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

Leo Tolstoys The Death of Ivan Ilyich Essay -- The Death of Ivan Ilyi

Death of Ivan Ilych 1. Characterize the following individuals   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Peter Ivanovich   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Gerasim   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Proskovya Fedorovna   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Vasya Indicate, as well, the ways, in which these individuals help or hinder Ivan Ilych’s spiritual growth. 2. How do (a) the stories associated with the Baal Shem Tov and (b) the biblical tale of Elisha in Damascus illustrate the spiritual journey undertaken by Ivan Ilych? 1. Peter Ivanovich (known from now on as PI) was Ivan’s dearest friend. PI and Ivan have known each other all their lives yet at Ivan’s funeral PI shows no deep remorse. All that PI really thinks about is the vacancy that Ivan has left at work. He like other people, thinks that relationships are just about achieving ones own agenda. And such loving and compassionate relationships do not exist. Another situation that PI has is that after his selfish like behavior he is characterized by a desire to avoid the unpleasant. This is shown when PI skirts the topic of Ivan’s death and â€Å"drags his feet† when it comes time to attend the funeral. He has a problem with confronting the aspect of his own mortality. PI never quite makes the transition to the true understanding of the nature of life that Ivan had made and Gerasim as well. Even though upon leaving Ivan’s funeral PI evokes the observation that it is God’s will that everybody dies someday. His receptivity and consciousness make him stand out amongst society. If one looks at PI’s last name of Ivan... Leo Tolstoy's The Death of Ivan Ilyich Essay -- The Death of Ivan Ilyi Death of Ivan Ilych 1. Characterize the following individuals   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Peter Ivanovich   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Gerasim   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Proskovya Fedorovna   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Vasya Indicate, as well, the ways, in which these individuals help or hinder Ivan Ilych’s spiritual growth. 2. How do (a) the stories associated with the Baal Shem Tov and (b) the biblical tale of Elisha in Damascus illustrate the spiritual journey undertaken by Ivan Ilych? 1. Peter Ivanovich (known from now on as PI) was Ivan’s dearest friend. PI and Ivan have known each other all their lives yet at Ivan’s funeral PI shows no deep remorse. All that PI really thinks about is the vacancy that Ivan has left at work. He like other people, thinks that relationships are just about achieving ones own agenda. And such loving and compassionate relationships do not exist. Another situation that PI has is that after his selfish like behavior he is characterized by a desire to avoid the unpleasant. This is shown when PI skirts the topic of Ivan’s death and â€Å"drags his feet† when it comes time to attend the funeral. He has a problem with confronting the aspect of his own mortality. PI never quite makes the transition to the true understanding of the nature of life that Ivan had made and Gerasim as well. Even though upon leaving Ivan’s funeral PI evokes the observation that it is God’s will that everybody dies someday. His receptivity and consciousness make him stand out amongst society. If one looks at PI’s last name of Ivan...

