Mountain Biking Is My Favorite Sport Essay

Sweat dripping into my eyes, blurring my vision. My legs feel weak, making it difficult to pedal. I pause and allow myself to take a deep breath before speeding down hill. The adrenaline rushing through my veins, and the thrilling thought of what is to come next demands my body to get ready and keep going. I speed down the hill narrowly missing a couple of big jagged stones sticking up through the trail and trees. The intensity and extremity of mountain biking make it undoubtedly my favorite sport. Furthermore, mountain biking is my favorite sport because it is great for the body and mind, it brings about a challenge, and it allows me to have a positive environmental impact. Mountain bike riding is a great way to exercise both the body and mind. It is a sport that allows you to build muscle in addition to building up your cardiovascular endurance. It targets almost every muscle in the body, particularly arms, abs, shoulders and legs. Furthermore, it is a great way to boost your energy, remain in shape, and in fact according to many studies, by biking at least three hours per week, your chances of heart disease can be decreased by approximately 50 percent. However, the biggest benefit from mountain biking is being able to exercise outdoors. It allows the mind to open up and expand its thoughts. Personally, I get a sense of clarity and I feel more in tune with details. There are also no worries, doubts or fears crossing my mind. Aside from the unquestionable benefits for the body and mind, mountain biking inspires a great sense of confidence and authority. Before and as I take on the many obstacles and hurdles in the trails, I either plan or have to think on the spot to prevent injury. While biking, I have control of my approach, performance and outcome. Facing challenging obstacles and being able to successfully beat them, builds a sense of empowerment. In the real world these feelings evolve my ability to know what I want and to act on it effectively. It further boost my leadership skills at work, in school and in everyday situations. In addition to its positive physical and mental impacts, mountain biking has a positive environmental impact. As a mountain biker, I enjoy a pollution free environment to ride in. Mountain bicycles use no fuel, do not require toxic batteries or motor oils and take less energy to make than a car. It also increases outdoor advocacy by generating a connection to nature. Many mountain bikers, including myself, are dedicated to protecting and maintaining the natural and cultural resources of where they ride. Adopting trail designs that eliminate soil erosion, avoiding sensitive habitats and protecting wetlands, are some examples of how to minimize environmental impacts. Mountain bike riding is my favorite sport because it is a way in which I disconnect my mind and soul from reality, and allow all of my senses to engage in the moment. Moreover, it is a sport in which I build strength, power, stability and agility. Also, through the obstacles and hurtles encountered in the exhausting yet exhilarating trails, I gain a stronger sense of authority and confidence that I implement in the challenges of the real world. Lastly, it is my favorite sport because it is pollution free and helps reduce greenhouse gas emissions.

The challenges that meet the education system reform

Educational systems all over the universe were called to turn to the planetary displacement in societal, political and economic conditions. This displacement required to reexamine whether it was traveling to maintain gait with planetary developments. Along with other enterprises, the instruction system was besides identified as one that required to be evaluated. It needed to be enhanced to run into the new challenges in these yearss. The pupils coming out of the educational system should hold the necessary cognition and accomplishments to take the state to new highs of technological, economic and societal development. The background to the survey is that the Universal Declaration of Human Rights ( 1948 ) clarified that instruction should be free and compulsory for all people. Since the Declaration, the universe has tried to take stairss to accomplish this end. Education is the focal point of attending across many states because it has a bearing on all facets of development. For illustration, if people obtain the necessary literacy and accomplishments, they can be employed, taking to increased economic development. Another facet is that skilled people show more willingness to take part in administration. Active engagement will diminish societal fright. Education can give people assurance and create equality in the society. ( 2005. Dissertation Paper ) The importance of instruction was recognized in the World Education Forum in 1990, â€Å" Education for All † ( EFA ) . It emphasised that primary instruction should be made available to everyone and illiteracy should be appreciably reduced by the terminal of the 20th century ( 2001: UNESCO ) . Since EFA, many states have reviewed the instruction system and related policies in their states. EFA said that acquiring instruction for everyone constituted a cardinal right ; this was besides an equal right of all people. Millennium Development Goals ( MDGs ) declared the completion of cosmopolitan primary instruction ( UPE ) . All states are required to supply primary instruction. The ground why instruction is so much emphasised once more is because instruction will increase productiveness and net incomes of workers, and liven up the economic system. ( 2005: Dissertation Paper. ) From the Czech Republic to Spain, from Austria to the UK, higher instruction reform is high on the political docket of legion states. The particular features of the educational reforms and their exact timing may differ, but non their overall ends and push. Recognition and an consciousness of international tendencies have been on the rise ( Van der Wende 2000 ) as shown by comparings across states, based on OECD publications. It non merely shows the defects, but besides challenges traditional perceptual experiences that place educational establishments and universities entirely in the cultural domain ( Pechar 1999: 73 ) and about higher instruction ‘s function. ( Helga A. Welsh 2004 ) The focal point of this country of proposed survey relates to the instruction systems reforms. Hence, I will clear up in this research some ways of reconstituting the instruction system and how it can be appropriately modified to accommodate the demands of Qatar. Reasons for altering any educational system will besides be discussed. There are a batch of challenges in planing or implementing the educational reforms, which will besides be the topic of my treatment.BackgroundIn general, Globalization and new engineerings allow people to portion information quickly and supply an extraordinary opportunity to states all over the universe to set the value and efficiency of their instruction systems. Hence, enhanced instruction secures a better hereafter for the people, encourages economic growing and a holistic development, doing the universe a truly planetary small town. Governments should take a particular attack to reform its educational policies. Whilst going a portion of the planetary small town may look attractive, authorities intercession is necessary to guarantee that such a alteration is managed. This is so that cultural, moral, societal values of the society are preserved, and non wholly mutilated. Qatar is little Arabian province in the Arab Gulf with a little population that the leading had an aspiration to develop in all its facets. Development in the country of instruction is the key to economic and societal development. The RAND Corporation ‘s services were engaged ; ( RAND is a nonprofit research organisation holding conducted nonsubjective surveies, provided helpful elucidation, and produced effectual consequences on the challenges faced by the public and private systems in the universe ) . It was made to analyze the current system and give its recommendations. It was to place new policies options and implement the appropriate option that matched the demands of the State. This was to accomplish the holistic development, as Qatar invested to a great extent in gas and oil industries since it has one of the largest gas Fieldss in the universe, which is its chief wealth. The ground for this measure was because the visionary, His Highness the Emir of Qatar besides sees instruction as the key to Qatar ‘s economic and societal advancement. His Highness ‘ concern that the state ‘s instruction system was non bring forthing consequences of high-quality and was inflexible, outdated, and resistant to reform, made him inquire the RAND Corporation in 2001, to reexamine the kindergarten to rate 12 ( K-12 ) instruction system in Qatar. Qatar wished to hold assorted options for developing a world-class instruction system in line with other Qatari stairss it was taking for societal and political alteration. In November 2002, the State of Qatar officially embarked on the Education for a New Era ( ENE ) reforms and put up a new K-12 instruction system. The ENE had as its overall ends the betterment of pupil results ( loosely defined ) , sweetening in the problem-solving and critical-thinking accomplishments of pupils, to supply them with the chance to socialise and play a more active function in their communities and civic civilization, and topographic point the State of Qatar as a universe leader in instruction. East northeast reforms were commenced by Qatar to take sensed short-comings in the quality of the K-12 instruction offered to its pupils. Prior to ENE, many of Qatar ‘s pupils were retained each twelvemonth, tutoring after school was normal as parents felt that their kids were non given sufficient acquisition in Ministry schools, and most secondary school alumnuss were besides non appropriately prepared to come in selective postsecondary establishments or take up science- and technology-related occupations. This deficiency of quality resulted from a figure of jobs present in the instruction system as a whole ( Brewer et al. , 2007 ) . The Ministry of Education did non hold the vision to implement its ends or to originate alteration. Alternatively of being proactive, it reacted to jobs as they arose, adding sections or procedures in a bit-by-bit manner instead than with a consistent vision in head. The Ministry ‘s hierarchal organisational construction did non promote betterment or alteration. Although the Ministry was really structured, parents, instructors, and other stakeholders did non cognize to whom to travel to for their suggestions or ailments because the lines of authorization were obscure. Similarly, there appeared to be small attempt from the Ministry to near its stakeholder population and understand its demands. Students were taught an out-of-date and stiff course of study, and instructors had to follow Ministry-directed lesson programs each twenty-four hours. Added to this, there were excessively many topics to cover in the clip allotted, ensuing in superficial content coverage. Initial reappraisal of the information reveals that overpowering Numberss of instructors are non satisfied with the professional development of instructors at present. A figure with the relevant responses is presented below: oˆFigure 1 -Zellman, Ryan, Karam, Constant, Salem, Gonzalez, Orr, Goldman, Al-Thani, Al-Obaidli ( 2009 ) Capacity edifice steps are surely called for. With the complete focal point on bringing and lecture, few chances existed for student-teacher interaction in the schoolroom. The talk manner besides did non let instructors to accommodate their attacks for pupils with changing abilities ; larning in the Ministry schools was based on rote memorisation. There was really small authorization or flexibleness for school decision makers. The Ministry assigned principals to edifices, assigned instructors and other staff to schools, and provided furniture, equipment, text editions, and all other instructional stuffs. Finally, the system did non ease public presentation rating for either the module or the pupils. Although instructors were held accountable for put to deathing the centralised course of study, no 1 was held accountable for pupils ‘ public presentation. There were no system-level ends for pupil results ; instructors and decision makers could non estimate whether their attempts were increasing pupils ‘ cognition or bettering their accomplishments. To turn to the jobs of the Ministry system and better the asperity and quality of Qatar ‘s instruction system with the end of fixing Qatari alumnuss to lend to and take part in a globalized economic system and an progressively democratic province, Qatar ‘s leading pursue a comprehensive instruction reform instead than aim one constituent of the instruction system ( Gonzalez, Vi-Nhuan Le, Broer, MarianoJ. Froemel, Goldman, DaVanzo 2009 ) The design and the execution of the reforms present an attack for developing a criterions and choice-based system along with the traditional system. The undermentioned subdivision further elaborates upon the grounds for, and aims of the proposed research. Aims and Research Question The purpose in this thesis is to review and analyze the challenges that occur when be aftering to modify an educational administration, or planing to reconstitute a state ‘s educational strategy, or in implementing a reform plan. I will besides see the grounds that make the reform indispensable, for case, to run into the demand of labor markets, to make holistic development in all facets and discourse many grounds that lead to a important alteration in the educational system. In decision, the case of how the reform can be achieved, in the instance of Qatar, will besides be examined. This is based on the undermentioned cardinal research inquiries: 1-What are the challenges that can be faced when we set out to reform an educational system? 2- Why is at that place a demand to reform any educational system? 3- How can we reform the educational system in Qatar? The above inquiries are answered through an in-depth analysis of the available literature.Methodology and Methods of Data aggregationThe methodological analysis adopted will center upon the usage of secondary informations to reply the aforesaid inquiries and formulate decisions. Secondary informations reappraisal: Secondary informations aggregation beginning will chiefly be through the cyberspace. Leads will be obtained from net resources, they will be explored and articles, diary documents, research documents and books will be reviewed, for seeking replies to the three aforementioned inquiries. Secondary informations aggregation and reappraisal will embrace studies and publications by international organisations, such as the United Nations, ( UNESCO, UNICEF, UNDP ) , and other documented documents on international state reform programmes associating to instruction. Significant work has been done by the high research organisation, The RAND Corporation, associating to the educational system in Qatar. Published stuff on this topic and their, findings, suggested solutions and impact of implementing their solutions will be analysed. A critical qualitative reappraisal of bing and relevant literature available will be used for this research. It has besides been suggested that more qualitative work demands to be done to look into the resources employed in the medium of learning direction in the more evidently successful schools. In add-on, consequences other than merely trial tonss, such as graduation rates, college attending, or parental satisfaction, should besides be considered in broadening the definition of successful schools. These can be compared with the test-based standards to measure whether the assorted steps conflict with other stairss taken ( Gonzalez, Tanner and Goldman. 2009 ) .RestrictionsRestrictions that could impede the accomplishment of the proposed consequences of the research will besides be elaborated upon. Thus, dependance on secondary resource means that information will be taken from other beginnings and as such might non be wholly applicable in replying the inquiries posed. Contradiction in authorised mechanism and literature could oppugn the dependability of the information on instruction reform. The clip besides could be another restriction for this research. In fact, three months is non plenty to transport out a comprehensive and thoroughly research work and to cover the available literature. For that ground, the chief indispensable literature may non be covered owing to restricted timeframe. However, I will work hard to cover the most known resources to transport out the research. The findings will clear up any restrictions in the information in giving the derived result.

