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Wednesday, August 14, 2019

Decision Making Process

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DECISION-MAKING PROCESS

HOW TO MAKE A DECISION

Management is decision-making.It's been estimated that about 75 percent of the average

Cheap College Papers on Decision Making Process

manager's time is spent on the decision-making process preparing to make a decision, reaching that decision or putting it into effect.But this is not to say that a manager should insist on making every decision required within the department.In fact extreme concentration of decision making authority is frequently a sign of ineffective management.

Another important factor is proper preparation for decisions.One of the most dangerous mistakes a manager can make is reaching a decision before completely sure of all the facts.A wrong decision hastily reached can nullify months of hard work.So postpone your decisions until you've been able to collect and evaluate all pertinent information. Be careful not to letcaution lapse into procrastination.Once you have all the facts that you need, make your decision as speedily as possible.But don't sacrifice wisdom for speed.If time is short you may have to make and act on a decision before you completely sure of it.Try to decide which phases of the problem are the most crucial; then solve these first and return to the less crucial items later.

The following four points form a systematic approach to sound decision-making.Using this approach will help you reduce to a minimum the risks involved in decision-making, while you improve your decision-making performance at the same time.

STEP I - IDENTIFY THE REAL PROBLEM

One of the main reasons for poor decision-making is that few individuals get off on the right foot when they try to solve a problem.All too frequently, they start to look for a solution as soon as the problem is raised - often before they are really sure what the problem is.This procedure will lead them to an answer to the wrong question.Thus you can see that the most important factor in decision-making is defining the problem and pinpointing its critical factors.

A Checklist to Help You Discover the Real Problem

____ List the facts you need to know

____ Consult with other department heads

____ Check the accuracy of your facts

____ Check the facts with department workers

____ Examine the facts in terms ofyour past experience

____ Review all company and departmental policy which might apply

____ Study the written record

____ Identify the main obstacles

STEP II - CONSIDER THE ALTERNATIVES

After you have completed your preliminary checking and evaluation, you will probably set two or more possible solutions.You should exercise extreme caution at this point, since the solution that seems the best at first glance is quite often the wrong one.This is because you're apt to have preconceived notions - totally unrelated to the facts - about what the solution should be.Again, a checklist can help you decide which alternative is the best.

____ What will this alternative's effect be on the purchasing function?

____ Will precedents be set?

____ How does this alternative affect other departments?

____ Will it meet top management objectives?

____ Will it eliminate the possibility of similar obstacles cropping up in the future?

____ Is the solution legal and ethical?

STEP III - MAKING THE DECISION

Once you have accumulated and evaluated all the facts, you should be prepared to make your decision.Try to compare the problem to existing policies and procedures, or to precedents which have been established in previous situations.At all times bear in mind the objectives of both your company and your department.Then, if you're sure of yourself, make your judgment.

If, however, you're still not absolutely clear in your mind which solution is best for your company, take the problem to your superior and ask for advise.Don't ask that the decision be made for you; this is your job.But no superior will resent your asking for help in arriving at a final decision, so long as you have done all that can be expected of you.

STEP IV - WHAT TO DO ONCE THE DECISION HAS BEEN MADE

What should you do once you reach your decision? The answer is obvious Take Action.Not taking action is no better than not making a decision.But proper timing is important.When you have arrived at your decision, you must be sure to do all the following things - and you must do them in this order or one similar to it

1.Let all concerned know exactly what your decisionis as soon as possible.

.Be sure that they understand it completely.If all points are unclear, explain them.

.See that the decisionis put into effect immediately.

4.Supervise very carefully the way the decision is carried out, constantly evaluating its results and effects.

5.Always be prepared to listen attentively to any suggestions, or complaints, pertaining to your decision.

6.If at any time you should decide that your decision was wrong, withdraw it at once, letting all concerned know that you are doing so.Go through the process of making your decision again, in the light of whatever new facts you have, and then put your new decision into effect.

7.Carefully document everything connected with your decision. This is especially important in the case of your more critical decisions.

8.Be ready to admit your mistakes and assume full responsibility for them. By not owning up to them you'll cause a tremendous amount of headaches for not only you but for your department and for the company.Always be honest!

.Finally, if you are sure that your decision is the right one, stick by it.

When you have made your decision and taken action, don't let it die on the vine.Nobody can find the perfect solution to every problem every time.Every solution has some bugs in it at first.Be ready for them.In most cases, the basic elements of your decision are going to be the right ones; all that you will really need to do is make some minor changes to make sure that the solution will continue to work.

ANECDOTE

There is a anecdote told about the way Napoleon decided when a decision was required of him.According to the story, he never opened his mail until at least two weeks after he received it.By that time all the petty problems had been solved without his help, and he was able to devote his time to solving the truly serious problems which still remained.

Napoleon's procedure would of course, be totally impractical for our operations, but the story does illustrate one very important point; Before you as a manager, devote your time and effort to finding the solution to a problem, make sure that it isn't a problem that a subordinate could - and properly - handle.

DECISION-MAKING PROCESS

HOW TO MAKE A DECISION

Management is decision-making.It's been estimated that about 75 percent of the average

STEP I - IDENTIFY THE REAL PROBLEM

A Checklist to Help You Discover the Real Problem

____ List the facts you need to know

____ Consult with other department heads

____ Check the accuracy of your facts

____ Check the facts with department workers

____ Examine the facts in terms ofyour past experience

____ Review all company and departmental policy which might apply

____ Study the written record

____ Identify the main obstacles

STEP II - CONSIDER THE ALTERNATIVES

____ What will this alternative's effect be on the purchasing function?

____ Will precedents be set?

____ How does this alternative affect other departments?

____ Will it meet top management objectives?

____ Will it eliminate the possibility of similar obstacles cropping up in the future?

____ Is the solution legal and ethical?

STEP III - MAKING THE DECISION

STEP IV - WHAT TO DO ONCE THE DECISION HAS BEEN MADE

1.Let all concerned know exactly what your decisionis as soon as possible.

.Be sure that they understand it completely.If all points are unclear, explain them.

.See that the decisionis put into effect immediately.

4.Supervise very carefully the way the decision is carried out, constantly evaluating its results and effects.

5.Always be prepared to listen attentively to any suggestions, or complaints, pertaining to your decision.

7.Carefully document everything connected with your decision. This is especially important in the case of your more critical decisions.

.Finally, if you are sure that your decision is the right one, stick by it.

ANECDOTE

DECISION-MAKING PROCESS

HOW TO MAKE A DECISION

Management is decision-making.It's been estimated that about 75 percent of the average

STEP I - IDENTIFY THE REAL PROBLEM

A Checklist to Help You Discover the Real Problem

____ List the facts you need to know

____ Consult with other department heads

____ Check the accuracy of your facts

____ Check the facts with department workers

____ Examine the facts in terms ofyour past experience

____ Review all company and departmental policy which might apply

____ Study the written record

____ Identify the main obstacles

STEP II - CONSIDER THE ALTERNATIVES

____ What will this alternative's effect be on the purchasing function?

____ Will precedents be set?

____ How does this alternative affect other departments?

____ Will it meet top management objectives?

____ Will it eliminate the possibility of similar obstacles cropping up in the future?

____ Is the solution legal and ethical?

STEP III - MAKING THE DECISION

STEP IV - WHAT TO DO ONCE THE DECISION HAS BEEN MADE

1.Let all concerned know exactly what your decisionis as soon as possible.

.Be sure that they understand it completely.If all points are unclear, explain them.

.See that the decisionis put into effect immediately.

4.Supervise very carefully the way the decision is carried out, constantly evaluating its results and effects.

5.Always be prepared to listen attentively to any suggestions, or complaints, pertaining to your decision.

7.Carefully document everything connected with your decision. This is especially important in the case of your more critical decisions.

.Finally, if you are sure that your decision is the right one, stick by it.

ANECDOTE

DECISION-MAKING PROCESS

HOW TO MAKE A DECISION

Management is decision-making.It's been estimated that about 75 percent of the average

STEP I - IDENTIFY THE REAL PROBLEM

A Checklist to Help You Discover the Real Problem

____ List the facts you need to know

____ Consult with other department heads

____ Check the accuracy of your facts

____ Check the facts with department workers

____ Examine the facts in terms ofyour past experience

____ Review all company and departmental policy which might apply

____ Study the written record

____ Identify the main obstacles

STEP II - CONSIDER THE ALTERNATIVES

____ What will this alternative's effect be on the purchasing function?

____ Will precedents be set?

____ How does this alternative affect other departments?

____ Will it meet top management objectives?

____ Will it eliminate the possibility of similar obstacles cropping up in the future?

____ Is the solution legal and ethical?

STEP III - MAKING THE DECISION

STEP IV - WHAT TO DO ONCE THE DECISION HAS BEEN MADE

1.Let all concerned know exactly what your decisionis as soon as possible.

.Be sure that they understand it completely.If all points are unclear, explain them.

.See that the decisionis put into effect immediately.

4.Supervise very carefully the way the decision is carried out, constantly evaluating its results and effects.

5.Always be prepared to listen attentively to any suggestions, or complaints, pertaining to your decision.

7.Carefully document everything connected with your decision. This is especially important in the case of your more critical decisions.

.Finally, if you are sure that your decision is the right one, stick by it.

