zilongwang/ReadingBank huggingface dataset:
To contribute to periodic equal pay reporting, have an understanding of how equality and diversity applies to the responsibilities of the role and to actively promote equality and diversity in all aspects of the role. 10 % To have active involvement in the University’s job evaluation processes, attending regular job evaluation panels, disseminating feedback and providing coaching and advice to Human Resources colleagues on the quality and content of job descriptions and the importance of robust and accurate grading of roles. 10 % Any other duties as allocated by the line manager following consultation with the post holder. 5 % Internal and external relationships A wide cross-section of the University community, including Deans, Directors of Professional Services, heads of departments, line managers and employees, trade unions, Human Resources colleagues, Legal Services, Finance and external service providers. Special Requirements PERSON SPECIFICATION Criteria Essential Desirable How to be assessed Qualifications, knowledge and experience Skill level equivalent to achievement of HND, Degree or NVQ4 or basic professional qualification in a numerate discipline. Strong analytical skills supported by advanced Excel skills, with proven experience of accurately manipulating and presenting large quantities of complex data. Proven experience of formal report writing. CIPD membership and postgraduate diploma in Human Resources, Personnel Management or a similar, relevant field. Basic knowledge of employment law Proven experience of evaluating jobs using an analytical factor-based job evaluation scheme and a detailed understanding of the principles of job evaluation. Trained in Hay job evaluation methodology. Experience of pay modelling. Application and selection process. Planning and organising Able to effectively plan, manage and prioritise a varied workload. Able to seek opportunities to progress a broad range of activities within professional guidelines and in support of University policy. Experience of successful project management. Application and selection process.
35. How would all the four parts of self-concept diagram occur in a perfect world? A. All the four parts would intersect each other. B. All the four parts would be one single circle. C. The real self and looking-glass self would be separate from each other. D. The ideal self and self image would be distinct from each other. 36. Your vision of your future self is your: A. real self. B. looking-glass self. C. ideal self. D. self image. 37. Narnia is tetchy and introverted. She to be a happy, friendly and inclusive person in the future. This happy, friendly, and inclusive image is Narnia's: A. real self. B. ideal self. C. self image. D. looking-glass self. 38. What is a common mistake people make about their ideal self? A. Create an image that is unrealistic and unattainable. B. Have an unclear picture about themselves. C. For most people the ideal self is much more negative than it deserves to be. D. Not knowing that they have already reached their ideal. 39. Which of the following is NOT part of the self-concept? A. Self-image B. Real self C. Looking-glass self D. Efficacy self 40. What is a self? A. It is the knowledge of how you are being perceived by others. B. The self you assume others see when they look at you. C. It is the way you truly feel about yourself. D. It is the process of letting other people know what you are really thinking and feeling. 41. Which part of the self-concept can be programmed by your day-to-day behavior? A. Self image B. Ideal self C. Real self D. Looking-glass self 42. How do the things you say to yourself affect your self image? A. It will lead to self disclosure. B. The messages will be automatically memorized for future use. C. The messages will allow others to see who you truly are. D. It will lead to a negative looking-glass image.
Human Resources Department Internship Opportunity The City of Jonesboro The City of Jonesboro is offering an internship in our Human Resources Department. An internship will provide a University student the opportunity to work and learn in a government environment, and develop marketable skills. The intern will work directly with the Director of Human Resources. Primary Objectives: Assist with developing a Training curriculum, implement a new Applicant Tracking Software, and other HR initiatives. General expectations: In addition to the general expectations of City employees detailed in the City of Jonesboro employee manual, the City has several general expectations of a student who would fill an internship position. Communicate at a high level, both verbally and writing Strong sense of appropriate behavior in a government environment Professional demeanor and dress Promptness Discretion and confidentiality Take direction well Adherence to all City of Jonesboro rules, regulations, and guidelines for employees This internship will offer the opportunity to: Develop and implement an intranet webpage for employees Develop and implement a training curriculum for each department Work with the Director of Human Resources to define HR strategy Work to implement the strategy This unpaid internship is scheduled for the fall of 2017, with the expectation of a minimum of 10-15 hours per week for a total of 120 hours for the entire summer term. In addition to your HR experience, the City also has practicum training opportunities available. The goal of these opportunities is to provide students with practical experience in a real-world training environment and provide City staff valuable information and techniques to use in their jobs. Please submit resume and contact Dewayne Douglas – Director of HR at (870-933-4640).
