend, skillfully adding is psychological character, why they are perceived alive and completely fabulous. We will write a custom essay sample on Krabat Review specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Krabat Review specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Krabat Review specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Anyway, to summarize all of the above, I think everyone will find here something something different, unlike anything else, so it is strongly recommended that you read this tale.

Nevada history essays

Nevada history essays In the history of the State of Nevada, there have been a number of influential people who helped to create the state that exists today. Two of those people are Pat McCarran and Grant Sawyer. Although the two had some differences, their achievements stand out as some of the most important achievements in the state's history. They had their failings, but each did his part to enrich the lives of the population. Pat McCarran was a sheepherder of Irish-Catholic decent, who was not from an over-privileged background. As a child, he didn't begin schooling until a late age, and never really developed a social life, even as an adult. He attended the University of Nevada with modest grades, but was forced to drop out when his father became ill ("Pat McCarran", 2000). McCarran was elected to the Nevada Legislature in 1902. His platform at the time included pro-labor stances and anti-trust beliefs. He soon became recognized as a formidable force in the legislature. He became a correspondent for a Reno newspaper, and used his writing ability to present his political agendas to the public ("Pat McCarran", 2000). In 1904, McCarran ran for the Nevada Senate seat, and lost miserably. He educated himself in law, and became a successful attorney. Yet by 1907, his comments about the existing labor problems and the government's responses to them had made him an outcast, and a political rebel. When he ran for Congress in 1908, the Democratic Party did not back him ("Pat McCarran was elected to the Nevada Supreme Count in 1912; a crowning victory for a self educated man. Yet he used his new position to attempt to further his political career, and in 1916 ran for a seat in the U.S. Senate. At the time, a Democrat was already in the seat, and the Democratic Party was split between the two candidates. McCarran again lost by a vast margin, but the move hindered his la...

The Health and Pollution Risks of Charcoal Grilling

The Health and Pollution Risks of Charcoal Grilling Cooking with grills can be problematic for two reasons. First, both charcoal and wood burn â€Å"dirty,† producing not only hydrocarbons but also tiny soot particles that pollute the air and can aggravate heart and lung problems. Secondly, the grilling of meat can form two kinds of potentially carcinogenic compounds in the cooked meat: polycyclic aromatic hydrocarbons (PAHs) and heterocyclic amines (HCAs). Charcoal Grilling May Pose Cancer Risks According to the American Cancer Society, PAHs form when fat from meat drips onto the charcoal. They then rise with the smoke and can get deposited on the food. They can also form directly on the food as it is charred. The hotter the temperature and the longer the meat cooks, the more HCAs are formed. HCAs can also form on broiled and pan-fried beef, pork, fowl, and fish. In fact, National Cancer Institute researchers have identified 17 different HCAs that result from cooking â€Å"muscle meats,† HCAs that may pose human cancer risks. Studies have also shown an increased risk of colorectal, pancreatic, and breast cancers associated with high intakes of well done, fried, or barbequed meats. Cooking With Charcoal Grills Adds to Air Pollution According to the Texas Commission on Environmental Air Quality, Texans who like to say that they â€Å"live and breathe barbecue† may be doing just that to the detriment of their health. A 2003 study by scientists from Rice University found that microscopic bits of polyunsaturated fatty acids released into the atmosphere from cooking meat on backyard barbecues were helping to pollute the air in Houston. The city at times registers air quality levels that rank it one of the more polluted urban areas in the United State. Emissions from barbecues, however, are certainly dwarfed by those generated by motor vehicles and industry. Both briquettes and lump charcoal create air pollution. The production of lump charcoal, made from charred wood to add flavor, creates other environmental hazards. Their production contributes to deforestation and adds to the greenhouse gases in the atmosphere. Charcoal briquettes do have the benefit of being made partly from sawdust, which is a good use of waste wood. Popular brands, however, may also contain coal dust, starch, sodium nitrate, limestone, and borax. Canada Considers Charcoal Hazardous In Canada, charcoal is now a restricted product under the Hazardous Products Act. According to the Canadian Department of Justice, charcoal briquettes in bags that are advertised, imported to, or sold in Canada must display a label warning of the potential hazards of the product. No such requirements presently exist in the United States. Avoid Health Risks by Using Natural Charcoal Consumers can avoid exposure to these potentially harmful additives by sticking with so-called natural charcoal brands. Look for charcoal made of 100 percent hardwood and containing no coal, oil, limestone, or petroleum products. Third-party certification programs, like the Forest Stewardship Council, can help choose products that are harvested in a sustainable fashion. Edited by Frederic Beaudry.