ANECDOTE

DECISION-MAKING PROCESS

HOW TO MAKE A DECISION

Management is decision-making.It's been estimated that about 75 percent of the average

STEP I - IDENTIFY THE REAL PROBLEM

A Checklist to Help You Discover the Real Problem

____ List the facts you need to know

____ Consult with other department heads

____ Check the accuracy of your facts

____ Check the facts with department workers

____ Examine the facts in terms ofyour past experience

____ Review all company and departmental policy which might apply

____ Study the written record

____ Identify the main obstacles

STEP II - CONSIDER THE ALTERNATIVES

____ What will this alternative's effect be on the purchasing function?

____ Will precedents be set?

____ How does this alternative affect other departments?

____ Will it meet top management objectives?

____ Will it eliminate the possibility of similar obstacles cropping up in the future?

____ Is the solution legal and ethical?

STEP III - MAKING THE DECISION

STEP IV - WHAT TO DO ONCE THE DECISION HAS BEEN MADE

1.Let all concerned know exactly what your decisionis as soon as possible.

.Be sure that they understand it completely.If all points are unclear, explain them.

.See that the decisionis put into effect immediately.

4.Supervise very carefully the way the decision is carried out, constantly evaluating its results and effects.

5.Always be prepared to listen attentively to any suggestions, or complaints, pertaining to your decision.

7.Carefully document everything connected with your decision. This is especially important in the case of your more critical decisions.

.Finally, if you are sure that your decision is the right one, stick by it.

ANECDOTE

aaDECISION-MAKING PROCESS

HOW TO MAKE A DECISION

Management is decision-making.It's been estimated that about 75 percent of the average

STEP I - IDENTIFY THE REAL PROBLEM

A Checklist to Help You Discover the Real Problem

____ List the facts you need to know

____ Consult with other department heads

____ Check the accuracy of your facts

____ Check the facts with department workers

____ Examine the facts in terms ofyour past experience

____ Review all company and departmental policy which might apply

____ Study the written record

____ Identify the main obstacles

STEP II - CONSIDER THE ALTERNATIVES

____ What will this alternative's effect be on the purchasing function?

____ Will precedents be set?

____ How does this alternative affect other departments?

____ Will it meet top management objectives?

____ Will it eliminate the possibility of similar obstacles cropping up in the future?

____ Is the solution legal and ethical?

STEP III - MAKING THE DECISION

STEP IV - WHAT TO DO ONCE THE DECISION HAS BEEN MADE

1.Let all concerned know exactly what your decisionis as soon as possible.

.Be sure that they understand it completely.If all points are unclear, explain them.

.See that the decisionis put into effect immediately.

4.Supervise very carefully the way the decision is carried out, constantly evaluating its results and effects.

5.Always be prepared to listen attentively to any suggestions, or complaints, pertaining to your decision.

7.Carefully document everything connected with your decision. This is especially important in the case of your more critical decisions.

.Finally, if you are sure that your decision is the right one, stick by it.

ANECDOTE

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How to Implement a HRMIS

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Our staff of freelance writers includes over 120 experts proficient in How to Implement a HRMIS, therefore you can rest assured that your assignment will be handled by only top rated specialists. Order your How to Implement a HRMIS paper at affordable prices

1. Introduction

The process of change is often seen as a necessary evil within most organisations.Unfortunately more employees naturally resist change than those that actively seek and embrace it.It is for this reason that when a planned change is scheduled to occur, that a thorough project management process is utilised.This should include

- documentation of a decision to begin the project

- a charter which outlines the requirements and limitations of the project

Cheap custom writing service can write essays on How to Implement a HRMIS

- identification of key stakeholders and team/members roles

- a project plan that outlines the required deliverable's and how they will be prepares

- documentation of the decision-making process

- methods of evaluation and project close-out report

All of these aspects combine to assist keep the project as smooth as possible as well as ensure that all customer requirements are met.This includes monitoring the three key areas of change ¡V time, quality and cost ¡V and ensuring they are kept at the required levels.

With this in mind, ABC College of TAFE has charged us with the task of developing a project layout that includes all of the above as well as documentation of all aspects of the intended project.

. Project Charter

The purpose of the project charter is to convey the purpose and requirements of the project to the project team ¡V it will outline what the customer requires, and what is expected of them to achieve this.

.1. Project Scope

The project scope will describe the objectives, deliverable's and the customers of the project.It is important that all team members understand the project scope and what it is the project hopes to achieve because it is crucial that the end product meets the customers requirements.

.1.1. Objectives

„h Choose an appropriate HRIS for the College

„h Develop a project plan for implementation of that system

„h Keep within the customer's budget

„h Increase employee's acceptance of the system

„h Starts 1st July 00 ¡V Ends nd December 00

.1.. Purpose

To identify and research a Human Resource Information System that can be within ABC College TAFE, to meet all Human Resource needs.To develop project plans aimed at assisting the implementation of the chosen system, as well as strategies that will reduce the impact of this project.

.1.. Project Name

Implementation of a Human Resource Information System (HRIS) at ABC College of TAFE.

.1.4. Customers

ABC College of TAFE, Management and Staff

.1.5. Customer Needs

1) Increase knowledge of how to implement a HRIS

) Reduce payroll errors

) Decentralise and restructure the Human Resource Department

4) Provide plans that will reduce the resistance to change.

.1.6. Final Deliverable

A project plan based on the implementation of a HRIS at ABC College of TAFE.

.1.7. Organisational Deliverable

¡§Decision-making process adaptation to HRIS selection report.¡¨

Life-Cycle Stage ¡V Start and finish StageCreate the Report.

Team members will use the decision-making process to determine which HRIS is most suitable for ABC College of TAFE.

. Determining the Team's Boundaries for creating Deliverables

This section is to inform team members of the start and end points of this project. This will ensure we do not fall short of the customer's requirements, nor will we do more than necessary.These boundaries are set by ABC College of TAFE and will ensure that the right people are responsible for the different tasks.

.1. Generic Life-Cycle Stages of Creating a Plan

The team's boundaries for implementing a HRMIS project begin at life-cycle stage 1 (creating the concept for the implementation of a HRMIS), and ends at life cycle stage 5 (retiring implementation).

Life-Cycle StageStage of DevelopmentGeneric Descriptions of Activities

1Create ConceptABC college of TAFE has been manually handling all pay and training requirements. This has resulted in 5% of all pay variations being incorrectly calculated. The College has realised this is a problem so has decided a HRMIS is needed to reduce these errors. We have been asked to prepare a project plan on how to implement it. The HRMIS must be able to reduce payroll errors as well as provide up to date information abOur staff including records on training requirements and leave entitlements.

Design and PlanReport on ¡¥Decision-making process adaptation to HRMIS selection¡¦ will be completed in this stage because the outcome will determine the nextstages.

REVIEW All customer requirements are listed and will be prepared according to guideline outline throughout the charter.

Test or Install- Test the HRMIS. Ensure updates are successful and that no data will be lost.

- Are training system and IT administrators on hand?

- Implement on a parallel with the current system.

- Test along side and check capabilities with current system.

4Produce and Implement- Remove old system and continue testing

- Finish documentation

- Continue monitoring plans for managing change and deliver plans on their success.

DUE nd December 00.

5RetireGain final approval from customer.

.. Customer Criteria for Acceptance

We must determine what criteria the customer will use to judge the acceptability of what we deliver. The following criteria will be used

Criteria for Acceptance and SuccessY/N

Timeliness ¡V takes 5 months to complete projectÀ

Number of errors in payroll reducedÀ

HR staff to scale the ease of use between 1-5 with a minimum average rating of À

HR staff to scale the training provided between 1-5 with a minimum average rating of 4À

Evidence that at leastsystems were consideredÀ

Cost of less than $500,000À

.. Reviews and Approvals Required

We must decide who will be responsible for providing review and approval of deliverable's. This aspect will ensure any problems are detected as soon as possible and any solutions do not interfere with the team's ability to deliver the final plan by nd December 00.

Interim DeliverableReviewApprovalReason

Choice of SystemSponsorSponsorTo make sure the system meets the customers¡¦ needs.

Method of InstallationSponsorSponsorTo ensure System Administrators are able to implement it the way the team suggests.

HR RestructuringSponsorSponsor7 people must lose their job, and schools must have adequate HR resources for decentralisation to be successful.

4. Project Scope Risk

4.1. Risk Limits

We need to define the maximum degree of risk for each deliverable as is acceptable to the customer.We need to ensure that these risk levels are reflected in the corrective or preventative measures we use for those final deliverable's with an unacceptable degree of risk.

1) HRIS must meet all of the College's needs (some features are more important than others. As long as the main functions of payroll, training and entitlements are provided for, the other facilities are prioritised) Risk Limit of .

) Plan to implement program must take no longer than 1st November (this must be done right. It has the potential to add cost and will throw off timing restrictions) Risk Limit of .

) Plans to restructure the HR Department must result in at least 7 staff being identified for redundancy plus each school must have a complete HR section. Risk Rating of .

4) Decision-making process adaptation to selection of a HRMIS report. Limit of .

14567810

4.. Dealing with Problems

We have addressed the problem of not being able to get deliverable's finished by being generous in terms of deliverable deadlines.We have ensured that should we come into project difficulties, we have a decent number of hours to crash.

In addition, we have made sure we have sufficient staffing throughout the process.It is one of our largest expenditures, particularly when it comes to preparing the system for installation. We have realised that our team is small, and no-one in the team had the skills to configure the system or test it adequately.For this reason we have recruited the system administrators who will be maintaining the system once the project has completed anyway.

We have had several team meetings and during these discussions we have been able to analyse any potential problems and list any possible solutions.