proof of eligibility to work in the UK a satisfactory enhanced DBS Disclosure verification of medical fitness where the successful candidate has worked or been resident overseas in the previous five years, such checks and confirmations as the school may require in accordance with statutory guidance WARNING Where a candidate is: found to be on the DBS Children’s Barred List, or the DBS disclosure shows s/he has been disqualified from working with children by a court, or, found to have provided false information in, or in support of, his/her application, or the subject of serious expressions of concern as to his/her suitability to work with children the facts will be reported to the Police and/or the Disclosure and Barring Service. SPENT CONVICTIONS AND THE DBS FILTERING RULES Spent convictions Sentence Rehabilitation period (in all cases the period commences from the date of the conviction)
evaluation of the qualifications. There is a maximum sixty (60) day period where a credentialing file can be listed as “Pending” from the receipt of application. The Missing Official Transcript Report is distributed to HR liaisons on a monthly basis. If after the sixty (60) day pending period has elapsed and the credentialing file has not been removed from “pending” status, the individual will not be considered for hire, or if already employed, the individual will be removed from his or her assignment. Removal may result in the instructor’s placement on Administrative Leave, with or without pay, until the matter has been resolved. When the required documents have been received, the faculty member’s respective dean will re-certify and place the faculty member in the former assignment no earlier than the receipt date of the transcript. INITIAL APPOINTMENT FORM The should accompany all accepted letters, along with the other new hire information. Initial Appointment Form Section 1 and 2 Field name Definition Field type First Name Employee name Text Last Name Employee last name Text Reports To (POS_#) Immediate supervisor’s position number Number Reports To (Panther ID_#) Immediate supervisor’s Panther ID Number Org. Department Home department name and Department Code List of values Business Unit College/VP area of Home Department List of values Building and Code Building name/code of faculty member’s office List of values Room # Faculty office room number Text Secondary Org. Department Secondary department name and org. department Code List of values Secondary Business Unit College of Secondary department List of values Credentialing Request ID Number assigned by system when form is created Number Job Code/Description State class number and title List of values Tenure Status Codes Defines whether on tenure track or other non tenure status List of values Tenure Credit Granted Number of years tenure credit given upon hire Number Tenure CIP Code Discipline specificity within dept. for tenured or tenure track. List of values
ASSIGNMENT OF RESPONSIBILITIES ACADEMIC AFFAIRS RESPONSIBLE HUMAN RESOURCES RESPONSIBLE Search Process; approve faculty positions through ePRF; maintain Faculty Funding Approve ePRF for changes to or creation of new A&P/staff positions Review Offer letters; eCRF; Initial Appointment Forms (IAF); CV; transcripts Set up faculty in system, including education, tenure and rank Approve Change in Status (CIS) for: changes in salary, apt. renewals, and administrative assignments. Enter changes in system Enter changes in labor allocations eCRF, adjuncts and courtesy appointments. Approve Adjunct contract. Process approved contracts. Approve Request for Additional Comp (Overloads) prior to work being performed; approve all faculty related contracts Process approved ESC contracts Approve Merit Increase - communicate process, implementation Enter Merit increase / ATB Approve Tenure and Promotion – coordinate process and implementation Enter promotions; enter rank, tenure information and new salary Approve Special awards Enter special awards Tenure updates - manual process Enter information in the system per notification from AA. Summer Process: communication of encumbrance; communication to units; summer run; individual appt forms Upload of summer run; entry of changes Resolve BOG clean up issues BOG clean up UFF related reports and notifications ACADEMIC AFFAIRS CONTACTS Rosa Saez ext. 7-6727 Abilene Pinzon ext. 7-3450 Alex Burkowski ext. 7-6070 Priscilla Johnson ext. 7-8001 Search Process; new position requests Adjunct Hire/Contracts Initial Appointment; offer letters for faculty; CIS Panther180 Initial Appointment; offer letters for faculty; CIS Credentialing of regular faculty, adjuncts and courtesy faculty Maintenance of search process Tenure and Promotion Merit increases; awards; salary raises Official transcripts Courtesy Appointments process Non-Visa immigration status
Effective Behaviour People who are effective are likely to… Ineffective Behaviour People who are less effective are likely to… Level 3 Make decisions when they are needed, even if they prove difficult or unpopular Identify a range of relevant and credible information sources and recognise the need to collect new data when necessary from internal and external sources Recognise patterns and trends in a wide range of evidence/data and draw key conclusions Explore different options outlining benefits, risks and potential responses to each Recognise scope of own authority for decision making and empower team members to make decisions Invite challenge and where appropriate involve others in decision making to help build engagement and present robust recommendations Miss opportunities or deadlines by delaying decisions Only use evidence sources that support arguments or are easily accessible Come to conclusions that are not supported by evidence Give little consideration to the people and resources impacted by decisions Create confusion by omitting to inform relevant people of amendments or decisions causing delays in implementation Consistently make decisions in isolation or with a select group Collaborating and Partnering Description People skilled in this area create and maintain positive, professional and trusting working relationships with a wide range of people within and outside the Civil Service to help get business done. At all levels, it requires working collaboratively, sharing information and building supportive, responsive relationships with colleagues and stakeholders, whilst having the confidence to challenge assumptions. At senior levels, it’s about delivering business objectives through creating an inclusive environment, encouraging collaboration and building effective partnerships including relationships with Ministers.
