Wednesday, January 29, 2020

Career Development Plan Part Iv - Compensation Essay Example for Free

Career Development Plan Part Iv Compensation Essay Now that we have structured our new team, identified their roles, identified ways to manage their performance and created an appraisal system we are now proposing a new compensation plan. This part will outline the plan, describe how it will help motivate employee performance, describe our total rewards program and outline how this program will benefit the individual and InterClean. Account Executive Financial Compensation Plan Compensation structures can be broken down into two distinct categories, financial and non-financial (Cascio, 2006). This section overviews the financial compensation plan for account executives, which includes pay and benefits. Account executive pay will be primarily commission based. Each account executive will receive a base salary at minimum wage, with the rest of their salary coming from commission. We feel that a generous commission structure will motivate performance because pay will have a direct correlation with sales volume. We structured our proposed commission plan to reflect InterClean new strategic direction (University of Phoenix, 2007), and how employees are rated in their quarterly appraisal. This means a focus on retention, up-selling and volume. Account executives will receive 8% commission on sales for the first six-months of revenue. 10% commission on sales after six-months of continuous revenue. 13% commission on sales after one-year of continuous revenue. 13% commission on up-sells and account executives that meet their quarterly sales volume will also receive a bonus equaling 3% of total revenue earned. New Business Account Executive, The New Business Account Executive has different goals, and therefore a different pay scale will apply. He or she will receive a base salary of $30,000 per year, plus a 3% quarterly commission on revenues earned from the accounts he or she acquired. We feel that this structure will adequately reflect the difference between new account acquisition and account retention. Cumulatively, the maximum amount of commission paid on revenues to account executives would be 19%. In related to the benefits Account Executives will receive the standard benefits due to all InterClean employees, including; †¢ Health Insurance with employee share of cost †¢ 401k match 14 days paid vacation †¢ 6 days sick time †¢ Health, Financial, Stress and Motivational Counseling through our employee wellness program. Managerial Financial Compensation Plan The managerial financial compensation plan will focus on overall team performance. We feel that creating a plan that rewards managers for team performance helps ensure management’s focus on creating a strong team that meets financial objec tives. Managers will receive a base salary dependent on their pay grade, ranging from $50,000 annual for the solution expert and $65,000 annually for the sales manager. The rest of their salary will be based on team performance as 3% commission on total revenues per quarter of all account executives that have met his or her goal, and 2% on total revenues per quarter if all account executives meet their goals. We feel that paying based on meeting objectives, and sharing in total revenues accomplishes two important things such as rewards managers who ensure account executives meet their goals by providing the tools and support they need. And it encourages over-achieving by not setting a limit on revenue sharing. In terms of the benefits, managerial employees share in the aforementioned benefits, and are given one additional week of paid vacation (five days) per year. As mentioned, compensation does not only include financial compensation; there are certain non-financial rewards that motivate employee performance, increase loyalty and decrease turnover. The following non-financial rewards were chosen based on a survey conducted in the United Kingdom (Employee Benefits, 2006) as additional â€Å"perks† for employees. Sales Employees, All sales employees are eligible the following reward package flexible working arrangements. Employees can work at home when appropriate on dates arranged between them and their manager. Flexible work time is the top-rated non-financial reward in the UK survey (Employee Benefits, 2006) and offering such an arrangement can increase productivity by diminishing stress caused by work-life conflicts. And corporate gym membership also ranked high on the survey, and using our corporate pull to offer a free membership not only encourages wellness, but exercise has countless benefits such as stress relief, increased creativity, and energy. Also, we will include employee discount at restaurants. Using the promise of higher volume by internally promoting local restaurants to our employees, HR has arranged for employee discounts at local restaurants. This benefit decreases the costs of lunch for our employees and gives them another reason to value InterClean. Managerial Rewards, The following rewards are available to managers in addition to the preceding rewards available to all employees such as use of company vehicle: Surprisingly, the UK survey listed â€Å"sports car as company vehicle† as the number one â€Å"benefit they don’t receive but wish they had† (Employee Benefits, 2006, para4. . Company gas card, not only should our sales manager ride in prestige, but we understand that the majority of driving they do benefits our company, so they also have use of our company gas card. The compensation and rewards system outlined in this plan are geared to motivate performance by tying pay directly to the revenue gained for InterClean. Our new strategy of fo cusing on solution-based selling (University of Phoenix, 2007) means we must grow retention, up selling, and total volume. This plan rewards all three by reducing the base pay of account executives, increasing commission and tiering commission based on retention and up selling. We reward achievers and not low-performers. Tying managerial pay directly to the performance of the team rewards good managers (Vigoda-Gadot Angert, 2007. ) Finally, offering a substantial but not overly high base pay takes into account fluctuating economic and environmental constraints. Offering bonuses quarterly rather than annual avoids penalizing employees for one bad quarter, which can happen to even the best sales person. Finally, our reward system is built to make InterClean a great place to work, that values the employees well-being and offers perks as part of the job. Offering this reward system can help InterClean retain the best possible account executives and managers (Cascio, 2006). Because we offer competitive pay and creative rewards that ease the work-life conundrum, and add a certain level of prestige to those who work for InterClean.