Business Law Problems Essay Example | Topics and Well Written Essays - 500 words

Business Law Problems - Essay Example They argue that people making contracts should take consideration of possible changes in the future in making a contract. Take, for example, two people, where one is a supplier of goods while the other is the buyer. Assuming that the goods or services are to be delivered over a period of time, the costing of the product or service may be affected by economic changes like inflation2. The figure has been changed by about five to ten percent per year for the above. In that situation, the value of goods in this year would not be the same with the value the following year and the year after. In the case of Tabor and Martin, Martin can legally collect the a hundred dollars for the remaining contract because Tabor agreed to the terms. The recent contract or agreement precedes any prior agreements and would not matter whether Tabor had been informed prices would change or not. 3 Soberness: legal experts argue that people abiding through a contract should be sober before signing the agreement. In addition, they should have enough time to go through the contract and raise any contentious issues in the contract. The contentious clauses and issues should be changed for the better of the contract to be binding. Some people have been very crafty and take advantage of others when they are not sober. The example question of Kira selling her diamond necklace to Charlotte for just a hundred dollars yet it is worth thousands of dollars, shows the consequences of signing a contract when intoxicated too well. When a person has signed a contract, it is assumed that they read through the contract and were comfortable with every clause in the contract and that is why s/he signed. Therefore, Kira selling her necklace was a done deal, as long as she signed a contract, and Charlotte can prove. Her necklace could not be returned, even when she offered to refund the money she h ad

Based on the pic Essay Example | Topics and Well Written Essays - 500 words

Based on the pic - Essay Example genteuil is a riverside village along the banks of Seine and the late 18th century industrialization made it possible for the bourgeois to take the newly built railway trains and escape in the countryside. We can just about make the contours of few houses on the background and we cant see anything remotely industrial spoiling the tranquillity of this landscape. This painting is done with bright and pure colours. It tries to bring out the fleeting effects of daylight and the idyllic atmosphere of the river and surrounding boats. One can clearly observe the rippling surface of the floating river. The shimmering reflection of idle boats – some sailing, others moored evokes a sense of serenity and tranquillity. Captured on this painting is also the passing of time and changing seasons reflected by the yellow and light brown hue of the autumn leaves. This place is a sanctuary, away from the modern world, caught in a time capsule, whispering harmony and unspoiled grace. The picture demonstrates a simple lifestyle and This pictures brings a feelings of nostalgia in me – about the warm, summer days, walking along the river in London, picnics in the parks or just small talks with friends, lying on the grass. I can sit, relax and look at this painting and breath in the atmosphere of natural beauty. All my sensations are in harmony with the world around me. It is like a mediation technique when I look at his idyllic place. This picture conveys a sense of blissful happiness, infinite pleasure and enjoyment of life. The painting transported me into one of Jane Austins novels where the English countryside is marvellously depicted, with its rural, village life and simplicity. I believe Monet wanted to depict nature as it is, without fully sketching the canvas. Because nature is perfect when you look at it, but when you try to copy perfection on a canvas, it eludes somehow. So instead of focusing on symmetrical forms, attempting to re-create nature, the artist has