Effective Behaviour People who are effective are likely to… Ineffective Behaviour People who are less effective are likely to… Level 3 Make decisions when they are needed, even if they prove difficult or unpopular Identify a of relevant and credible information sources and recognise the need to collect new data when necessary from internal and external sources Recognise patterns and trends in a wide range of evidence/data and draw key conclusions Explore different options outlining costs, benefits, risks and potential responses to each Recognise scope of own authority for decision making and empower team members to make decisions Invite challenge and where appropriate involve others in decision making to help build engagement and present robust recommendations Miss opportunities or deadlines by delaying decisions Only use evidence sources that support arguments or are easily accessible Come to conclusions that are not supported by evidence Give little consideration to the people and resources impacted by decisions Create confusion by omitting to inform relevant people of amendments or decisions causing delays in implementation Consistently make decisions in isolation or with a select group Collaborating and Partnering Description People skilled in this area create and maintain positive, professional and trusting working relationships with a wide range of people within and outside the Civil Service to help get business done. At all levels, it requires working collaboratively, sharing information and building supportive, responsive relationships with colleagues and stakeholders, whilst having the confidence to challenge assumptions. At senior levels, it’s about delivering business objectives through creating an inclusive environment, encouraging collaboration and building effective partnerships including relationships with Ministers.
on approval, send confirmation to Auslan Connections. KRA: Additional Duties Undertake additional duties in accordance with role expectations Actions Performance Indicators Actively participate and contribute in team meetings. Participate in training and personal development opportunities in accordance with the performance/career development procedure. Take an active role in creating a safe and healthy work environment. Perform duties in accordance with relevant Occupational health and Safety and Equal Employment Legislation. Attend team meetings and participate as practicable. Performance appraisals are undertaken on an annual basis and a training and development plan generated from this process. Job Competencies Knowledge of HR and employee relations practices and procedures Ability to interpret awards and enterprise agreements Demonstrated experience in providing administrative support Well developed communication skills, including written and verbal methods of communication Well developed personal organisational and time management skills Competent use of Microsoft office Suite and the ability to learn new software packages. Ability to exercise confidentiality, tact and discretion Numeracy skills Developed analytical and problem solving skills. Core Values Integrity, Respect, Accountability, Diversity and Excellence Personal Competencies Commitment to customer focused service. Ability to work independently with minimal direction. Ability to use initiative. Capacity and willingness to be flexible and adaptable (resilience) Willingness to learn Auslan and ability to use visual communication
Hallberg-Rassy 34 / 2001 General description Hallberg-Rassy 34 is a very nice, fast and easy to sail cruiser with a great layout for persons. A yacht that works superbly at sea as well as on anchorage. This specific Hallber-Rassy 34 is a very well maintained and looked after – a yacht in XLNT condition! Key Fact’s Main sail North 3DL 600S - 2013 Genua North 3DL 600S – 2013 Electrical windlass - 2015 Tiller steering Sail drive seal - 2013 Plotter (Raymarin C80) – 2006 Autopilot (Raymarine S1 gyro) - 2007 Epoxi treated under water body - 2011 Stored inside during winter season Info Model Hallberg Rassy 34 Yard Hallberg Year 2001 Location Sweden, Kungsviken Price 1.125.000 kr VAT Paid in Sweden (EU) Dimensions Length 10,28 m LVL 8,69 m 3,42 m Draft 1,85 m Displacement 5,3 ton Material GRP Engine Volvo Penta 2030 (28 hp) Fuel 155 L Water 255 L Black water 40 L Hot water 20 L Hallberg Rassy 34 / 2005 Detailed Specification RIG & SAILS Rig Mast and boom (Seldén) FURLEX Boom vang with gas damper - 2013 Aft stay tensioner Aluminium rigging screw protection Windex 3-color / anchor light (LED) Sails Main sail, North 3DL 600S Double taft, fully battened, MDS cars - 2013 4
Hallberg-Rassy 37 / 2005 Beskrivning Hallberg-Rassy 37 is a well-built, comfortable long distance cruiser. This Hallberg-Rassy 37 is in great condition. It has been extensively upgraded during 2015-2016 by the current owner who planned for a blue water cruise. Due to the owners changed plans this ”ready to go anywhere yacht” is now for sale to an attractive price. Key Fact’s In-mast furling Bow thruster Main sail and genua - 2016 Sand blasted and Epoxy treated - 2016 Stern anchor - 2016 Complete navigation system – 2015 Computer with Maxsea nav. software - 2016 Life raft – 2015 4 x batteries – 2016 And much more… Info Model Hallberg-Rassy 37 Yard Hallberg-Rassy varvet Delivery year 2005 Location Henån, Sweden SEK 1.895.000 VAT Paid in EU Dimensions Length 11,32 m LVL 11,20 m Width 3,55 m Draft (shallow draft) 1,65 m Displacement 7,5 ton Material GRP Motor Yanmar 4JH4E, 57 hk Fuel 340 L Water 400 L Black water 60 L Hot 60 L Hallberg Rassy 37 / 2005 RIG & SAILS Furling mast (Seldén) Rodkick with gasdamper Aft stay tensioner - 2015 Spinnaker boom Preventer system Furling genua (Boding Cruising laminate) - 2016 Furling main sail (Boding Cruising laminate, Tri radial) - 2016 Spare main sail (Elvström) Spare furling genua (Elvström) Windex – 2015 Navigationsljus till LED - 2015
