Overview of the Glencoe Massacre

Conflict:Â  The Massacre at Glencoe was part of the repercussions of the Glorious Revolution of 1688. Date:Â  The MacDonalds were attacked on the night of February 13, 1692. Pressure Building Following the ascent of Protestant William III and Mary II to the English and Scottish thrones, many clans in the Highlands rose up in support of James II, their recently deposed Catholic king. Known as Jacobites, these Scots fought to return James to the throne but were defeated by Government troops in mid-1690. In the wake of James defeat at the Battle of the Boyne in Ireland, the former king withdrew to France to begin his exile. On August 27, 1691, William offered the Jacobite Highland clans a pardon for their role in the uprising provided that their chiefs swore allegiance to him by the end of the year. This oath was to be given to a magistrate and those who failed to appear before the deadline were threatened with harsh repercussions from the new king. Concerned over whether to accept Williams offer, the chiefs wrote to James asking his permission. Delaying over a decision as he still hoped to regain his throne, the former king finally accepted his fate and granted it late that fall. Word of his decision did not reach the Highlands until mid-December due to particularly harsh winter conditions. Upon receiving this message, the chiefs quickly moved to obey Williams command. The Oath Alastair MacIain, the chief of the MacDonalds of Glencoe, set out on December 31, 1691, for Fort William where he intended to give his oath. Arriving, he presented himself to Colonel John Hill, the governor, and stated his intentions to comply with the kings wishes. A soldier, Hill stated that he was not permitted to accept the oath and told him to see Sir Colin Campbell, the sheriff of Argyle, at Inveraray. Before the MacIain departed, Hill gave him a letter of protection and a letter explaining to Campbell that MacIain had arrived before the deadline. Riding south for three days, MacIain reached Inveraray, where he was forced to wait three more days to see Campbell. On January 6, Campbell, after some prodding, finally accepted MacIains oath. Departing, MacIain believed that he had fully complied with the kings wishes. Campbell forwarded MacIains oath and the letter from Hill to his superiors in Edinburgh. Here they were examined and a decision was made not to accept MacIains oath without a special warrant from the king. The paperwork was not, however, sent on and a plot was hatched to eliminate the MacDonalds of Glencoe. The Plot Apparently led by Secretary of State John Dalrymple, who had a hatred of the Highlanders, the plot sought to eliminate a troublesome clan while making an example for the others to see. Working with Sir Thomas Livingstone, the military commander in Scotland, Dalrymple secured the kings blessing for taking measures against those who had not given the oath in time. In late January, two companies (120 men) of the Earl of Argyles Regiment of Foot were sent to Glencoe and billeted with the MacDonalds. These men were specifically chosen as their captain, Robert Campbell of Glenlyon, had seen his land plundered by the Glengarry and Glencoe MacDonalds after the 1689 Battle of Dunkeld. Arriving in Glencoe, Campbell and his men were warmly greeted by MacIain and his clan. It appears that Campbell was unaware of his actual mission at this point, and he and men graciously accepted MacIains hospitality. After peacefully coexisting for two weeks, Campbell received new orders on February 12, 1692, following the arrival of Captain Thomas Drummond. That No Man Escape Signed by Major Robert Duncanson, the orders stated, You are hereby ordered to fall upon the rebels, the MacDonalds of Glencoe, and put all to the sword under seventy. You are to have special care that the old fox and his sons do upon no account escape your hands. You are to secure all the avenues that no man escape. Pleased to have an opportunity to exact revenge, Campbell issued orders for his men to attack at 5:00 AM on the 13th. As dawn approached, Campbells men fell upon the MacDonalds in their villages of Invercoe, Inverrigan, and Achacon. MacIain was killed by Lieutenant John Lindsay and Ensign John Lundie, though his wife and sons managed to escape. Through the glen, Campbells men had mixed feelings about their orders with several warning their hosts of the coming attack. Two officers, Lieutenants Francis Farquhar, and Gilbert Kennedy refused to take part and broke their swords in protest. Despite these hesitations, Campbells men killed 38 MacDonalds and put their villages to the torch. Those MacDonalds who survived were forced to flee the glen and an additional 40 died from exposure. Aftermath As news of the massacre spread across Britain, an outcry rose against the king. While sources are unclear as to whether William knew the full extent of the orders he signed, he quickly moved to have the matter investigated. Appointing a commission of inquiry in early 1695, William awaited their findings. Completed June 25, 1695, the commissions report declared that the attack was murder, but exonerated the king stating that his instructions regarding repercussions did not extend to the massacre. The majority of the blame was placed on Dalrymple; however, he was never punished for his role in the affair. In the wake of the report, the Scottish Parliament requested an address to the king to be drawn up calling for the punishment of the conspirators and suggesting compensation to surviving MacDonalds. Neither occurred, though the MacDonalds of Glencoe were permitted to return to their lands where they lived in poverty due to the loss of their property in the attack.