5. Project Resources

5.1. Team Assignment

Project Leader Bronwyn Elverd

Project Team Lauren Sanders

Meredith Grose

5.. Deadlines for Deliverable's

Deadline for the Final Deliverable The complete implementation plan must be delivered by nd December 00. This will allow the College to use the semester break to train and fully prepare staff and system for the next education year.

Preliminary Delivery Deadline 1 The choice of systems must be made by 0th August 00. Installation plans start once the choice is made and approval given.

Preliminary Delivery DeadlineInstallation program must be finalised for approval by 1st September 00. This gives team members times to make any changes suggested by sponsor and adequate parallel testing performed.

5.. Staffing Limits

Some. The staff involved in the implementation of a HRMIS at ABC College of TAFE will be completely devoted to this task. The hours will be normal working hours as they would work if not involved in this team.The only staffing restriction will be in training where trainees will only be engaged for a total of 15 working hours over a -month period.

5.4. Spending Limits

1) Internal $650. There will be a limit on internal costs for training where the majority of the cost is dependent on the wage of the trainees and the lost productivity.The limit is 15 full working hours (varying cost) where there is 0 HR staff, at 15 hours training and an average hourly earning of $17 per hour. Otherwise, the sponsor requires that the team estimates internal costs and then monitor actual expenses.An additional $000 has been budgeted for additional training for general staff.

) External $500,000. External costs have a limit of $500000, which includes the cost of the system and implementation.

5.5. Report Requirements

We are required to prepare the following reports to allow management to monitor our progress. It is also handy for us to know of where we are in terms of the final deliverable and ensures we are kept on track.

Type of ReportRequested byWhenContent

Decision ReportSponsor0th September 00Which system has been chosen and the documentation for it.

Progress ReportSponsorFortnightlyBudget and Schedule Variances

Installation ProgramSponsor1st NovemberProcess of Installation

Training ReportSponsorWeekly from 1st November or start of installationTraining costs and details.

5.6. Organisational Constraints and Project Priorities

This is important so we don¡¦t expect tools that the organisation is not willing to give.This way the final deliverable reflects the special needs of the organisation.

1) No overtime before installation

) No additional staff can be hired except for stress counselling

) No capital equipment purchases

4) No unscheduled system downtime.

5.7. Improvement Priorities for Implementation

Of the three components of project management, which should be given priority in the overall scheme of the implementation?

More Functions ABC College of TAFE is an expanding organisation and with the rapid improvement in technology it is important that the system has features that reduce the threat of system obsolescence.

Cost It is expected that the HRMIS will reap monetary benefits in the future. Ill use of budget allowances will not benefit the College because its needs can be met by a basic system.

Time The final testing and training plan takes place over the semester break. Due to parallel installation there is no benefit from early delivery.

6. Project Schedule

The following schedule is designed to be easy to read and to keep team members informed of when project requirements are due.It is also an indication of how difficult it will be to meet these deadlines and how hard team members must work to keep the project on track.

1/1/1/14/5/6/7/18/1/110/1

6.1. Gantt Chart

The Gantt chart has been created to illustrate the major activities of the project and how long it will take to complete.This will also keep team members on track and will ensure deadlines are met.

JulyAugustSeptemberOctoberNovember

Week1414141414

Task

Project Charter5 hours

System ChoiceDue 0th August

Installation PlanDue 1st September

Configure System10 days

Transfer Data0 hrs

Test System wk

Test Change StrategiesOngoing

Check Redeployment ProgramOngoing

Implement System0 hours

Finalise Budget 4 hrs

Training HR15 hrs

Close out Report

7. ¡§Decision-Making Process Adaptation to Selecting a HRMIS¡¨

ABC College of TAFE realises that the implementation of Human Resource software will have far reaching results in the organisation whether these results are good or bad.Ultimately, the method of choosing the right software for the College must be systematic, and revolve around the requirements outlined by the customer.

With some research, the three systems that have been identified as options for the College include Team Work as used by the Department of Housing, and CHRIS as provided by local firm Frontier and Empower HR which has been used by Central TAFE for a number of years.

Under consultation with the sponsor the following criteria has been identified and prioritised

„h Cost

„h Complexity

„h Features

„h Security

Below is a decision-making matrix, which will allow us to assign weightings of importance to each of the criteria above and make an informed choice as to which system is best.

SystemCost

8/10Complexity

8/10Additional Features 7/10Security

/10Total/0

CHRIS4 x 8 = 6 x 8 = 488 x 7 = 56 x= 8117

Empower6 x 8 = 488 x 8 = 647 x 7 = 46 x= 5415

Team Work5 x 8 = 4010 x 8 = 805 x 7 = 57 x= 618

Cost Fujitsu charge per employee for the rights of the software.This is between $10-$0 depending upon the size of the organisation. Generally a larger work base will require more maintenance by Fujitsu.The College will be charged a fee of $16 for each employee which will be included in the operating budget of the Human Resource Department.This fee covers maintenance, development of corrupt data, and support line that is available during ordinary working hours.When compared to the per employee costs of Empower and CHRIS which range between $10-$50 per employee per year, Team Work is the obvious choice in terms of cost.

Complexity The HRIS that is implemented must be easy to use especially with employees only available for 15 hours worth of training.Team Work is very simple software program, easy tabular form, with search capabilities and customable interface.The other two programs offer similar capabilities however some of them require programming (by IT professional).None of these programs are incredibly complicated but after surveying the staff at the Department of Housing we believe TeamWork is the easiest to use.

Additional Features All of the systems have additional features, however CHRIS is the most complete with all aspects of HR (OHS, recruitment, training, and payroll etc) being well addressed.However, additional features are not nearly as important to the customer as complexity because it has been assumed that even a basic system would adequately see to ABC's HR needs.Given this, TeamWork still meets the organisational requirements.

Security TeamWork allows the HR department to nominate people who can have access to the system, which is different to the general log on the system. The software controls personal details and the department can choose to allow only HR personnel or provide self-service for detail amendment.

Conclusion Using the decision-making matrix, which reflects the need of the customer, it can be concluded that the TeamWork software is the best suited for the College.

8. Project Plan for Installation

This project plan will describe what we intend to produce and what resources will be required to make this happen.All team members must understand what deliverable is required, when, and how it will produce. This will ensure the final deliverable is acceptable to the customer and that the team project is kept on schedule.

8.1. Project Scope

The purpose of this project plan is to outline the steps involved in the installation of the HRIS software at ABC College of TAFE.

8.1.. Objectives

„h Have the system implemented by nd December 00

„h Reduce data errors currently in existence

„h Ensureweeks testing time is allowed

8.. What is the Final Deliverable?

A report will be produced which outlines the steps that will be taken to install the software.This will include the amount of time required for every step, as well the problems that may arise throughout the process, that will impede upon the team's ability to get this task done on time.

A flow chart may be produced depending upon how valuable it will be in the long-term completion of this task.

The project plan must also assign responsibility as well as list any adverse effects on the current workings of the College (for example system downtime).

8.. Customers¡¦ Criteria for Acceptance of the Project Plan

The project plan must involve at least three steps and include the parallel testing of the software that the customer requires.The parallel testing should involve at least two weeks of intensive evaluation to ensure no data will be lost.

8.4. Life-Cycle Stages for Project Plan Deliverable

The production of the Project Plan for installation of the software is based on the life-cycle stages just as the entire project is.The table below illustrates the 5 stages of the life cycle and how they pertain to the project plan deliverable.

Life-Cycle StagesStage of DevelopmentStage ActivitiesInterim Deliverable for Implementation

1Create Concept or DefinitionThe project plan will outline the steps involved in the installation of the HRIS software.- Preliminary steps expected to be required

Design or PlanDesign the steps required to install and the people required to do it.- Finalisation of the steps.

Test or InstallInstall the software and begin integration- Installation should take place nd November 00

4Produce or InstallationImplement the plan fully and once testing is complete prepare to remove old system.- Transferral of data by nd December 00, checklist

5RetirementFully remove old system and dismantle centralised network, to be replaced by the Intranet functions provided by Team Work.- Equipment list

- Return all College Equipment

- Final Assessment Report

8.5. Internal Quality Criteria for Project Plan on Installation

Like the overall quality required for the project, this plan must have some quality criteria as set out by the customer. This will assist in the monitoring of the plan and ensure all deliverable's are of acceptable quality.

Internal Quality Criteria for the Project Plan on Installation

Final DeliverableInternal Quality Criteria

Project Plan on Installation„h 100% of historical data must be loaded by nd December

„h At leastweeks must be budgeted for parallel testing to be conducted upon installation

„h No more than 5 days down-time can be recorded for the duration of installation

„h A quality rating of 4 on the training provided by the team on use of the new software.

„h At least 0% of time spent in training must be on payroll and related functions to reduce errors.

8.6. What Processes are Required for the Project Plan on Installation?

The team must identify where our responsibilities begin and end.This is a major project and will affect all activities in the HR department. It is therefore important that only the processes necessary to the project scope are included and that the processes are scheduled to reduce interference.

8.6.1. Step 1 ¡V Configure the new HRMIS

An HRIS comes with built-in processes for most HR activities, but the team will need to customise the system process according to the customers¡¦ specific needs. For example, every system supports several pay structures, but the College hasand this will need to configured in the new system.Customising the HRIS will not involve programming; the common activity is to enter specific data into control tables that then direct how the HRIS operates. The configuration tasks then become a process of understanding the College's business processes well enough to encode that logic into the HRIS.