to, a doctor’s note, a certification from a law enforcement officer or victim advocate, or a court order. ESS may be used for the following reasons: To care for or treat an employee’s mental or physical illness, injury, or condition. To obtain preventive medical care for the employee or employee’s family member. To care for a family member with a mental or physical illness, injury, or condition. Maternity or paternity leave. When an employee’s absence from work is necessary due to domestic violence, sexual assault, or stalking committed against the employee or the employee’s family member, and the leave is being used by the employee to obtain for the employee or the employee’s family member: (a) medical or mental health attention that is related to the domestic violence, sexual assault, or staking; (b) services from a victim services organization related to the domestic violence, sexual assault, or stalking; (c) legal services or proceedings related to or resulting from the domestic violence, sexual assault, or stalking; or (d) an employee’s temporary relocation due to domestic violence, sexual assault, or stalking. Accrual and carryover Current staff who meet the above requirements will begin accruing ESS on February 11, 2018. For those hired after February 11, 2018, ESS will begin to accrue on the date on which the employee begins employment. ESS will not accrue in a two week pay period in which the employee worked fewer than 24 hours total. Employees who meet the above requirements will earn 1 hour of ESS for every 30 hours worked, up to 40 hours of ESS in a fiscal year beginning on their first day of employment. At no time may an employee accrue more than 64 hours of ESS. Employees may carry over up to 40 hours of ESS from one fiscal year to the next. ESS is not paid out at separation of employment. If an employee had an accrued, but unused ESS balance upon termination, and the employee is rehired within 37 weeks of separation, the employee’s accrued, but unused ESS will be reinstated. Payment of Sick and Safe Leave ESS will be paid at the employee’s normal wage rate.
Person Specification – HR Administration Assistant We want the postholder to demonstrate the following competences to a high level and use them in their work. This is more important than having a great deal of direct experience of the job content. We will be looking for evidence of the following key competences during the selection process, if you are shortlisted. Communication & Clarification Creativity, Innovation & Adaptability Commitment & Customer Focus Relationship & Team Working Respect, Integrity & Open-mindedness Accountability, Self-Reflection & Development Engaging with and Supporting change We do need you to use the job application form to demonstrate your capabilities in relation to each of the essential criteria’s listed below (addressing each point in order). Use the answers to show how your competencies have helped you achieve positive results. This will give you the best possible chance of being shortlisted. Competences E = Essential D = Desirable Application Form Test Interview 1 Specific Qualification, Experience and Track Record 1.1 1.2 1.3 1.4 GCSE A – C or NVQ Level 2 equivalent in literacy and numeracy Previous experience of working in a busy office administration role Experience of using or creating systems to manage and follow processes Experience of working with windows based software, including Word, Excel, e-mail and the internet. E E D E X X X X X X 2 Special Knowledge and Requirements 2.1 2.2 2.3 2.4 2.5 2.6 Effective communication skills, oral and written. An ability to work effectively with people across a wide range of levels and responsibilities. Must be able to work accurately and apply attention to detail. Good interpersonal and customer service skills. Must be able to work as part of a team. An ability to work on own initiative as required. E E E E E E X X X X X X X X X X 3 Additional Job Requirements 3.1 3.2 3.3 Ability to remain calm under pressure and difficult situations. Must be self-motivated with a positive can-do approach. Strong commitment to equality and diversity. E E E X X X X X X
Manage the in-house Careerforce Level 2 and 3 programmes, including arranging sessions, liaising with trainers and assessors, providing training materials, recording achievements through the Careerforce ‘portal’, entering results into database, notifying manager of successful completions. Produce training materials and signing sheets, and any other administrative support for trainers. Keep records of employment relations matters (disciplinary, performance improvement, employment disputes etc); track progress, file paperwork. Ensure exit Interview questionnaire and invitation is sent to each leaver on receipt of resignation; carry out exit interviews; record and summarise responses to questionnaires and provide summary reports as required. Positive feedback from trainers and trainees Tracker is accurate and kept up to date All information filed and stored confidentially Questionnaire sent to every leaver Responses summarised in required format Payroll Key Accountabilities Key Performance Indicators Pay processing: Assist, support and provide back-up for the Pay Clerk with the management and processing of Hohepa’s fortnightly payroll, to ensure that staff and volunteers are paid accurately, in accordance with agreements; the payroll database is maintained and updated; payroll information is provided for managers; pay queries are responded to. “TimeFiler” electronic timesheet system: Responsible with the Pay Clerk for maintaining the TimeFiler system; this includes setting up rosters and ‘role for individuals; providing training and advice for individual users and managers; producing reports; responding to queries; resolving issues. Payroll processing and checking is carried out accurately and to agreed timetables Database records are accurate Pay queries are responded to promptly; enquirers are treated courteously; positive feedback received Advice provided is relevant, constructive and timely TimeFiler is maintained accurately Users are given support Assistance is made available and issues are resolved