Losing a Loved One Essay

Losing a loved one is like having the rug swept from under you. We make plans for the day, and do not think twice about how those plans can be taken away in the blink of an eye. I never thought much about it myself, until I was faced with the shock, and undeniable truth of my uncle’s death. I do not think anyone really thinks about tragedy until they are actually faced with shocking news. It is amazing how we take life for granted. The tragedy never goes away. You just learn how to cope with it and keep moving on. My mom had been going to school in Virginia and staying at my Aunt Ana’s house. She had been away for two weeks and wanted to come home for the weekend. My mom had suggested that I go back with her and visit colleges, shop, go to movies and just spend time together. I had been feeling pretty sorry for myself since she had been gone. I was working a great deal as a front desk clerk at the casino. I was really excited to have a week with my mom to myself. The wh ole ride over we were talking about what I wanted to do that week. Making plans and having â€Å"me time† seemed very important at the time. I woke up Tuesday morning excited for the day I was going to spend with my mom. I was sitting at the kitchen table drinking fresh coffee listening to my mom and Aunt Ana joke around about how paranoid my mom was about doing well in her classes, my aunt was telling her that maybe now that I was there, she would relax a little bit and have some fun. Our plan was to go to one of mom’s classes with her, and then on a tour of CNU and then we were going to go to dinner and a movie. We were interrupted by a phone call from my Aunt Nilsa. My mom was still joking and in a silly mood when she started talking to my aunt. Suddenly the conversation turned from joking to dead silence and my mom started crying. She tearfully asked, â€Å"Why what happened? Was he alone?† I was thinking my cousin went riding and fell off her four-wheeler or that something had happened to my grandfather. She kept on saying â€Å"OH MY GOD, NO†. Aunt Ana asked â€Å"What happened? What is going o n?† And then Mom told us; Fran, my uncle was shot and he did not survive. I felt as if I was paralyzed, I felt that if I moved it would be real. I just had this blank look on my face. I had no reaction at first and I wanted to deny it, all of it. I kept saying to myself, no it is a lie, they made a mistake. To my complete horror I was wrong. My mom kept saying â€Å"I have got to go see Fran. I need to see with my brother† My mom ran down stairs to get ready to go, I followed her and just stood there, still paralyzed. She hugged me and said that she loved me. I had never seen my mom so panicked. She went into the bathroom to take a shower and I could still hear her sobbing through the door. I was all by myself, now. I was standing in the middle of the family room as the words â€Å"He is dead† pierced my heart like daggers of ice. I was screaming OH, GOD NO, and started to cry uncontrollably. The realization that I would never see my uncle again struck me. After I got myself under control I went and packed my things to leave with my mother. As soon as we were done we were on the next flight to New Jersey. I come from a big family with many loving aunts, uncles, cousins, and grandparents. As I was standing there all alone I thought back to the time when I got to spend a week with Fran. Almost a year ago to the date, most of the family was together for my other uncle’s wedding. All the cousins sat at the same table and we had such a good time together. He was a busy person, he had so many things that he wanted to accomplish, but because over a little minor argument he was killed. So my chances to know my uncle better were gone. My Mom and aunt had to call everyone and tell them the tragic news. They could hardly speak without breaking down. My Mom called Fran’s fiancà ©e and got more of the traumatic details and then filled us in, although none of us wanted to know how he had got killed. We were all trying to figure out what to do for the funeral. We realized that the funeral would have to be held in New Jersey where my uncle had lived for the past eight years. The best and worst part of the day was when they got the pictures of him throughout his life to make a collage. One minute we were laughing at the food on his face when he was a baby and the next we were crying about how good looking he was. That evening all my family from Puerto Rico Flew in and we had a small get together. A few days later when we were getting ready for the memorial service I managed to keep my cool until I realized why I was seeing these familiar faces. Once the service started I managed to keep my emotions in tack until I saw my grandmother break down. I could not even look up at her because I thought about how I would feel in the same situation. Your life can change drastically at any moment. Do not take life or the people that you love for granted, you are only here once. Losing my uncle a couple months ago taught me that living every day intentionally and purposefully is what I intend to strive for.

Food Waste Biomass Essay Example | Topics and Well Written Essays - 500 words

Food Waste Biomass - Essay Example Food wastes are generated from hotels, restaurants, and other retail shops with one of the major causes being foods that are all not being sold. If the quality and freshness of the food products get compromised or lost, then customers tend to reject such food products. Moreover, since customers do not like waiting for their favorite food products, retail shops order for more of the products, often which is do not get sold entirely, thus leaving unsold foods that eventually becomes wastes. Since right amounts of food are often not ordered at the right time, this leads to the most losses of foods. Foods also turn into wastes if they are not treated or managed properly. For instance different food products might be required to be kept in particular temperatures which if neglected leads to wastes. Incorrect mechanical handling of foods also leads to wastes (Stenmarck et al 10-11). The environment gets affected by food waste since natural resources are lost as a result of food waste, alon g with release of greenhouse gases in the air. Also, since there are many people in the world who are in need of food while on the other food gets wasted can be associated with social impacts as well. Thus if hotels and restaurants report for food wastes, they also prove to be socially not responsible and hence might not gain their position in the world of business. With wastage of the food, the other energy sources that were involved in the production of the food also get wasted (Environmental and social impacts of food waste).

Organisational Managment Essay Example | Topics and Well Written Essays - 3250 words

Organisational Managment - Essay Example This paper approves that in the present times, organizations are doing their utmost in order to know more and more about their valued customers and stakeholders. For this, they have devised certain strategies which are in line with the values that their business has set for itself. These values are thus deeply intrinsic within the mission and vision statements of the company. In order to gain further knowledge about the customers, research is being given proper emphasis which would eventually discern the exact basis for the customers to come and make that vital purchase. It is a fact that the business world of present times can have a lot of improvement within their ranks if they adopt the policy of working towards the establishment of a performance management system. This would guarantee them a lot of success as their employees and workers would dedicate their whole hearted efforts towards the well being of the company as well as towards their own individual capacities. This essay makes a conclusion that the usefulness of its resources can only be harnessed when there is a decent enough endeavor to understand the dynamics of the market, the overall industry and more than anything else, the stakeholders who have invested huge sums of money within the realms of the organization and last but not the least the customers themselves for which the company strives to run a business in the first place and without whom the organization will not even be what it is in current state. With attention paid on getting things done in the textbook manner, the organizational gurus must ensure that learning is being used upon with case studies and recent examples to document their efforts.

