“Practical Guide” on Job Sharing
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Work Sharing: Issues, Policy Options, and Prospects
DOCUMENT RESUME ED 201 819 ZIT 028 AUTHOR Best, 7r-red TI-TLE Work E_-ari.ng:ISSUE Folic- and Trsrri7TOT7ON Upjohn (W.E.) Inst. or 7.mn _cm Reearch Kalama=on, Mich. FPOFT ISBN-C--1 1558-79-9: 7-7-13 r_.) A 81 772r 217p. A"-AILABLE FROM W. E. ute for :Plc 300 S. westnr-e Ave., Kal_am=o, "7 .nad cov $8.00: paper, $5.0.. oi available). 7Dpq MF01 Plus Postage. DESCPIP7ORS Adults; Economic N-1-mx__,m7gri_csnn CPorr ies: *Employment_ Practi es: -ime -Employment; *Public Policy .1-73c-fai *Ur.employment 77EN77-1.-7-7 S Impact; *Job Sharing This monograph reviews zurren- 77--:':_'eVa---7:erofwork sharing and assesses cr7.-.-a4-_i-or. potential, and likely socia_l__ pac ate:1 t7 the concept. Chapter r. overvi 'A977_"_147. sg n -oast .7-4:haring as an alternative to the (mt. anemplo-rmer-t in fulre_ Chapter 2 reviews issues of 7-0771r. ',I a :1.7'1g :The se c--.-7--_;_dera-tio7s are consolidated into thsthe o mpac.t.- :7-=3uc-oivityand price stability, job participation and aggregate er.p-Lovz---....- sociefL eguitY -tar-7eta.bility,flexibility of impl_e_men. 7,--_rative costs and reaulatory secoaLt.= cr.ncerrs. Chapter 3 focuses on sevetezy-:-:- de,---7!:Tcrne:a to redistribute existin: and oros--pe_-_=.:LvE: oppo-rtin-itles through work sharing. They major catego=i.-es: (1) subsidized worktime reduct.t.--.7 (2) .lim.Ltation of worktime (5 options), trade-cs (4 options) , and(4) voluntary -:=Ezda-off options for individuals (2 options). -
Organizational Development Specialist
JOB DESCRIPTION San Diego County Office of Education Organizational Development Specialist Purpose Statement The job of Organizational Development Specialist is done for the purpose/s of planning, organizing and coordinating, the operations and activities of the Organizational Development unit including strategy planning, inter-division relations, and staff development; coordinating a variety of workforce and organizational development programs; and serving as a resource to the Superintendent and his/her leadership team. Essential Functions Attends and conducts a variety of meetings as assigned for the purpose of providing team and meeting facilitation services and consulting services to County Office leadership teams. Collaborates with internal subject matter experts for the purpose of designing, conducting and evaluating training content, methods, materials and program scheduling. Communicates with administrators, managers and outside organization representatives for the purpose of coordinating activities and programs, resolving issues and conflicts, and exchanging information. Designs and implements a variety of workforce and organization development programs (e.g. employee wellness, leadership development, employee recognition, and performance excellence, etc.) for the purpose of determining training priorities to meet staff needs and supporting the goals of the County Office. Develops and coordinates with the Superintendent and senior management the strategic planning to meet County Office initiatives, policy and governance development for the purpose of facilitating the development of strategic plans and identifying their metrics and modes of data collection. Directs department operations and activities (e.g. strategic planning, inter-division relations, staff development, employee wellness employee recognition, supervision of staff, etc.) for the purpose of maintaining services and implementing new programs and processes. Identifies and obtains resources for the purpose of implementing training and other programs. -
Job Interview a Concise Guide to Preparing for the Employment Interview Process
The Job interview a concise guide to preparing for the Employment Interview Process developed by the Career Services and Transfer Services offices of Mercer County Community College www.mccc.edu Table of Contents Section Page Introduction 1 I Getting the Interview 2 II Preparing for the Interview 3 III Interview Structure 5 IV How to Conduct Yourself During Interviews 6 V Sample Questions and Suggested Responses 7 VI Other Frequently Asked Questions 8 VII Questions You Should Ask 9 VIII Illegal Questions 9 IX After the Interview 10 Introduction The Career Services office of Mercer County Community College provides stu- dents and alumni with various services to assist in the job search process. These services include providing assistance with networking, Internet source informa- tion, preparing for interviews, as well as writing resumes. Included in this publication are networking tips, tools to prepare you for the interview process, as well as sample interview questions. These questions along with suggested answers, if carefully studied and rehearsed, will almost certainly help you to navigate the tricky waters of the employment process. Career Services Mercer County Community College 1200 Old Trenton Road West Windsor, NJ 08550 609-570-3397 [email protected] Content contributions courtesy of County College of Morris, Office of Career Services and Cooperative Education. 1 I Getting the Interview We hope to provide you with valuable information and tips to help you with the interviewing process. But first, your initial goal in “the job-hunting game” is to get the interview! To do this, you must be prepared with the right tools and know as much as you can about the job search process. -