Selection Criteria A= Application Form I = Interview T = Test/Personality Profile Essential/ Desirable Method of Candidate Assessment A, I or T Experience Recent administrative experience in an office environment Essential A, I Resolving routine and queries Essential A, I Maintaining administrative systems Essential A,I, T Working in a busy environment Essential A, I Working with competing priorities Essential A, I Educational/ Vocational Qualifications Level III or evidence of working at this level Essential A, I Level II passes (including English and Maths) or evidence to prove achievement equivalent to this level Essential A,I CIPD or working toward Desirable A,I Skills An ability to develop positive working relationships with individuals at all levels (internal and external) to promote the College Essential A, I Highly developed communication (written and verbal skills), presentation, external liaison and networking skills Essential A Good organisational and time management skills Essential A, I A systematic approach to work with excellent problem solving skills Essential A, I Confidential Essential A, I Attention to detail Essential A,I, T Well-developed IT skills Essential A ,I, T Ability to work on own initiative and without close supervision Essential A, I, T Approach A positive and proactive attitude Essential A, I A strong commitment to student success Essential A, I A commitment to excellence Essential A, I Ability and determination to promote equality and diversity throughout all aspects of College life, including employment and service delivery Essential A, I The ability to motivate and encourage others, inspire trust and a sense of common purpose Essential I Ability to work effectively through teams and a critical and sensitive understanding of the roles of other staff Essential I Able to clearly demonstrate understanding of safeguarding responsibilities and a commitment to promoting the welfare of young people Essential I Prepared by Patricia Houguez Date 24/02/2016
Person Specification: HR Administrator The successful candidate will fulfil the following essential requirements, and will also ideally hold the desirable attributes. ESSENTIAL DESIRABLE LIKELY TO BE ASSESSED BY; I - Interview AF - Application form T - Task KNOWLEDGE 1 Intermediate ICT skills including Word, Excel, and Outlook and be able to establish, maintain and up-date databases accurately.  AF, I 2 An understanding and commitment to Equality and Diversity and Health and Safety  I 3 Knowledge of online HR recruitment packages  AF & I ABILITIES/SKILLS/EXPERIENCE 4 Experience of working in a HR environment  AF & I 5 Good written and verbal communication skills and able to communicate to diverse range of people clearly and effectively.  AF & I 6 Experience of working in and contributing to effective team  I 7 experience of providing excellent customer service  AF & I 8 Ability to problem solve using own initiative  I 9 Excellent time management skills and experience of successfully achieving deadlines, and working without close supervision  AF & I 10 Good literacy and Numeracy skills  AF 11 Experience in a range of administration support and able to maintain accuracy  AF, I 12 Experience of working in an Education environment  I QUALIFICATION 13 Have, or be working towards a CIPD qualification  AF & I 14 Qualified to Level 2 (preferably to include English and maths)  AF 15 Health and Safety/ Risk Assessment qualification or training  I
Prioritising workload in order to meet deadlines within restricted timescales. Emotional Demands: Exposure to sensitive information which can occasionally be distressing. Dealing with distressed and/or anxious staff using skills of tact, diplomacy and discretion. Actively listening to callers and dealing with issues of concern diplomatically. Working Conditions: Extended use of VDU when performing secretarial role. Office conditions. 13. KNOWLEDGE, TRAINING AND EXPERIENCE REQUIRED TO DO THE JOB HNC/SVQIII in Secretarial Studies/Business Administration or equivalent experience Advanced keyboard skills, RSAIII / ECDL or equivalent Demonstrable IT competencies – including databases/ Information System, spreadsheets, word processing packages. Evidenced planning and organisational competencies. Attention to detail (accuracy) and ability to work under pressure. Ability to balance conflicting demands, work to deadlines and prioritise work for self and as part of a team. Ability to communicate at all levels with staff, professionals and customers both verbally and in writing using tact and diplomacy to achieve desired results and form good working relationships. See Person Specification for further details St. Columba’s Hospice Post: HR Administrator Band 4 PERSON SPECIFICATION Criteria Essential Desirable Qualifications and Training Good level of literacy including English at Standard Grade or equivalent HND/SVQ III in secretarial/ business administration or equivalent experience RSAIII Word processing/typing and database IT training or equivalent demonstrable experience Commitment to ongoing personal development ECDL or equivalent IT qualification(s) SVQ4 or equivalent in Business Administration or similar