Explain the significance of legal personality. as part of your Essay

Explain the significance of legal personality. as part of your explanation you should identify why certain categories of people - Essay Example Consequently, some humans are assigned the label of limited legal personality, having limited rights in comparison with other humans. For example, law does not allow a bankrupt to become a director of a company, or a magistrate or a Member of Parliament. Also, mentally ill person has an insufficient legal capacity; consequently, he or she is disallowed to enter into a contractual relationship with any party. In the following pages, this paper is going to explain natural and artificial legal personalities and limitations on some legal personalities. Natural legal personality with beginning and end of life A natural legal personality comes with certain legal rights and obligations. Such legal rights are assigned to natural persons who qualify to have a legal capacity. The legal capacity is considerably helpful while deciding the rights and duties; depending on different social roles such as father and husband, employer and employee, voter and householder. However, law on the basis of o ccupation, age, sex, income, nationality and other relevant identifications that can be considered appropriate and relevant by the law makers, ascertain legal rights and obligations. Legal rights can only be assigned to living persons. However, some law makers may argue that an unborn foetus can have life as he or she can breathe. But, still the law has not assigned the legal status to an unborn foetus of being a legal person. Law has not defined death. There is not an exact definition that can bring an end to a natural legal personality. In history, heart beating has been used to ascertain the occurrence of death when the heart beating stops. However, the latest medicine advancement has also ensured the functioning of heart with the use of machine. Case law: R v Malcherek and Steel [1981] 1 WLR 690 Facts: A woman was stabbed by a man. She was kept alive with the help of a life-support machine, however her brain was dead. Held: Lord Chief Justice Lane, in the Court of Appeal, define d death. In the verdict, the Lord Lane remarked that death legally occurs when by the irreversible death of the brain stem, whose function is to direct the basic body function like breathing. After death-legal personality Law has not defined an unlimited type of natural legal personality. And, this limited legal personality is relevant even after the occurrence of death. The testator, a person who wrote the will, may be allowed to receive the same legal rights after his or her death in case he or she wants to distribute property according to the wishes. The court will ensure the according implementation of the terms mentioned in the will document. In this way, a possibility of dispute is considerably reduced which normally occurs in the process of property sharing. Natural legal personality: limitations Some legal personalities have limitations. And these limitations do not allow them to have the same sort of legal rights and duties given to other persons. It is their insufficient l egal capacity that disallows them to enter into a legally binding contractual relationship. Bankrupts A person who is unable to pay liabilities is declared as bankrupt by the court. As a result of such bankruptcy, the person is disallowed to become an MP, or a magistrate, or a director of a company. Mentally ill Mentally ill person has an insufficient legal capacity to understand the resultant implications of his actions. Consequently, the law does not

Entrepreneurship Essay Example | Topics and Well Written Essays - 4000 words - 2

Entrepreneurship - Essay Example The main motive of an entrepreneur is to earn profit through production or distribution of product and/or services. On the other hand, entrepreneurship has been explained as a process of performing a work in a new and better way. As per the views of Peter F. Drucker, an entrepreneur is one who always searches for change, responds to it and exploits it as an opportunity (Drucker, 2007). In a broader way, it can be said that entrepreneur shifts economic sources out of lower into higher productivity and greater yield. Every management theorist has represented entrepreneurship in its own way. The entire management study has been based on entrepreneurship. Like any other management studies, entrepreneurship has diverse characteristics, themes and types (Magretta, 2014). With this concern, the essay intends to conduct a debate between characteristics and themes of entrepreneurship. Moreover, the entire essay provides a brief view about entrepreneurship types, characteristics and themes. Every profession has different characteristics or traits, which make that occupation more diverse and exclusive from others. Likewise, an entrepreneur has many unique traits, which make this occupation different from other (Magretta, 2014). An entrepreneur has various characteristics that are described hereunder. To make a mark in any field, every individual is needed to be confident. In an entrepreneur, confidence is recognized as a hallmark characteristic. It has been seen that individuals are able to be success in their profession by developing the level of confidence. In this regard, an entrepreneur is required to possess confidence, so that he or she is creative as well as risk taking in approach for better business performance (Otote, 2009). To be a successful entrepreneur, every individual should have strong leadership qualities for

Understand How To Lead Groups & Teams And Navigate Conflicts & Essay

Understand How To Lead Groups & Teams And Navigate Conflicts & Negotiation - Essay Example Understand How To Lead Groups & Teams And Navigate Conflicts & Negotiation Leader gives his priority attention to the internal and external customers and their wants or needs, he provide the resources, training and environment reasonable for work to his sub ordinates, he believed in continuous improvement in a positive manners, he encourage the collaboration between his team members and prefer to do work by mutual corporation instead of this working against each other in a team finally affect the future goals on which they are working, leader is a trainer of his team he help his sub ordinates to do their job in a better way, if there is a problem in an organizational environment due to the internal misunderstanding or due to the external factors he trying to cop upit and also get the precautions for the future operation that this mistake do not repeat in future, he trying to improve his communication with his sub ordinates and trying to remove if any communication gap between them he believe in to show by his own rather to communicate it to the sub ordinate s, he choice the resources on the basis of quality not the monetary reward, establish the good organizational environment or improve it and the leader know that who one give his best so he promote the individual reward as well as the team. Leadership is an important function of management which helps to maximize efficiency and to achieve organizational goals. Some of the points related to the importance of the leadership are as following: 1. A person who initiate the work, develop the policies and plans of achieving the goals and provide the guidance about from where to start work. 2. A person gives motivation to his employees by giving the rewards weather economic or non economic and gets his desired work from the employees. 3. A person is not just supervising the work of the employees he provides the guidance related to the work, to improve the efficiency of achieving the goals efficiently. 4. Confidence is one of the important elements which an employee has to express his through and explaining his ideas in front of others which helps to getting the goals. 5. The confidence in the employee is one of the necessary elements which and leader builds in his subordinates. Confidence is the inoculation to perform their liabilities to achieve objectives. 6. Management wants to perform their work through the people. When the environment is like the working environment this helps for the stable growth. Management has to pay attention the employee’s problem and solve them. Modern organizations are developing and shifting quickly and to develop effective strategies they need to hold change and growth. â€Å"Organization development is a wide application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structures, and process for improving an organization’s effectiveness† (Cummings & Worley, 2009). When people with different nature, behavior and goals are gathered and start working together t o achieve the same organizational goals and objectives then due to their difference in the nature and personalities and differing in their individual objectives some kind of conflicts. Conflicts mean that when two different persons have different opinion on one task and they start making the arguments which are not healthy. To resolve these conflicts the role of the leader according leadership is very important. When a team formed to perform a specific task it have diversity different type of peoples bring different skills like knowledge, experience, values, attitude, behavior and point of view. Every person has to share his skills with others to do the work efficiently and effectively, they all have their own

The Democratic Republic of Congo Research Paper

The Democratic Republic of Congo - Research Paper Example This paper is a critical evaluation of the country’s history, specifically, of the armed conflict which occurred between 1998 and 2003, as well as of the two most recent general elections that have been conducted in the country. The Second Congo War (1998-2003) The Democratic Republic of Congo (DRC) is a country which has had a share of civil conflicts, most importantly, the Second Congo War. This is a war that started in August 1998 and ended in 2003, and at which more than 5 million people lost their lives (Prunier, 2008). It is believed that a significant number of these victims died as a result of hunger and malnutrition as well as of diseases such as malaria and diarrhea among others. Some sources term this war as the African World War based on the fact that the fighting was not exclusively among the Congo people. It may be important to state that other countries such as Rwanda, Uganda, Zimbabwe, Angola, Sudan, Chad and Namibia were actively involved in this conflict, hen ce the reason why some refer it to as the African World War in comparison to WW1 and WW2 whereby different countries formed coalitions to support each other (Prunier, 2008). The root causes of this war were largely based on the events of the first Congo war (Turner, 2007). Zaire, as the country was previously called, was under the authoritarian rule of Mobutu Seseseko for the period between 1965 and 1997, and this had motivated the formation of rebel groups with the intent of overthrowing Mobutu. During this period, too, Rwanda, a neighboring country, experienced a genocide which resulted in the fleeing of members of the Hutu community into the then Zaire, who resided in refugee camps. These people were the prime targets of violence orchestrated by the Tutsis and after fleeing into Zaire, they formed rebel groups, especially Interahamwe, which continued to level attacks on Tutsis in Rwanda. Later, the Zairian forces joined hands with these militia groups to attack Tutsis in Zaire, a nd this compelled the Rwandan government to provide military aid to the antigovernment forces in Zaire in order to remove Mobutu from power, after which someone friendly to them would be installed as president so as to be able to crush the rebel groups (Prunier, 2008). This person happened to be Laurent Kabila, who had been in the forefront for a long time in the fight to remove Mobutu from power. On the other hand, Uganda was interested in the vast resources present in the country and therefore, they also wanted Mobutu to be out of the picture and to achieve this, they joined rebel forces and other politicians in a military campaign to overthrow the then government whose popularity, in the region, was dwindling day after day (Clark, 2002). In May 1997, Mobutu lost the battle and fled the country, after which Laurent Kabila declared himself as president and changed the country’s name from Zaire to DRC. However, after the successful removal of Mobutu from power, the Rwandan an d Ugandan forces remained in the country, which made it difficult for Kabila to exercise authority as president. This was made worse by the fact that Kabila’s government was full of Tutsis, whom he had appointed to senior positions such as the chief of staff, his personal secretary, and minister for foreign affairs among others. Due to internal pressure and his suspicion that the Rwandan gover

Auditing and Assurance service Essay Example | Topics and Well Written Essays - 500 words

Auditing and Assurance service - Essay Example However, due to lack of assessing the net realisable value with fair degree of accuracy, firms often stick to using cost as the main method of valuing inventories. For a firm working in Information Technology such as Dynamic Data, the issue of valuing inventories at cost or net realizable values is critical because the industry is highly volatile and dynamic in nature with technology becoming obsolete at much higher speed as compared to other traditional goods. Thus there are different factors which compel firms to use cost as the basis of valuing their inventories and reporting them into their financial statements. As discussed in the case study that there are some news articles which indicate that the technology used in different products by Dynamic Data may be good enough to serve the current needs however, they are adequate enough to meet future demands therefore there are chances that their market value may come down very fast.

The Australian Welfare State from 1945 to 1996 Essay

The Australian Welfare State from 1945 to 1996 - Essay Example An overview of the history shows the different changes that were taken place by different governments from 1945 to 1996. Furthermore, Post-World War period and then the starting of Vietnam War in 1962 also hindered progress for the country. However, the major change that can be outlined would be the social reforms that were being taken place by various governments. On the basis of that we can say, while income inequality fell in the 1950s, and a bit in the 1970s, it was high during 1980s and 1990s (Leigh, 2005). 1950s was considered a golden period for Australia. Along with positive reforms carried out by Menzie’s government, Australia was rising from the after-effects of World War II and the economic and political environment looked much better, soon after the Vietnam War started and the political scenario again disproved. So we can say the causes of income inequality in the region could be many. It was more like a case of one thing led to another. Let’s classify these into two major changes that became the basis of the rising disparity of income. 1. Political and Economic Distress: The main reason was the political turmoil the country was going through. This would include: †¢ The declining power of unions, †¢ Less progressive taxes and income redistribution, †¢ The rise of technology (both in reducing the number of lower-skill jobs and in increasing the incomes of higher skill ones). †¢ The increasing trend of Globalization. Globalization exacerbates income inequality (Gaston & Rajaguru, 2009).