Tuesday, January 21, 2020

Essay on Blanche DuBois in Tennessee Williams A Streetcar Named Desi

The Destruction of Blanche in A Streetcar Named Desire  Ã‚     Ã‚   A Streetcar Named Desire is an intricate web of complex themes and conflicted characters. Set in the pivotal years immediately following World War II, Tennessee Williams infuses Blanche and Stanley with the symbols of opposing class and differing attitudes towards sex and love, then steps back as the power struggle between them ensues. Yet there are no clear cut lines of good vs. evil, no character is neither completely good nor bad, because the main characters, (especially Blanche), are so torn by conflicting and contradictory desires and needs. As such, the play has no clear victor, everyone loses something, and this fact is what gives the play its tragic cast. In a larger sense, Blanche and Stanley, individual characters as well as symbols for opposing classes, historical periods, and ways of life, struggle and find a new balance of power, not because of ideological rights and wrongs, but as a matter of historical inevitability. Interestingly, Williams finalizes the resol ution of this struggle on the most base level possible. In Scene Ten, Stanley subdues Blanche, and all that she stands for, in the same way men have been subduing women for centuries. Yet, though shocking, this is not out of keeping with the themes of the play for, in all matters of power, force is its ultimate manifestation. And Blanche is not completely unwilling, she has her own desires that draw her to Stanley, like a moth to the light, a light she avoids, even hates, yet yearns for. A first reader of Scene Ten of the play might conclude that sex between Stanley and Blanche seems out of place. It might not ring true given the preceding circumstances. There is not much overt sexual tensi... ...al mechanism, and desire only a function of reproduction. Yet, it is not so. Individual human destiny is much stronger than the force of history if only individuals grapple with who they are and the forces pressuring them, and have the courage to meet the mass wave head on. Perhaps no one in this play does so, but the desire is there and we can learn from their failure. Works Cited Bloom, Herald (ed.).   Tennessee Williams.   New York: Chelsea House, 1987. Donahue, Francis.   The Dramatic World of Tennessee Williams.   New York: Frederic Ungar Publishing Co., 1964. Hirsch, Foster.   A Portrait of the Artist-The Plays of Tennessee Williams.   London: Kennikat Press, 1979. Londre, F.H.   Tennessee Williams.   New York: Frederic Ungar Publishing Co., 1979. Williams, Tennessee.   A Streetcar Named Desire.   Stuttgart: Phillip Reclam, 1988.         

