My Best Abilities The Beginning Of Coltrane s Alabama ...

You can see in the image above where I aligned to my best abilities the beginning of Coltrane s Alabama with King s speech. Hearing a recording of the two overlapping is much more obvious but you can still see how some of the words can fit into the rhythms Coltrane played. I personally believe Coltrane did this on purpose. Of course, we have no way of know but there are some points in the speech and music where it lines up so well that it s unmistakable. There are also parts that do not mix well together, some of which you can see above but maybe Coltrane did that on purpose as well, to add his own take on King s speech. Maybe even say some more things that King didn t say that Coltrane wanted him to say. Coltrane s use of his playing abilities makes this piece speak volumes. The beginning of this piece is essentially a lament. You can feel the sorrow and grief of the friends and family involved in this tragedy pour out of Coltrane s sound. Coltrane never considered himself to be a p olitical activist. He was a musician first, but he was also a deeply religious person. Maybe it was his beliefs that drew him towards the civil rights movement. Coltrane played eight benefit concerts to support Martin Luther King Jr. in 1964 and recorded multiple tracks to help inspired the struggle. Art like this though cannot depend on content alone. Someone can listen to this piece and enjoy its beauty just as much as someone who knows the meaning behind it. This is another protest

Security Threat Groups And Prison Gangs - 1665 Words

Security threat groups and prison gangs are responsible for a lot of the crimes that occur in prison. Well-organized and highly structured prison gangs who have leaders and influences have been around decades. Gangs in prison can be described as groups whose activities pose a real threat to the safety of the institutional staff and other inmates and also to security of the correctional institution (Beth, 1991). These gangs always have strong leaders and use that leadership role to their advantage as an influence on other inmates by means of violence. Sometimes they are interested in drugs, alcohol, and contraband to other prisoners. Gang activity is an increasing activity in prisons in major cities, rural communities, and prisons. The Aryan Brotherhood, Black guerilla Family, The Folk Nation, The Mexican Mafia, and MS 13 are five of the most dangerous gangs to prison systems among the many gangs that that are known out there. The Aryan Brotherhood is made up of white males and originated in 1967 by Barry Mills in California. The Aryan Brother has always had a deep hatred towards African Americans and other minority groups. They formulate their own brotherhood as a way to protect themselves against threats. After while, seeing how much of an influence their brotherhood was making, their motive shifted from protection to using it’s influence to gain money and getting high. Even though the Aryan Brother hood is composed of known mostly men who had hatred for African AmericansShow MoreRelatedSecurity Threat Groups/Gangs in Prisons Essay1480 Words   |  6 PagesRunning Head: SECURITY THREAT GROUPS/GANGS IN PRISONS Security Threat Groups/Gangs in Prisons Nicole Sage Kaplan University CJ130-03 Nancy Thode January 18, 2011 Security Threat Groups/Gangs in Prisons In our prison systems today, many different gangs pose a threat to our correctional staff and other inmates. In the United States, gangs exist in forty of the fifty states. These gangs bring violence, drug trafficking and racial unrest to our correctional system. The Aryan BrotherhoodRead MoreEssay on Prison Gangs: Gangs and Security Threat Group Awareness2814 Words   |  12 Pages One of the major problems of corrections today is the security threat group - more commonly known as the prison gang. A security threat group (STG) can be defined as any group of offenders who pose a treat to the security and physical safety of the institution. Throughout the 1960s and 1970s, prison gangs focused primarily on uniting inmates for self protection and the monopolization of illegal prison activities for monetary gain (F.B.P., 1994, p. 2). STGs are mostly divided along racial linesRead More Controlling Security Threat Groups Essay785 Words   |  4 Pages Security threat groups or, â€Å"prison gangs† pose a daily problem within the walls of our national prisons and officials must constantly devise new methods in dealing with an ever growing population of inmates. The difference in dealing with multiple gangs is that prison officials focu s on the group behavior rather than centering on individual involvement. With the focus on the whole group, one then must develop plans or procedures when controlling various threats within a correctional facility. ThisRead MoreShould Prison Gangs Become More Prevalent Inside Our Nation s Prison System? Essay1726 Words   |  7 Pages Prison gangs within the penal system are problematic and a multifaceted issue for several reasons. One reason gangs are so problematic in the penal system is due to the threat they impose on others, including other types of gang-bangers, non-gang affiliated inmates, correctional staff, prison administration, and the overall security of the facility itself. According to research, â€Å"A composite measure of gang misconduct represents the threat that particular gangs pose to prison order† (Gaes, WallaceRead MoreThe Security Threat Of Prisons And Police Officers1224 Words   |  5 PagesThere are many dangerous gang in prison and out on the stre ets that are a security threat to prison staff and to public. These groups are called STGs or Security Threat Groups (gangs). Prisons and police officers try to control these gangs as much as possible so there could be the least threat as possible. Some of the main security threat groups are: The Aryan Brotherhood, The Ku Klux Klan, The Folks, The Nation of Islam, and MS 13. These 5 groups are a major threat to prison staff and people out inRead MoreGangs in Prison Essay1447 Words   |  6 PagesIntroduction Prison gangs are originally formed by inmates as a way of protecting themselves from the other inmates. These gangs have turned out to be violent and thus posing a threat to security. This paper will have a look at the different gangs in prisons, their history, beliefs and missions, and the differences and similarities in these gangs. The Aryan Brotherhood The Aryan Brotherhood started in 1964 was founded by Tyler Bingham and Barry Mills who were white supremacists and Irish AmericanRead MoreGang s And Management Challenges Facing Corrections Essay1316 Words   |  6 PagesGang s in the Correctional Setting There are many supervisory and management challenges facing corrections, due to the proliferation of the gang problem, presently within our prisons today. It is critically important for upper management, in the correctional field, to be held as responsible stewards, of the all resources available to them to combat this problem. (Saint Leo University, 2016). These actions are necessary, to deter the increasing glut of criminal activities, which gang behavior inevitablyRead More Gangs and Violence in The Prison System Essay2007 Words   |  9 PagesGangs and Violence in the Prison System Introduction Gang violence is nationwide and is one of the most prominent problems in the prison system today. Gangs are known to attempt to control the prisons/jails, instill fear within the prison system and throughout the society, and bring negative attention to the system. â€Å"Gang affiliated inmates comprise about 18 percent of the 18000 inmate population.