Stress and Performance Essay Example for Free

Stress and Performance Essay So far, we have seen that stress is a negative experience. We have seen the short-term negative effects that stress hormones can have on your performance, and have seen how stress can contribute to burnout. The Positive Effects of Pressure Sometimes, however, the pressures and demands that may cause stress can be positive in their effect. One example of this is where sportsmen and women flood their bodies with fight-or-flight adrenaline to power an explosive performance. Another example is where deadlines are used to motivate people who seem bored or unmotivated. We will discuss this briefly here, but throughout the rest of this site we see stress as a problem that needs to be solved. And the Negative In most work situations jobs, our stress responses causes our performance to suffer. A calm, rational, controlled and sensitive approach is usually called for in dealing with most difficult problems at work: Our social inter-relationships are just too complex not to be damaged by an aggressive approach, while a passive and withdrawn response to stress means that we can fail to assert our rights when we should. Before we look further at how to manage stress and our performance, it is important to look at the relationship between pressure and performance in a little more detail, first by looking at the idea of the â€Å"Inverted-U†, and second by looking at Flow. This is the ideal state of concentration and focus that brings excellent performance. Pressure Performance – the Inverted U The relationship between pressure and performance is explained in one of the oldest and most important ideas in stress management, the â€Å"Inverted-U† relationship between pressure and performance (see below). The Inverted-U relationship focuses on people’s performance of a task. The left hand side of the graph is easy to explain for pragmatic reasons. When there is very little pressure on us to carry out an important task, there is little incentive for us to focus energy and attention on it. This is particularly the case when there may be other, more urgent, or more interesting, tasks competing for attention. As pressure on us increases, we enter the â€Å"area of best performance†. Here, we are able to focus on the task and perform well – there is enough pressure on us to focus our attention but not so much that it disrupts our performance. The right hand side of the graph is more complex to explain. Negative Thoughts Crowd Our Minds We are all aware that we have a limited short-term memory: If you try to memorize a long list of items, you will not be able to remember more than six or eight items unless you use formal memory techniques. Similarly, although we have huge processing power in our brains, we cannot be conscious of more than a few thoughts at any one time. In fact, in a very real way, we have a limited â€Å"attentional capacity†. As we become uncomfortably stressed, distractions, difficulties, anxieties and negative thinking begin to crowd our minds. This is particularly the case where we look at our definition of stress, i. e. that it occurs when a person perceives that â€Å"demands exceed the personal and social resources the individual is able to mobilize. † These thoughts compete with performance of the task for our attentional capacity. Concentration suffers, and focus narrows as our brain becomes overloaded. As shown in the figure, this is something of a slippery slope: the more our brain is overloaded, the more our performance can suffer. The more our performance suffers, the more new distractions, difficulties, anxieties and negative thoughts crowd our minds. Other research has shown that stress reduces people’s ability to deal with large amounts of information. Both decision-making and creativity are impaired because people are unable to take account of all the information available. This inability accounts for the common observation that highly stressed people will persist in a course of action even when better alternatives are available. It also explains why anxious people perform best when they are put under little additional stress, while calm people may need additional pressure to produce a good performance. Notes on the research behind the Inverted-U: While this is an important and useful idea, people’s evaluations of stress and performance are by necessity subjective. This has made it difficult to prove the ‘Inverted-U’ idea formally. Also, for ease of explanation, we show a smooth curve here. In reality, different people have different shaped and positioned inverted-Us at different times and in different circumstances. This is all part of â€Å"life’s rich tapestry†. Entering a State of Flow When you are operating in your â€Å"area of best performance†, you are normally able to concentrate, and focus all of your attention on the important task at hand. When you do this without distraction, you often enter what Professor Mihaly Csikszentmihalyi of Chicago University describes as a state of ‘flow’. This involves â€Å"being completely involved in an activity for its own sake. The ego falls away. Time flies. Every action, movement, and thought follows inevitably from the previous one, like playing jazz. Your whole being is involved, and youre using your skills to the utmost. You perform at your best in this state because you are able to focus all of your efforts, resources and abilities on the tasks at hand. While you are sufficiently motivated to resist competing temptations, you are not so stressed that anxieties and distractions interfere with clear thought. This is an intensely creative, efficient and satisfying state of mind. It is the state of mind in which, for example, the most persuasive speeches are made, the best software is developed, and the most impressive athletic or artistic performances are delivered. Helping Yourself to Get Into Flow One of the frustrations of management is that managers can feel that they lose the ‘right’ to these periods of deep concentration when they must be readily available to others, and be able to deal with the constantly changing information, decisions and activities around them. Studies of good managers show that they rarely get more than a few minutes alone without distraction. This alone can be frustrating, and can contribute strongly to managerial stress. In jobs where concentration is a rare commodity, there are various solutions to creating the periods of flow that sustain good performance. Solutions include working from home, or setting aside parts of the day as quiet periods. Another solution might be to delegate the activities that require the greatest levels of concentration, allowing the manager to concentrate on problems as they arise, serving to create a flow of its own. One of the key aims of this site is to help you manage stress so that you can enter this state of flow, and deliver truly excellent performance in your career.