Federal Resources ACA – Affordable Care Act – US DHHS’s “Read the Law”: ACA Fact Sheets – posted by US DHHS: ACA FAQs – posted by US DOL EBSA: ADA - American with Disabilities Act (US Dept of Labor): ADAAA - ADA Amendments Act (US Dept of Labor): Affordable Care Act - Law: Health Care & Education Affordability Reconciliation Act of 2010: ARB — US DOL ARB – Administrative Review Board: BLN – US Business Leadership Network: BLS – US DOL’s Bureau of Labor Statistics: BRB — US DOL BRB - Benefits Review Board: CareerOneStop - US Dept of Labor Business Toolkit: CFBNP — US DOL Center for Faith-Based & Neighborhood Partnerships: CFPT - Consumer Financial Protection Bureau: CFPT Office of Regulations – Consumer Financial Protection Bureau regulations and guidance: COBRA -Consolidated Omnibus Budget Reconciliation Act (Continuation of Health coverage) (US Dept of Labor): Commerce - US Dept of Commerce: DHS - US Department of Homeland Security: Disability (comprehensive information on disability programs & services): Disability Training – JAN’s free Multimedia Training Library: DOL - US Dept. of DOL Toolkit - Business Resources toolkit: EARN – Employer Assistance & Resource Network— resource for employers seeking to recruit, hire, and retain qualified employees with disabilities: EBSA — US DOL Employee Benefits Security Administration: ECAB — US DOL Employee’s Compensation Appeals Board: EEO-1 Report – EEOC & OFCCP Employer Information Report: EEOC- US Equal Employment Opportunity Commission: ELaws -Employment Laws Assistance for Workers & Small Business (US Dept of Labor):
Disability Confident Employer Sefton CVS have been awarded the Disability Confident Employer accreditation (previously Disability Two Ticks) in recognition of our commitment to the recruitment, employment, retention and career development of disabled people. What we mean by disability: The Equality Act 2010 defines a disabled person as someone who has a physical or mental impairment that has a substantial and long-term adverse effect on their ability to carry out normal day-to-day activities. Guaranteed Interview: The Disability Confident Employer accreditation includes a guaranteed interview for any disabled applicant who meets the common and specific requirements for a job. How to apply Simply complete the information requested below, sign the declaration and attach it with your application form. Do you require any reasonable adjustments at interview? (delete as appropriate) Yes/No If you answered Yes to the previous question, please give details below: * Any information you give will be treated in confidence. Declaration I consider myself to have a disability as defined and I would like to apply under the Guaranteed Interview Scheme. Name Date Signature Any false declaration of disability to obtain an interview will subsequently invalidate any contract of employment.
Brief Outline of Duties Previous Appointments Including Voluntary (most recent first) Employer Post Held Dates Salary/ Grades Reason for leaving Section 3 – Qualifications Education (Checks on qualifications may be made) Courses and Relevant Training: (Include examinations/results where applicable) Dates Membership of Professional/Technical Bodies Institute or Association How was membership obtained? Date of Membership
Employee/Subscriber Information Social Security Number - - BCN Group and Division # 00124677 - Date of Hire / / Employee Department Employee Group Employee ID Effective Date / / Last Name First name MI Date of Birth / / Home Phone ( ) - Home Address City State Zip Code Gender M F Marital Status S M Work Phone ( ) - Plan: Healthy Blue Living HMO Desired Action – Enroll or Cancel Waive upon hire Terminate coverage Single (employee only) Double (employee & 1 family member) Family (employee & 2 or more family members) Reason for Enrollment Reason for Cancellation New Hire/Rehire Birth/Adoption/Foster Care DEI Event Marriage Open Enrollment Surviving Spouse Return to Work (LOA) Other Reason: No Longer Employed Deceased Divorce LOA Loss of Dep Status Other Insurance Open Enrollment Cobra Enrollment Transfer New Suffix: Other Reason: List all dependents to be enrolled/cancelled Last Name First Name MI Gender Date of Birth Social Security Spouse DEI Adult Add Remove M F / / - - Child Age 19 - 26 DEI Child Y N Add Remove M F / / - - Child Age 19 - 26 DEI Child Y N Add Remove M F / / - - Child Age 19 - 26 DEI Child Y N Add Remove M F / / - - If the permanent address of the spouse or child is different from the Employee, Please complete the information below Spouse/Child – Full Name Street Address City State Zip Child – Full Name Street Address City State Zip Do you, your spouse or children maintain other health coverage? Yes No If yes, complete below Full Name of Insured Coverage Type Insurance Company Medicare Coverage Part A Effective Part B Effective Claim Number M D V / / / / M D V / / / / I have read and understand the conditions, eligibility, & required documentation on Page 3 HR USE ONLY HRA Deduction Begin Date to BCBSM / / Employee Signature Date / /
to ensure they we get the best quality candidates possible. 9 To support the development of the employer brand and its presence across social media platforms and make the career site a place where candidates get excited about applying for your jobs. 10 To embed processes that provides both candidates and hiring manager with a great experience from first contact through to onboarding. 11 To proactively source and engage top talent and build pipelines of candidates for key strategic roles across the business. 12 To have in mind succession and talent planning and ensure all recruitment is aligned to strategic goals. 13 Support on the design and development of the on boarding programme and collaborate with IT team to leverage existing technology for