Risks Involved with The Human Genome Project Essay -- Argumentative Pe

Risks Involved with The Human Genome Project The man in the black suit solemnly steps out of the car. His wife scrambles to catch up with his swift pace. She offers an encouraging tone or two, but the man doesn’t listen. He plunges through the brass, a genetically altered combination of the common bush and grass species, both eyes set on his house. The next-door neighbors dash over to interrogate the deserted wife. The neighbors appear instantaneously in hot pink, plastic body suits, with tanks of oxygen attached to their backs. (This elaborate outfit, for those who may not know, is a common protection against identity impersonation. The decoding of the human genome inadvertently supplies criminals with an ideal method to steal another person’s identity; identity thieves need only a single cell from a person to detect everything about him or her. Body suits, in addition to setting a fashionable trend, safe-guard against this possibility by trapping all cells within the suit itself.) The wife struggles to suppress a deluge of tears as she warmly hugs her plastic encased neighbors. She briefly relates the day’s events. Her husband lost the court case. He was accused of harboring the gene for prostate cancer, and after a simple genetic test, the accusation was confirmed. Her husband had twenty-four hours to move into a quarantined house, located in an abandoned section of the city. He would live there indefinitely with other potential prostate cancer victims. By isolating all people predisposed to prostate cancer, officials hope to eliminate prostate cancer from the gene pool. The wife is purely devastated that reality is manifesting itself so harshly in her life. The neighbors attempt to console her, but they are quite reli... ...tter than another. It can be difficult to discern where exactly the comparisons should cease. The Human Genome Project deserves to have a few cautious skeptics. A breakthrough of this magnitude needs to be carefully examined before assimilated into our culture. Yet, at the same time, this breakthrough has become the very epitome of engineering feats for mankind. My mixed feelings parallel an exemplary quote from The Meaning of It All: Thoughts of a Citizen Scientist by Richard Feynman. â€Å"Trying to understand the way nature works involves a most terrible test of human reasoning ability. It involves subtle trickery, beautiful tight ropes of logic on which one has to walk, in order not to make a mistake in predicting what will happen† (15). Work Cited Feynman, Richard P. The Meaning of It All: Thoughts of a Citizen Scientist. Reading: Perseus Books, 1998.

Herman Miller

HERMAN MILLER 1. Describe Herman Miller’s strategy. Is there evidence it has produced a competitive advantage and good financial performance? Explain. They focus on a growth strategy, through innovative products and production processes. Reinvention and renewal. They survived the Great Depression and multiple recessions, recovered from the dot-com bust and were able to continue expanding overseas. They adapted to save the company, by introducing new designs. In 1996, Herman Miller began an aggressive drive to reinvent its operations and established a fruitful relationship with the Toyota Supplier Support Center. Unique to the office furniture industry, the relationship enabled the company to adopt and implement world-class, lean manufacturing processes based on the Toyota Production System principles. Through the Herman Miller Production System (HMPS), the company dramatically reduced manufacturing square footage and inventories, cut lead times for standard product from 8 weeks to as little as 10 days, and significantly grew sales and profitability. Another component of the HMPS lean initiative focuses on the company’s people and their development, complementing Herman Miller’s long history of employee participation. Herman Miller believes its success in achieving operational excellence depends on the motivation and thinking of its people to solve problems and drive improvement. -They focus more on high quality products that is why they were not dramatically hit by competition from overseas, also because they were already in some of these markets. They’re manufacturing strategy limited fixed production costs by outsourcing component parts from strategic suppliers, which increased variable nature of its cost structure, which is their competitive advantage, which is reflected in their financial performance, from 2006-2010 their gross profit margin remained relatively constant. Top to bottom it works/ demonstrate their business in their own office. All employees are cross trained. Flexible manufacturing where a production line can do multiple jobs Both differentiation and low cost provider increase their margins . How have the company’s values shaped its strategy and approach to strategy execution? Provide illustrations of how these values are reflected in company policies. They treat all workers as individuals with special talent and potential. They respect all