Requirements This task requires people who understand the processes of the College so full dedication of several () systems administrators will be beneficial.Internal recruitment of people more suited to this task (since team members do not provide the required characteristics) will aid the team in getting the task completed, and completed well.It will also ensure that the trade off between the configuration of processes to fit exceptions [of the HRIS] and the more restricted approach to implementation of the process to enforce data integrity and accurate application of HR policy is taken into consideration.

The team recognises the importance of well-informed system administrators for this task, as well as the significance of getting this done before the final deliverable is due.

Expectations This is a time consuming task and may require some overtime for system administrators.We have budgeted for a total of 0 hours of overtime at time and a half for system administrators. This is in line with organisational constraints and is estimated to cost $00, plus a time estimate of 10 days.

8.6.. Step¡V Link the New HRIS with Other Systems

This task involves converting historical data that is currently stored in the College's database into useable variables for the new HRIS.The College has been operating on a manual system, so some verification must be available.Again system administrators will be involved because they will be maintaining the system once the project is retired.

Verification of data would be expected to have commenced prior to the start of this project.Final verification and linkage to the new system is expected within 5 days of the previous step finishing.

Requirements System administrators will again be required for this task. Replacing HR systems involves any area of the College that reads or relies on employee data.This will require some degree of programming and the administrators are the only one's qualified for this task.

Expectations This task must be finished in by the deadline because parallel testing is required for at leastweeks after inputting the historical data.Testing can be conducted during normal business hours, and standard system documentation is necessary.Three system administrators, for a total of $000, over approximately 0 hours (combined).

8.6.. Step¡V Begin Parallel Testing

This is the most exact form of testing is parallel testing (Gary North, 17, http//www.garynorth.com/yk/detail_.cfm/848).It is a process that involves running the two systems along side each other and entering the data to ensure the data is handled the same way.If there is a difference in output then we need to reconfigure the software to guarantee that when the old system is turned off, no data will be lost and it is handled in the right way.

In the past, most tests were conducted sequentially, with a test commencing when the previous test was complete. While suitable for some test scenarios, this does not suit applications where the tests can be either complex or time consuming, because many instruments remain idle while others are used heavily (Insight technology, 001, http//www.insightcp.com/res_0.htm).Parallel testing allows several instruments to be used continuously, and the task time is reduced.

Requirements According to acceptance criteriaweeks must be allowed for testing which will improve the College's acceptance of the new system.If the College has a data administrator, they should oversee this task.Data is often seen as the most valuable commodity so the College believes the successfulness of the testing phase as crucial.

Expectations The customer expects full documentation of the testing phase to be readied by the final deliverable date.Two system administrators will be required for the full two weeks.Business hours will be adhered to, at a cost of $44 ( SA x $/hr x 8 hrs x ). This is generous and is expect to cost less at the end of the project.

8.6.4. Prepare the Organisation

The next phase of installation involves fully introducing the working model with the end users. This will include all HR officers as well as most employees, especially in terms of the self-service sub environment.

RequirementsThe team is required to formulate plans to reduce resistance to change and the stress likely to be felt by those employees about to lose their jobs.These plans (which will be discussed further on in the report) will be implemented in this phase of the implementation.

Expectations The College will expect these plans to be successful because there is little point implementing a new HRIS if the expected end-users do not utilise it.These plans should be implemented at the concept stage because employees have the right to know what kind of changes should be expected and when.

. Strategies for Reducing Resistance to Change

The customer realises that the implementation of a HRIS will bring about a variety of responses from employees.From complete support and embracement to outright resistance the type of response given by employees will have a resounding effect on whether or not the implementation is successful.With this in mind, we have been charged with the task of establishing strategies to reduce the expect resistance to the change.

.1. Kotter's Eight Steps

The steps to successful change which have been developed by John Kotter, have been identified as the best method for the College's HRMIS project plan.The steps we will be promoting are

„h Establish a Sense of Urgency

„h Create a Guiding Coalition

„h Develop a Vision and Strategy

„h Communicate the Change Vision

„h Empower Broad-Based Action

„h Generate Short-Term Wins

„h Consolidate Gains and Produce More Change

„h Anchor New Approaches in the Culture

.. Kotter's Methods of Overcoming Resistance to Change

Kotter is a well known expect in the field of change management, and the following approaches to managing resistance to change, should be combined with the steps listed above.

ApproachCommonly UsedAdvantagesDisadvantages

Education and CommunicationWhere there is a lack of information or inaccurate information and analysisOnce persuaded, people will often help with the implementation of the changeCan be very time-consuming if a lot of people are involved

Participation and InvolvementWhere the initiators do not have all the information they need to design the change, and where others have considerable power to resistPeople who participate will be committed to implementing change, and any relevant information they have will be integrated into the change plan

Can be very time-consuming if participants design an inappropriate change

Facilitation and SupportWhere people are resisting because of adjustment problemsNo other approach works as well with adjustment problemsCan be time consuming and expensive and still fail

Negotiation and AgreementWhere someone or some group will clearly lose out in a change, where that group has considerable power to resistSometimes it is a relatively easy way to avoid major resistanceCan be too expensive in many case if it alerts others to negotiate for compliance

Manipulations and CooperationWhere other tactics will not work or are too expensiveIt can be a relatively quick and inexpensive solutionCan lead to future problems if people feel manipulated

Explicit and Implicit CoercionWhere speed is essential and the change initiators possess considerable powerIt is speedy and come overcome any kind of resistanceCan be risky if it leaves people angry with initiators

.. Kotter's Eight Steps at ABC College of TAFE

..1. Step 1 Establish a Sense of Urgency

„h Examine the market and competitive realities

- This involves analysing the College's current employee situation.We should gain an understanding of the organisational culture and conduct a needs analysis of how previous changes were accepted by the employees.Chances are that the type of response given once will indicate in some part, on how the employees respond to the implementation of the HRIS.

„h Identify and discuss crises, potential crises, or major opportunities.

- This aspect involves conducting a SWOT analysis of the current organisational situation.By conducting the SWOT, the customer will have some idea of what to expect in the future ie the reduction in the workforce is both an opportunity and a threat.Once the potential crises are identified, employees can be informed (in line with Kotter's model above) and have the ability to help with the implementation.

... Create a Guiding Coalition

„h Put together a group with enough power to lead the change

- The team recognises the importance of this step.It is absolutely crucial that a team is formed to lead the employees in the change otherwise they lack direction and will actively resist change if support is not offered.Facilitating employees in the change process will quicken the adjustment period and restabilise support in the managers of the College.

„h Get the group to work together

- The College should view the entire HR department as a team.Since they will be the ones experiencing the change, they should have input into the process.Participation and involvement is an excellent method of getting employees to place ownership on the project.

... Develop a Vision and Strategy

„h Create a vision to help direct the change effort

- This is again an issue of ownership.Employees need to know the reason the College is implementing a HRIS and have something to work towards.Once the change is complete and the vision is met, not only will resistance be minimal but also a sense of achievement can be felt.

„h Develop strategies for achieving the vision

- This is a matter of employee's and team members knowing the ¡§how's¡¨, ¡§what's¡¨, ¡§where's¡¨ and ¡§whys¡¨ of the project.It's fine to have a vision but employees need to know it is possible to achieve otherwise they naturally resist.

..4. Communicate the Change Vision

„h Use every vehicle possible to constantly communicate the new vision and strategies

- Educations and Communication.By keeping the communication channels open, employee's can ask questions and attempt to settle their own fears.

„h Have the guiding coalition model the behaviour expected of employees

- If management fully embrace the change there is a better chance that all employees will. Without management approval the project can not succeed.

..5. Empower Broad-Based Action

„h Encourage employee involvement

„h Encourage risk taking and non traditional ideas, activities, and actions

- The best ideas are often the ones that seem completely unheard of and have not been experienced before.

..6. Generate Short-Term Wins

„h Visibly recognise and reward employees who actively embrace the change

- A little bribery never hurt anyone.By actively recognising those that embrace the change there may be more that will be willing to see the other side if they intended to resist.

„h Outline the benefits of the change

- The payroll function is currently having to re-calculate a quarter of all pay variations.This costs them time and lowers morale (no-one likes making mistakes).The HRIS is expected to immediately reduce these mistakes, this will free up payroll officers for more strategic functions.

..7. Consolidate Gains and Producing More Change

„h Use the increased credibility to change systems, structures, and policies hat don¡¦t fit together and don¡¦t fit the change vision

„h Hire, promote and develop people who can implement the change and vision

..8. Anchor New Approaches in the Culture

„h Create better performance through productivity-oriented behaviours, more and better leadership, and more effective management.

- Implementing a HRIS is an organisationally wide change and it gives the customer a chance to influence the way the College is run to reflect this new efficiency.

„h Develop means to ensure leadership development and succession. (Kotter, 15, HBR March-April).

10. Strategies to Reduce Stress

The Customer has identified that at least 7 employees will be made redundant.When co-workers lose their jobs, not only is that cause for resistance but it is also a recipe for increased stress.The following methods have been

10.1. Outsource Counselling

Provide the individuals who will be losing their jobs, with counselling from people not connected with the College.This is a slightly expensive method of reducing stress but it is important that the employee feels that the counselling is genuine.If the employee is given counselling from within the organisation they may feel that it is only done so that they don¡¦t ¡§make waves¡¨ when leaving.It is expected that proper counselling given to the 7 employees will be approximately $700.