Plan an Intervention Strategy

I am writing about case Scenario 1. This is a referral made by the GP of a 72 year old Punjabi lady, Jameela, to the older person's team. She has increasing care needs and is cared for by her Daughter-in-law, Farah, who has become increasingly depressed and unable to cope. She has two children, the younger of which has learning difficulties. The GP has spoken with Majid, the husband suggesting that his mother should go into a home and asking him to discuss this with his mother. This is a close knit family with culturally based family values which are resulting in tensions and conflict between Jameela, Majid and Farah, his wife. It is human nature that we all form our own opinions, beliefs and values but these personal values can cause problems as a social worker. According to Banks (2006, p. 6): ‘Values are particular types of belief that people hold about what is regarded as worthy or valuable'. It is important that I am consciously aware of my own views and opinions and challenge them so that they do not interfere with my treatment of all service users. It is my duty to not allow my individual beliefs, for instance my own religious beliefs and values may cause me to have stereotypical views about the Muslim/Sikhism religions and beliefs of my service users in this scenario. This could lead to assumptions about the service users' family values and lead to the possibility that I may let my own beliefs influence how I act with this family and I may subconsciously discriminate against this family on this basis. It is important for me to identify and challenge my own stereotypes to achieve anti-discriminatory practice positively with my service users. My service users will all be individuals with their own make-up, as indeed I am myself and irrespective of both my own and my service users race, ethnicity, nationality, sex, sexual orientation, marital status, mental or physical disability, political or religious beliefs I need to be non-judgemental, respectful and not allow my own values to cause discrimination and prejudice to any person. This is using the important social work value of unconditional positive regard. ‘There is recognition that personal and agency values may conflict and that the worker as a person has a moral responsibility to make decisions about these conflicts'. Banks, S. 2006,p. 150) In agencies there may also be different attitudes and values to our own and social work values and it is important for me to challenge these values so they do not affect the fairness of treatment to my service users. For example an organisation with predominantly female staff may not be aware of the views and opinions that they appear to have are creating sexism towards male members of the team and may also interfere with the fair treatment of service users leading to discrimination. It is important for me to have a non-judgemental attitude and to not judge any members of the family or treat them as being responsible for their problems or needs. There are many concerns from this referral; Majid is the point of referral from the GP and not the main service user, Jameela. This is disrespectful and disempowering to Jameela taking away from Jameela the control over her own life and decisions of her own. This referral is not promoting good practice where we would give Jameela the right to make her own informed decision and to take part in the decision making process. Kant's moral principle of the categorical imperative: ‘I ought never to act except in such a way that I can also will that my maxim should become a universal law'. (Kant, 1984, p. 88) Which means that we should treat other people in the way we feel all people should treat each other. By suggesting that she be taken into a home is treating her as a means to an end or a solution to the difficult family situation. Kant's philosophies focus on respect for persons and valuing them as human beings which influenced the social work value of respect. BASW (2002, p2, 3) states that practice should promote human dignity and worth, giving every one individual value and respect and a right to self-fulfilment and control over their own lives. As part of the process of getting to know this family it will become apparent that the actions of each adult family member are affecting others. As a social worker I have a moral obligation and responsibility to work with the family to help improve the resulting conflicts. Majid by showing loyalty to both his wife and mother may be contributing to the problem as he is unwilling to acknowledge the views his mother holds about his wife and this in turn will increase Farah's depression as she can't talk to anyone about this. A utilitarian act focuses on working for a greater good or the action which benefits the majority. In this case to promote the idea, to Majid, of taking Jameela into a care home for a temporary period initially to allow Farah to recover and to improve family relationships between Majid, the children and herself. Farah is in the position of least power in this family and this is largely due to the cultural and social expectations within the family, therefore she is probably unable to speak for herself, feeling oppressed which may have caused her to internalise her experiences and feelings and contributed to her depression. The emancipatory movements of the 1960s and 1970s where oppressed groups such as women, rebelled and fought for social justice such as the right to study at university, to have equal rights in the workplace has helped to raise awareness and influence the emancipatory values in social work practice. These values encourage us to promote social justice and consider the inequalities that Farah has, also that she is struggling to cope with the responsibilities of her Punjabi family traditional culture and values. It would be important to consider virtue ethics, and to demonstrate that as social workers we have good character traits of truthfulness, honesty. Integrity, knowledge and that we act justly and in a trustworthy manner with all members of this family. There is also an element of seeking and appreciating the character traits or virtues of all members of the family and the good things about them, without judging their actions. In trying to form a professional judgement, as part of the process of undertaking an assessment, I would analyse the dilemmas in this scenario and be guided by the