Alternative Work Arrangements 1
Running head: ALTERNATIVE WORK ARRANGEMENTS 1 Alternative Work Arrangements An Examination of Job Sharing, Compressed Workweeks, and Flextime Joseph Lutz A Senior Thesis submitted in partial fulfillment of the requirements for graduation in the Honors Program Liberty University Spring 2012 ALTERNATIVE WORK ARRANGEMENTS 2 Acceptance of Senior Honors Thesis This Senior Honors Thesis is accepted in partial fulfillment of the requirements for graduation from the Honors Program of Liberty University. ______________________________ Colleen McLaughlin, Ph.D. Thesis Chair ______________________________ David Duby, Ph.D. Committee Member ______________________________ David Snead, Ph.D. Committee Member ______________________________ Brenda Ayres, Ph.D. Honors Director ______________________________ Date ALTERNATIVE WORK ARRANGEMENTS 3 Abstract Alternative working arrangements have become increasingly popular in workplaces across America and the world. One segment of alternative work arrangements is schedule flexibility. The three types of flexible schedules examined include: job sharing, compressed workweeks, and flextime. Each arrangement will be examined individually. First, a definition and background information will be given. Then, the benefits of the arrangement will be discussed. Next, the risks and challenges of the arrangement will be examined. Finally, there will be analysis of what conditions are necessary for the arrangement to be successful. ALTERNATIVE WORK ARRANGEMENTS 4 Alternative Work Arrangements An Examination of Job Sharing, Compressed Workweeks, and Flextime In recent years, as businesses have become more focused on employee needs and their own productivity, alternative work arrangements have grown in popularity. Alternative work arrangements, sometimes known as flexible work arrangements or alternative work schedules, can be explained as any work arrangement that deviates from the standard workweek. To gain a full understanding of alternative work arrangements, an understanding of the standard workweek and its history must first be established. -
Interview-Prep-Guide.Pdf
FAILING TO PREPARE = PREPARING TO FAIL! Ben Franklin knew what he was talking about when he said , “By failing to prepare, you are preparing to fail.” This holds true throughout life, including Interviewing! Preparing for an interview primarily means taking time to consider your goals and qualifications relative to the position and to ERT. Not only that, but fully preparing for an interview will help you remain calm so that you can be at your best. These easy-to-follow steps should help you prepare to do your best. Please do not hesitate to contact your Talent Acquisition Partner who will gladly assist your further in your preparations. 1. Carefully examine the job description During your prep work you should use the posted job description as a guide. The job description is a list of the qualifications, qualities and background we are looking for in an ideal candidate. The more you can align yourself with these details, the more the interviewer will be able to see that you are qualified. The job description may also give you ideas about questions the hiring manager may ask throughout the interview. 2. Consider why you are interviewing and your qualifications Before your interview, you should have a good understanding of why you want the job, why you’re qualified and what you can offer. You should be prepared to explain your interest in the opportunity and why you’re the best person for the role. 3. Perform research on ERT and the role you’re interviewing for Research is an important part of preparing for an interview and could give you an edge over the competition. -
The Brain Injury Handbook: a Resource Guide for Employers
I was hit by a drunk driver. I tripped and hit my head. I was assaulted leaving work. The Brain Injury Handbook: A Resource Guide for Employers I sustained a blast injury in Iraq. My ex-boyfriend beat me up. I had a heart attack. 1 of 64 The Brain Injury Handbook: An Introductory Guide to Understanding Brain Injury for Employers 2011 Sherry Stock, Executive Director Brain Injury Association of Oregon, Inc. PO Box 549, Molalla OR 97038 800-544-5243 www.biaoregon.org These materials were funded by the Oregon State Rehabilitation Services Grant # 136164. Table of Contents 1. INTRODUCTION .................................................................................................................... 1 Injury and Disability Prevalence Rates ................................................................................ 1 What Are Acquired and Traumatic Brain Injuries? ............................................................... 1 What is Post Traumatic Stress Disorder? ............................................................................ 2 The Goal: A Return to Work ............................................................................................... 2 2. INFORMATION FOR EMPLOYERS ABOUT ABI/TBI .................................................................. 2 The Role of Employers ........................................................................................................ 3 3. THE HUMAN BRAIN AND TBI/ABI ........................................................................................ 4 Structure -
What Is Job-Sharing?