†(Seabrook) A growing numbers of inmates and a large amount of them serving longer sentences forRead MoreEssay about Rise in Prison Gangs in Canada988 Words   |  4 PagesRise in Prison Gangs Fueling Violence, Drug Trade – Canada – CBC News The article presented on this paper reveals the problem of gangs and gang related violence in our nation’s institutions. Corrections Canada has seen a 44 per cent jump in gang members in federal prisons in the last five years, to 2,040 in 2012 from 1,421 in 2007, according to the documents obtained under access to information. The correctional service constructed a strategic framework for dealing with gangs in 2006, and implementedRead MorePrison Gangs : The United States991 Words   |  4 PagesThe fact that prison gangs are not visible to the public makes them seem unknown to the public eye, however the pose the same threats to the United States as all other gangs. Prison gangs are also often written off and forgotten about by authorities due to fact that they are incarcerated. â€Å"Due to their seclusion from the public and their minimal visibility, prison gangs are difficult to target and are thus frequently overlooked as threat actors, which enables them to commit vari ous crimes without

Diego Rivera A Retrospective Essay Example For Students

Diego Rivera: A Retrospective Essay The expression routinely used these days to designated public artart in public spacesimplies that there is nothing especially public about the art in question, apart from the external circumstance of its placement. So, on occasion, a given bit of statuary, whose natural habitat is the museum, is sent into the field to elevate and enhance public consciousness. But when public consciousness proves inhospitable to the aesthetic missionary, it is rotated back to the museum, where it can be appreciated for the very values and virtues the graceless public responded to with hostility. The aesthetician Dale Jameson once described to me the peregrinations of a Red Grooms piece. Initially commissioned for a condominium complex in Denver, Colorado, where an Original Work of Art would be among the expected luxuries, together with the Olympic-size swimming pool, the squash court, the sauna and the jogging path, what Groom fabricated was something finally too rowdy for yuppie tastewhich really wan ts something reassuringly portentous and decoratively bland, like the lobby embellishments in Gateway Plaza. Thinking it was, after all, the Far West, he sent a cowboy and Indian locked in combat, the air between them dense with funky arrows and comical bullets. No doubt the possibility of tax write-offs recommended transferring the work to the University of Denver, where one would have thought it exactly suited to undergraduate sensibilities. Instead it offended, since it was perceived as disparaging to Native Americans. But matters of offensiveness simply do not arise in the museum, where being a work of art neutralizes any moral attributes a piece gathers in its public transits, and one can imagine mommies and daddies hushing their offsprings inappropriate exclamations before Grooms work, which, in the Denver Art Museum, will be vested with the sacredness that is its ontological duebeyond good and evil. It is almost certainly because the art-work is supposed to carry its sacral immunities into public space that murmurs of Philistine are heard when the public insists that other priorities trump those of artistic edification. So it is not surprising that when public art meant something profoundly more political than it does nowwhen art was in public spaces not to transform the public into aesthetes but to express and validate its social aspirationsthe aura of sacrilege attached to treating art badly could be cleverly utilized by artistic guerrillas like  Diego  Rivera. It is widely appreciated that one of the most powerful weapons the guerrilla possesses is the moral self-image of the immeasurably more powerful enemy. The terrorist would be powerless, for instance, if the attacked nation were indifferent to the fate of hostages, or if the possibility of execution were regarded as a moral opportunity by travelers who ventured abroad in the hope of being martyrized. Hunger strikes w ould be counterproductive if the public found starvation a form of entertainment and giggled at emaciation.  Rivera  imagined that no one, least of all a Rockefeller, would treat an artwork with anything but devout restraint and used this belief as a shield to carry the class struggle behind the lines, as it were, into the RCA building at Rockefeller Center. In a mural that bore a title that defines the period in which it was undertakenMan at the Crossroads Looking with Hope and High Vision to the Choosing of a New and Better FutureRivera  placed an unmistable portrait of Lenin to Mans left. Now,  Rivera  put the portraits of actual persons everywhere in his muralsEdsel Ford, Charlie Chaplin, Cantinflas, Jean Harlow, his wife Frida Kahlo and often himselfbut this was always done in the spirit of metaphor: Ford as Donor, Cantinflas as Saint,  Rivera  as Worker, Harlow as Ministering Angel, Kahlo as Victory or the Spirit of Fertility. But Lenins mug, like the American flag, is too potent an image to be transfigured, or is already so powerful a metaphoric presence than any further effort at metaphorization must fall. That the same universally recognized features that dominated Red Square or May Day demonstrations the world round could be rendered innocuous when placed in a work of art, over the bank of elevators in a building explicitly intended to stimulate the recovery of capitalismbecause it was art!was hardly something even an art lover like Nelson Rockefeller would have been prepared to accept. Just as there are certain words whose very appearance in a next tra nsforms it into obscenity, there are images that eat through art and turn it into weaponry. It was exactly such images that public artists of  Riveras period sought, and in ordering that  Riveras mural be chiseled off the wall, Rockefeller demonstrated that he took the art seriously, and on its own terms, and treated it with the respect wit which a soldier treats another soldier when he shoots him through the head, despite the camouflage of the priests costume. A la guerre comme a la guerre! With true fresco, which  Rivera  revived and used brilliantly, there is no alternative to the chisel. Fresco is a watercolor medium and depends for its effect on the transparency of washes. As with any watercolor, overpainting renders opaque and dead those qualities for which fresco is precisely sought. Beyond that there are the chemical facts that make fresco so natural a choice for an art intended to endure. Washed onto damp plaster, pigment is absorbed by capillary action and a film of calcium hydroxide is formed which interacts with air to become calcium carbonate. Impervious so water, an indiferrent to light as tiles, physically one with its surface, the fresco lasts as long as the wall, and under ideal circumstances should retain its freshness forever. (Of course, smoke from candles and oil lamps, the depredations of graffitists and hooligans, may interpose a screen of decay between the viewer and the fresco.)  