Yves Saint Laurents Life Of Becoming A Fashion Designer

Yves Saint Laurent Background: Yves Henri Donat Mathieu- Saint-Laurent, who is also known as Yves Saint Laurent, was born in Oran, Algeria on August 1, 1936. He was the only boy out of three children that were birthed to Charles and Lucienne Andree Mathieu-Saint-Laurent. As young child, Yves would create dresses for his sisters and mother to wear. He also enjoyed making little doll figures. The fashion world was a place of piece in Yves world of torture. In school he was often bullied due to be homosexual. When Saint Laurent was at the age of 17 years old his mother took him to Paris to officially pursue his dreams of becoming a fashion designer. He enrolled in to a stint fashion school, but that was short live when he won a design contest. Due to winning that fashion design contest he was given the opportunity to meet Vogue editor Michel da Brunhoff. Vogue was so impress with his designs that they not only took published his them, but Yves and showed the designs to a designer and fashion icon, Christian Dior. Di or loved the designs that were places upon him and hire the young Yves Saint Laurent had his design assistant for House of Dior. In 1960, Yves Saint Laurent would leave his positon as creative director for House of Dior to fight for the French military on the South of France. He later returned home and continued on with his fashion career. On June 1, 2008 Yves Saint Laurent passed away in his Paris home from brain cancer. He was 71 years of age. Work/Style: AfterShow MoreRelatedAmerican Fashion Influenced By The First Two Waves Of Feminism3820 Words   |  16 PagesI am researching to what extent was American fashion influenced by the first two waves of feminism. During the first wave of feminism, which took place during the late 19th century and early 20th century, women fought for the right to vote, through protests, and eventually achieved this goal. Fashion was influenced during this time- going from conservative Victorian-style ways of dressing to more free ones. During the second wave of feminism, taking place in between the 1960’s and 1980’s, women fought