Provide information and assistance to staff, supervisors and managers on human resource and work related issues. Develop personnel management policies and procedures Provide advice and assistance to staff and management on pay and benefits systems Research and monitor human resource systems in other organizations. Provide regular training on HR related policies and procedures. Resolve staff HR related ad hoc queries. To assist finance department with the accurate compilation of the monthly Salary schedule. Processing leave applications and making sure that staff are complying with the company’s Leave policy. 4. HR Compliance Complete and submit the annual Employment Equity Report as required by the Department of Labour and the Employment Equity Act. Complete and submit the annual Workplace Skills Plan (WSP) and the Annual Training Report. 5. Recruitment Ensure that Request to employ are completed with all the required details by the recruiting manager. Advertise for Vacant position as per the job requirements. Screen CVs on the job requirements and shortlist CVs that match the Job Requirements. Schedule and organize interviews. Participate in applicant interviews. Conduct reference checks on possible candidates. Conduct exit interviews 6. HR Process & Systems The incumbent must have proficient knowledge in the following areas: Human resources management Job descriptions Performance review methods and techniques Staff training, development and recognition 7. Employee Relations Must effectively advice managers on managing misconduct and corrective interventions Must effectively advice managers on the correct and legally compliant application of the disciplinary code and procedure Must compile Disciplinary procedure documents for CCMA purposes Must be fully conversant with relevant Labour Legislation i.e. Labour Relations Act, Basic Conditions of Employment act, Employment Equity Act etc. Qualifications/ Knowledge, Skills and Experience
Obesity (Harvey et al., 2010) (Ferrie et al., 2007) off sick in the past (C. A. M. Roelen, Koopmans, Schreuder, Anema, & van der Beek, 2011) Being unfit (Rasmussen et al., 2015) Lacking muscle strength (Rasmussen et al., 2015) Lacking flexibility (Rasmussen et al., 2015) Disturbed (Akerstedt, Kecklund, Alfredsson, & Selen, 2007) Organisational factors Workplace bullying was the single most important factor (Kivimäki, Elovainio, & Vahtera, 2000) (Niedhammer, Chastang, Sultan-Taïeb, Vermeylen, & Parent-Thirion, 2013) Strategies and procedures for managing leadership – reduced absence (Stoetzer et al., 2014) Employee development – reduced absence (Stoetzer et al., 2014) Good communication – reduced absence (Stoetzer et al., 2014) Employee participation and involvement – reduced absence (Stoetzer et al., 2014) Having corporate values and visions – reduced absence (Stoetzer et al., 2014) Looking after employees’ health – reduced absence (Stoetzer et al., 2014) Reorganisations – increased absence (Eriksson, Engstrom, Starrin, & Janson, 2011) Insecure social relations fraught with conflict – increased absence (Eriksson et al., 2011) Incompatible demands – increased absence (Eriksson et al., 2011) Lack of trust – increased absence (Eriksson et al., 2011) Presenteeism – increased absence (Janssens 2013) More frequent structural changes (Bernstrom 2015) High levels of collective efficacy – reduced absence (Jensen 2011) Teamwork – reduced absence (Kivimäki et al., 2001) Low decision authority (Ariëns et al., 2002) A perceived lack of an encouraging and supportive culture in the workplace (Eriksen et al., 2003) Working in psychiatric and paediatric wards (Eriksen et al., 2003) Lack of fairness at work (Duijts et al., 2007) Inspirational leadership – reduced absence (Nyberg, Westerlund, Magnusson Hanson, & Theorell, 2008) Autocratic leadership – increases sickness absence in men (Nyberg et al., 2008)
Please note: the numbers in brackets in the ref column denote the relevant criteria from the . 1: Recruitment and Selection: Action Constituency Completion Success measures Priority L/M/H E/D Responsible 1.1 (1.2) (2.1) (2.2) (2.4) Review and improve internal communication of academic and research vacancies to encourage internal redeployment Make sure emails about job opportunities are sent to staff on Fixed Term Contracts (manually or through Business World) See also table 8(3) PhD FTC T&S FTC Oct 18 Oct 18 Review complete and any identified improvements implemented Feedback through survey 100% of employed on FTCs receive emails about job opportunities H D HR 1.2 (1.2) (1.4) (6.1) (6.2) (6.7) Set up task and finish groups to: Define training requirements for members of recruitment panels, who and by when Review and improve policy on equality composition of all staff and student panels Investigate how to improve training provision and make more efficient e.g. through online resources Review student recruitment processes across all Schools Quantify how meaningful data can be captured to ensure that we can monitor the diversity of all involved in student recruitment decisions Define processes to monitor the equality composition of student recruitment processes Define the process to equality impact assess the body of people who influence recruitment decisions and student) and monitor regularly Review policies, processes and procedures to ensure that all staff who influence staff recruitment decisions receive appropriate recruitment training, which currently includes in equality & diversity and unconscious bias, on a regular basis Review policies, processes and procedures to ensure that all staff involved in student recruitment decisions receive appropriate recruitment training, which currently includes All Dec 18 Dec 20 Jun 19 Jun 19 Initial review complete [recommendations from the task and finish group implemented (NB the task and finish group must include representation from the HRER AAB)] HR records of panel memberships and training for staff recruitment School & HR records of staff involved in student recruitment operations Equality impact assessments carried out from Dec 18 Further actions defined once the data is available Reminder about when people were last trained sent on an annual basis All staff who influence recruitment decisions have received appropriate training which currently includes unconscious bias and equality & diversity (100% by June 19) H H H E E E HR HR (Schools) HR