10.. Redeployment

The College has a redeployment process, which should be utilised throughout this implementation project.The identification of employees that will be redundant was made early in the project so the redeployment process should begin immediately.The employee may wish to stay with the College and ideally they should be given this option.In addition, keeping loyal employees now will reduce the need for the expensive recruitment process to be used in the future.

Lastly, redeployment can be used throughout the project, which means there is 5 months to final alternative employment.

10.. Additional Training

By offering the employee some additional training, the customer is preparing them for moving on.It will make it easier for them to find employment elsewhere, and will reduce the fears felt by the departing employee.An interview will be conducted and information gained about what type of training the employees may want. This can include resume preparation and/or aid in enrolling in a TAFE course.The additional training may benefit the College by making redeployment easier.

It is expected that this option will cost approximately $1400.

10.4. Redundancy Packages

The College already knows they will be required to make at least 7 employees redundant.It is a good idea to offer some employees the ability to take voluntary redundancy thereby reducing the stress and resistance that comes from forcing redundancy at the end of the project.

The sponsor has indicated that the College wishes to offer an attractive redundancy package toemployees (more if the response is better than expected) and is expect to cost approximately $1 566.

A normal redundancy package based on a wage of $17 an hour, with a 8 hours week, onyears (6 weeks pay) continuous service will cost $876 per employee.For 7 employees it will cost $71.

11. The Project Budget

The implementation of a HRIS is not a simple process. It involves both internal and external costs, which must be illustrated in a project budget.As you will see, the budget shows that the team will be able to complete the project within the limits set by the sponsor and the College.

CostCost ItemsStaff Time (in hours)Hourly RateTotal Cost

Internal Costs

Staff Costs

Project ManagementN/A00$5$5000

Training HRTrainers450 (0 staff)$17$7650

Training GeneralTrainersN/AN/A$000

Voluntary Redundancy PackagesN/AN/AN/A$1 566

Forced Voluntary PackagesN/AN/AN/A$15504

Installation

ConfigurationSystem Administrators 100 ( staff)N/A$00

TransferralSystem Administrators0N/A$000

TestingSystem Administrators150( staff)$$44

Subtotal Internal Costs $51 64

External Costs

Outsourced CounsellingCounsellingN/AN/A$700

TrainingTrainersN/AN/A$1400

SystemTeam WorkN/AN/A$450000

Additional moneys to offset unknown costs $5000

Subtotal External Costs $457100

Total Project Cost$508 64

11.1. Accuracy Ratings

Internal Costs The team members have assigned an accuracy rating of M Internal Costs.We have been generous, particularly with timing so believe the final costs could vary by ¡5%. This means the range amount for internal costs is $8448 ¡V 64080.

External Costs The team members have assigned an accuracy rating of H to external costs.These costs have been confirmed several times so are believed to be reasonably accurate and will only vary by ¡5%.This means the range amount for external costs is $4445 - $4755.

1. Team Review

1.1. Meetings

Team meetings were held every fortnight to discuss our progress with the project and to identify any problems we were having.This was a little difficult because Meredith lived in a different suburb to Lauren and I.We had an entire group meeting four times to discuss the information Meredith had gained through interviewing the HR department at her work.

Lauren and I regularly met at our homes, and gained a better understand of the project by discussing it between us.

1.. Team Rules

In week 8 of term, Meredith and I decided that the strategies for overcoming resistance to change and ways to mitigate stress were to be completed by week 11 of term.I research Kotter's 8 steps, while Lauren research ways to reduce stress and Meredith interviewed the HR department at work.

The basic rule included

„h Work assigned was to be completed by the deadline

„h Information was to be share evenly throughout the group

„h 4 team meetings were classified as mandatory attendance

1..1. Team Rules Reviews

I believe we all work very well together however I did note a severe communication problem.Meredith was responsible for collecting the information on the TeamWork system however she did not pass this information on easily.I believe that this was the biggest risk to the completion of this assignment.Since she was the only one to have access to the system it made it very difficult for Lauren and I to gain a thorough understanding of the assignment.

1.. Making Changes to the Project

We all realised that there may need to be changes made to the project at some point.With this in mind, the following flowchart was decided as the most appropriate because it allowed quick (but detailed) changes to be made.

1..1. Change Order

Date 14/11Originator Bronwyn Elverd

Change Order Number 1

Description of Change Use outside counselling for reducing stress of employees who will lose their job.

Why needed Employee may feel restricted when using an internal counsellor.The purpose of these sessions is to prepare redundant employees for losing their job and attempting to reduce the adverse effect of this.It is believed that an internal counsellor will merely be seen as a method of reducing the resentment and conflict that a disgruntled employee can cause, rather than as a means of helping for post-redundancy.

Change requested go to outside counsellors

Proposed solution Research the costs of outside counsellors for the time period required.

Impact on Project Scope None

Risk Rating for the Implementation of a HRIS No change

Impact on Team None

Impact on Deadline Date No impact

Risk ratings for deadline dates no change

Impact on budget $700 increase

Impact on Project Reports None

Date Approved

Project LeaderSponsorCustomer

1. References

Bartol, Martin. Matthews, & Tein. (18). Management A Pacific Rim Focus (nd Ed). McGraw-Hill Companies Inc. Roseville

Cole. (001). Supervision A Theory and Practice of First Line Management (nd Ed). Prentice Hall Frenchs Forest

InsightCP. (00). Impact of Implementing a HRIS. Available WWW http//www.insightcp.com/res_0.htm [Accesses 4th November 00]

Martin & Tate. (17). Project Management Memory Jogger. Goal/QPCSalem

Nankervis, Compton, & Baird. (00). Strategic Human Resource Management (4th Ed). Thomson Southbank

North. (17). Parallel Testing. Available WWW http//www.garynorth.com/yk/detail_.cfm/848

Please note that this sample paper on How to Implement a HRMIS is for your review only. In order to eliminate any of the plagiarism issues, it is highly recommended that you do not use it for you own writing purposes. In case you experience difficulties with writing a well structured and accurately composed paper on How to Implement a HRMIS, we are here to assist you.Your cheap custom research papers on How to Implement a HRMIS will be written from scratch, so you do not have to worry about its originality.

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Monday, August 12, 2019

Workplace Violence

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Workplace Violence Shagun Jain

A-4

A furniture store advertised for a deliveryman, then hired a large, muscular man whose application indicated a history of delivering furniture. The store hired him without checking the information on his application. Later, the man raped a customer in her home when he came to deliver furniture. The woman sued the store, charging negligent hiring because it failed to check out the man's past. Had it checked, it would have found that the man was fired from his last delivery job because he made suggestive remarks to a female customer. And, he was fired from the job before that because he touched a female customer in an inappropriate manner. Those incidents would have sent up a red flag had the last storeowner taken the time to look.

Change the scenario a bit. Consider that the store hired the man, and then received complaints about him. But the storeowner decided to keep him on despite the fact that a problem might be brewing. The man later attacked the customer in her home. The store would then be open to a negligent retention lawsuit. In either case, the customer would likely win a huge award.

Write my Essay on Workplace Violence for me

Lately, it seems, we can't avoid hearing, seeing or reading about more incidents of aggression and hostility. Violence has infected the very tapestry of our lives. In our homes. In our schools. And with frightening regularity, violence seems to have firmly anchored itself in workplaces and organizations across the nations.

We have all seen the headlines

Seven Killed in Boston Area Office Shooting

Gunman kills 1, woundsin Seattle shipyard shooting

Gunman kills 7 in Honolulu office

Gunman in Atlanta rampage kills himself; 1 dead, 1 injured

The Associated Press article Even best policies wouldnt stop killer, Xerox executive says quotes Richard Thomas, president and chief executive officer of Xerox saying We do have experience with employees going through problems and, by and large, our policies have worked very well with them. He also said he doesnt believe Xerox could have done anything to prevent the violence that killed seven of its employees in Honolulu, HI November , 1.

Is your company as well prepared as Xerox? Do you have policies and procedures in place to prevent workplace violence? Do your managers and employees know what to do if workplace violence occurs?

Just in case you think it doesnt matter, aside from the human costs, the Workplace Violence Research Institute reports losses in 15 from workplace violence in the United States alone amounted to approximately $5.4 billion.

Is any workplace safe anymore? What can you do to protect your employees from workplace violence?

Magnitude & Effects

According to the U.S. Department of Justice the workplace is the most dangerous place to be in America. The problem is so pervasive that the Center For Disease Control has classified workplace violence as a National Epidemic.

In fact, workplace homicide is the fastest growing category of murder in the U.S. And homicide is now the leading cause of on the job death for women (and second leading cause for men). However, the real danger (and staggering cost in both human and financial terms) is the mountain of physical and verbal violence, of which murder is just the peak (representing only 0.1% of the 1 million victims of physical workplace violence / year).

Notice that instances of verbal violence are 6 times that of physical violence. 1 in 4 workers are attacked, threatened or harassed each year, costing

o$1.5 billion in medical costs / year

o500,000 employees missing 1,750,000 days work / year

o41% increased stress levels

Preventing Violence in the Workplace

If on average, 700 workers died each year in the 180s, how many others must have been victims of non-lethal attacks? It was reported that more thanmillion Americans, or 15 percent, were victims of physical attacks at the workplace during 1. Eighteen percent were attacked with a deadly weapon. Other experts believe these figures to be too conservative since they may not take into account acts of violence committed outside, but originating inside, the workplace.