Recruitment Processes with an NHS Acute Trust

Recruitment Processes with an NHS Acute Trust Management Report Cover Sheet CIPD Management Report Utilising E Recruitment Executive Summary This Management report will look at the Recruitment Processes with an NHS Acute Trust and identify if E recruitment can help with the difficulties experienced in the Trust. Alongside a literature review of Recruitment difficulties, Employer Branding, Traditional recruitment and E recruitment, the author has conducted a benchmarking exercise in order to establish best practice in recruitment in local NHS organisations, A Process Mapping exercise to identify current practice and identify any difficulties or hold ups in the current process and a Managers questionnaire to allow the author to identify current perceptions of the recruitment service in the organisation alongside what expectations are. 1.0 Introduction The Pennine Acute Hospitals NHS Trust was established in April 2002 and manages hospitals in Bury, North Manchester, Oldham and Rochdale. Serving a population of approximately 800,000, the Trust is one of the largest in the country and had an operating expenditure of over  £425 million in 2006/07. It runs services across five hospital sites: Fairfield General Hospital, Bury; North Manchester General Hospital; The Royal Oldham Hospital; Rochdale Infirmary and Birch Hill Hospital, Rochdale and employs a staff of approximately 10,000. The Trust has four divisions identified as Surgery, Medicine, Women and Childrens, and Diagnostics and Clinical Support. It also has directorates providing support to clinical services including Human Resources, Facilities, Planning, Finance, Information and Management Technology, Modernisation and Performance, Governance and Research and Development. There is a central HR function, with designated HR Managers for each division. Restructuring of this model has taken place in recent years. Recruitment is managed from the North Manchester General Hospital site and provides a central function. The local economy in which the Trust is situated is strong, with a great deal of competition from local organisations for staff. There is little competition within the NHS for staff, as Pennine is ‘the only Trust in town, in each of the 4 areas. Transport links to the Trust are generally good, although access to some peripheral sites is difficult, and car parking can be a problem, especially at the Royal Oldham site. The Trust is concerned, as many Trusts in the Greater Manchester area are, that many of its nurses will retire within the next five years and it is trying to develop a programme to get people to stay on after the normal retirement age. It also attempts to recruit as many student nurses as possible, but positions for newly qualified staff have been reduced in the last few years due to reconfiguration of services and redeployment to avoid redundancy. The Trust has a lower proportion of nursing staff from ethnic backgrounds than the local population, when comparing the 2001 Census with its workforce data; but the percentage of staff as a whole from ethnic backgrounds is higher, due to the numbers of medical staff from ethnic minorities within the Trust. The Trust works hard to recruit staff from ethnic minorities/deprived backgrounds. It has an Equality and Diversity Team who work to promote diversity within the Trust, supporting proactive recruitment where there is a concentration of individuals from ethnic or disadvantaged backgrounds. With a workforce of over 10,000 people, the average monthly cost of recruitment at Pennine Acute Hospitals NHS Trust is xxxxxx. In addition the average length of time it takes to place a new employee in post is 55 days from the closing date of an advertised position to offering that position to a new recruit. Recruitment is currently a major issue in the Trust with days lost in the recruitment process costing money and reducing morale and effectiveness. At present the department is receiving a lot of pressure from the rest of the Trust and the reputation of the department is poor. This management report is being undertaken to identify recommendations that will allow the recruitment process to become more efficient and identify whether utilisation of e recruitment is a viable proposal in the Trust and whether its implementation will increase efficiency and save resources. All employers face the challenge of employing the right staff for their organisation and this often falls under a human resource arena. The recruitment and retention of healthcare professionals has been identified as a key challenge facing the NHS (NHS Plan 2002). High on the agenda at local, regional and national levels is the development of strategies and initiatives to attract suitable people to work in the professions, in order to ensure that services are responsive to patient needs. 2.0 Literature Review Recruitment is an extensive subject with many aspects making up the area. A study by Ullman (1966) cited in Breaugh Starke (2000) was one of the first to examine recruitment sources. He found that new employees who were recruited by means of informal sources (i.e., employee referrals, direct applications) had a lower turnover rate than individuals recruited via formal sources (i.e., newspaper advertisements and employment agencies). Barber (1998) has since concluded that past research has not made a strong case for the importance of source differences. The author is interested in research into the prevalence of the sources used in traditional recruitment, which appears to be research that has not been undertaken significantly Torrington, Hall and Taylor (2005) identified that employers in the UK recruit over 3 million people each year, in a costly and time consuming exercise to add suitable staff to their organisation. They identify a need to ‘sell jobs to potential employees in order to ensure they can generate an adequate pool of applicants. Organisations are now facing a greater challenge recruiting rather than selecting. (Ployhart 2005) Other researchers having also identified the difficulties organisations have in attracting candidates, identifying selection will only be effective and financially defensible if a sufficient amount of applicants apply to the organisation. (Taylor and Collins, 2000) However according to Barber (1998), It is important that employers do not consider the recruitment process to be completed at this point, It continues during the short listing and interviewing stages and is only deemed as complete when an offer is made. For the purposes of this literature review the author will review thoughts and research on the initial stages of recruitment, that being the attraction of employees and advertisement of vacancies in order to recruit to the organisation, this will allow the author to include the areas of employer branding and e-recruitment in the review. 2.1 Recruitment Difficulties The Audit Commission identified that the UK labour market is currently highly competitive with unemployment at a historically low level. Employers are openly competing harder to attract and retain staff. There are also widespread reports of recruitment and retention problems across local public services, the NHS being no exception. Major concerns about shortfalls in the number of staff, and fewer younger people being attracted to work for the public sector, means there is a potential ‘demographic time bomb. It has been identified that 27 per cent of the public sector workforce are now aged 50 or over. (Gulland (2001), Audit Commission (2002)) Recruitment is also expensive, in a recent survey, CIPD (2007) identified the average direct cost of recruiting a member of staff is  £4,333; this increases to  £7750 when organisations are also calculating the associated labour turnover. They also identified that eighty four percent of organisations have reported difficulties in filling vacancies, a rise of 2 percent on the previous year. The key challenges faced by organisations in regard to recruitment have been identified from the survey as xxxxxxxxx CIPD believes that ‘effective recruitment is central and crucial to the successful day-to-day functioning of any organisation. They state that ‘successful recruitment depends upon finding people with the necessary skills, expertise and qualifications to deliver organisational objectives and the ability to make a positive contribution to the values and aims of the organisation. The Audit Commissions report (2002) also highlighted concerns about skill shortages, both in terms of basic skill levels in the workforce, and in the key leadership, management and specialist skills that are needed. Previous research from the Audit Commission which showed that, on average, a new recruit performs at only 60 per cent of their productive potential when they are first appointed, reaching 100 per cent only after they have been in a post for a year, makes recruitment in these areas and adequate delivery of services harder to manage. In their extensive report on public service recruitment, they identify the way the employers can maximise their recruitment practices. They advised Informed, quick and professional responses to job advertisement enquiries are essential for maximising applications; routine monitoring of recruitment will ensure that recruitment initiatives are driven by the bigger picture rather than just the latest concern; success in addressing diversity issues are to be achieved through efficient, effective targeted recruitment campaigns based on knowledge of the target community; and any initiative to attract a specific group of staff will benefit from being profession-led and in partnership with HR. Audit Commission (2002) Effective recruitment practices and policies are recognised as making a significant contribution to an organisations success, according to Plumbley (1990). He states it is not simply about placing suitable candidates into jobs, but also about building an adept and flexible workforce in order to meet the organisations changing and demanding needs. The first stage of recruitment and selection is to be able to attract an adequate number of appropriate candidates. Prospective employees do not select the organisation they wish to work for on the foundation of job and organisational characteristics such as location, and organisational structure alone. 2.2 Employee Brand The increased competitiveness in the recruitment market has led to organisations spending more time, effort and resources on developing their recruitment brand and expanding the range of advertising methods used, to try and attract quality applicants from as broad and diverse a pool possible. Studies show that the organisations image, reputation and identity plays a vital part in attracting suitable talented applicants (Cable Turban, 2001; Slaughter, Zickar, Highhouse, Mohr, 2004; Lievens Highhouse, 2003). Identifying that in order for the corporate brand to be more successful at attracting suitable candidates there is an importance in promoting and monitoring that brand. Fombrun, (1996) agrees with this stating the reputation of an organisation has been acknowledged as one of the key factors that can affect the probability of potential applicants choosing to apply to work for it. In the same way, organisation reputation has been found to be an important influence on applicants decisions of whether they fit with an organisation and want to join it (Rynes et al., 1991). This researcher has also showed that applicants utilised information on how informative and the ‘recruiter friendliness as an indicator of how an organisation treated its employees. Fombrun (1996) expands this argument to identify that reputation is of particular concern to applicants seeking employment in knowledge-based institutions, such as universities and hospitals, because of the intangibility of the services these organisations provide. Whilst Turban et al. (1998) also found that applicants perceptions of the specific attributes of a post were influenced by their evaluation of the organisation, even if they had been interviewed and were successful. The importance in private/commercial organisations reputation in relation to the recruitment and retention of staff has been well documented in literature, for example: (Turban, 2001) and Cable and Graham (2000), Gray and Ballmer 1998)), there has however been comparatively little consideration on the impact of reputation for public sector organisations. Most people in the course of their life have a need to use the services the NHS provide, some more than others and health is an important issue, not only on a personal level, also in the political arena. The NHS is the UKs largest employer, so many of the UK population are at present working in it, with a great number more many having done so at some point in their lives. In brief, the NHS has a wide range of different stakeholders, who may feel they have a vested interest in the quality; provision of services and ultimately, the reputation. People have varied, and very personal experiences of the NHS and this could mean image and reputation are therefore difficult to manage. The Audit Commission study (2002) study showed that public sector staff think that their image in the eyes of the public would discourage potential recruits from entering the NHS. The study analysed a broad sample of the national press to see if the evidence supported this perception. Analysis showed that plenty of stories are told and while coverage is extensive, the picture of public sector work presented to the reading public is bleak. Of the former public sector workers surveyed, 68 per cent thought that the image of their former profession would discourage people from entering that job. Only 9 per cent thought the opposite that the image would encourage people to enter. The NHS is such a well-known organisation that carries out specific roles in society, that when considering a career in the NHS people often have an idea regarding an occupation they would like to pursue. The GTI (2006) conducted a survey to establish the major determinants that influence applicants in their choice of employer. The results show that for 22% of student nurses and doctors, the reputation of a prospective employer (often influenced by media coverage) is a key factor in determining their aspirations. They identify that word of mouth can be damaging to an employers reputation. If employers get things wrong, it can really affect the way they are viewed by potential employees as over half of the survey respondents have shared their bad experiences with their peers. So for some people the images and reputation of the NHS may be crucial to their decision of whether to work for it. 2.3 Traditional Recruitment Methods Traditional recruitment methods are the way that an organisation announced a job opportunity to the marketplace through a classified advertisement, a job fair, an external recruiter, or other media. Any candidate who happened to see the announcement would submit his or her CV, ring the company for an application form or submit a letter of interest. Lievens and Harris. (2003) stated in the past, job searching was a more time-consuming activity. A candidate who wished to apply for a job would need to first locate a suitable job opportunity, which often involved searching through a newspaper or contacting acquaintances. After locating potentially suitable openings, the candidate would typically have to prepare a cover letter, produce a copy of his or her resume, and mail the package with the appropriate postage. Arboledas, Ferrero and Vidal (2001), presented some examples of recruitment methods that organisations have traditionally used. These were identified as newspaper advertisement, faxed/mailed resumes, recruitment agencies or the use of headhunters. Galanaki (2002) also identified all these methods and defines them as ‘traditional recruitment methods. This idea of traditional methods can also be found quoted in numerous HR texts, which have sections dedicated to recruitment and try to identify best recruitment practices. The authors of such texts include Cole (2004), Rayner and Adam Smith, Armstrong (2007) and Mullins (2005). This was supported by a further IDS study in 2006 that reported that to maximise their chances of appointing the best candidate, many organisations have utilised a combination of online and traditional approaches In 2004 Softworld HR and Payroll identified in a study, that 24% of respondents envisaged e-recruitment entirely replacing all traditional methods of advertising in the future, however 76% of the practitioners surveyed, see it as an additional tool to allow the widest possible range of applicants to be accessed. Traditional methods also identify the use of recruitment agencies in the way of recruiting staff, Recruitment 2020 difficulties in recruitment agency etcc†¦ According to an IES study (2005), recruitment agencies remain confident that the growth in e-recruitment technology will not eliminate their role in the process, as many organisations lack the time and expertise to carry out these tasks. Many organisations, especially smaller ones may also lack the technology to carry out their own recruitment online. With the low unemployment that currently exists the task of finding quality candidates will remain challenging and this may prompt organisations to continue to use agencies, in particular, for specialised, senior or difficult to fill positions In the 2007 CIPD recruitment and retention survey, it was identified for the first time in the UK; corporate websites have broken even with local newspapers advertisements as the most common method of recruiting candidates. 