moral philosophies already mentioned which have in turn helped to underpin the social work values that we aspire to and the BASW and the GSCC codes of ethics which guide our professional practice. Banks, (2006,p8) describes : ‘Ethical dilemma- a choice between two equally unwelcome alternatives relating to human welfare'. This relates to one of the ethical dilemmas in this scenario being that Jameela's self determination is having a negative effect on Farah and an indirect effect on the children, also Majid who is colluding with his mother. ‘Self-determination of service users'. (BASW, 2002, 4, 1, 3) States that we should help to make informed decisions and promote a person's autonomy provide it doesn't conflict with their safety or rights of others. There is a conflict between the needs of Jameela as opposed to the rights of Farah and her own need for autonomy. I would help Farah to recognise her rights as a carer and explain the implications of this. (GSCC, 2002, 3. 1) says that: ‘Promoting the independence of service users and assisting them to understand and exercise their rights'. The balance needs to be addressed between Farah and Jameela's needs by limiting Jameela's self determination but still allowing her to give informed consent, with the intention of reaching informed decisions of a joint nature with the agreement of Majid and Farah. However, I do feel this is going to take a lot of sensitive discussion with all family members to help achieve harmony and agreement on the best solution for all. Although it may be necessary still to collaboratively make the difficult decision or choice of action to place Jameela in a care home, which may be unwelcome to her and thus compromising her rights, a further ethical dilemma. S. Banks(2006 p48) says: Yet while the social worker may be able to focus largely on one individual service user and take on the role of advocate for the service users rights, often the social worker has to take into account the rights of significant others in a situation. In the interests of justice it may not always be morally right to promote the service users rights at the expense of those of others'. This is in accord with my own conclusions for this scenario and the moral dilemma it has created by putting the rights of Farah, Majid and their children before Jameela. On considering all the options this would be for the greater good and benefit the majority. ‘Cultural awareness'. (BASW, 2002, 4, 1, 6) As there are many cultural expectations on family members, in particular Farah and the responsibilities and duties it places on her; it is important for me to not impose westernised values on this family but to be aware of their cultural values, beliefs and customs. I would obtain a working knowledge of this individual family beliefs and culture, paying attention also to communication barriers and use an interpreter if needed. Radical position and praxis could be used with effect to set up a day care centre to help Jameela and other elderly Punjabi members of this community, to help social inclusion of Jameela and others. Using praxis to reflect then act we could evaluate the service we have provided , its strengths and weaknesses and improve the service and expand it further to meet the needs of Punjabi members of the community. There is a power struggle within this family with Jameela having the greater and Farah the least power. As a social worker we have the power to influence the lives of our service users. I would use my power to give information and available choices to all the members of this family to help them participate in the overall decision making process. It would be very important to try to help them to see the individual needs of other family members in a sensitive way without apportioning blame. By valuing the difference and the cultural identity of this family this would empower them and give them acceptance and equality, creating an opportunity for them to have choices in their lives. Thompson uses a Personal, Cultural and Structural (PCS) model to help understand discrimination and oppression that can result from it. There are three levels which interrelate; the personal area looks at the psychological aspects of discrimination and how personal experiences will become apparent in our attitudes. The cultural aspect of the model is about what are perceived as the norms in society and the shared beliefs of society about what is right and wrong. The structural section of the model is making reference to the structure of society and includes within it media, religion and government (Thompson, 2006). I should consider the inequalities and discrimination that this family may face and how these may impinge on their lives. As a social worker it would be my role to counteract the effects of oppression by focusing on both Jameela and Farah so they could gain control of their own lives, as they may feel disempowered by their situation so by adopting an anti- oppressive approach this would aim to empower them both. My own personal learning resulting from this scenario has been a reflection of my own character, my own values, personal beliefs and the importance of not allowing them to impact on the service offered to service users. By reflecting on my previous working experience I have realised that I do actually adhere unknowingly to many of the philosophical principles that have underpinned the value base in social work. I have always treated all persons with respect, acceptance as individuals in their own right irrespective of their make-up or heritage (Kantism). I have the belief that there is some good in everyone although it is not always apparent (Virtue ethics). I am always non- judgemental and sensitive to cultural identity and aware of the diversity of all people. The subject of ethics and the moral dilemmas that will occur in practice will be a challenge for me and all social workers I do believe on an ongoing basis. Learning how to empower people and to increase their own strengths and coping abilities is a theory for me to learn how to apply in practice situations. The importance of this to me as a future social worker is to ensure I acknowledge the power I will have, to always be reflective and consider evidence-based practice, to be a non-biased worker and to give all service users unconditional positive regard to create a safe and trusting environment so service users can express themselves.