Clearly, something must be done. Employees not only deserve a safe work environment, several states mandate it. Labor attorneys recognize that employers may be exposing their corporations to potentially costly litigations if there is no Workplace Violence Prevention Program and executives are being made aware of the enormous costs associated with incidents involving occupational violence.

Three questions deserve closer examination Why the increase in workplace related violence? How does an incident involving occupational violence affect a business economically? And what can be done to avoid violence in the workplace?

The Growth of Occupational Violence

Incidents of work related violence were virtually unheard of until the 170s. Since then, it has more than tripled. As companies downsize, reorganize, reengineer, and demand more of each employee, stress levels increase to the breaking point, causing work related violence to escalate.

Most experts agree that social issues, especially substance abuse, illegal drugs, layoffs, and poverty are major contributors to occupational violence. The ease with which guns can be obtained, excessive graphic violence on TV and in movies, language and ethnic differences among workers, and the general acceptance of violence as a form of communication by a large segment of our population are other causes frequently cited by those closely associated with this problem.

Aggressors & Victims

Who are the perpetrators of workplace violence?

Over 80% are male, usually white and over 0. Though news accounts would lead us to believe otherwise, only % are former employees (0% are current employees). Actually, over two thirds of physical and verbal attacks come from strangers (e.g., during a robbery) or customers. This is especially the case for male victims. Women are more likely to be attacked by someone they know. For example, domestic violence spillover is the fastest growing category of workplace violence.

Who's at greatest risk of workplace violence?

Anyone in a job that involves extensive contact with the public, especially if limited attention is paid to customer satisfaction. (Witness the increasing accounts of airline passenger rage.) Also, anyone working in markedly bureaucratic organizations where limited attention is paid to employee satisfaction. (It's no accident that postal workersmore than any other occupationhave gone postal.) In this context, supervisors and managers are particularly at risk employee boss murders have doubled during the past ten years.

Can potential aggressors be identified?

Yes they can! In fact, 85% of workplace violence transgressors showed clear warning signs that they were loose cannons.

POSTAL

Profile + Observable Warning Signs + Shotgun + Triggering Event = Always Lethal

Profile of potentially violent persons

•Previous history of violence, e.g., towards women, children, animals

•Significant tenure on the job OR migratory job history

•Emotional problems, e.g., substance abuse, depression, low self esteem

•Loner, withdrawn; feels nobody listens to him; views change with fear

•Antagonistic relationships with others

•Some type of obsession, e.g., weapons, other acts of violence, romantic/sexual, zealot (political, religious, racial), the job itself, neatness and order

Observable Warning Signs (often newly acquired negative traits)

•Strange Behavior, e.g., becoming reclusive, deteriorating appearance/hygiene, erratic behavior

•Emotional Problems, e.g., drug/alcohol abuse, under unusual stress, depression, inappropriate emotional display

•Performance Problems, including problems with attendance or tardiness

•Interpersonal Problems, e.g., numerous conflicts, hyper sensitivity, resentment

•Violent and Threatening Behavior, hostility, approval of the use of violence

•At the end of his rope, e.g., indicators of impending suicide, has a plan to solve all problems

Shotgun (not required for non lethal violence)

•Access to and familiarity with weapons

Triggering Events (the last straw, no way out, no more options)

•Being fired, laid off or suspended; passed over for promotion

•Disciplinary action, poor performance review, criticism from boss or coworkers

•Bank or court action (e.g., foreclosure, restraining order, custody hearing)

•Benchmark date (e.g., company anniversary, chronological age, Hitler's birthday [as was the case for Columbine])

•Failed or spurned romance; personal crisis (e.g., divorce, death in family)

That's how to predict it. Organizations can prevent employee-initiated violence during the hiring process (e.g., through careful interviewing and background checks). For the existing work force, they can use a combination of benevolent, motivational management practices, a zero tolerance violence policy (effectively communicated and enforced), employee training, and appropriate use of counseling, EAP referral and disciplinary actionplus sound security measures.

But how can employees protect themselves and their coworkers when faced with a hostile, potentially violent non-employee (e.g., a customer)? They can call on the POSTAL carrier's traditional nemesis

DOGGS Defusing Of Grievance Grants Safety

Visualize a big balloon that's about to burst. The balloon must be gradually deflated (rather than punctured)by confirming a person's perspective (without agreeing with it). Heres how you do that

1.Understand the mindset of the hostile or potentially violent person

The person has a compelling need to communicate his grievance to someone now! Even if he is wrong, the individual is acting on perceptions that are real to him. In the overwhelming number of cases, the person just wants fairness.

.Practice Active Listening

Stop what you are doing and give the person your full attention. Listen to what is really being said. Use silence and paraphrasing. Ask clarifying, open-ended questions.

.Build trust and provide help. Avoid confrontation.

Be calm, courteous, respectful and patient; open and honest. Never belittle, embarrass or verbally attack a hostile person.

4. Allow a total airing of the grievance without comment or judgement

Make eye contact (but don't stare). Allow verbal venting of emotion. Let the person have his say (not necessarily his way). Ignore challenges and insultsdon't take it personally; redirect attention to the real issue.

5. Allow the aggrieved party to suggest a solution

A person will more readily agree to a resolution that he helped formulate. And it might surprise you that the person's suggestion may be very reasonable.

6. Move toward a win-win resolution

Preserve the individual's dignity. Switch the focus from what you can't do toward what you can. With the person's permission, call in additional resourcese.g., supervisor, Human Resources, Employee Assistance Program, Security, or Police.

The Economics of Violence

Top management is just now starting to recognize the enormity of the financial consequences associated with an incident involving workplace violence. The three most affected areas are costly litigations, lost productivity, and damage control. Research conducted by the Workplace Violence Research Institute (WVRI) revealed that multiple lawsuits were filed against the employer in each instance where the act resulted in deaths or injuries. The causes for the litigations involving acts of violence by employees are generally negligent hiring and negligent retention. Since most cases are settled out of court, accurate average costs are not known. There are, however, several recent awards in excess ofmillion dollars, including the $4.5 million awarded on December , 1 to a postal employee shot by a co-worker in Dearborn, Michigan.

Lost productivity following an incident is frequently underestimated. Losses in productivity occur throughout the enterprise with decreases of up to 80 percent for up to two weeks immediately after the incident. Losses are caused by the unavailability of the killed or injured worker, work interruptions caused by police and internal security investigations and damage to the facility, time lost by surviving employees talking about the incident and the details leading up to it, decreased efficiency and productivity due to post-traumatic stress syndrome, and time spent by employees in counseling sessions.

Every company surveyed by the WVRI which had workplace violence related incident reported a dramatic increase in employee turnover and an equally dramatic drop in employee morale. Among the many reasons cited for these changes is the fact that most individuals readily accept responsibility for their own safety and security at home. However, almost all employees feel that it is the employer's duty to provide a safe work environment. Therefore, employees feel betrayed when a violent incident occurs at work. The direct financial consequences of turnover and low morale are hiring and training expenditures and decreased productivity.

Damage control has both tangible and intangible cost factors. Media accounts of the incident, whether accurate or not, and rumors that always follow, may influence the buying decisions of the firm's customers. Restoring the corporation's reputation following charges of incompetent or irresponsible management may require a major commitment of both human and financial resources.

Protecting Workers from Violence

The final question is What can be done to avoid occupational violence? The answer is not so much what should be done but what must be done. Since proven methods exist to reduce workplace violence, every company has a responsibility to implement a Workplace Violence Prevention Program. Not to do so exposes employees to unnecessary risks and may well violate labor laws in some states.

There is, of course, no one solution for all acts of work related violence. In some cases, such as hold-ups of jewelry, liquor, and fast-food stores, traditional security measures must be implemented. However, those incidents that most people now call workplace violence and which involve present or former employees, clients, and customers (including applicants for welfare or unemployment) require the efforts of a committee comprised of representatives of various departments. Depending on the size and complexity of the company, the Executive Committee charged with implementing and administering the Workplace Violence Prevention Program may include Human Resources, Employee Assistance, Legal Counsel, Medical, Risk Management, Security/Loss Control, Plant Management, and Union Leadership.

However, for a program with such a diversity of participants to succeed, two prerequisites have to be met. One, the program must have the support and endorsement of top management. This could be evidenced by a letter from the chairman, president, or CEO to all employees and a separate memorandum to all affected department heads mandating their personal participation. Two, the chairperson of the committee should either be an executive higher than the participating department heads or an experienced consultant approved by senior management.

How the Executive Committee Functions

The committee must first agree on the program's mission and objectives. Committee members must realize that some tasks can only be achieved through inter-departmental cooperative efforts. Next, the committee should draft company policies, procedures, and regulations for approval by senior management. Employees should have a clear understanding of management's position on drug and alcohol use, sexual harassment, threats, intimidation, violence, minimum standards of conduct, dress, and language, etc. There should also be a clear statement regarding items that are prohibited on company property, including parking areas. This of course would include all types of firearms, switchblades and knives with a blade in excess of a defined length. It may also include chains and baseball bats.

The committee must be aware of the three primary opportunities to prevent workplace violence At the time an employee is hired, when he is terminated, and through employee education.

New Hire Practices

Proper screening procedures during the hiring process will keep potentially dangerous individuals out of the work force. These procedures should include a clear warning to all applicants that the enterprise conducts thorough background investigations of all new employees and requires a signed waiver to allow the company access to criminal, drivers, employment, financial, military, and other appropriate records. In addition, all prospective employees should be warned that they are subject to random drug and alcohol testing and that failing the test is reason for immediate dismissal.