Monday, January 13, 2020

Recruitment Resources

In this report I will compare the purposes of all different recruitment resources documents used in the selection and recruitment process for a given organisation Job Specification What the job involves This allows the candidate to fully understand what the job role involves before apply for the job. It allows candidates to figure out if they’re suitable for the requirements which the organisation is looking for, this can normally save time if the candidate believes the job role is not suitable for them.Job title This shows the candidate what title they will be under if they are successful with the recruitment selection process. Titles are normally the same title, privileges and area of business throughout all organisations; this can give the candidate an idea of where the role is based within the organisation. Department This is an important bit of information that is on the job description, this shows the candidate what type of area the role is based within in the business.C andidates normally have a preferred area of business which they want to enter within, candidates usually apply for specific departments when searching for vacancies, it allows candidates not to waste time for applying for roles in which departments they wish not to enter. Responsible To This explains to the candidates whom they will be responsible for, who will be their first point of contact if a problem occurs. It allows the candidate to understand where in the hierarchy they will be based within the organisation. Scope of the postThis is what is expected from the candidate if they receive the job offer and accept the offer. It explains the most important aspects of the role for the candidate to understand if they feel up to the requirements. Education and qualifications Employers use this heading to explain to the candidates which qualifications they would prefer the candidate to have. The qualifications normally relate to the nature of the role which can impact the motivation of the candidate if they had received the role. Name of complier and approverThis states who created the application for the candidate and who will be checking the application after it has been submitted to the organisation. Date of issue This can be useful for candidates to view when the vacancy role to see when the organisation had published the vacancy. It can show if the vacancy has been online for period of time, or is a brand new role being published. Person Specification Job Title and Reference Number and Management Responsibilities This information in the person specification is an important need to know information for the candidate to understand what they are applying for.Reference numbers are important to keep track of what job role you’re applying for since every role will have a different reference number, so you can always find your way back to the role. When talking to the organisation, they normally ask for the reference number to find the vacancy information fo r interviews etc. It’s also important to let the candidate understand what responsibilities they will adhere too, such as running a team, budget etc. Attainments and Qualifications This is the information which allows the candidate to understand if they are suitable for the role with the requirements that are set by the organisation.This is normally required for a known knowledgeable job which requires the candidate to fully understand the area of work. Organisations normally set a minimum level of qualifications, such as minimum C in Maths GCSE. General Intelligence This is placed within the person specification to notify what skills and knowledge the organisation would rather the candidate have, such as communication and people skills. The skills noted in the person specification usually relate to the nature of the job role. TemperamentThis is explained to the candidate in which type of temperament they would prefer from a candidate in the job role. These can normally inclu de friendly, cool under pressure and patient. Customer Assistants need to ensure that their temperament is suitable for dealing with angry and needy customers. Location of Role This tells the candidate where the role is located within the organisations hierarchy. This is important for the candidate as they would want to understand if they are higher than another department, and if they are responsible for any other staff members.Hobbies and Interests Organisations normally state what type of person they would prefer to fill their job role, this normally allows candidates to understand if they are suitable or not before progressing through the recruitment process. Previous Experience Organisations ask this to ensure the candidate has previous experience in a possible related role. Some organisations normally require previous experience so full training is not required, however most organisations offer training to ensure that the candidate is fully aware of the companies procedures et c. Letter of ApplicationThe letter of application is paragraphs putting together the job description and the person specification to make out the best of the candidate in a simple sentence which really sells the candidate. The letter of application needs to ensure that it includes all the relevant information, skills and knowledge required for the specific job role. It should also include positive skills which can then sell the candidate and then the organisation can try match their vacancy requirements to the letter of application. If they fit well together, the recruitment selection process will begin the candidate.

Sunday, January 5, 2020

The Black Death And Its Effects On European Culture

Europe encountered many different devastations during the thirteenth century, the most alarming to occur was the Black Death. The Black Death was a widespread epidemic of the Bubonic Plague that passed from Asia and through Europe in the mid thirteenth century. Europe began to run low on food due to the colder winters and dry summers creating low harvest resulting in a poor economic situation. The first signs of the plague were seen in Europe around the fall of 1347 from bacteria infested rats traveling among the trade routes (Theilmann and Cate 372). In England, the population fell from approximately 4.8 to 2.6 million between 1348 and 1351 (DeWitte and Slavin 37). The Black Death had a large influence on European culture. The population in Europe doubled in the High Middle Ages (Olea and Christakos 292). Cities grew with people specializing in different trades and others interacted with farmers that supplied food for the city. 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