Sustainable Living Economic Problem

Question: Write about theSustainable Livingfor Economic Problem. Answer: Sustainability refers to the broad means to adapt, which is to try to drastically that is, to readily change from a technology that is less sustainable to a technology that is more sustainable. Sustainable innovations on most occasions depend on the regulations of government and economic problem which are reduced in terms of instability in the country. Due to most changes that occur on the environment it is hard or hard to predict any sustainability that may arise from innovations in the future or long run. The different indicators of sustainability have become useful in different countries to be able to make policies and communicating with the public to pass information about the country and how they can improve their corporate performance in different fields like environment, the economy, the society or even technology improvement. The indicators of sustainability development help to ensure that complex information is communicated to the public. There are different strategies and f rameworks used by the government for sustainable development. (Sachs 2015). According to the study by Cubukcu 2013 , it examines the corporate sustainable development and also its subsequent organizational determinants. The findings from the study found out that factors relating to resources and also other factors related to institutions influence sustainable development in any given country. The media has tried its best to address the issue of sustainable development in the country by highlighting different issues that affect the public. There are different factors that are affected or they go hand in hand with sustainability. These factors involve identification of community, participation of the public in community development and lastly the empowerment of the public in the community development. There are a number of factors to be considered for sustainability development of a given country. One of the factors is of an integrated conservation and be able to develop projects have often stumbled as a result of incorrect way of addressing of these factors. Different innovative approaches need to be incorporated to be able to integrate conservation and sustainability development. There are different approaches to be applied will include the changes necessary to institutions, management and hence decision making strategies to address the different issues to be able to meet the conservation and development objectives. There are fundamental changes and strategies that are necessary to institutions, management and decisio n-making to address sustainability development issues and also to be able to effectively meet conservation and development objectives. Sustainable living on the hand refers to one of the lifestyles in which an individual in the society tries to reduce the usage of either his personal resources or even the natural environment in the ecosystem or the environment. Some of the factors that are addressed in sustainable living are; the use of energy, transportation, consumption and also the diet consumed by the individuals in the society. The aim of sustainable living is when individuals are able to conduct their daily lives in a manner that is in line with sustainability. This can be achieved through the community shifting to energy which is renewable, reusing of materials and diversified transport system. The community living around will only move or shift to the renewable technology in use if the community builds an attractive environment to the culture of the local people and lastly if the environment can be maintained for future generations. (Ergas 2010). According to Lorek 2013 ,one of the ways of sustainable living is the conservation of water by the individuals in the society. It is more important to consider the soil and plants with the available water. There are plants and shrubs that are drought resistant and require less amount of water than the normal trees that are planted in most homes. One of the technology to be applied involve xeriscaping which is a method of selecting the plants which are drought tolerant .The technique can help reduce the usage of water by 50-70 % .The planting of trees on slopes helps reduce the wastage of water by increasing the rate of absorption of water by the plants. Another technology that has been adapted by the public in conservation of water is the adoption of drip irrigation. Drip irrigation helps conserve water by allowing small amounts of water to trickle down the plants. Also there is a layer of organic matter referred to as mulch which helps reduce the amount of water that trickle down to the plants hence allowing for the conservation of water. Other types of technology will involve dish washers which can recycle the amount of water that is used leading to sustainable living in the environment. Another way of sustainable living is the conservation of the energy used in the homes of the community. Energy needs to be conserved for sustainable development in the environment. Most of the homes depend on the green electricity which is generated from water which is harnessed .It is advisable to use different technologies to harness the electricity. One of the methods of harnessing the power will be through solar power. The different technology used to harness electricity will involve the use of photo-voltaic cells organized into panels and concentrated solar power to produce electricity. Solar power helps to conserve energy as the energy got from the sun is unlimited. Other sources of energy that can be applied involve wind energy, geothermal power from steam and many others. Sustainable transport system is another factor that needs to be addressed for sustainable development in the environment. There has been a concern of the increase in price of oil due to inadequacy, increase in climate warming due to carbon emissions and high prices of the energy. There is need for sustainable living in the sustainability of the transport sector. There is need for low cost transportation and sustainable transport system like the use of rail system which in most countries it involves the underground rail system. Countries like Holland are using bicycles as a means of transport system. It is more efficient because it helps reduce congestion, reduce the rate of carbon and noise pollution. Carpooling is also another way of reducing oil consumption and carbon emitted by vehicles on transit (Schaffers2011). Sustainable living will involve the renewal of materials, toxic substances and waste in the environment. As the population increases then it leads to more affluent in the environment. There are different ways of sustainable living concerning the renewal of materials and toxic substances. One of the ways will be to reuse the materials or even recycling the waste. There has been an increase in the level of chemical production which includes herbicides, pesticides and fertilizers which are hazardous to the environment and all the health of the people. There has been also an increase of greenhouse gas emissions, the individuals need to address this issue by using harmless synthetic chemicals and also vigorous testing of the new chemicals which does not affect the environment. Lastly sustainable living will entail the use of sustainable building materials in the environment by the public in the conservation of the environment. It is important to insulate homes because of the energy that is conserved throughout the life in homes. There are different roofing technologies that have been adapted that help in reducing the need for cooling or heating. Another important technology is the usage of energy efficient windows that will help in insulation of the house to conserve the energy (Marckmann2012) .Low e-glass is another method of window insulation. It helps keep the interior of the house warm and cold in respective seasons. Efficient utilization of energy and conservation of water are the key factors in sustainable housing and sustainable living leading to sustainability in the environment. In conclusion sustainable living and development entails people and their relationship with the environment. There is need to conserve the environment because of the value that it brings and it is scarce. For a country to have economic growth and development then it needs to take care of its environment through the scarce resources that are available through better sustainable living by the citizens. ( Liedtke2012). References Baedeker, C., Greiff, K., Grinewitschus, V., Hasselku, M., Keyson, D., Knutsson, J., ... van Rijn, M. (2014, August). Transition through sustainable Product and Service Innovations in Sustainable Living Labs: application of user-centred research methodology within four Living Labs in Northern Europe. In5th International Sustainable Transitions (IST) Conference(pp. 27-29). Cubukcu, E. (2013). Walking for sustainable living.Procedia-Social and Behavioral Sciences,85, 33-42. Ergas, C. (2010). A model of sustainable living: Collective identity in an urban ecovillage.Organization Environment,23(1), 32-54. Liedtke, C., Jolanta Welfens, M., Rohn, H., Nordmann, J. (2012). LIVING LAB: user-driven innovation for sustainability.International journal of sustainability in higher education,13(2), 106-118. Lorek, S., Spangenberg, J. H. (2014). Sustainable consumption within a sustainable economybeyond green growth and green economies.Journal of cleaner production,63, 33-44. Marckmann, B., Gram-Hanssen, K., Christensen, T. H. (2012). Sustainable living and co-housing: Evidence from a case study of eco-villages.Built Environment,38(3), 413-429. Mont, O., Neuvonen, A., Lhteenoja, S. (2014). Sustainable lifestyles 2050: stakeholder visions, emerging practices and future research.Journal of Cleaner Production,63, 24-32. Ooi, N., Laing, J. H. (2010). Backpacker tourism: sustainable and purposeful? Investigating the overlap between backpacker tourism and volunteer tourism motivations.Journal of Sustainable Tourism,18(2), 191-206. Sachs, J. D. (2015).The age of sustainable development. Columbia University Press. Schaffers, H., Komninos, N., Pallot, M., Trousse, B., Nilsson, M., Oliveira, A. (2011, May). Smart cities and the future internet: Towards cooperation frameworks for open innovation. InThe Future Internet Assembly(pp. 431-446). Springer Berlin Heidelberg.

