Running head: Implementation Plan for Compliance System Training
Implementation Plan for Compliance System Training
Richard Romberg
CMGT/410
September 18, 2015
VINOD KANDANCHATHANPILLI
Introduction
We do appreciate the staff of Romberg Inc. taking the time to learn our new implementation plan for the newCompliance System. This system is much better than our last system. Generally speaking, the training project shall require two-way transportation, logistical, lodging, meals, training material and speaker resources for a training duration. This memo will properly explain each step along the way.
MEMORANDUM
TO: All Employees
FROM: Richard Romberg
DATE: September 18, 2015
SUBJECT: Implementation Plan for Compliance
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Owing to varying laws, separate training sessions shall be conducted later for Asia and Europe.
The entire coverage of the training program shall be to create awareness of the EEOC and Title VII non-discrimination laws in hiring, evaluating performance and terminating employees. The end-goal is to minimize the incidence of lawsuits across the entire value chain of the company in the United States and territories.
As part of this initiative, the company will establish an online knowledge base accessible via the company intranet and hard-copy memory aids and reference in decision-making and conflict resolution.
Task and Resource Requirements
Given the next open slot of senior management staff who will give opening and closing remarks, the next feasible schedule appears to be seven weeks after the mid-June Microsoft Developers Conference or in early OCT 2013.
In order to achieve the below deliverables, four classes of resources shall be
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Where the former is concerned, the project deliverable shall be no less than 100 % attendance and accommodation (no turn-aways) at the Microsoft Campus Retreat Facility. As to the training outcomes, every participant must pass the Level 1 post-test which requires knowledge of nondiscrimination standards in hiring and firing. At the minimum, this means awareness by employee relations front liners that there are inclusion laws with respect to sex, age, race, religion and even physical disability and that the burden of proof lies with the Company that there was no deliberate bias to exclude applicants, arbitrate harassment disputes or terminate employees by reason of those
Budget: Domtar has issues with its financial status so budget becomes the major constraint for allocating it for training so it should be more effective. They have to be certain limit of trainings.
Title VII of the Civil Rights Act of 1964 has grown over the past few decades to ensure that employees, as well as employers, are protected against all employment discrimination. It is extremely important that both employers and employees know and understand what the law means and how to handle such acts of discrimination. As more amendments are passed into law, employers need to have clear and concise policies to help fight against discrimination.
training every two years (Deschenaux, 2007). In addition, the employer must answer all employees’ questions within two days, and all of the trainers much meet a high level of standards (Deschenaux, 2007). This article does not encourage online training courses to meet the state obligations.
...anding as they arise. These training will be administered online and must be applied to all individuals with the department. Some individuals may not have the ability or be familiar with the use of computers in which the human resource department must accommodate accordingly in assuring that they complete the training. Six months after the initial training human resources must survey employees on their perceived outcome of the initiative.
Training and development is essential to employee’s retention, loyalty and overall satisfaction. When employees feel there is opportunity within a company and diversity leading the way employees pride and productivity is enhanced.
...d other employees would benefit by becoming knowledgeable of their rights under the laws of EEOC and corrective or preventive actions would be taken to discourage discrimination. This is why it is so important that an employer must educate management, as well as, employees so that problems, such as, John’s won’t escalade to the point of a complaint being filed within the EEOC administration. Employer’s may lose, as well as, employees and may become devastating where as both parties are negatively affected.
This memo emphasizes on the areas of Compliance and Noncompliance, and some ideas that might help to improve in the noncompliant areas.
Noe, R. A., & Peacock, M. (2008). Employee training & development (Canadian ed.). Toronto: McGraw-Hill Ryerson.
The development planning process “refers to a system to retain and motivate employees by identifying and helping to meet their development needs” (Noe, 2013). This process can be used in the internal hiring process. When brining internal employees into the supervisor training program this process will motivate the employees so they will continue to grow within the company. The morale of the overall company will improve when employees are chosen internally for the supervisor training program. This process has four steps to it; they are self-assessment, reality check, goal setting, and action planning. Self-assessment identifies the improvement that is needed from the employee. The company can provide testing that shows the strengths, weaknesses, interest, and values of the employee. Reality check is when the employee determines which of the needs can be developed realistically. The company can create a performanc...
To combat these and other issues that can arise due to a lack of training, the development of a training program will wan...
Employment, Inc is committed to a policy, as stated by the Federal Employment Equity, of achieving equality in the workplace so that no person is denied employment opportunities, pay or benefits for reasons unrelated to ability. Employment, Inc is therefore committed to equal employment opportunities, as stated by the Civil Rights Act of 1964, for all applicants and employees without regard to age, race, color, religion, national origin, sex, physical or mental disability or any other unlawful grounds. In order to ensure an equitable workplace, Employment, Inc abides by a number of objectives as required by law. These objectives consist of::Workforce Survey - a collection of data on existing employees and determine those that fall into one of the designated categories.
The U.S. Equal Employment Opportunity Commission. (1997, January). Title VII of the Civil Rights Act of 1964. Retrieved from: http://www.eeoc.gov/policy/vii.html
Harassment and discrimination can affect a business in many ways. Having a history of harassment and discrimination claims can damage a business’ reputation and affect its bottom line. It can cost the business current and future clients as well as investors and employees. Depending on the gravity of the claim(s), the process of settling the claim(s) can take anywhere from months to years. Meanwhile, the cost of the settlement and other fees continue to add up. A business might have to compensate the affected parties besides paying court fees and lawyers. The EEOC has seen a rise in monetary rewards from 7.5 million to 24.3 million (Glazer, 1996) However, all of these can be avoided by properly educating employers and employees about their rights and what harassment and discrimination entails.
Training is an integral part of any organization’s development and is an ongoing process. Training programs will vary according to the position held within a company. “Training is a learning experience that seeks a relatively permanent change in individuals that will improve their ability to perform on the job” (DeCenzo & Robbins, 2007, p. 223, para. 1). Good organizations can be linked with the training and development of good employees. Any organization’s success in growth and innovation is dependent upon the talent, motivation, and leadership of its employees. Efforts made to recognize the value of each employee and the job he or she performs will contribute to a workplace environment that inspires, supports, and rewards employee development.
In Microsoft training and developing employees is very important aspect of the company’s day-to-day operations. At Microsoft all employees are “thrown” into normal business operations right away. Since 1975 the company has used the method “learn as you go”. It depends heavily on learning by doing rather than learn and then do it. The company recruits young and talented specialists from colleges and universities. The company is well known to look for four important qualities in all-new hires: ambition, IQ, technical expertise, and business judgment. Experienced employees conduct interviews and it is very important to note that the team managers are the people that actually hire, not the recruiters. That gives the managers the flexibility of selecting and hiring the best of the best. It is an interesting fact that only two to three percent of all recruits expressing an interest in Microsoft are hired. Once hired the new employees are assigned to teams where they start doing projects by close supervision. The new employees are expected to know the specifics of their job responsibilities and how to perform different tasks. That is why in May 1997 Microsoft launched the new Microsoft Skills 2000 initiative. The purpose of Skills 2000 is to reduce the growing gap between company needs and available skills by reaching out to employees in the computing work force as well as those interested in developing an IS career. Microsoft pays relatively low salaries and often does not pay for overtime, but employees are compensated by excellent benefits. The company offers Savings Plus 401(k) plan, Employee Stock Purchase Plan (ESPP), paid maternity and paternity leave, tuition reimbursement, annual bonuses, etc. The company’s culture is also an important HR factor as it refers to employee motivation, development and quality of work. Microsoft has anti-bureaucratic atmosphere that gives the employees the freedom to take risks.