2.4 E-recruitment E-Recruitment is identified as ‘the use of Internet technology to make the job of recruiting staff more efficient and effective, when used together with traditional recruitment methods; the benefits derived from e-recruitment can be considerable. (E-recruitment Best Practice Guide 2007) Internet usage in recent years has seen the recruitment process transformed. Online recruitment, internet recruitment, web-based recruiting and e-recruitment are terms used to describe the use of the internet to recruit potential employees, and mediums to conduct other elements of the recruitment process. We will use the terms interchangeably in this report. E-Recruitment is becoming a significant part of the recruitment strategy of a wide range of organisations worldwide, in addition to becoming an increasingly popular method for job seekers in searching and applying for jobs. According to Schreyer McCarter (1998) e-recruitment refers to â€Å"The recruitment process, including placing job advertisements, receiving resumes, and building human resource database with candidates and incumbents The traditional method of recruitment has been revolutionised by the emergence of the Internet. In the past few years, the Internet has dramatically changed the face of HR recruitment and the ways organisations think about the recruiting function. There is predicted to be a continued dramatic growth in recruiting and hiring via this medium in future years. The utilisation of e recruitment by organisations has seen a general upward trend according to Berry (2205). 93% of organisations were using their corporate website to advertise job vacancies in 2005, compared with 72% in 2002. It would seem that e-recruitment has already been implemented in many organisations from small companies to large organisations. These organisations are already using e recruitment to advertise jobs and accept CVs on the Internet, and also communicating with the applicants by e-mail. In the CIPD Recruitment, retention and turnover 2006 survey it was identified that eighty-four percent of respondents have made greater use of e-mail applications in the last three years. Over seven in ten organisations also said they are actively advertising jobs on their corporate websites and using online applications. A survey by the public appointment service in Ireland in 2006, relating to e recruitment in Irish organisations, has also identified a high level of current or intended future use of e recruitment, this being identified as an area forming an important part of the Irish recruitment strategy. Lievens and Harris (2003) have identified the following methods of using the Internet to attract candidates, acknowledging that approaches are continually changing. †¢ Company websites Advertising posts and providing information to candidates through the company website. The facility to apply online is often also provided. †¢ Job Boards Commercial general purpose recruitment portals, (e.g. Yahoo!, Monster.com) and specific industry job boards. †¢ Online Searching Recruiters searching online sources such as company websites/professional chat sites. to identify candidates who may not be actively looking for a position. †¢ Relationship recruiting Using the internet to build and maintain long term relationships with passive candidates, through using internet tools to learn more about web visitors interests and experience and to e-mail regular updates about careers and their fields of interest. Kerrin and Keetley (2005) have suggested that the reasons for many organisations to introduce e recruitment have been recruitment cost reduction, speedier processes, access to a wider pool of applicants and better employer branding. In the CIPD Recruitment, retention and turnover survey 2006,  it was also identified that the key drivers for e-recruitment were; reducing recruitment costs (cited by 71%), broadening the selection pool (60%) and increasing the speed of time to hire (47%). It was also noted that over a third of respondents believed it brought greater flexibility and ease for candidates, and over a quarter believed it strengthened the employer brand. This has been firther supported by the IRS Employment review 2007. Reduction in costs E-Recruitment enables employers to reduce advertising costs and remove their dependency on recruitment agencies. Technology in online recruitment is not expensive and the hours saved in the pre-selection process gives hr staff more time. Administration can be significantly reduced in most organisations. This can prove to be particularly important when recruiting high volumes of staff or when receiving high volumes of applications. (DTI 2006, Guertal et al 2007) Cappeli (2001) calculated that ‘it costs only about one-twentieth as much to hire someone online as to hire that same person through †¦ other traditional methods. This can be achieved through significantly reducing advertising costs and by reducing recruitment related administration according to Elkington (2005) An IDS HR Study in April 2006 identified how the Internet now plays a significant role in recruitment activities of employers. The report examined the use of corporate and third party recruitment websites and identified they are being used to reduce advertising costs and tap into a more diverse candidate base. They also identified that technology is streamlining the application process with the encouragement of online applications, linking into sophisticated application tracking systems and allowing organisations to measure the success of attraction methods. IDS state that over 70% of adults utilise the Internet, and employers are using this medium to attract and recruit much more frequently. They identify significant cost savings for employers and reduced time taken to fill vacancies, but are keen to point out the wariness of employees in missing out on potential candidates and feel that traditional recruitment media is set to retain and important role, particularly when recruiting locally or hard to fill jobs. Grout and Parrin, authors of the book, ‘recruiting excellence agree with this assessment by IDS. In an article for HR Director (2006), they identify that online recruitment can improve efficiency by the reduction in man hours involved in the process, and help employers reach a wider and larger audience of jobseekers. They also recognise that it can be a valuable part of a recruitment process, in addition to traditional press advertising and the use of agencies (dti, 2005) Kerrin and Keetley (2005) however, have stated, that the full cost savings are often only realised if the whole recruitment process is carried out online. Reducing time-to-hire With e-recruitment you can cut the time taken to recruit by as much as 75% and recruit the right employees more quickly into the organisation. Time is also saved by spending less time tracking, communicating with and screening applicants. Online recruitment allows the sharing of best practice and improving the consistency of recruitment processes across the organisation. The Public Appointments Service survey showed that a reduction in administrative workload (cited by 49% of respondents), and reduced timescales for hiring (cited by 40% of respondents), were key drivers in the decision to implementing e recruitment. Hogg (2000) stresses a shorter recruitment cycle can be gained by the speed at which several steps of the recruitment process are carried out online. Elkington (2005) supports this and has identified that the immediate posting of jobs online and the effortlessness of completing online application forms and e-mailing CVs to an organisation has made these steps much faster. Moving further into the recruitment process the short-listing process can be accelerated by routinely aligning applications dependent on prearranged criteria (CIPD 2005). Applications can be progressed within minutes rather than weeks, saving both recruiters and job applicants time. Widening Talent Pool Internet tools that enable employers/recruiters to reach a wider pool of potential applicants and to fill positions faster with less cost to the organisation are obviously advantageous in such a competitive environment. Online advertising opens up a wider candidate pool, by providing 24/7 access to job seekers, at local, national and international locations, thus providing a better chance of finding the right candidate (CIPD 2005 1). As job seekers become increasingly more web literate and the growth of broadband makes web surfing easier and cheaper (IRS 2005), the potential for e-recruitment to attract wider candidate pools is increasing. Enhancing Employer brand More and more candidates expect to apply directly online and routinely make judgements about employers based on their recruitment process. To combat this employers are adopting increasingly dynamic e-recruitment solutions to allow them to differentiate themselves and to professionally manage the recruitment process. (Willock, 2005; Paton 2006). E-Recruitment enables an organisation to raise its profile as an innovative, forward looking recruiter and allows the opportunity to provide visitors to the website with a positive experience. E-Recruitment can help to build the image of a brand. Barrow (2005) recommends that organisations build their brand identity very carefully however, warning of a need to ensure substance is beneath the clever name, logo or design, as employees once appointed will see through the facade. This is further supported by Gray and Balmers (1998) term, the ‘routine interactions that outsiders have in shaping image and reputation. Corporate communications are likely to be received with scepticism when they do not match personal experience. Kerrin and Kettley (2003) in their report ‘e-recruitment is it delivering identified a key factor for organisations in their adoption of e-recruitment is the desire to increase their profile as an employer of choice amongst potential candidates and to promote their image as a progressive organisation. CIPD (2005) also demonstrated that more detailed information can be provided on the organisations website than in a newspaper advertisements and in recruitment agency literature, reinforcing the employer brand, improving the corporate image and profile whilst also giving an indication of the organisations culture The use of the Internet allows organisations to pass far more information in a much more dynamic and consistent fashion to candidates than was the case in the past (Lievens and Harris 2003). Applicants therefore have much more information at their disposal before they even decide to apply for a job than in the past. In addition, candidates can easily and quickly search for independent information about organisations from various sources, such as chatrooms, libraries. Therefore, unlike in the past, a candidate may have applied for a job based on practically no information; todays candidate may have reviewed a substantial amount of information about the organisation before choosing to apply. Disadvantages of e-recruitment The CIPD Recruitment, retention and turnover 2006 survey revealed some concerns that e-recruitment could increase the number of unsuitable applicants and that it could act as a barrier to recruiting older workers Another factor which seems to be deterring some employers from making greater use of online recruitment systems is a concern over the level of internet access and levels of comfort with internet technology of their target audiences. While usage of the Internet does vary by social group there is evidence to suggest that recruiting online results in at least as diverse an applicant group as those recruited through traditional methods McManus M.A., Ferguson M.W. (2003 A further concern in relation to access is the suitability of online recruitment methods for candidates with disabilities. Research from www.jobsgopublic, 2004, shows that many employers exclude candidates with disabilities by having poorly designed websites and e-recruitment processes, and there is increasing pressure to address this in order to ensure compliance with equal opportunities legislation. (IRS 2007) Developers of e-recruitment technology are increasingly aware of these requirements and are producing products/systems with higher levels of accessibility and that are in line with EU policies and legislation on e-inclusion. Another possible limitation for organisations may include a lack of knowledge of the available options and difficulties in sourcing/ choosing the appropriate technology that will be compatible with their existing HR systems and will serve their needs now and into the future. This report and others e.g. [3] aim to help raise awareness and highlight the issues for practitioners and decision makers. Still limited in its application, typically online recruitment is used to solely advertise and administer the application process Underexploited online recruitment site can gather rich data pn usage most employers do not interrogate the usage to improve effectiveness Considered unsuitable for certain kinds of vacancies Applicants afe not of a better quality 7 in 10 say admin easier to perform 7 out of 10 more likely to improve reputation. 