employees, which fuelled the quest to tap the diversity of gifts and skills held by all, in an environment where people felt comfortable taking risks. In 19 50, developed a Scanlon Plan (productivity incentive plan), which reflects values, equity and justice for everyone in the company. Employees felt empowered a new manager took his safety glasses off and an employee yelled at him to put his safety glasses back on. The company’s beliefs were also reinforced through the employee gift committee and environment quality action team, which distributed funds and other resources based on employee involvement. They became a responsible corporate citizen through minimizing their waste which was both environmentally friendly and cost-effective. Shared gains and pains. Top executives took 10% pay cuts consecutively to avoid letting staff go, received less than competing firms top executives, which shows their commitment to the â€Å"team†. They have committees for sharing ideas on improvements and how to increase profitability. Even through project purple, one out 1000 companies would do that, increasing spending for the sake of tomorrow while cutting back to survive today, they worked as a team for a common goal, leadership and decision making was shared within the team and across the organization. Their values carried over to all functional areas of business. 3. What is your evaluation of HMI’s financial performance? How does its performance compare to prior years? the competition? Their financial performance is not bad, considering they were able to recover from many recessions. From 2006-2010 their gross profit margin remained relatively constant, however during hard times when sales dropped by 19% in 08 and 09 current liabilities were a little higher than usual and net profit margins began falling from 7. 6% to 4. 17% and 2. 15% in 2010. Which the whole industry took a hit with external trends on the rise: telecommuting which decreased the need for office equipment for all employees, increase toward ergonomically correct office furniture, competition from overseas cost of raw materials. Revenues are falling 4. Until 2003, HMI offered lifelong employment. How did this practice affect the company’s ability to staff the organization with managers and employees capable of executing the strategy? How did this practice build the organizational capabilities required for successful strategy execution? It enabled them to hire people that had talents and skills that match the needs and wants of the commercial enterprise, they redesigned benefit plans to be more portable, to decrease the cost of changing jobs for employees whose gifts and talents no longer matched customer needs. Its bundled capabilities are yielding a sustainable competitive advantage, by retaining employees. 5. Do non-monetary incentives facilitate strategy execution at HMI? Explain. Yes, it becomes engrained in the employees, part of their values and beliefs. The concierge services’ goal is to provide employees with assistance and help to be successful balancing responsibilities—at work and home. 6. Describe the culture at HMI. Would you characterize HMI’s culture as healthy and largely supportive of good strategy execution? Explain. Yes as, Herman Miller instituted a formal program of participative management. An organization of employee-owners, the company is committed to problem-solving design, uncompromising quality, and customer satisfaction. Herman Miller instituted an employee stock ownership program in 1983. To aid the decision-making process, Herman Miller uses a performance indicator, measurement, and compensation system called â€Å"Economic Value Added†. EVA is an internal measurement of operating and financial performance that is linked to incentive compensation for all employee-owners, allowing the company to shift its focus from budget performance to long-term continuous improvements and the creation of economic value. The result is a highly motivated and business literate workforce that challenges convention and strives to create increasingly greater value for both customers and owners. Every month the company and all employees review performance in terms of EVA, which has proven to be a strong corollary to shareholder value. The responsibility of employee ownership requires capable people to meet high expectations. Herman Miller believes that inclusiveness is critical to the company’s success—today and for the future. 7. What recommendations would you make to Herman Miller’s CEO Brian Walker to improve the company’s current financial performance? Does the company need to radically alter its strategy because of poor economic conditions? Should it improve its approach to implementing the strategy to reduce costs and improve efficiency? Explain. I would recommend maintaining the current strategy of being the most innovative company, however reduce costs and improve efficiency as they did to weather the storm in the previous recession. Open new market by providing products at a lower cost same quality though and target schools hospital and nursing homes.