The Politics of Management Thought a Case Study of Harvard Business School and Human Relations School Essay Example

The Politics of Management Thought: a Case Study of Harvard Business School and Human Relations School Essay Summary of ‘The Politics of Management Thought: A Case Study of the Harvard Business School and the Human Relations School’ HBR and HRS achieved an early success under leadership of Mayo and Donham, where HRS positioned HBS as solution to pressing social, economic and political issues. Historical context in article is about contemporary events to business leaders reacted. Alongside postwar, physical and philosophical reconstruction and labor concessions came. After few days armistice was signed, presidents announced end of labor concessions. Dewey et al advocated application of civic democracy principles to workplace, called idealists, where idealists advocate role of labor and realist advocate greater control by administrators. These debates played role in construction of HBS and HRS. Wallace Donham, was appointed as dean of HBS in 1919. At that time HBS was suffering from severe financial problems and was under attack from academicians and businessmen. The scholars criticized academic men valuing their work just to earn money to counter this problem he hired faculty from well-known disciplines such as history and philosophy. Businessmen criticized business schools, giving nothing but useless knowledge. Donham successfully brought HBS out of financial crises building relationships with CEO’s of big corporations. In 1926, Donham purposed hiring of Elton Mayo, who enjoyed a strong support in corporate circle. Beardsley Ruml, Director of LSRM felt that Mayo’s can fill the space left in the area of industrial psychiatry. Thus addressing psychopathic factor involved in industrial discontent at that time and bringing stability in industrial relation to overcome dissatisfaction and strikes. We will write a custom essay sample on The Politics of Management Thought: a Case Study of Harvard Business School and Human Relations School specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on The Politics of Management Thought: a Case Study of Harvard Business School and Human Relations School specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on The Politics of Management Thought: a Case Study of Harvard Business School and Human Relations School specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Donham being very eagerly expectant of HRS wanted to project its role as a â€Å"Savior. Whereas, Mayo focused the Executives, concerned about the workers irrational and agitation-prone mind. In Hawthorne studies Mayo was criticized for having a mindset afflicted with class conflict, industrial unrest, threats to social, political and economic orders. Mayo was of the view that the human factor in industries remains highly neglected. Mayo explained contemporary events with the help of psychology. In one of his articles mayo criticized classical economics, he was of the view that economics ignore human factor. In his second article he identified uncontrolled mind as the most dangerous thing, leading to crime war and social revolution. His third article was about mind of agitator, in his view agitator is the person who blame society for the troubles he face, and as a result his mind becomes obsessed with rage. In the fourth article Mayo elaborated on the dangers of democracy that it leads to social disintegration. In the final article Mayo linked democracy with psychopathological tendencies. Mayo cited industry as having a social function and identified labor unrest a result of individual’s fundamental disorientation to life and disintegration of personality leading to disordering of values and maladaptaion to the industrial environment. Mayo argued that labor is incapable of understanding his own problems and these cannot be solved through his participation in management, opposing the stance of industrial democrats. Mayo through his research demonstrated that fatigue causes reveries producing psychological agitation leading to social unrest. This conclusion led him using psychological theories to work place. Through Hawthorne studies Mayo persuaded that clinical interview was a treatment allowing interviewee to exactly know his real problem. Mayo was influenced by psychology to view workplace problems as symptoms of underlying unconscious disorientation. On this premise he developed agenda of research for industry and convinced leaders that it will solve their worries about labor strife. We find this article very interesting, as we got to know, how Mayo and Donham fulfilled their own needs ( i. e. Mayo was dropped out of the Medical school and was virtually broke, he struggled to gain foothold in academic community whereas Donham struggled to build HBS’s financial security, as well as academic and corporate prestige, and he countered the criticism of academics and corporate) by proposing solutions for contemporary social political and economic issues.