Rivera  could have chiseled out Lenins portrait. He did not hesitate to alter his Mexican murals when it suited him, for example, removing the phrase God does not exist from his mural at the Hotel de Prado some months before his death on November 24, 1957. Nor do I know what reasons he gave Rockefeller for not doing soafter all, the portrait might have saved the building when revolutionary hordes swept up Sixth Avenue, intent on hanging capitalists from Paul Manships Prometheus Fountain by the skating rink. But he preferred to leave the excision to his antagonist, allowing him to be the barbarianand Rockefeller responded with characteristic overkill, chipping off the whole thing, 100 square meters in all. For the next New York commission,  Rivera  prudently used the portable mural formatplaster over cement in steel frameswhich he had invented in response to a commission from the Museum of Modern Art, for his exhibition in 1931. And the portable muralsfrom MoMA and from the New Workers School of East 14th Street, which he painted in 1933, after Rockefeller discharged himfound their way into private collections and onto museum walls. These murals are somewhat inconsistent with the intentions of a public art advanced by the great revolutionary Mexican muralist movement  Rivera  joined in 1922, and which he dominated to its end. The portable mural is, in fact, simply an unwieldy easel painting, and it was precisely the easel painting that was anathema to the Mexican muralists: We repudiate, their manifesto had proclaimed, the so-called easel painting and all the art of ultra-intellectual circles, because it is aristocratic and we glorify the expression of Monumental Art because it is a public possession. In subscribing to this credo at almost the exact middle of the road of his life,  Rivera  in effect repudiated his career up to that point, for his art until then had been precisely ultra-intellectual and aristocratic. In the beautifully installed centennial exhibition of his work at the Philadelphia Museum of Art (until August 10), one can trace his wandering through the wilderness of Cubist experimentation. Had he not been summoned back to Mexico, after his protracted Wanderjahre in Europe, to participate in the great program of public art sponsored by the visionary minister of culture Jose Vasconcelos,  Rivera  would have had a place, but perhaps not an especially important place, in the history of twentieth-century arta B to B-plus Cubist, of about the rank of De la Fesnaye. Perhaps by 1922 he was already looking for a way to stop being a Cubist, and muralism gave him that.  Riveras place in twentieth-century art is still a problem, but that is because it is difficult f or us to come to terms with the mission of public art to which he so colossally and ambiguously contributed. The history of world art since 1945 has been pretty much the history of American art, centered in New York, where the great New York School shifted the direction of artistic expression decisively away from public concerns. The New York painters were absorbed, instead, with abstract questions of the nature of art and concrete questions of personal expression, and at least one major critic, Harold Rosenberg, connected these two preoccupations in a single powerful theory: that painting is the act of painting and that action is personal expression. But the personal is the political, as feminists often say, and seeing the public works of  Riverathrough the lens of a revolution in the concept of art to which he did not contribute, makes me appreciate the degree to which the personal preoccupations of the New York painters must have been a form of political reaction against what one might term public politicsthe politics which, whether in Mexico or Germany or Italy, or in the Soviet Union and among its satellites, found its artistic expression in heavily muscled members of the heroicized classor raceresisting some suitably allegorized embodiment of evil. (Or in depicting selectively swollen women sacrificing the emblemata of their fertility to the fatherland, the master race, the working class, the agency of the bright future of an exalted humanity.) These severe groupingsthe worker, the soldier, the athlete, the motherlook more and more like moral cartoons, and it is easy to sympathize with those who responded at last to those forms and that function of public political art with a kind of nausea and turned away from public celebration. And since our attitude toward art today, though its roots stretch back to ancient formulations, was formed in that period when American artists, and especially New York artists, took up the philosophical tasks that have defined the modern movement since its inception, it is hardly a matter for wonder that when we think of public art, we think of art in public spaces, where the intended effect is the transformation of the public into an extended museum audience, with the stance and values appropriate to that order of appreciation. But nothing of the sort was intended by the public artists of the 1920s and 1930s, who had turned their backs on ultra-intellectual aesthetics and sought instead to give artistic embodiment to the general will. As an experiment, spend a while hanging out in the Equitable Buildings atrium lobby, where Thomas Hart Bentons mural cycle, America Today, is flattened out against the marble walls like a zebra hide fresh from the taxidermistand eavesdrop on the comments. The sophisticated visitors invariably talk about the Art Deco moldings Benton used to solve the problem of partitioning spaces. The less sophisticated comment on the dated costumes and quaint machinery. The least sophisticated speculate on whether someone has his hand up the girls skirt. But Benton had undertaken, in America Today, to magically connect the viewer with the continent, which, from the board room of the New School for Social Research where it was originally installed, opened up in every direction, so that sitting in that room one was part of America rather than the viewer of a series of paintings with some modern touches and style-trente figurations. Bentons work was not generated by the principles of museum installation but was a stimulant to patriotic identification. The Equitable lobby is a museum annex (it contains two galleries on furlough from the Whitney), in which Bentons work is reduced to an aesthetic artifact, a disjunction of tableaux which we address from without rather than participate in from withina trophy brought back to symbolize the cultural goodness of the corporation. Although I cannot speculate at length here, the corporations impulse to proclaim its cultural goodness through the acquisition and public display of art cannot be terribly remote from the Mexican governments impulse to proclaim the goodness of its revolutionary aims through the commissioning of art. One must suppose that it was to have been a matter of spontaneous popular pride that the Mexican people could behold, on vast walls and in open spaces, the epic of themselves in an art that belonged to themthat the prerogatives of wealth and cultivation that art has always connoted were being exercised by a people through its artists. What is something of a miracle is that there should have been great artists capable of responding to the imperatives of a public art so conceived. The huge and powerful images, which went up on wall after wall, in public building after public building, were meant to celebrate the donors who were also its subjects, to teach them their past and paint their fut ure. The peon could point to those paintings and say that he was them. Of course such an art had to be recognizable and idealized, and though  Rivera  drew upon what he had learned in France and Spain and Italy in order to organize his immense panoramas, it was a condition of their being public art that they be directly accessible at some basic level to the artistically illiterate and the historically ignorant. In truth,  Riveras mural programs are icongraphically complex. The Philadelphia Museums show originated at the Detroit Institute of Arts, which houses  Riveras masterpiece, the stupendous Detroit Industry, which  Rivera  painted in the Garden Court of the museum. I was taken there as a child, my mother feeling it important that I see the great master at work, and I cannot count the times when, at various stages of my youth, I stood before those walls and tried to puzzle out their meanings, some of which are extremely abstruse and require archaeological information, even if, on a certain level it is obvious enough what is going on. The north and south walls depict the automobile industry, which almost everyone in Detroit was involved with in one way or another.  