8 out 10 cheaper 2.5 NHS Jobs There was a time when we could assume that the brightest and best of each generation would want to join the public sector. But that is an assumption that we can no longer make, particularly when the financial rewards at the top of the private sector are so great, and too often public sector workers are weighed down by bureaucracy and silly rules. Tony Blair, 1999 (Ref. 1) It has been suggested in surveys by CIPD (20052) and Kerrin Recruitment Processes with an NHS Acute Trust Recruitment Processes with an NHS Acute Trust Management Report Cover Sheet CIPD Management Report Utilising E Recruitment Executive Summary This Management report will look at the Recruitment Processes with an NHS Acute Trust and identify if E recruitment can help with the difficulties experienced in the Trust. Alongside a literature review of Recruitment difficulties, Employer Branding, Traditional recruitment and E recruitment, the author has conducted a benchmarking exercise in order to establish best practice in recruitment in local NHS organisations, A Process Mapping exercise to identify current practice and identify any difficulties or hold ups in the current process and a Managers questionnaire to allow the author to identify current perceptions of the recruitment service in the organisation alongside what expectations are. 1.0 Introduction The Pennine Acute Hospitals NHS Trust was established in April 2002 and manages hospitals in Bury, North Manchester, Oldham and Rochdale. Serving a population of approximately 800,000, the Trust is one of the largest in the country and had an operating expenditure of over  £425 million in 2006/07. It runs services across five hospital sites: Fairfield General Hospital, Bury; North Manchester General Hospital; The Royal Oldham Hospital; Rochdale Infirmary and Birch Hill Hospital, Rochdale and employs a staff of approximately 10,000. The Trust has four divisions identified as Surgery, Medicine, Women and Childrens, and Diagnostics and Clinical Support. It also has directorates providing support to clinical services including Human Resources, Facilities, Planning, Finance, Information and Management Technology, Modernisation and Performance, Governance and Research and Development. There is a central HR function, with designated HR Managers for each division. Restructuring of this model has taken place in recent years. Recruitment is managed from the North Manchester General Hospital site and provides a central function. The local economy in which the Trust is situated is strong, with a great deal of competition from local organisations for staff. There is little competition within the NHS for staff, as Pennine is ‘the only Trust in town, in each of the 4 areas. Transport links to the Trust are generally good, although access to some peripheral sites is difficult, and car parking can be a problem, especially at the Royal Oldham site. The Trust is concerned, as many Trusts in the Greater Manchester area are, that many of its nurses will retire within the next five years and it is trying to develop a programme to get people to stay on after the normal retirement age. It also attempts to recruit as many student nurses as possible, but positions for newly qualified staff have been reduced in the last few years due to reconfiguration of services and redeployment to avoid redundancy. The Trust has a lower proportion of nursing staff from ethnic backgrounds than the local population, when comparing the 2001 Census with its workforce data; but the percentage of staff as a whole from ethnic backgrounds is higher, due to the numbers of medical staff from ethnic minorities within the Trust. The Trust works hard to recruit staff from ethnic minorities/deprived backgrounds. It has an Equality and Diversity Team who work to promote diversity within the Trust, supporting proactive recruitment where there is a concentration of individuals from ethnic or disadvantaged backgrounds. With a workforce of over 10,000 people, the average monthly cost of recruitment at Pennine Acute Hospitals NHS Trust is xxxxxx. In addition the average length of time it takes to place a new employee in post is 55 days from the closing date of an advertised position to offering that position to a new recruit. Recruitment is currently a major issue in the Trust with days lost in the recruitment process costing money and reducing morale and effectiveness. At present the department is receiving a lot of pressure from the rest of the Trust and the reputation of the department is poor. This management report is being undertaken to identify recommendations that will allow the recruitment process to become more efficient and identify whether utilisation of e recruitment is a viable proposal in the Trust and whether its implementation will increase efficiency and save resources. All employers face the challenge of employing the right staff for their organisation and this often falls under a human resource arena. The recruitment and retention of healthcare professionals has been identified as a key challenge facing the NHS (NHS Plan 2002). High on the agenda at local, regional and national levels is the development of strategies and initiatives to attract suitable people to work in the professions, in order to ensure that services are responsive to patient needs. 2.0 Literature Review Recruitment is an extensive subject with many aspects making up the area. A study by Ullman (1966) cited in Breaugh Starke (2000) was one of the first to examine recruitment sources. He found that new employees who were recruited by means of informal sources (i.e., employee referrals, direct applications) had a lower turnover rate than individuals recruited via formal sources (i.e., newspaper advertisements and employment agencies). Barber (1998) has since concluded that past research has not made a strong case for the importance of source differences. The author is interested in research into the prevalence of the sources used in traditional recruitment, which appears to be research that has not been undertaken significantly Torrington, Hall and Taylor (2005) identified that employers in the UK recruit over 3 million people each year, in a costly and time consuming exercise to add suitable staff to their organisation. They identify a need to ‘sell jobs to potential employees in order to ensure they can generate an adequate pool of applicants. Organisations are now facing a greater challenge recruiting rather than selecting. (Ployhart 2005) Other researchers having also identified the difficulties organisations have in attracting candidates, identifying selection will only be effective and financially defensible if a sufficient amount of applicants apply to the organisation. (Taylor and Collins, 2000) However according to Barber (1998), It is important that employers do not consider the recruitment process to be completed at this point, It continues during the short listing and interviewing stages and is only deemed as complete when an offer is made. For the purposes of this literature review the author will review thoughts and research on the initial stages of recruitment, that being the attraction of employees and advertisement of vacancies in order to recruit to the organisation, this will allow the author to include the areas of employer branding and e-recruitment in the review. 2.1 Recruitment Difficulties The Audit Commission identified that the UK labour market is currently highly competitive with unemployment at a historically low level. Employers are openly competing harder to attract and retain staff. There are also widespread reports of recruitment and retention problems across local public services, the NHS being no exception. Major concerns about shortfalls in the number of staff, and fewer younger people being attracted to work for the public sector, means there is a potential ‘demographic time bomb. It has been identified that 27 per cent of the public sector workforce are now aged 50 or over. (Gulland (2001), Audit Commission (2002)) Recruitment is also expensive, in a recent survey, CIPD (2007) identified the average direct cost of recruiting a member of staff is  £4,333; this increases to  £7750 when organisations are also calculating the associated labour turnover. They also identified that eighty four percent of organisations have reported difficulties in filling vacancies, a rise of 2 percent on the previous year. The key challenges faced by organisations in regard to recruitment have been identified from the survey as xxxxxxxxx CIPD believes that ‘effective recruitment is central and crucial to the successful day-to-day functioning of any organisation. They state that ‘successful recruitment depends upon finding people with the necessary skills, expertise and qualifications to deliver organisational objectives and the ability to make a positive contribution to the values and aims of the organisation. The Audit Commissions report (2002) also highlighted concerns about skill shortages, both in terms of basic skill levels in the workforce, and in the key leadership, management and specialist skills that are needed. Previous research from the Audit Commission which showed that, on average, a new recruit performs at only 60 per cent of their productive potential when they are first appointed, reaching 100 per cent only after they have been in a post for a year, makes recruitment in these areas and adequate delivery of services harder to manage. In their extensive report on public service recruitment, they identify the way the employers can maximise their recruitment practices. They advised Informed, quick and professional responses to job advertisement enquiries are essential for maximising applications; routine monitoring of recruitment will ensure that recruitment initiatives are driven by the bigger picture rather than just the latest concern; success in addressing diversity issues are to be achieved through efficient, effective targeted recruitment campaigns based on knowledge of the target community; and any initiative to attract a specific group of staff will benefit from being profession-led and in partnership with HR. Audit Commission (2002) Effective recruitment practices and policies are recognised as making a significant contribution to an organisations success, according to Plumbley (1990). He states it is not simply about placing suitable candidates into jobs, but also about building an adept and flexible workforce in order to meet the organisations changing and demanding needs. The first stage of recruitment and selection is to be able to attract an adequate number of appropriate candidates. Prospective employees do not select the organisation they wish to work for on the foundation of job and organisational characteristics such as location, and organisational structure alone. 2.2 Employee Brand The increased competitiveness in the recruitment market has led to organisations spending more time, effort and resources on developing their recruitment brand and expanding the range of advertising methods used, to try and attract quality applicants from as broad and diverse a pool possible. Studies show that the organisations image, reputation and identity plays a vital part in attracting suitable talented applicants (Cable Turban, 2001; Slaughter, Zickar, Highhouse, Mohr, 2004; Lievens Highhouse, 2003). Identifying that in order for the corporate brand to be more successful at attracting suitable candidates there is an importance in promoting and monitoring that brand. Fombrun, (1996) agrees with this stating the reputation of an organisation has been acknowledged as one of the key factors that can affect the probability of potential applicants choosing to apply to work for it. In the same way, organisation reputation has been found to be an important influence on applicants decisions of whether they fit with an organisation and want to join it (Rynes et al., 1991). This researcher has also showed that applicants utilised information on how informative and the ‘recruiter friendliness as an indicator of how an organisation treated its employees. Fombrun (1996) expands this argument to identify that reputation is of particular concern to applicants seeking employment in knowledge-based institutions, such as universities and hospitals, because of the intangibility of the services these organisations provide. Whilst Turban et al. (1998) also found that applicants perceptions of the specific attributes of a post were influenced by their evaluation of the organisation, even if they had been interviewed and were successful. The importance in private/commercial organisations reputation in relation to the recruitment and retention of staff has been well documented in literature, for example: (Turban, 2001) and Cable and Graham (2000), Gray and Ballmer 1998)), there has however been comparatively little consideration on the impact of reputation for public sector organisations. Most people in the course of their life have a need to use the services the NHS provide, some more than others and health is an important issue, not only on a personal level, also in the political arena. The NHS is the UKs largest employer, so many of the UK population are at present working in it, with a great number more many having done so at some point in their lives. In brief, the NHS has a wide range of different stakeholders, who may feel they have a vested interest in the quality; provision of services and ultimately, the reputation. People have varied, and very personal experiences of the NHS and this could mean image and reputation are therefore difficult to manage. The Audit Commission study (2002) study showed that public sector staff think that their image in the eyes of the public would discourage potential recruits from entering the NHS. The study analysed a broad sample of the national press to see if the evidence supported this perception. Analysis showed that plenty of stories are told and while coverage is extensive, the picture of public sector work presented to the reading public is bleak. Of the former public sector workers surveyed, 68 per cent thought that the image of their former profession would discourage people from entering that job. Only 9 per cent thought the opposite that the image would encourage people to enter. The NHS is such a well-known organisation that carries out specific roles in society, that when considering a career in the NHS people often have an idea regarding an occupation they would like to pursue. The GTI (2006) conducted a survey to establish the major determinants that influence applicants in their choice of employer. The results show that for 22% of student nurses and doctors, the reputation of a prospective employer (often influenced by media coverage) is a key factor in determining their aspirations. They identify that word of mouth can be damaging to an employers reputation. If employers get things wrong, it can really affect the way they are viewed by potential employees as over half of the survey respondents have shared their bad experiences with their peers. So for some people the images and reputation of the NHS may be crucial to their decision of whether to work for it. 2.3 Traditional Recruitment Methods Traditional recruitment methods are the way that an organisation announced a job opportunity to the marketplace through a classified advertisement, a job fair, an external recruiter, or other media. Any candidate who happened to see the announcement would submit his or her CV, ring the company for an application form or submit a letter of interest. Lievens and Harris. (2003) stated in the past, job searching was a more time-consuming activity. A candidate who wished to apply for a job would need to first locate a suitable job opportunity, which often involved searching through a newspaper or contacting acquaintances. After locating potentially suitable openings, the candidate would typically have to prepare a cover letter, produce a copy of his or her resume, and mail the package with the appropriate postage. Arboledas, Ferrero and Vidal (2001), presented some examples of recruitment methods that organisations have traditionally used. These were identified as newspaper advertisement, faxed/mailed resumes, recruitment agencies or the use of headhunters. Galanaki (2002) also identified all these methods and defines them as ‘traditional recruitment methods. This idea of traditional methods can also be found quoted in numerous HR texts, which have sections dedicated to recruitment and try to identify best recruitment practices. The authors of such texts include Cole (2004), Rayner and Adam Smith, Armstrong (2007) and Mullins (2005). This was supported by a further IDS study in 2006 that reported that to maximise their chances of appointing the best candidate, many organisations have utilised a combination of online and traditional approaches In 2004 Softworld HR and Payroll identified in a study, that 24% of respondents envisaged e-recruitment entirely replacing all traditional methods of advertising in the future, however 76% of the practitioners surveyed, see it as an additional tool to allow the widest possible range of applicants to be accessed. Traditional methods also identify the use of recruitment agencies in the way of recruiting staff, Recruitment 2020 difficulties in recruitment agency etcc†¦ According to an IES study (2005), recruitment agencies remain confident that the growth in e-recruitment technology will not eliminate their role in the process, as many organisations lack the time and expertise to carry out these tasks. Many organisations, especially smaller ones may also lack the technology to carry out their own recruitment online. With the low unemployment that currently exists the task of finding quality candidates will remain challenging and this may prompt organisations to continue to use agencies, in particular, for specialised, senior or difficult to fill positions In the 2007 CIPD recruitment and retention survey, it was identified for the first time in the UK; corporate websites have broken even with local newspapers advertisements as the most common method of recruiting candidates. 