Why I Want to Be a Teacher free essay sample

Children are our future. Therefore, it is important to provide and empower them with the best education. Education is the foremost and profound factor on the well-being and advancement of our society. To be a teacher is very rewarding to me on a personal level. A teacher, besides their parents, plays a critical role in cultivating our children to build a better society in the future. A teacher can be a role model to her students. I would love to contribute to our society by utilizing my extensive work experience and advanced education in taking on all the challenges of the important role of being a teacher. The teachers most important responsibilities are: her thorough knowledge of the subject; the ability to articulate such knowledge that is easily understood and grasped by her students; motivate her students to learn; and instill in her students the importance of discipline that will benefit them now and the future. We will write a custom essay sample on Why I Want to Be a Teacher or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page My experience is teaching my nieces and nephews on how to ski. I motivated them by showing that skiing is a fun and healthy cardio activity. It was an easy task as I was able to prove that this sport is exciting and enjoyable; and is something I reward myself with on holidays and weekends every winter. In the beginning, they were reluctant to go through the boring lessons to learn the basics and practice. I explained to them that they must first master doing the stops, making the turns, getting on and off the lift chair and so on. I reminded them the importance of mastering these basics with extensive practice before they could truly enjoy the sport; and taking any short cut can result in injury. Another important aspect in effectively teaching them was to observe and monitor their progress to identify where they needed help and focused on improving their weak spots. Then I enrolled them to the appropriate morning lessons. After the class, I discussed with their instructors about their progress and what they needed to work on. Then, I skied with them in the afternoons on the level based on the instructors recommendation and feedback. I have been taking them to ski for the past 10 years. It is truly joyful and rewarding to see them advanced to the intermediate level today. During the last Christmas Eve I skied down the black diamond(most difficult) trail with my youngest niece during our annual ski trip. As we were swooshing down the trail she turned and said, Thanks, because of you we enjoy skiing down the advanced trails today. I replied, Youre welcome young lady, it has been a pleasure and now I have myself a few skiing buddies. During the economic downturn in Hong Kong in 1970, my family immigrated to America. In contrast to Hong Kong, the education in this country is accessible, available, and affordable on all levels to the financially disadvantaged. My parents had worked in a restaurant and factory earning minimum wages while raising five children. The family siblings obtained their early education within the school system of the low-income communities; and went on to gain college degrees in the bachelor science level and beyond. Higher education opened doors for all five of us in our careers. We are forever grateful to what this countrys education system has given us. From my experience, I understand the challenges of the students in the high need areas. I can be a great asset to their education by being an innovative, comprehensive and motivating teacher. By giving these students solid education, it will be vital in enabling them to realize their full potential in their future.