Rivera  painted in a group of tourists: a trip to the plant at River Rouge was a standard school child excursion in the 1930s. It was on the occasion of discovering a roll of large cartoons  Rivera  had given the museum that it was decided to plan an exhibition to mark the centenary year of his birth. Some of these are to be seen in Philadelphiaa characteristic Figure Representing the Black Race will give you some idea of the scale and form of the figures in the upper register of the Detroit muralsbut the Philadelphia show, in concession to necessity, cannot give you more of the public artist than, perhaps, the few portable murals installed there may afford. This is not a crushing difficulty. The show sensibly stresses the private  Rivera  and places his life at the center. It unfolds as you progress, from some early prodigy drawings until the final, moving last painting, which is of watermelonsa tableful of gargantuan fruits as a nature morte for a dying giantthrough all the stages of a life that can no longer be lived. The lives of the artists, as Vasari knew, tell us a lot about the meaning of art, different lives going with different arts. If someone were to juxtapose the life of Andy Warhol with the life of  Diego  Rivera, no better key to the art history of our century could be found.  Riveras life is as inaccessible to artists today as the life of a knight was to Don Quixote, and it is not to  Riveras discredit that we cannot assimilate him to our aesthetic. Wandering through the wonderful exhibition, I was reminded of something John Maynard Keynes wrote about the geometrical proofs Isaac Newton used the Principia. They were Keynes thought, like great and ancient weapons in some museaum, and he marveled that men could fight with what he could barely lift.  Rivera  is not for our times, but for just that reason it is important that we look at him intensely. It tells us as much about ourselves as about him that he is not.

Basics About Dreaming Essay Research Paper Basics free essay sample

Basicss About Dreaming Essay, Research Paper Basicss About Dreaming 3 Understanding Dreams as Private Mental Experiences What are dreams? Why do we woolgather? And besides, why do we woolgather the dreams we dream? In general, # 8220 ; The dream reveals the world which construct lags behind. # 8221 ; Dreams have been a enigma to us since Adam foremost breathed life. With the material of fables, myths and faery narratives, dreams have ever fascinated world. Dreams are private mental experiences, which may be described as an change in consciousness in which remembered images and phantasies are temporarily confused with external world. It is a communicating of the head, organic structure, and spirit in a symbolic communicative environmental # 8220 ; state-of-being. # 8221 ; Research workers do non yet understand why we dream at all, much less why they dream what they dream. However modern methods of survey have answered many great inquiries about dreaming. In the dream province, we have an chance to entree our private unconscious and the corporate witting. Private unconscious stuffs are those things that are # 8220 ; entirely ours. # 8221 ; For illustration, the experiences and issues that features in our dreams. Jung thought that dreams were by and large compensatory in nature. They try to cover with mistakes, divergences, one-sidedness and other defects in our lives and personality. Dreams that originating out of our private unconscious are by and large valuable and relevant to the current clip. ( If a dream brings up a past experience, it must be because old issues are unsolved. ) Basicss About Dreaming 4 When we are woolgathering and the dream is about something from our day-to-day life, so that dream comes from our private or personal unconscious. The dream may be ego based and is really of import. This type of a dream will increase our consciousness and enable us to see some issue, job, or a personal feature in a new, more fulfilling and productive manner. For case, in our society, dreams can be an alibi to state something confidant to person. It may be a probationary manner to see if a deeper relationship is possible, as in # 8220 ; I had a really nice dream about you last night. # 8221 ; Peoples do non desire to take every bit much personal duty for their dreams as they do with most of their other ideas. It so produces a platform to state whatever bunk, prevarication, or fantasize person might hold on his or her head, because there # 8217 ; s no manner to find if the claim is true or non. Conscious ideas are those that we can command and can be rather cognizant of. The word # 8220 ; consciousness # 8221 ; can be substituted with the word # 8220 ; awareness. # 8221 ; We can believe of the witting and the unconscious as two sides of a coin. The coin being us worlds # 8211 ; which is of this physical universe, and connected to the self-importance. Then we must reply why do we woolgather? Dreaming makes connexions more loosely than waking in the cyberspaces of the head. Dreaming produces more generic and less specific imagination, it cross # 8211 ; connects. The connexions are non made in a random manner ; they are guided by the emotion of the dreamer. Dreaming contextualizes a dominant emotion or emotional concern. The dream, or the dramatic dream image, explains metaphorically the emotional province of the dreamer. By and large stated, woolgathering makes connexion and it does this highly loosely. For some, woolgathering evidently makes Basicss About Dreaming 5 beautiful and interesting connexions ; but even those who believe woolgathering throw things together in a more or less random manner must acknowledge that a dream image somehow connects stuff in our memories, imaginativenesss, and so on. Clearly, woolgathering makes connexions between late experienced stuff and old memories. It combines or puts together two different people, two different topographic points, two different parts of our lives, in the mechanism Freud refers to as # 8220 ; condensation. # 8221 ; Our dreams correlate with age, gender, civilization, and personal preoccupations. As Erik Craig ( 1992 ) puts it, # 8220 ; While drea ming we entertain a wider scope of human possibilities than when awake ; the ‘open house’ of woolgathering is less guarded.† Elizabeth Campbell ( 1987 ) says, â€Å" Anything can go on in a dream. There are no boundaries.