International Labour Office Geneva Work-sharing and job-sharing What is work-sharing? ork-sharing is a reduction of working time intended to spread a given volume W of work over a larger number of workers in order to avoid layoffs or increase employment. The decrease in working hours is mostly coupled with cuts in wages and benefits, which, in turn, may be partially compensated by government wage subsidies or often social benefits (e.g. unemployment compensation). The extent of the reduction in workers’ wages and benefits may or may not be proportional to the extent of the reduction in working hours. What is job-sharing? ob-sharing, by contrast, refers to a voluntary arrangement whereby two persons take J joint responsibility for one full-time job and divide the time they spend on it according to specific arrangements made with the employer. A common form of job-sharing is to split one full-time job into two part-time jobs (for more information about part-time jobs, see Information Sheet No. WT-4 on part-time work). Unlike work-sharing, job-sharing is generally not used as a measure to avoid layoffs or increase employment. How are work-sharing and job-sharing constrained or promoted? any countries facilitate work-sharing as a labour market policy tool aimed at M preserving existing jobs or creating new ones. In the framework of national work- sharing programmes, firms can receive benefits when they refrain from the use of layoffs, and instead “share” the (lower) amount of available work by reducing working hours per employee, although typically the hours worked per employee are not reduced to part-time levels. -
Job Interview Guide
Job Interview Guide Sample Questions Interview Dining Etiquette Last-Minute Tips Dress to Impress Advice Phone and Skype Interview Advice Student Success Center Location: Van Wagenen Library, Room 109 Telephone: (518) 255-5624 Fax: (518) 255-5263 E-mail: [email protected] Web: www.cobleskill.edu/ssc Updated 6-16 The Job Interview Winning in the job interview is the single most important aspect of the job search. In fact, it is often the best interviewee who gets the job offer over seemingly more qualified candidates. This handout makes a number of suggestions for your preparation. Do not stop here; read everything you see regarding the job interview and prepare extensively in order to become the best candidate an interviewer will see for the job you want. The Three Things You Should Know Before You Start Your Interview The better prepared you are before your interview, the better you will do. Waiting until the night before the interview is not recommended! You should know something about these three topics before you start your interview: 1. Know yourself: o What are your strengths/weaknesses? o Why do you want to work in this field? o What are your goals? What do you want to be doing in two years and in five years? o Why should this company hire you? 2. Know the company/organization: o Why do you want to work for this company? Have a reason why. o Are you familiar with their products or services they provide? 3. Know the job: o What are the job requirements? If possible, ask for a detailed job description. -
Job-Sharing Model Policy and Guidance for Schools
HEATON SCHOOL Job-Sharing Model Policy and Guidance For Schools Heaton School Policy Record Job-Sharing Model Policy and Guidance For Schools Agreed at: Resources Committee 20.11.18 Signed and Approved by: Headteacher --------------------------------------------- (Signature) --------------------------------------------- (Name) ----------------- (Date) Chair of Committee--------------------------------------------- (Signature) --------------------------------------------- (Name) ----------------- (Date) To Be Reviewed: November 2020 Designated person: J Curtis, Headteacher Produced by People and Organisational Development Services, Corporate Support Services Directorate If you need this document in a different format please telephone 0161 474 4777 (internal 4777) Contents Policy .......................................................................................................................... 3 1. Introduction .......................................................................................................... 3 2. Scope of the policy ............................................................................................... 3 3. Policy statement................................................................................................... 3 4. Procedures .......................................................................................................... 4 4.1 Advertisements ............................................................................................. 5 4.2 Interviews ..................................................................................................... -
Job Interview Preparation