2.4 E-recruitment E-Recruitment is identified as ‘the use of Internet technology to make the job of recruiting staff more efficient and effective, when used together with traditional recruitment methods; the benefits derived from e-recruitment can be considerable. (E-recruitment Best Practice Guide 2007) Internet usage in recent years has seen the recruitment process transformed. Online recruitment, internet recruitment, web-based recruiting and e-recruitment are terms used to describe the use of the internet to recruit potential employees, and mediums to conduct other elements of the recruitment process. We will use the terms interchangeably in this report. E-Recruitment is becoming a significant part of the recruitment strategy of a wide range of organisations worldwide, in addition to becoming an increasingly popular method for job seekers in searching and applying for jobs. According to Schreyer McCarter (1998) e-recruitment refers to â€Å"The recruitment process, including placing job advertisements, receiving resumes, and building human resource database with candidates and incumbents The traditional method of recruitment has been revolutionised by the emergence of the Internet. In the past few years, the Internet has dramatically changed the face of HR recruitment and the ways organisations think about the recruiting function. There is predicted to be a continued dramatic growth in recruiting and hiring via this medium in future years. The utilisation of e recruitment by organisations has seen a general upward trend according to Berry (2205). 93% of organisations were using their corporate website to advertise job vacancies in 2005, compared with 72% in 2002. It would seem that e-recruitment has already been implemented in many organisations from small companies to large organisations. These organisations are already using e recruitment to advertise jobs and accept CVs on the Internet, and also communicating with the applicants by e-mail. In the CIPD Recruitment, retention and turnover 2006 survey it was identified that eighty-four percent of respondents have made greater use of e-mail applications in the last three years. Over seven in ten organisations also said they are actively advertising jobs on their corporate websites and using online applications. A survey by the public appointment service in Ireland in 2006, relating to e recruitment in Irish organisations, has also identified a high level of current or intended future use of e recruitment, this being identified as an area forming an important part of the Irish recruitment strategy. Lievens and Harris (2003) have identified the following methods of using the Internet to attract candidates, acknowledging that approaches are continually changing. †¢ Company websites Advertising posts and providing information to candidates through the company website. The facility to apply online is often also provided. †¢ Job Boards Commercial general purpose recruitment portals, (e.g. Yahoo!, Monster.com) and specific industry job boards. †¢ Online Searching Recruiters searching online sources such as company websites/professional chat sites. to identify candidates who may not be actively looking for a position. †¢ Relationship recruiting Using the internet to build and maintain long term relationships with passive candidates, through using internet tools to learn more about web visitors interests and experience and to e-mail regular updates about careers and their fields of interest. Kerrin and Keetley (2005) have suggested that the reasons for many organisations to introduce e recruitment have been recruitment cost reduction, speedier processes, access to a wider pool of applicants and better employer branding. In the CIPD Recruitment, retention and turnover survey 2006,  it was also identified that the key drivers for e-recruitment were; reducing recruitment costs (cited by 71%), broadening the selection pool (60%) and increasing the speed of time to hire (47%). It was also noted that over a third of respondents believed it brought greater flexibility and ease for candidates, and over a quarter believed it strengthened the employer brand. This has been firther supported by the IRS Employment review 2007. Reduction in costs E-Recruitment enables employers to reduce advertising costs and remove their dependency on recruitment agencies. Technology in online recruitment is not expensive and the hours saved in the pre-selection process gives hr staff more time. Administration can be significantly reduced in most organisations. This can prove to be particularly important when recruiting high volumes of staff or when receiving high volumes of applications. (DTI 2006, Guertal et al 2007) Cappeli (2001) calculated that ‘it costs only about one-twentieth as much to hire someone online as to hire that same person through †¦ other traditional methods. This can be achieved through significantly reducing advertising costs and by reducing recruitment related administration according to Elkington (2005) An IDS HR Study in April 2006 identified how the Internet now plays a significant role in recruitment activities of employers. The report examined the use of corporate and third party recruitment websites and identified they are being used to reduce advertising costs and tap into a more diverse candidate base. They also identified that technology is streamlining the application process with the encouragement of online applications, linking into sophisticated application tracking systems and allowing organisations to measure the success of attraction methods. IDS state that over 70% of adults utilise the Internet, and employers are using this medium to attract and recruit much more frequently. They identify significant cost savings for employers and reduced time taken to fill vacancies, but are keen to point out the wariness of employees in missing out on potential candidates and feel that traditional recruitment media is set to retain and important role, particularly when recruiting locally or hard to fill jobs. Grout and Parrin, authors of the book, ‘recruiting excellence agree with this assessment by IDS. In an article for HR Director (2006), they identify that online recruitment can improve efficiency by the reduction in man hours involved in the process, and help employers reach a wider and larger audience of jobseekers. They also recognise that it can be a valuable part of a recruitment process, in addition to traditional press advertising and the use of agencies (dti, 2005) Kerrin and Keetley (2005) however, have stated, that the full cost savings are often only realised if the whole recruitment process is carried out online. Reducing time-to-hire With e-recruitment you can cut the time taken to recruit by as much as 75% and recruit the right employees more quickly into the organisation. Time is also saved by spending less time tracking, communicating with and screening applicants. Online recruitment allows the sharing of best practice and improving the consistency of recruitment processes across the organisation. The Public Appointments Service survey showed that a reduction in administrative workload (cited by 49% of respondents), and reduced timescales for hiring (cited by 40% of respondents), were key drivers in the decision to implementing e recruitment. Hogg (2000) stresses a shorter recruitment cycle can be gained by the speed at which several steps of the recruitment process are carried out online. Elkington (2005) supports this and has identified that the immediate posting of jobs online and the effortlessness of completing online application forms and e-mailing CVs to an organisation has made these steps much faster. Moving further into the recruitment process the short-listing process can be accelerated by routinely aligning applications dependent on prearranged criteria (CIPD 2005). Applications can be progressed within minutes rather than weeks, saving both recruiters and job applicants time. Widening Talent Pool Internet tools that enable employers/recruiters to reach a wider pool of potential applicants and to fill positions faster with less cost to the organisation are obviously advantageous in such a competitive environment. Online advertising opens up a wider candidate pool, by providing 24/7 access to job seekers, at local, national and international locations, thus providing a better chance of finding the right candidate (CIPD 2005 1). As job seekers become increasingly more web literate and the growth of broadband makes web surfing easier and cheaper (IRS 2005), the potential for e-recruitment to attract wider candidate pools is increasing. Enhancing Employer brand More and more candidates expect to apply directly online and routinely make judgements about employers based on their recruitment process. To combat this employers are adopting increasingly dynamic e-recruitment solutions to allow them to differentiate themselves and to professionally manage the recruitment process. (Willock, 2005; Paton 2006). E-Recruitment enables an organisation to raise its profile as an innovative, forward looking recruiter and allows the opportunity to provide visitors to the website with a positive experience. E-Recruitment can help to build the image of a brand. Barrow (2005) recommends that organisations build their brand identity very carefully however, warning of a need to ensure substance is beneath the clever name, logo or design, as employees once appointed will see through the facade. This is further supported by Gray and Balmers (1998) term, the ‘routine interactions that outsiders have in shaping image and reputation. Corporate communications are likely to be received with scepticism when they do not match personal experience. Kerrin and Kettley (2003) in their report ‘e-recruitment is it delivering identified a key factor for organisations in their adoption of e-recruitment is the desire to increase their profile as an employer of choice amongst potential candidates and to promote their image as a progressive organisation. CIPD (2005) also demonstrated that more detailed information can be provided on the organisations website than in a newspaper advertisements and in recruitment agency literature, reinforcing the employer brand, improving the corporate image and profile whilst also giving an indication of the organisations culture The use of the Internet allows organisations to pass far more information in a much more dynamic and consistent fashion to candidates than was the case in the past (Lievens and Harris 2003). Applicants therefore have much more information at their disposal before they even decide to apply for a job than in the past. In addition, candidates can easily and quickly search for independent information about organisations from various sources, such as chatrooms, libraries. Therefore, unlike in the past, a candidate may have applied for a job based on practically no information; todays candidate may have reviewed a substantial amount of information about the organisation before choosing to apply. Disadvantages of e-recruitment The CIPD Recruitment, retention and turnover 2006 survey revealed some concerns that e-recruitment could increase the number of unsuitable applicants and that it could act as a barrier to recruiting older workers Another factor which seems to be deterring some employers from making greater use of online recruitment systems is a concern over the level of internet access and levels of comfort with internet technology of their target audiences. While usage of the Internet does vary by social group there is evidence to suggest that recruiting online results in at least as diverse an applicant group as those recruited through traditional methods McManus M.A., Ferguson M.W. (2003 A further concern in relation to access is the suitability of online recruitment methods for candidates with disabilities. Research from www.jobsgopublic, 2004, shows that many employers exclude candidates with disabilities by having poorly designed websites and e-recruitment processes, and there is increasing pressure to address this in order to ensure compliance with equal opportunities legislation. (IRS 2007) Developers of e-recruitment technology are increasingly aware of these requirements and are producing products/systems with higher levels of accessibility and that are in line with EU policies and legislation on e-inclusion. Another possible limitation for organisations may include a lack of knowledge of the available options and difficulties in sourcing/ choosing the appropriate technology that will be compatible with their existing HR systems and will serve their needs now and into the future. This report and others e.g. [3] aim to help raise awareness and highlight the issues for practitioners and decision makers. Still limited in its application, typically online recruitment is used to solely advertise and administer the application process Underexploited online recruitment site can gather rich data pn usage most employers do not interrogate the usage to improve effectiveness Considered unsuitable for certain kinds of vacancies Applicants afe not of a better quality 7 in 10 say admin easier to perform 7 out of 10 more likely to improve reputation. 8 out 10 cheaper 2.5 NHS Jobs There was a time when we could assume that the brightest and best of each generation would want to join the public sector. But that is an assumption that we can no longer make, particularly when the financial rewards at the top of the private sector are so great, and too often public sector workers are weighed down by bureaucracy and silly rules. Tony Blair, 1999 (Ref. 1) It has been suggested in surveys by CIPD (20052) and Kerrin