Being made aware of policy, many would-be applicants never complete their application forms. Human resources or security department personnel should carefully check each item on the application. Repeated studies have shown that up to 4 percent of applications contain intentional misstatements of material facts. They include inflated employment periods to hide jobs with unsatisfactory performance, termination for cause (theft, fighting, insubordination), or time spent in jail. Frequently, applicants list non-existent undergraduate and graduate degrees and exaggerate their position descriptions and accomplishments.

It is true that it is increasingly difficult to get meaningful performance and conduct information from a former employer. Frequently, a personal visit to the applicant's former place of employment will bring more successful results, especially if they are provided with a copy of the waiver signed by the employee.

References furnished by the applicant rarely have negative comments. They should, however, be used to obtain names of other people who are familiar with the applicant. These individuals and others whose names will be furnished by them will probably give you the information needed to make a meaningful evaluation.

Reading criminal and motor vehicle records may require some assistance from a security practitioner, private investigator, or police officer. A reckless driving conviction may be a reduced charge of driving under the influence of illegal drugs or alcohol. Petty larceny could be a plea-bargained charge of grand theft.

Finally, each applicant should be interviewed individually by two responsible members of the company's staff at different times. This provides another opportunity to question and obtain concurring opinions on the suitability of the applicant.

Firing Procedures

To reduce the possibility of violence resulting from a termination, policies and procedures should be designed to assist those responsible for carrying out this task. Although procedures may vary depending on the type of business, the following items should be considered

•Terminate at the beginning or the end of the shift.

•Do not allow the employee to return to his/her work area.

•Make the firing a statement of fact, not a discussion or debate.

•The act of termination and all associated paperwork and other activities including counseling and/or out placement, should take place in the same locale.

•The terminated employee's dignity must be preserved.

•Post-termination communications should be future-oriented.

•If a violent reaction can be reasonably anticipated, brief the security department and ask them to stand by.

VIOLENCE PRONE BEHAVIOR

Research of over 00 incidents of workplace violence revealed that in each case, the suspect exhibited multiple pre-incident indicators that included the following symptoms

•Increased use of alcohol and/or illegal drugs

•Unexplained increase in absenteeism

•Noticeable decrease in attention to appearance and hygiene

•Depression and withdrawal

•Explosive outbursts of anger or rage without provocation

•Threatens or verbally abuses co-workers and supervisors

•Repeated comments that indicate suicidal tendencies

•Frequent, vague physical complaints

•Noticeably unstable emotional responses

•Behavior which is suspect of paranoia

•Preoccupation with previous incidents of violence

•Increased mood swings

•Has a plan to solve all problems

•Resistance and over-reaction to changes in procedures Increase of unsolicited comments about firearms and other dangerous weapons

•Empathy with individuals committing violence

•Repeated violations of company policies

•Fascination with violent and/or sexually explicit movies or publications

•Escalation of domestic problems

•Large withdrawals from or closing his/her account in the company's credit union.

During post-incident investigations, employees and co-workers in each case stated that they observed one or more of these symptoms but considered them insignificant or just weird behavior. Unfortunately, these employees had not been briefed in symptom recognition of potentially violent behavior, nor given instructions on how to report such information.

Employee Education

Probably the most effective way to identify and thus have the opportunity to correctly deal with a potentially violent employee, client, or customer is through employee education and the adoption of a Confidential Information Collection and Evaluation Center (CICEC).

Additionally, without seminars or workshops, most employees feel that bringing odd behavior to the attention of the company constitutes a form of ratting or informing on their co-workers. Not until the system is explained to them in a training session do they realize that reporting such potentially dangerous behavior is in the best interest of all, including the offender. Only if management is aware can they take appropriate actions, including counseling for the troubled employee.

The most effective vehicle to deal with the identification, collection, and evaluation of workplace violence related information is the CICEC. Employees are given a toll-free, 4-hour, 800 telephone number to report suspect behavior by a co-worker, client, or customer. Once an employee files such a report, he or she is issued a personal identification number (PIN) to assure continued anonymity and asked to call back at the end of the next business day. The information is then checked against other information previously received on the same individual. The evaluator, an expert on occupational violence, will brief members of the Executive Committee and make recommendations concerning appropriate actions that should be taken. The requested callback by the reporting employee gives the evaluator the opportunity to obtain clarification or additional information.

To be effective, all employees must have complete trust in the integrity and confidentiality of the CICEC. For this reason, only very large corporations should have this function in-house. Others may select a well-established, reputable outside firm to handle this task.

Of the hundreds of inquiries that are received each week by the Workplace Violence Research Institute, none is more pervasive than the question What is the profile of the individual who commits acts of violence in the workplace?

It is true that commonalities exist among the offenders of past workplace violence and that these characteristics will probably appear in future suspects. However, it would be a grave mistake to disregard suspected symptoms simply because the individual does not fit the description of the profile.

Following are some of the commonalities identified in offenders of workplace related violence

•White male, 5 to 45 years of age

•Migratory job history

•Loner with little or no family or social support

•Chronically disgruntled

•Externalizes blame; rarely accepts responsibility for things gone wrong

•Takes criticism poorly

•Identifies with violence

•More than a casual user of drugs and/or alcohol

•Keen interest in firearms and other dangerous weapons

There is no indication that the social and other issues that are believed to be the underlying causes for the dramatic increase in occupational violence will change in the near future. On the contrary, experts believe that violence, as a form of communication and conflict resolution will continue to increase. Fortunately, answers and methods for addressing the problem are now available.

There simply is no good reason for a business, large or small, not to have a Workplace Violence Prevention Program in place. It protects the employees, avoids costly litigations, preserves the company's reputation, improves the bottom line, but most of all is morally and ethically the right thing to do. After all, everybody who earns a living has a right to a safe and secure work environment.

What's Growing in the Corporate Culture?

Most experts on occupational violence agree that the success of a workplace violence prevention program depends to a large extent on the executive committee set up to establish and oversee the program. The primary function of this committee, which includes the heads of all critical departments as well as labor representatives, is to formulate policies and implement and administer the workplace violence program. But first the committee must assess every facet of the organization's existing workplace environment, operations, and strategies.

The assessment can be conducted by qualified in-house staff or by outside consultants, as long as management ensures that the review is thorough and unbiased. An experienced, independent consulting team may be the better choice if management suspects that an in-house team will find it difficult to pass judgement on coworkers. The assessment should address the following categories risk identification; existing policies, procedures, and regulations; management climate; stress and the work environment; competence of supervisors and managers; training programs; trends; and security and safety measures.

Risk identification. Persons who commit acts of violence in the workplace fall into three distinct categories; a particular occupation or workplace may be subject to more than one type.

•Type I. The offender has no legitimate relationship to the workplace or the victim and enters the workplace to commit a criminal act, such as a robbery. Likely victims of these offenders are taxi drivers and employees of small, late-night restaurants, convenience stores, liquor stores, and gas stations. More than half of the workers killed die at the hand of these offenders.

•Type II. This perpetrator is either the recipient or the object of a service provided by the affected workplace or victim, such as a current or former patient or customer.

•Type III. The offender has an employment-related involvement with the workplace. This relationship may be direct or indirect. It usually involves a current or former employee, supervisor, manager, or executive; or a current or former spouse, lover, relative, or friend.

Existing policies.

In determining the appropriateness of workplace-violence-related policies, procedures, and regulations, the assessment team should review how the company handles incidents. Is there a policy manual? If so, the assessment team should review it. It should compare those procedures to what actually occurs in each office or department. Is the policy rational and enforceable? If it is not being followed, is it because the procedures are not well conceived or because employees have not been trained?

Other issues to be addressed regarding the review of policies and procedures include the following

?Is there an overall policy that commits the company or agency to provide its employees with a safe and secure work environment, free of violence, threats, intimidation, and any form of harassment?

?What is the head of security's position within the management structure? Management's view of security is of critical importance since the employees' attitude towards security staff members is a clear reflection of management's attitude.

?The assessment team should focus primarily on security and safety measures that relate to the prevention or reduction of attacks on company personnel by insiders or outsiders. However, occupational hazards should not be overlooked since they often contribute to workplace stress, which in turn has been found to be a contributor to workplace violence.

?Among the security and safety measures to be examined would be the safety of parking areas (adequacy of lighting, the presence of video surveillance, security patrols, past incidents); access control and identification policies regarding employees and visitors; fire, panic, and intrusion alarms; cash handling procedures; and loss prevention measures.

?Another concern would be corporate policies on workplace conduct and possessions. Does the company prohibit employees from bringing onto company property specified items, such as firearms? Is the policy enforced? (Local customs may dictate a certain amount of discretion in this area, but the assessment team is not making recommendations; it is merely recording the status quo so that the executive committee may devise a policy based on an informed view of current conditions.)

?What is the company's policy regarding drug and alcohol use and possession on company property? Does it conduct tests or searches? What happens if an employee comes back from lunch inebriated? Are the policies implemented as intended?

?Does the company have contingency plans and a crisis management team? Do the plans address workplace violence incidents specifically? Are crisis management team members and employees in general educated and trained with regard to the plan? Has it ever been tested? If so, were analyses conducted and changes made as recommended addressing any weaknesses in the plan?

?Does the company have assistance agreements with local law enforcement agencies? Does it keep lines of communications open through liaisons?