Biography of Genghis Khan, Founder of the Mongol Empire

Biography of Genghis Khan, Founder of the Mongol Empire Genghis Khan (c. 1162–August 18, 1227) was the legendary founder and leader of the Mongol Empire. In a span of just 25 years, his horsemen conquered a larger area and greater population than the Romans did in four centuries. To the millions of people conquered by his hordes, Genghis Khan was evil incarnate; in Mongolia and Central Asia, however, he was widely revered. Fast Facts: Genghis Khan Known For: Khan was the founder and leader of the Mongol Empire.Also Known As: TemujinBorn: c. 1162 in Delun-Boldog, MongoliaDied: August 18, 1227, in Yinchuan,  Western XiaSpouse(s): Borje, Khulan, Yesugen, Yesulun (plus others)Children: Jochi, Chagatai, Ogedei, Tolui (plus others) Early Life Records of the Great Khans early life are sparse and contradictory. He was likely born in 1162, though some sources say 1155 or 1165. We know that the boy was given the name Temujin. His father Yesukhei was the chief of the minor Borijin clan of nomadic Mongols, who lived by hunting rather than herding or farming. Yesukhei had kidnapped Temujins young mother, Hoelun, as she and her first husband were riding home from their wedding. She became Yesukheis second wife; Temujin was his second son by just a few months. Mongol legend claims that the baby was born with a blood clot in his fist, a sign that he would be a great warrior. Hardship and Captivity When Temujin was nine, his father took him to a neighboring tribe to work for several years and earn a bride. His intended wife was a slightly older girl named Borje. On the way home, Yesukhei was poisoned by rivals and died. Temujin returned to his mother, but the clan expelled Yesukheis two widows and seven children, leaving them to die. The family survived by eating roots, rodents, and fish. Young Temujin and his full brother Khasar grew to resent their eldest half-brother Begter. They killed him and as punishment for the crime, Temujin was seized as a slave. His captivity may have lasted for more than five years. Youth Set free at age 16, Temujin went to find Borje again. She was still waiting for him and they soon married. The couple used her dowry, a fine sable-fur coat, to make an alliance with Ong Khan of the powerful Kereyid clan. Ong Khan accepted Temujin as a foster son. This alliance proved key, as Hoeluns Merkid clan decided to avenge her long-ago kidnapping by stealing Borje. With the Kereyid army, Temujin raided the Merkids, looting their camp and reclaiming Borje.  Temujin also had help in the raid from his childhood blood-brother Jamuka, who would later become a rival. Borjes first son Jochi was born nine months later. Consolidation of Power After rescuing Borje, Temujins small band stayed with Jamukas group for several years. Jamuka soon asserted his authority, rather than treating Temujin as a brother, which started a two-decade feud between the 19-year-olds. Temujin left the camp, along with many of Jamukas followers and livestock. At the age of 27, Temujin held a kurultai (tribal council) among the Mongols, who elected him khan. The Mongols were only a Kereyid sub-clan, however, and Ong Khan played Jamuka and Temujin off one another. As Khan, Temujin awarded high office not just to his relatives, but to those followers who were most loyal to him. Unification of the Mongols In 1190, Jamuka raided Temujins camp, cruelly horse-dragging and even boiling alive his captives, which turned many of his followers against him.  The united Mongols soon defeated the neighboring Tatars and Jurchens, and Temujin Khan assimilated their people rather than follow the steppe custom of looting them and leaving. Jamuka attacked Ong Khan and Temujin in 1201. Despite suffering an arrow shot to the neck, Temujin defeated and assimilated Jamukas remaining warriors. Ong Khan then treacherously tried to ambush Temujin at a wedding ceremony for Ongs daughter and Jochi, but the Mongols escaped and returned to conquer the Kereyids. Early Conquests The unification of Mongolia ended in 1204 when Temujin defeated the powerful Naiman clan. Two years later, another kurultai confirmed him as Genghis Khan or universal leader of all Mongolia.  Within five years, the Mongols had annexed much of Siberia and what is today the modern Chinese Xinjiang province. The Jurched Dynasty, ruling northern China from Zhongdu (Beijing), noticed the upstart Mongol khan and demanded that he kowtow to its Golden Khan. In reply, Genghis Khan spat on the ground.  He then defeated their tributaries, the Tangut, and in 1214 he conquered the Jurchens and their 50 million citizens. The Mongol army numbered just 100,000. Conquests of Central Asia, the Middle East, and the Caucasus Tribes as far away as Kazakhstan and Kyrgyzstan heard about the Great Khan and overthrew their Buddhist rulers in order to join his growing empire. By 1219, Genghis Khan ruled from northern China to the Afghan border  and from Siberia to the border of Tibet. He sought a trade alliance with the powerful Khwarizm Empire, which controlled Central Asia from Afghanistan to the Black Sea. Sultan Muhammad II agreed, but then murdered the first Mongol trade convoy of 450 merchants, stealing their goods. Before the end of that year, the wrathful Khan had captured every Khwarizm city, adding lands from Turkey to Russia to his realm. Death In 1222, the 61-year-old Khan called a family kurultai to discuss the matter of succession. His four sons disagreed over which should become the Great Khan. Jochi, the eldest, was born soon after Borjes kidnapping and might not have been Genghis Khans son, so the second son Chagatai challenged his right to the title. As a compromise, the third son Ogodei became the successor. Jochi died in February 1227, six months before his father, who passed away on August 18, 1227. Ogodei took East Asia, which would become Yuan China. Chagatai claimed Central Asia. Tolui, the youngest, took Mongolia proper. Jochis sons controlled Russia and Eastern Europe. Legacy After Genghis Khans secret burial on the steppes of Mongolia, his sons and grandsons continued to expand the Mongol Empire. Ogodeis son Kublai Khan defeated the Song rulers of China in 1279 and established the Mongol Yuan Dynasty. The Yuan would rule all of China until 1368. Meanwhile, Chagatai pushed south from his Central Asian holdings, conquering Persia. Within Mongolia, Genghis Khan revolutionized the social structure and reformed traditional law. His was an egalitarian society, in which the humblest slave could rise to be an army commander if he showed skill or bravery. War booty was divided evenly among all warriors, regardless of social status. Unlike most rulers of the time, Genghis Khan trusted loyal followers above his own family members- which contributed to the difficult succession as he aged. The Great Khan forbade the kidnapping of women, probably due in part to his wifes experience, but also because it led to warfare among different Mongol groups. He outlawed livestock rustling for the same reason and established a winter-only hunting season to preserve game for the hardest of times. Contrary to his ruthless and barbaric reputation in the west, Genghis Khan promulgated several enlightened policies that would not become common practice in Europe until centuries later. He guaranteed freedom of religion, protecting the rights of Buddhists, Muslims, Christians, and Hindus alike. Genghis Khan himself worshiped the sky, but he forbade the killing of priests, monks, nuns, mullahs, and other holy people. A 2003 DNA study revealed that about 16 million men in the former Mongol Empire, about 8% of the male population, carry a genetic marker that developed in one family in Mongolia about 1,000 years ago. The most likely explanation is that they are descended from Genghis Khan or his brothers. Sources Craughwell, Thomas. The Rise and Fall of the Second Largest Empire in History: How Genghis Khans Mongols Almost Conquered the World. Fair Winds Press, 2010.Djang, Sam. Genghis Khan: World Conqueror, Vols. I and II. New Horizon Books, 2011.Weatherford, Jack. Genghis Khan and the Making of the Modern World. Three Rivers Press, 2004.