† Emotion guides the procedure and is the structural background of our dreams. The emotion # 8211 ; the dominant emotion of the dreamer- is the force which drives or guides the connecting procedure and determines which of the countless possible connexions are actualized at a peculiar clip and precisely which images to look in the dream. Our dreams # 8220 ; contextualize # 8221 ; the dominant emotion. For many of us taking reasonably ordinary lives, there are many emotional concerns active at any one clip, and it is non so easy to find one dominant emotion. Therefore, this leads our dreams to look baffled and about random at times. However, people who have late experienced a terrible injury show connexions being made between Basicss About Dreaming 6 the traumatic event and other images, past memories, etc. The connexions appear to be guided chiefly by the emotions or emotional concerns of the dreamer. As mentioned above, dreams contextualize emotion. What by and large experienced are images. The dream universe looks really much like the waking universe. We should compare woolgathering ( how our heads map at dark ) with our entire experience in waking ( how our heads map in the daylight ) which includes life and navigating in the perceptual universe every bit good as the universe of reveries, phantasy, and imaginativeness. Occasionally, a dream may merely pick up spots of daytime stuff ( twenty-four hours residue ) , or may dwell of a word or a expression, but this is rare. When a dream is to the full structured # 8211 ; a true dream # 8211 ; its construction can be understood non merely as images in gesture, but normally as metaphor in gesture. Are dreams merely the manner things are, or does woolgathering hold a map? Does it play a function in keeping the human being? # 8220 ; I believe that above all, dreaming has a quasi-therapeutic map ( Hartmann 1995 ) . Dreaming allows the devising of connexions in a safe topographic point. In woolgathering # 8211 ; particularly the REM slumber # 8211 ; the safe topographic point is provided by the # 8220 ; good # 8211 ; established # 8221 ; muscular suppression that prevents activity and the moving out of the dreams. As connexions are made between the awful recent event and other stuff, the emotion becomes less powerful and overpowering, and the injury is so bit by bit integrated into the remainder of life. Thus, woolgathering appears to give a quasi-therapeutic adaptative map, which can be seen most easy after injury. Basicss About Dreaming 7 Dreaming should non be confused with REM slumber, however most of our memorable dreams come from the REM slumber, which is the ideal topographic point for woolgathering activity to happen. The map of woolgathering in footings of doing connexions and cross-connections is at least compatible with the position that REM sleep, particularly in immature beings, helps to develop the nervous system. It is besides really compatible with the position that REM sleep maps in the # 8220 ; fix, reorganisation, and formation of new connexions in aminoalkane # 8211 ; dependent prosencephalon systems # 8221 ; summarized as # 8220 ; knitting up the raveled arm of attention # 8221 ; ( Hartmann 1973 ) . To reason, dreams are irreplaceably of import in obtaining psychological freedom, religious apprehension, and religious wealth. Life is an escapade, and as Carl Jung pointed out, possibly the most of import experiences are our internal experiences. In order to go familiar with our # 8220 ; internal # 8221 ; make-up, we must take the journey inward. This journey requires that we pay close attending to our dreams and our emotions. We can larn much from our dreams, if we merely listen with a trained ear. There is nil psychic about understanding our dreams. There is merely a certain grade of intuition, coupled with logic, and a on the job cognition of woolgathering. We must reflect and contemplate, and eventually acquire a clasp on what is genuinely valuable and what will convey deep, hearty, and permanent felicity.

Rpo Challenges and Opportunities Essay Example

Rpo Challenges and Opportunities Essay A research report prepared by HCI Research Recruitment Process Outsourcing: Today’s Challenges and Opportunities A Research Study Conducted by the Human Capital Institute for Futurestep Human Capital Institute | Futurestep | January 2009 Futurestep Futurestep, a Korn/Ferry Company, is the industry leader in strategic talent acquisition, offering fully customized, flexible solutions to help organizations meet specific workforce needs. Strategic RPO from Futurestep combines talent acquisition strategy, global recruiting resources, competency-based methodologies and a flexible service delivery model that enable clients to identify, attract and retain top talent. In addition to Strategic RPO, the company provides a full-spectrum portfolio of services, including: Project-Based Recruitment, Mid-Level Recruitment, Interim Professionals and Consulting Services. With locations on four continents and a record of success in securing top talent around the world, Futurestep provides the experience and global reach to help companies turn talent acquisition into a competitive advantage. In 2008, Futurestep was named as part of the annual Baker’s Dozen list of top RPO providers by HRO Today Magazine. To learn more about Futurestep and its complete array of Strategic Talent Acquisition solutions, visit futurestep. com. Human Capital Institute The Human Capital Institute (HCI) is a catalyst for innovative new thinking in talent acquisition, development, deployment and new economy leadership. Through research and collaboration, our global network of more than 130,000 members develops and promotes creativity, best and next practices, and actionable solutions in strategic talent management. We will write a custom essay sample on Rpo Challenges and Opportunities specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Rpo Challenges and Opportunities specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Rpo Challenges and Opportunities specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Executives, practitioners, and thought leaders representing organizations of all sizes, across public, charitable and government sectors, utilize HCI communities, education, events and research to foster talent advantages to ensure organizational change for competitive results. In tandem with these initiatives, HCI’s Human Capital Strategist professional certifications and designations set the bar for expertise in talent strategy, acquisition, development and measurement. www. humancapitalinstitute. org Recruitment Process Outsourcing: Today’s Challenges and Opportunities Recruitment Process Outsourcing: Today’s Challenges and Opportunities By Dr. Ross Jones, Senior Researcher/Analyst, Human Capital Institute Executive Summary Organizations outsource recruitment and hiring practices for many reasons. Some may lack the internal resources to address their talent acquisition needs. Others may want to focus on core competencies, or to look for a competitive advantage in competing for talent. Whatever the reasons, Recruitment Process Outsourcing (RPO) is a growing practice. Despite this growth, limited information exists on the trends in RPO use, the specific recruitment practices it includes, and how well it is being carried out. Survey To gain a better understanding of today’s RPO practices, we surveyed 381 business professionals who have insight about their companies’ approaches to RPO. In the survey, we explored current or planned use of RPO, the prevailing definitions of RPO, recruiting practices and employee levels covered by RPO, the business case and drivers, Return on Investment (ROI), and recruiting practices that create the most effective RPO. Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Findings The survey results reveal several trends about the adoption of RPO today, the definition and scope of the practice, and current and future ROI opportunities. Adoption: More than half of companies utilize RPO. 59 percent of organizations sur veyed currently outsource some or all of their recruiting processes. 