CHECKLIST FOR PREPARING FOR THE INTERVIEW • Read this pamphlet carefully. • Make a list of your good points and think of concrete examples that demonstrate them. • Practice answering the questions on page 6. • Review a copy of your application and the examination announcement. • Make sure you know the exact date, time, and place of your interview. DOING YOUR BEST • Dress neatly. • Bring the interview notice with you. ON YOUR • Have enough money for parking. You will need quarters for the parking meters near the Personnel Building. JOB • Leave in time to arrive at least 15 minutes before the INTERVIEW appointed time. PERSONNEL DEPARTMENT CITY OF LOS ANGELES ABOUT THE INTERVIEW The Personnel Department makes every effort to assure that all candidates receive a fair interview and that the persons who serve on interview boards are competent. There are three parts to every job interview. Each part is important. The interview board that conducts your interview will probably be 1. The Job is the duties and responsibilities that need to be done. composed of two or three members. They are men and women from 2. The Interview Board is the men and women who make a business, government, and community organizations. They are chosen because of their familiarity with the work for which you are judgment on how well your qualifications match the requirements applying and are experienced in hiring employees for their own of the job. organizations. Additionally, the Personnel Department strives to include interviewers who reflect the diverse nature of the City's 3. Your Qualifications are your education, experience, knowledge, population. -
Interwar Unemployment in International Perspective
IRLE IRLE WORKING PAPER #12-88 April 1988 Interwar Unemployment In International Perspective Barry Eichengreen and Tim Hatton Cite as: Barry Eichengreen and Tim Hatton. (1988). “Interwar Unemployment In International Perspective.” IRLE Working Paper No. 12-88. http://irle.berkeley.edu/workingpapers/12-88.pdf irle.berkeley.edu/workingpapers Institute for Research on Labor and Employment UC Berkeley Title: Interwar Unemployment in International Perspective Author: Eichengreen, Barry, University of California, Berkeley Hatton, Tim, University of Essex Publication Date: 04-01-1988 Series: Working Paper Series Publication Info: Working Paper Series, Institute for Research on Labor and Employment, UC Berkeley Permalink: http://escholarship.org/uc/item/7bw188gk Keywords: Eichengreen, Hatton, unemployment, international perspective Copyright Information: All rights reserved unless otherwise indicated. Contact the author or original publisher for any necessary permissions. eScholarship is not the copyright owner for deposited works. Learn more at http://www.escholarship.org/help_copyright.html#reuse eScholarship provides open access, scholarly publishing services to the University of California and delivers a dynamic research platform to scholars worldwide. Interwar Unemployment in International Perspective Barry Eichengreen University of California, Berkeley Tim Hatton University of Essex January 1988 This paper is the editors' introduction to a volume of the same name, to be published by Martinus Nijhoff later this year. INTERWAR UNEMPLOYMENT IN INTERNATIONAL PERSPECTIVE The outstanding internal economic problem of the interwar period in all countries studied was undoubtedly unemployment. Next to war, unemployment has been the most widespread, most insidious and most corroding malady of our generation; it is the specific disease of western countries in our time. -
How to Develop a Job Description
How to Develop a Job Description A job description is a useful, plain-language tool that describes the tasks, duties, functions and responsibilities of a position. It outlines the details of who performs the specific type of work, how that work is to be completed, and the frequency and the purpose of the work as it relates to the company’s mission and goals. Job descriptions are used for a variety of reasons, such as a tool for recruiting, determining salary levels, conducting performance reviews, clarifying missions, establishing titles and pay grades and creating reasonable accommodation controls, as well as for career planning, training exercises and legal requirements for compliance purposes. A job description gives an employee a very clear and concise resource to be used as a guide for job performance. Likewise, a supervisor can use a job description as a measuring tool to ensure that the employee is meeting job expectations. Step 1: Perform a job analysis This process of gathering, examining and interpreting data about the job’s tasks will supply accurate information about the job so that a company can perform efficiently. •Interview employees to find out exactly what tasks are being performed. •Observe how tasks are performed. •Have employees fill out questionnaires or worksheets. •Collect data on jobs from other resources such as salary surveys or the Occupational Outlook Handbook. •The results should be documented and reviewed by the employee that is currently in the position—and his or her supervisor—for any changes regarding the knowledge, skills, abilities, physical requirements, environmental factors and credentials/experience of the position: • Knowledge— Comprehension of a body of information acquired by experience or study •Skill—a present, observable competence to perform a learned activity.