?With regard to human resources, employment application screening should be thoroughly reviewed, including the company's approach to drug testing, background investigations, and psychological testing. For current employees, the team should review policies concerning minimum standards of conduct, sexual harassment, tolerance to infractions, and disciplinary actions. Specific attention should be given to recording whether these policies are enforced in an appropriate and consistent manner.

?The team should also assess termination procedures and post-termination policies. For example, does the company pay for the terminated employee to receive out placement service? Such a post-termination service can help the ex-employee and show that the employer cares. It also gives the company some knowledge of how the former employee is doing.

Among the other questions to be addressed are the company's in-house medical capabilities and access to nearby private or public medical facilities; its public relations strategy; and its legal department's performance regarding issues such as negligent hiring, training, and compliance with federal health and safety rules.

This list is not all-inclusive, but it provides some sense of the manner in which the assessment team must record and evaluate policies and procedures. No department or policy field should be left unexamined.

Management climate.

Management's commitment to specific programs and its attitude towards a variety of related issues has a great impact on the effectiveness of the workplace violence prevention program and the degree of participation and involvement by the organization's employees. It is, therefore, important to identify, evaluate, and promote the commitments and attitudes.

At a minimum, the following issues should be addressed during the work site assessment

?Management style

?Organizational roles and responsibilities with regard to the workplace violence prevention program if one already exists

?Management's attitude and involvement regarding employee assistance programs and employee training.

?Management's approach to performance evaluations, promotions, and rewards

?Management's philosophy regarding teamwork - does management set itself apart from the work force? To what extent to company policies treat all employees the same?

?What is the company's experience and management's attitude regarding interdepartmental cooperation? Lateral and vertical communications?

Stress.

Stress, whether caused by on-the-job or external factors, is a major contributor to workplace violence. Naturally, the causes of stress vary greatly among organizations. Following is a list of stress related issues the assessment team should review.

?Does the work environment emphasize common goals and cooperation or competition? When employees must carry out tedious and boring tasks, does management address the effect the repetition of this type of work may have on morale? Does the company offer employee-friendly schedules, such as flexible days off?

?Are employees well suited to the job and adequately compensated for their skill level and market segment? Are they treated professionally?

?Do employees have reasonable work accommodations or must they tolerate noise, bad air, cramped quarters, poor equipment, and other irritants?

?Do employees have concerns about job security? Are they given support through programs such as employee assistance, counseling, and stress management programs?

Supervisory competence.

In most of the large and mid-sized companies, a promotion to supervisor or manager involves hours of training in subjects such as interpersonal relations, conflict resolution, stress management, and communications.

Unfortunately, many more employees assume supervisory positions without the benefit of such training. This situation is particularly true in operations that require minimal skills, such as fast-food establishments, warehousing, packaging and distribution, and no technical assembly lines. Assessors should identify these deficiencies. For example, do they have communication and conflict resolution skills? Is there a clear chain of communication in the event of a problem; for example, is there an 800 number an employee can call to report workplace concerns? The following are some issues that require examination

?Communications skills including the ability to speak the language of the supervised employees

?Awareness of cultural and ethnic differences

?Competence in stress management

?Competence in effective conflict resolution

?Ability to carry out objective performance evaluations

Training

Task-related training improves productivity and employee job satisfaction. The complexity of today's working environment requires a host of employment-related instructions. Employees have to have at least a working knowledge of many of the laws affecting the organization or industry. What is and what is not permissible is frequently a mystery to employees and only clarification in the classroom will remedy the situation.

Physical security

Despite the fact that most workplace violence is internal, it still makes sense to include security systems and physical security measures as part of the complete, integrated approach to combating workplace violence.

For example, an employee who has been terminated but failed to surrender his ID badge might pose a threat to the workplace. With an integrated system, if the former employee presents a canceled card to an electronic reader, it will trigger an alarm. The system could also display a stored photo image of the employee to the on-site guard and print out a copy for distribution.

In addition, when the alarm is registered, a nearby closed circuit TV camera is automatically positioned to view the door, giving further information to security personnel.

Although most companies wish to create and maintain a safe working environment, the reality is that most firms can neither afford nor wish to build a security fortress. The control of workplace vulnerabilities, risks and potential losses require a sound and efficient integration of electronic and physical security elements and prevention and employee-care programs.

The first step in including technological improvements to the security program is an assessment of threats, risks and needs. The major shortfalls of ineffective programs are poor planning and failure to define the system's parameters.

In addition to electronic and physical boundaries, many companies rely on security personnel, either proprietary or contract security officers. Again, failure to define the goals for security personnel is the major reason for security inadequacies.

Trends

Trends are frequently important indicators of how well or how poorly a company manages its work force. Trends in absenteeism, tardiness, accident rates, volunteerism, and attendance at company functions identify strengths or weaknesses in employee morale, loyalty, and job satisfaction.

The assessor should not only compare the organization's current performance to its past performance but also the organizations own performance to that of other businesses of similar type, size and employee demographics.

Among the indicators that should be examined are productivity; employee turnover (including reasons given by the employees); terminations for cause, suspensions, and other disciplinary actions; absenteeism and the reasons given; on-the-job accidents and their causes; other security and safety issues; employee complaints about working conditions; lawsuits filed against the company by employees, clients, and others (and reasons).

Gathering the data

An accurate assessment of the work environment cannot be made without candid input from employees at all levels. Unfortunately, employees may be reluctant to speak honestly for fear of reprisal.

For the assessment to succeed, senior management must communicate to each employee that total honesty during the interview is not only desirable but also essential. A management style that makes staff worry about informers is counterproductive. Employees must further be assured that comments will be given in confidence and with anonymity. Findings will not be associated with any one employee's remarks. Employees must never face repercussions for voicing their opinions.

The assessor may choose to select employees at random for face-to-face interviews or use other criteria for the selection process, such as employee suggestions, performance evaluations, or absentee and sick leave records.

These interviews demand exceptional skills on the part of the assessor. The assessor should have basic investigative skills. For example, he or she should be able to put the interviewee at ease, ask open-ended questions, and convey to the interviewee that the interviewer relates to their concerns.

If the work force includes significant numbers of non-English speaking employees, an assessor with at least a working knowledge of such languages should conduct the interviews. Coworkers should never be used as interpreters. Where translations are needed, an interpreter from a professional translation service should be retained.

The interview is not intended to be highly structured. The assessor should encourage the employee to comment on any work-related topic. If the employee needs some guidance, however, the assessor may address any or all of the following issues

•Working conditions

•Coworkers and supervisors

•Corporate culture

•Management style

•Quality of supervision

•Policies and regulations

•Training

Final report

Experienced assessors perform their task with a minimal amount of disruption to the company's daily operations. When they have completed their work, they should provide a report to management containing a detailed discussion of their findings, including distinctions between factual determinations (such as whether alarms work), and alleged but unsubstantiated deficiencies. For example, during employee interviews, several employees may say that the only way to get promoted is by drinking with the boss and his buddies, claiming essentially that it's just an old-boy network. That assertion may or may not be true. The assessor should attempt to verify the allegation and should note his or her findings in the final report.

The primary purpose of the assessment is to identify conditions as they are, not to make recommendations. Therefore, unless requested by management, the assessor should leave the choice of solutions to the executive committee. If solutions are requested the assessment team should place the recommendations in a separate section of the final report apart from the findings regarding existing conditions.

The assessor's report should contain an executive summary giving senior management a concise overview of the findings. The report should then address each item examined and the findings in detail.

Management's perception of the workplace can be far from reality even in the best of organizations. By obtaining a thorough workplace assessment before taking action, the executive committee is more likely to succeed in its efforts to prevent incidents of workplace violence.

Planning for the crisis

Despite all the best planning, policies and practices, and despite dealing fairly with all employees and having a model prevention program, an incident could happen. What can be done then? Plenty, if you have planned for it.

A crisis response plan detailing the steps to be followed is necessary. Not only is a response plan effective for workplace violence, but also for other human-made or natural disasters, such as a chemical spill or an earthquake. The plan should outline the duties required to respond to a crisis properly. An effective plan involves most departments.

Form a team with representatives from all areas within the company that could be affected. This team will design the plan, implement it and, most importantly, test it.

Only plans exercised, revised and remaining fluid are effective. A plan written, put in a binder and never removed from the shelf until as incident happens is dangerous because it creates a false sense of protection. Write the plan, test it, and then continue to test it.

CONCLUSION

Although some industries and occupations seem more predisposed to workplace violence, no work environment is immune. Incidents have occurred in three-person businesses as well as those employing thousands of workers.

No company can completely prevent or eliminate workplace violence, but with proper planning and effective programs, the chances of such violent occurrences can be dramatically reduced. Eliminating violence in the workplace should be a top priority for every executive, manager and team leader. And if your organization hasn't experienced this issue yet, be glad. Do not, however, be content. Rather than doing nothing or waiting until a serious act of aggression occurs in your organization, get proactive by training your team to eliminate violence before it happens.

In an age of leaner organizations, greater demands are placed upon people at all levels. There is pressure to do more with less. The last thing an organization needs is a catastrophic incident of domestic violence in the workplace. Such an occurrence not only destroys lives but also may destroy an organizations ability to survive. While not all organizations have work place violence policies and procedures, many organizations do have many of the underlying components of work place violence policies and procedures, such as grievance procedures, supervisory training and outplacement services.

While work place violence is generated from a variety of sources, the effects that employees have on the organization are greater than the effects of other sources of work place violence. Unless and until those who run organizations familiarize themselves with the threat of domestic violence in the workplace, exposure to such a threat may become a reality.

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