50 percent say they will use RPO in the next five years. Another 20 percent are unsure. Scope: The majority of current RPO deals cover selective practices for tactical needs. Among users, the most common definition of RPO is the outsourcing of some recruiting activities for some levels of employees, with 36 percent of respondents choosing that specific definition. More generally, 73 percent of respondents accept an RPO definition that includes some form of selected outsourcing of recruiting services for selected levels of employees. The recruiting service considered most important to organizations’ talent acquisition goals, Active Recruiting, is the second most likely service to be outsourced. However, RPO practices that focus on strategic talent needs (for example, talent strategy development/consulting) are outsourced less frequently. ROI: Strategic emphasis correlates with increased RPO value among respondents. Only 39 percent of organizations rate the ROI for their current RPO program as good or excellent. In contrast, organizations that use an RPO approach to encompass longer-term strategic needs, such as workforce planning, employment branding and competency management, are significantly more likely to report excellent ROI for their recruitment outsourcing. An Opportunity for Competitive Advantage The results of our study indicate a widespread use of RPO to focus on tactical recruiting practices. However, they also demonstrate that those organizations using RPO as a talent acquisition approach to address strategic needs are much more likely to capture the full value of RPO, as evidenced by their significantly greater ROI. The underutilization of this strategic approach today means that there is an immediate opportunity for organizations to adopt RPO to achieve a holistic talent acquisition strategy, increase ROI, and improve competitiveness in today’s marketplace. organizations typically begin using RPO by outsourcing tactical practices first and, with growing maturity of the process, will outsource strategic practices later. Survey results show that those organizations that do move toward a more strategic approach to RPO will reap rewards for their efforts. 2 Copyright  © 2009 Human Capital Institute. All rights reserved. Recr uitment Process Outsourcing: Today’s Challenges and Opportunities RPO in Today’s Economic Environment As of late November 2008, the economic climate is changing on a daily basis. To gauge how the ongoing economic crisis will affect RPO over the next two years, we conducted a short follow-up survey of 86 talent acquisition experts working for a wide range of organizations. We asked them the following three questions: 1. Given the current economic downturn, what trend do you predict for the outsourcing of recruiting practices in your organization over the next two years? 2. Assuming that your overall recruiting budget will decrease over the next one to two years, what will be the trend for your spending on Recruitment Process Outsourcing (RPO)? 3. Would your organization outsource strategic recruiting practices (e. . , talent strategy development, employer branding, recruitment planning) IF it resulted in an increased Return on Investment (ROI) for your talent acquisition process? The responses to the first question point to the uncertainty gripping businesses today — both because of the range of responses and by the fact that the largest group of respon dents is the uncertain one. 17 percent believe that their outsourcing of recruiting practices will decrease. 30 percent will not outsource recruiting practices. 14 percent believe that their outsourcing will remain unchanged. 6 percent believe that their outsourcing will increase. 3 percent are unsure about future trends. However, many organizations are open to the possibility that RPO, particularly if focused on strategic business needs, can be a tool to compete during difficult economic times. The first indication of this comes out of the answers to the second question above — namely that 44 percent of respondents are open to the possibility that, even if their overall recruitment budget declines, their organization’s investment in RPO may increase. Specifically, while only four percent believe that their RPO budget will increase, 40 percent are unsure about the future of their organization. Again, while highlighting the current uncertainty about what can and will be done in the future, this result points out that many organizations remain open to the possibility of increasing their RPO budget in the future. 3 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Finally, as the figure below shows, the answers to the third question indicate that strategic RPO may be the answer for many organizations looking to optimize their investment in talent acquisition. In fact, 78 percent of our respondents are either using a strategically focused RPO effort now, would definitely use it in the future, or, at least, have not ruled it out. The fact that 52 percent of respondents are unsure if their organizations would move to a strategic RPO, even if it might increase their ROI, again points to the uncertainty of today’s economic environment. However, it also highlights a silver lining — that a vast majority of businesses will remain open to the idea of increasing investment in RPO in general, and strategic RPO in particular, if it helps them compete in the complex environmental climate of the future. Would you outsource strategic recruiting practices if it increased your talent acquisition ROI? Unsure Yes Already use strategic RPO No 0 10 20 30 40 50 60 4 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities I. Talent Acquisition and RPO — The Current State Facing increasing competition for talent and the current economic downturn, many organizations are focusing limited resources on core business needs. As a result, they are outsourcing many key recruiting processes (see Figure 1), fueling the growing trend for services and solutions in the market known as Recruitment Process Outsourcing (RPO). During August and September 2008, we surveyed and interviewed a wide range of HR professionals, from many types of organizations, to determine: The current state and successes of RPO Figure 1. Does your organization outsource some of its recruiting process? The challenges and opportunities facing RPO The best practices and solutions for implementing a winning RPO program 5% Yes No Unsure/Dont Know 50% 75% n 220 147 8 percent 59% 39% 2% n=375 Defining RPO What talent acquisition activities are organizations referring to when they say they use RPO? Our study found a general consensus that RPO is the selective outsourcing of some recruiting activities. Results reveal that 73 percent of responding organizations believe that RPO is the outsourcing of some or most recruiting processes, while only 1 6 percent define RPO as the outsourcing of all recruiting activities for, at least, some levels of employees1 (see Figure 2). Clearly, there is no consensus on the scope of RPO, but the widespread application of RPO on a limited basis suggests a current emphasis on tactical considerations, even though many of our write-in responses suggest a need for a more holistic strategic approach. 