Developing an Implementation Plan Research Paper

Developing an Implementation Plan - Research Paper Example Gaining Approval from Organizational Leaders So as to have a sound start to the problem analysis, the entire organization is to be working en masse aiming at elimination of the roots of the problem. Hence, for effectiveness of such a huge step, the Managing directors of the hospital are to be addressed through paper draft of the problem followed by detailed meetings that present the need to address this problem on humane level, and gaining their approval to make initiative for the change. Current Problem- A Comprehensive Insight A group of related concepts that are used to propose action that guide practice in any field including nursing is referred as a theory. A practical theory that can be applied in this concept is the Jean Watson’s Theory of Caring. This theory is based on four main concepts which are identification of human beings, health, environment /society and nursing (Daniels, 2004). According to this theory the main concern of nursing is the promotion of health, pr evention of illness, caring for the sick and restoration of health to the patients regardless of their status in the society. As such even inmates are entitled to such a treatment as envisaged in this theory. The rationale for choosing this theory is based on the order of needs by Watson into biophysical needs, psychophysical needs and psychosocial needs even among prisoners. According to Kim & Kollak (2006) the Watson’s theory of caring strives to depict, predict and explain nursing phenomenon based on relativity in providing appropriate care to patients. The foundations of nursing practice are provided by this theory through the recognition of the need rankings. This is in regard to the health care quality available for inmates while in incarceration. This shows the endeavour by the nurses to maintain professional borders and thereby enhance the quality and standards of health care to inmates. A good example is the requirement by the American Nurses Credentialing Centre (AN CC) for all nurse managers and leaders in facilities seeking accreditation have at the very least, a baccalaureate degree (ACCN, 2013). Endorsement of good health among prisoner population as for the general population is the prime objective of nursing. Perry J, et al., reported that prisoners have greater health needs owing to higher incidence of chronic disease. Generally, a prisoner possesses a vulnerable mindset due to myriad possible reasons such as unemployment, family disputes and abuse (physical, mental or sexual). The Offender Health and Social Care Strategy (DH2009a) set standards for offender health care stating that prisoners along with their families shall receive effective care and treatment equivalent to the general public. (Powell et al., 2010) comprehensively reviewed the dilemma of the prisoners from the eyes of the nursing staff. Various aspects were discussed and conclusions drawn from the results of the survey are that that a stable association between healthcar e managers and local National Health Service is required. The infrastructure of prisons and their security measures need strong collaboration with health care unit. (Powell, 2010) On the other hand, the education of the nurses has a very high impact on patient health and safety and is a major determining factor of nurse’s attitudes and actions. (Altmann et al., 2012) recently surveyed on the aforementioned line and found that nurse’

Business - Decision Making Essay Example | Topics and Well Written Essays - 1000 words