Eating Disorders Anorexia Nervosa - 889 Words

According to ANAD Eating Disorder Statistics about thirty million people in America of all ages and genders suffer from one of the three main eating disorders. Many people suffer from more than one of the eating disorders. Only 1 in 10 individuals receive the treatment that is needed to recover(ANDA). Often eating disorders are known to be triggered by outside factors in their life, but studies show that it is more likely to be a part of their genetics. According to Webster the definition of an â€Å"Eating Disorder† is â€Å"Any of several psychological disorders (as anorexia nervosa or bulimia) characterized by serious disturbances of eating behavior.† Anorexia Nervosa is one of the three main eating disorders. It has the highest mortality rate of all mental illnesses(ANAD). Anorexia Nervosa is defined as a loss of appetite for food or refusing food in order to lose weight. Out of all of the psychiatric disorders Anorexia Nervosa is the only one that has a physical sy mptom as one of the diagnostic criteria(Schellenberg). Bulimia Nervosa is the second of the three main eating disorders. 1% of women develop bulimia(Eating). Bulimia is known as an individual consuming a vast amount of food and then disposing of it through self-induced vomiting, the use of diuretics, or excessive exercising. The third main eating disorder is Binge Eating Disorder. Individuals who develop this disorder feel out of control while they are eating and tend to eat very large amounts. Binge eating is knownShow MoreRelatedEating Disorder : Anorexia Nervosa1622 Words   |  7 Pages Bulimia Nervosa To be diagnosed with eating disorder, someone must meet certain criteria. The criterion for diagnosis slightly varies depending on if you are referring to people who (A) fear gaining weight, and have significant weight loss,(B) eating a huge amount of food , then use laxative to remove the binged food, (C) the use of excessive exercise and fasting in order to remove or to reduce the amount of calories consumed, and (D) distorted body image, no matter how thin they become, theyRead MoreEating Disorder : Anorexia Nervosa1658 Words   |  7 Pagesbeen affected by this disorder. The specific disorder that is being referred to in this paper, an eating disorder, is Anorexia Nervosa, the restricting type. An eating disorder â€Å"involve[s] disordered eating behaviors and maladaptive ways of controlling body weight† (Nevid, Rathus, Greene, 2014, p. 335). Another well-known eating disorder is Bulimia Nervosa which is characterized by binging and purging (Nevid, Rathus, Greene, 2014, p. 338). Bulimia is different than anorexia since victims of bulimiaRead MoreEating Disorders And Anorexia Nervosa Essay1948 Words   |  8 Pagesnotion of an â€Å"ideal† body and eating disorders, there is no consensus as to the root cause of eating disorders. The general belief is that eating disorders result from one or more biological, behavioral, and social factors including genetics, unpleasant experiences/trauma, peer pressure, teasing, and family members with eating disorders, among others. There are numerous types of eating disorders. Both women and men are affected by eating disorders each day. Eating disorders can occur from an early ageRead MoreEating Disorders : Anorexia Nervosa1493 Words   |  6 PagesIllness Paper – Anorexia Nervosa February 28, 2016 According to the Mayo Clinic (2016), eating disorders are â€Å"conditions related to persistent eating behaviors that negatively impact your health, your emotions, and your ability to function in important areas of life.† One such eating disorder is anorexia nervosa. Not to be confused with anorexia, which is simply a general loss of appetite that can be attributed to many medical ailments, anorexia nervosa is a serious eating disorder and mental illnessRead MoreEating Disorders: Anorexia Nervosa1653 Words   |  7 PagesAnorexia Nervosa Anorexia Nervosa is one of several subtypes descending from feeding and eating disorders. It is a crippling life-threatening condition marked by a patient placing restriction on energy intake relative to needed energy requirements, resulting in a relentless pursuit of low body weight in the context of age, sex, development and physical health. According to American Psychiatric Publishing of diagnostic and statistical manual of mental disorders (DSM-5) â€Å"Anorexia Nervosa, often timesRead MoreEating Disorders And Anorexia Nervosa947 Words   |  4 PagesEating disorders such as anorexia nervosa, bulimia nervosa, and binge eating disorder consist of emotions, attitudes, and behaviors surrounding weight and food issues. Up to 24 million people of all ages and genders suffer from an eating disorder in the U.S (ANAD, n.d.) bulimia nervosa as well as the other eating disorders are considered to be a female eating disorder, a disorder that only affects women which limits males to seek treatment let alone make aware to other that they suffer from bulimiaRead MoreEating Disorders : Anorexia Nervosa974 Words   |  4 PagesI have always been intrigued with eating disorders, particularly Anorexia Nervosa. When I was 18 years of age, my mother questioned whether or not I was Anorexic and she took me to the family practitioner, who then informed me that I was three pounds shy from being considered underweight. I knew I was thin, but I was really thin, but also really proud of my size. In an African American urban environment being thin was related to illness and drug abuse. I was often teased about how thin and fragileRead MoreAnorexia Nervosa- Eating Disorder1685 Words   |  7 PagesEffects of anorexia are mostly seen on the outside of the victim’s body, but do not be fooled. This detrimental eating disorder affects one’s mind just as much as it would the body. What Anorexia does to the mind is that it distorts the way one views their body. Victims of anorexia become fixated on their body image and overly critical about their flaws and weight. Even being obviously underweight, Anorexics will continuously deny that they have a problem and continue with their fatal practices.Read MoreEating Disorders : Anorexia Nervosa1462 Words   |  6 Pagessuffer from many illnesses, one in particular is eating disorders. There are many types of eating disorders, but there are three common ones that are known today, which are anorexia nervosa, bulimia nervosa, and binge-eating disorder. Eating disorders are not healthy, this type of disease can be very fatal and crucial to one s health   mentally, physically, and socially. The purpose of this report is to provide background information about eating disorders, strategies to prevent this illness from occurringRead MoreEating Disorders And Anorexia Nervosa951 Words   |  4 PagesEating disorders are a sickness that can come from psychological issues and it can disrupt the everyday diet. â₠¬Å"A person with an eating disorder may have started out just eating smaller or larger amounts of food, but at some point, the urge to eat less or more spiraled out of control.† The common eating disorders are anorexia nervosa and bulimia nervosa. Anorexia nervosa is when someone see’s themselves as an overweight person, so they watch what they eat since, they have a fear of becoming overweight

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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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.