5 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Figure 2. What best describes your understanding of RPO? 5% Outsourcing ALL aspects of the recruiting process for ALL levels of employees Outsourcing ALL aspects of the recruiting process for MOST levels of employees Outsourcing ALL aspects of the recruiting process for SOME levels of employees Outsourcing MOST aspects of the recruiting process for ALL levels of employees Outsourcing MOST aspects of the recruiting process for MOST levels of employees Outsourcing MOST aspects of the recruiting process for SOME levels of employees Outsourcing SOME aspects of the recruiting process for ALL levels of employees Outsourcing SOME aspects of the recruiting process for MOST levels of employees Outsourcing SOME aspects of the recruiting process for SOME levels of employees Other n=371 50% 75% n 29 15 15 24 44 28 20 24 134 38 percent 8% 4% 4% 6% 12% 8% =73% % 6% 36% 10% What are some other definitions of RPO? (From the 10 percent that chose â€Å"Other†) â€Å"Outsourcing ANY aspect of the recruiting process for ANY level of employees† â€Å"RPO can be an end-to-end solution for all positions, or a service to take over part of the recruitment process, or be confined to just a certain title-type, such as a highvolume title. RPO can be as flexible as it needs to be for what the client wants. † â€Å"Outsource according to current needs of firm — could be any one of the above at different times or economic conditions. Ability to recruit for needed hires varies, depending on the current workload for in-house recruiters. â€Å"RPO can mean any or all of the above options based on business need. Some organizations choose to keep recruiting higher-level positions within the organization, while outsourcing the candidate sourcing, screening and administrative support up to and some including onboarding (full life cycle). † 6 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Why Use RPO? Now that we know how users define RPO, the next question is: Why do they use RPO? It is unlikely that the decision to turn over parts of such a key talent management process (recruiting) to a third-party service provider is taken lightly. To understand the reasons for this decision, we asked respondents to tell us which of the following were their organizations’ reason(s) for turning to RPO: 1. The existence of pressing staffing needs that they cannot meet themselves 2. The desire to concentrate on their core competencies 3. A lack of internal HR resources 4. The high cost of attracting and recruiting new talent themselves 5. Lack of satisfaction in the new hires they recruited themselves While many organizations chose more than one reason for using RPO, Figure 3 shows that three stand out: 1) Pressing staffing needs that they cannot meet, 2) Desire to concentrate on core business functions, and 3) Lack of sufficient internal HR resources to do the job. The fact that â€Å"the existence of pressing staffing needs† is the most important reason for choosing RPO shows that short-term business necessities can be a powerful motivator for action. This is particularly true if those same organizations also lack the internal HR resources needed to deal with staffing needs themselves — another major reason to outsource. The other main reason to use RPO, â€Å"the desire to concentrate on core competencies,† is one example of a driver that is influenced by the organization’s long-term business strategy rather than immediate responses to staffing needs. It is certainly likely that many of the organizations that initially choose to use RPO to meet short-term goals will, eventually, embrace it for its ability to solve long-term strategic problems. However, our results show that many organizations are already making business strategy a main reason for using RPO. Later in this report, we will show how those organizations may also be generating greater benefits as a result of this decision. 7 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Figure 3: Reasons why organizations turn to RPO Percent that agree/strongly agree 60% 50% 40% 30% 20% 10% 0% Pressing staffing Desire to Lack internal needs could not concentrate HR resources on core be met competencies Cost of recruiting is too high Not satisfied with our recruits 55% 50% 43% 25% 16% What Recruiting Practices Drive RPO Today? Before determining the specific recruiting practices included in most RPO programs today, we sought to discover which practices organizations viewed as most critical. Figure 4 clearly shows that most organizations agree or strongly agree that all of the major practices presented are important. Even the lowest-ranked practice — permanent hiring services — was viewed by most respondents as a critical part of their talent acquisition program. However, our results do indicate that two specific practices, active recruiting and talent strategy development/consulting, are particularly critical to most organizations’ talent acquisition processes — see Figures 6 and 7. These two practices represent the tactical and strategic aspects of recruiting practices, respectively, and they represent the prime components of an effective RPO program. 8 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Figure 4: The following activities are critical to achieving your organization’s talent acquisition goals. Strongly Disagree —— Strongly Agree 1 2 3 4 5 Active recruiting Talent strategy development/consulting Employer branding Measuring success of recruitment process (metrics) Onboarding Skills assessment Applicant tracking management Skills training Talent research (trends, demographics, etc. ) Passive recruiting Employee offboarding Temporary and contingent staffing services Permanent hiring services Some Other Critical Activities Related to Organizational Talent Acquisition Goals As noted by our Survey Respondents â€Å"Alignment with corporate objectives and business strategy† â€Å"Adopting and maintaining a model of continuous sourcing is not only best practice but critical in achieving effective proactive talent acquisition. † â€Å"Employee referrals—good source of applicants† â€Å"Ensuring our Applicant Tracking System is best in class and competitive† â€Å"Market tracking and employment forecasting† 9 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Figure 5: Recruitment practices most likely to be outsourced (ranking of importance in talent acquisition in parenthesis — from Figure 4) 25% Temporary and contingent staffing services (12) Active and passive recruiting (1) Applicant tracking management (7) Permanent hiring services (13) Skills training and assessment (6, 8) Talent research (trends, demographics, etc. ) (9) Employer branding (3) Measuring success of recruitment process (metrics) (4) Talent strategy development/consulting (2) Employee offboarding (11) Onboarding (5) n=273 50% 75% n 166 135 84 67 51 51 50 29 26 24 19 percent 61% 49% 31% 25% 19% 19% 18% 11% 10% 9% 7% In Figure 5, the talent acquisition practice that ranks second in its likelihood of being outsourced, active and passive recruiting, was deemed most critical to the success of a talent acquisition program (see Figures 4 and 6). The practice that ranks third in its likelihood to be outsourced, applicant tracking management, is also one of the three practices (along with active and passive recruiting) that makes up the Tactical Recruiting group of practices identified by our analysis (see next page: Linking Strategic Priorities and Recruiting Practices). Finally, the practice that is most likely to be outsourced, temporary and contingent staffing services, is also another type of tactical recruiting practice. These results highlight the important fact that RPO today is focused mostly on outsourcing a range of tactical practices, some of which are considered critical components of talent acquisition. 10 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Figure 6: Tactical Practice — Active Recruiting 90 percent of respondents agree/strongly agree that this practice is critical to their organization’s talent acquisition process. 25% Strongly Agree Agree Neutral Disagree Strongly Disagree Unable to Rate n=371 50% 75% n 195 139 25 5 5 5 percent 53% 37% 25% 1% 1% 1% Figure 7: Strategic Practice — Talent Strategy Development/Consulting 89 percent of respondents cite this practice as critical to their organization’s talent acquisition process. 