Employee Information Effective Date Date of Hire Department Employee ID No. Last Name First Name MI Date of Birth Gender M F Email Address Daytime Phone Number Enrollment Information – Employee Coverage Type of Enrollment (check one): Enroll upon hire Enroll through evidence of insurability Beneficiary change Terminate coverage Reinstate – return from leave Basic Life Insurance (automatic enrollment) – Please provide beneficiaries Beneficiary Designation Last Name First name MI Change Primary or Contingent Total Primary = 100% Contingent = 100% Add Remove Primary Contingent Add Remove Primary Contingent Add Remove Primary Contingent Add Remove Primary Contingent Additional 1 life insurance Waive coverage Beneficiary Designation Last Name First name MI Change Primary or Contingent Total Primary = 100% Contingent = 100% Add Remove Primary Contingent Add Remove Primary Contingent Add Remove Primary Contingent Add Remove Primary Contingent Additional 2 life insurance Please select amount: 1x or 2x annual base salary Waive coverage Beneficiary Designation Last Name First name MI Change Primary or Contingent Total Primary = 100% Contingent = 100% Add Remove Primary Contingent Add Remove Primary Contingent Add Remove Primary Contingent Add Remove Primary Contingent Please complete page 2 – beneficiary information, employee signature and date Beneficiary Information Please complete for each beneficiary listed on page 1
Employee Information Effective Date / / Date of Hire / / Employee ID Employee Group Department Last Name First Name MI Date of Birth / / Gender M F Enrollment Information – Employee Coverage Type of Enrollment (check one): Enroll Upon Hire Enroll through Evidence of Insurability Reinstate-RFL Terminate Coverage Beneficiary Change Life Insurance (automatic enrollment) – Please provide beneficiaries Beneficiary Designation Last Name, First Name MI Change Primary or Contingent % Total Primary = 100% Contingent = 100% Add Remove Primary Contingent Add Remove Primary Contingent Add Remove Primary Contingent Add Remove Primary Contingent Additional 1 Life Insurance Waive Coverage Beneficiary Designation Last Name, First Name MI Change Primary or Contingent % Total Primary = 100% Contingent = 100% Add Remove Primary Contingent Add Remove Primary Contingent Add Remove Primary Contingent Add Remove Primary Contingent Additional 2 Life Insurance Please select amount: 1 times or 2 times annual base salary Waive Coverage Beneficiary Designation Last Name, First Name MI Change Primary or Contingent % Total Primary = 100% Contingent = 100% Add Remove Primary Contingent Add Remove Primary Contingent Add Remove Primary Contingent Add Remove Primary Contingent Please complete page 2 – Beneficiary Information, Employee Signature and Date Beneficiary Information Please complete for each beneficiary listed on Page 1
Department of Enterprise Services Risk Code Classification Position Number: Position Classification: Risk Code: Review the assigned duties and tasks of the position and assess the Risk Code. Column 1 – 5307 Column 2 – 5300 Column 3 – 4902 Does the employee: Does the employee: Does the employee: Perform hands on work exposed to hazardous conditions or products, (includes construction, building & grounds maintenance & repair, roadway work)? Perform manual (includes custodial, print operations, material handling, deliveries) Work at a field worksite and supervise employees in the field who perform manual labor? Operate machinery or equipment (not including typical office equipment) Perform manual work at a warehouse or production operation? Regularly assigned to perform work duties at a field worksite or where there are hazardous conditions? Perform field work that is primarily administrative, not physical? Travel off campus >50% of the time? Go to field sites to plan, coordinate, observe, gather information or check on work? Field site includes construction sites, warehouses, production areas and roadways. Perform occasional light physical work? Perform administrative or office work? Travel off campus <50% of the time? If ANY are checked, this position is 5307, State Government NOC. If NO boxes are checked, go to Column 2. If ANY boxes are checked, this position is 5300, State Government, Administrative Field Personnel. If NO boxes are checked, go to Column 3. This position is 4902 Government, Clerical and Administrative Comments: Reviewed by: Date
INTERN: Determine need for intern Work with college/university on credits Consult with human resource/ internship POC Follow all work expectations/agency policies Prepare position description - document responsibilities and required skills needed & develop expectations Keep in touch with college/ university (as appropriate) Complete all time sheets etc. (as appropriate) Determine length of internship and possible hours Evaluation of work experience at end of internship Consult with payroll regarding compensation and time sheets Determine if compensation will be available/appropriate (coordinate with budget) SUPERVISOR DURING Work with HR/POC to draft recruitment announcement Periodic reviews Provide developmental opportunities as appropriate Work with HR/POC to screen applicants Final evaluations Work with HR/POC to schedule interviews Coordinate office space, supplies, computer (if needed) & phone INTERNSHIP OF CONTACT: Coordinate other on-boarding activities Train supervisor Make offer to intern Coordinate/schedule a New Intern Orientation (NIO) Prepare Personnel Action Request form (PAR) Work with HR/Supervisor throughout process Coordinate regular meetings with all interns HUMAN RESOURCES: Continuous relationship building with universities/colleges Consult with hiring supervisor on internship need and specific position requirements Final exit interview with intern Draft recruitment announcement Communicate with and inform universities/colleges of need Inform union-provide 21 day notice Work with POC to post announcement to all universities/colleges Initial screening of applications Provide hiring supervisor with certification of names Perform background checks on final candidates Prepare offer letter Coordinate with POC/supervisor to prepare and send no you letters Checklist for Internships