Business - Decision Making - Essay Example For example, the depreciation in the value of a car as time passes and the distance it is driven is done by simple regression. But this type of situation rarely exists since there are many complex factors or variables that exist in the real world. If we want to calculate the future earning of a person taking only his years in school is simple regression, but it is not accurate since other factors like age, qualification, industry, experience are not taken into account. If we take all these factors into account the situation becomes more complex and hence multiple regressions would have to be used. Linear regression is used in similar circumstances as a simple regression. A relationship between height and weight of adults can be presented in a linear regression. The heights and weights are marked on a graph and a straight line is drawn through the middle. On the other hand nonlinear regression (NLREG) is used in more complex situations. "NLREG is a powerful statistical analysis program that performs linear and nonlinear regression analysis, surface and curve fitting." (NLREG). After the taking over of Company W, WidgeCorp is supposed to be one of the leading industries under marketing of snack foods and beverages. Their style of management and business decision-making was different from the company W. The WidgeCoThe WidgeCorp wanted their employees to collect relevant information's by doing statistical analysis and make use of the information gathered for decision making and further action, unlike the company W which actually relied on experience and judgment of their managers. (Problem, 2008). By the next year, within the industry, the sale of snacks and cold beverages are supposed to be the largest product segments, and these 2 categories will become driving force of the industry. The cold beverages are acquiring space in almost all shops with a high proportion in hotel groups and restaurants. Cold storage machines grew at an even more impressive 42% in 1999, with this growth coming at the expense of shelf-stable products. According to the National Restaurant Association, revenues from restaurants as far as cold beverages are concerned are expected to reach $321 billion in 1999. This cold beverages industry is concerned as a large and healthy industry in our economy, and suppliers to this industry are expected to benefit from this growth. The chances of progress of a industry which is fast moving and innovative which can introduce enhanced products to the restaurants and other needy customers stand to gain significant market share in a relatively short time span. The company can market its cold beverages to three distinct market segments including; distributors, branded sandwich and juice manufacturers, and end users, whose main focus will be on restaurants and hotels. (Vending services business plan, 1996-2008). According to AC Neilson figures, in the cold beverage industry there has been a continuous increase in sales figures. The market saw considerable growth in , rising by 214% in 2002 and 2003, A survey commissioned by the company Squeeze last year showed that 53% of Irish people drink fruit juice almost daily. Sales figures intimated that Britain now consumes 2.2 billion

Human Computer Interaction for Commercial Applications Essay

Human Computer Interaction for Commercial Applications - Essay Example The super-sensitivity of the touch proves a real mess for the users to handle the phone properly. The white box in the diagram shows the problematic, extra sensitive screen Whether it is being used or not, it automatically initiates different functions that are accessible from the external touch screen display with just mere friction, making it difficult for the users to receive important calls and messages. Environment Surrounding the System The device MotoRazr2 is basically a mobile phone made for communication. It is a common mobile phone used primarily in the United States of America. It contains basic functionalities such as calls, messages, video streaming, Internet, Bluetooth, camera and external memory. It is used by common people who are average mobile users and use their mobile phones just for making calls, sending messages and for some entertainment. Therefore, it is used socially by an average person who does not have a keen interest in utilizing all the functionalities o f the mobile phone. Therefore, these mobiles are used roughly by users and such rough usage causes the UI design with the flaw of extra sensitivity to fail completely. The external display touch system that was the USP of this mobile phone proves to be a stone in the path of success. Jargons No technical jargons are used in the system literature except for common HCI terminologies in describing the system PART 2: THE USERS List of User Groups Following are the potential users of the device/mobile MotoRazr2: 1. Lower class businessmen 2. Students 3. Freelancers 4. Salary based personnel Characteristics of Two Contrasting Groups The two highly contrasting groups that have a significant level of distinct priorities are lower class businessmen and students. These lower class businessmen have more office work to do than to enjoy entertainment functionalities of the mobile phone in question. However, the user group of students has considerably significant usage of the entertainment facili ties of MotoRazr2. The characteristics of a lower class businessmen group are as follows: These businessmen do not have enough time to explore the functionalities of the device Due to lack of time, they have comparatively lesser interaction with the device They are careless about their device and therefore, have a disadvantage of extra sensitive touch display The characteristics of the user group of students are as follows: Students have relatively more free time than these businessmen, hence they explore the functionalities of the device thoroughly Because of their rough usage of device and frequent interaction with it, students have faced problems such as auto triggering of unwanted behavior because of the poor UI design PERSONAS Businessmen Group: John is a new technology entrepreneur. He runs a small technology startup and deals in web designing and development. He normally takes projects from his local clients; therefore, he is mostly discussing his projects on call. He barely has time to text anyone and he needs to save contact details on the go. John normally loads his cell phone with credit, but his daughter, who is a toddler, is greatly fascinated by the external display of the phone. She always uses her thumb to turn its light on and off. She also likes to play with the flap and press random key combinations. John is always amazed by the fact that his credits run out at night time. John cannot, therefore, make important calls at night as he does not have enough credit

Analysis of Recruitment in the NHS

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