25% Strongly Agree Agree Neutral Disagree Strongly Disagree Unable to Rate n=371 50% 75% n 189 141 26 4 7 4 percent 51% 38% 7% 1% 2% 1% 11 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Linking Strategic Priorities and Recruiting Practices Not surprisingly, our analysis showed a high degree of correlation in the value placed on similar types of recruiting practices. For example, organizations that believe talent strategy development/consulting is very critical also tend to choose employer branding as a very critical recruiting practice. To determine if the 13 recruiting practices could be reduced to a smaller number of key â€Å"practice types,† we used a statistical method called factor analysis to assess the pattern of responses from multiple respondents (organizations) to combine various responses into natural groups or components2. The analysis showed that the 13 recruiting practices belong to the following groups: Strategy Analysis: Talent strategy development/consulting, employer branding, talent research, and measuring success of recruitment process (metrics) Tactical Recruiting: Active recruiting, passive recruiting, and applicant tracking management Skill training and skill assessment Permanent hiring services and temporary and contingent staffing services Onboarding is part of both the Strategy Analysis and Skill-based groups, while offboarding is unrelated to the other practices. Most organizations treat it independently from the more recruitment-focused practices. Skill-based: Staffing Services: Miscellaneous: See Appendix 2 for a complete description of the factor analysis method and results. 2 As our definitions in Figure 2 describe, most organizations view RPO not only as a selective process when it comes to which recruiting practices to outsource, but also when it comes to which level of employees to include in an RPO program. Similarly, as with critical recruiting practices, an initial goal of our research was to determine if the recruitment of certain levels of 12 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Figure 8: Which levels of employees will be most critical to your organization’s talent acquisition effort over the next year? mployees is considered more critical in order to understand how well RPO is meeting the needs of organizations today. As Figure 8 shows, 59 percent of respondents say that recruitment of upper and middle managers is a very important part of their talen t acquisition process — closely followed by executive recruitment (56 percent). Clearly, if an RPO program is to be fully integrated into the talent acquisition process, it needs to be used in the recruitment of these critical employee levels. Very Important Unimportant Important Irrelevant Neutral Irrelevant —Very Important 2 Upper and middle management 3 4 6 7 29 101 207 (59%) Executive 11 16 48 71 192 (56%) 133 (39%) 99 (28%) 93 (27%) 31 (9%) Exempt 22 19 1 122 Entry-level managers 22 21 73 134 Hourly 30 36 72 116 Contract labor 36 58 101 107 Contingent labor 69 56 97 76 35 (11%) 59 percent of respondents = 207 out of 381 total respondents calling â€Å"Upper and middle management† very important to talent acquisition efforts. 56 percent = 192 out of 381 total respondents calling the â€Å"Execuitve† level very important to talent acquisition efforts. 13 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities II. RPO — Challenges and Opportunities Results from the survey point to key challenges in the use of RPO in the future. The first challenge is the need to address strategic, rather than tactical, priorities with RPO. Three recruiting practices that comprise the core of a strategic approach to talent acquisition — talent strategy development/consulting, employer branding, and measuring success of recruitment process (metrics) — currently are the least likely practices to be outsourced. For most organizations, the strategic side of talent acquisition remains in-house. This may simply be an artifact of the still-early stages of RPO implementation: organizations typically begin using RPO by outsourcing tactical practices first and, with growing maturity of the process, will outsource strategic practices later. Our survey results show that those organizations that do move toward a more strategic approach to RPO will reap rewards for their efforts. A second major challenge facing RPO is the apparent uncertainty about how to use and benefit from it in the future. This uncertainty is evident in the responses we received when we asked people to tell us if their organizations would be using RPO in the next five years. As Figure 9 shows, 30 percent of respondents told us that their organizations will not be using RPO in the future, and another 20 percent are unsure. This last number, in particular, points to some uncertainty — as well as potential opportunity — for the future of RPO. Figure 9. Does your organization plan to outsource some of your recruiting process within the next 5 years? 25% 50% 75% n 188 111 74 percent 50% 30% 20% n=373 Yes No Unsure/Dont know Why this uncertainty about the future use of RPO? The main reasons for this reluctance are highlighted in Figure 10. It is important to note that these particular results combine both current users and non-users of RPO who say they will not be using RPO in the future. Therefore, most of the 39 percent of organizations that are not using RPO now (see Figure 1) presumably chose 14 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities the â€Å"No need to† reason for why they won’t in the future. However, two other reasons — â€Å"too expensive† and â€Å"we have not found a company that can provide us with the services we need† — are likely to be key reasons why some potential users of RPO may remain wary. Figure 10. Why will your organization not consider outsourcing some or all of its recruiting processes in the next five years? Results only include the respondents who state that their organizations will not be using RPO in the next five years. At the same time, it is important to note that 50 percent of respondents say they will use RPO in the future — indicating that many companies are satisfied with their current RPO services. At the end of this report, we will identify the â€Å"best practices† that create satisfaction and value between organizations and their RPO service providers. When it comes to turning those â€Å"unsure† organizations into RPO users, the challenge, for RPO providers, will be to provide them with those best practices in a cost-effective manner. 25% 50% 75% n 95 26 9 14 percent 66% 18% 6% 10% No need to — we do a good job of recruiting Too expensive to outsource We dont know which parts of the recruiting process should be outsourced We have not found a company that can provide us with the services we need n=144 The third challenge for RPO is one of focus and priority. Organizations consider upper and middle managers, as well as executives, as the levels for which recruiting is most important — see Figure 8. While executive recruitment is the second most likely employee level to be outsourced, turning to a third-party provider for the recruitment of upper and middle managers occurs less frequently than does the outsourcing of contingent and contract workers — two levels of employees for which recruitment is considered a relatively low priority (see Figure 11). These results indicate that RPO today tends to be used most for the recruitment of employees on two opposite ends of the spectrum — temporary workers and executives. The final RPO challenge may also be the greatest opportunity — maximizing the Return on Investment (ROI). As with every other business decision, the success of RPO can be measured by its ROI. While organizations use various payment models to invest in their RPO programs, the â€Å"fee per hire† model 15 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Figure 11: How often do you outsource the recruiting of each level of employee? Most recruiting is outsourced Always Sometimes (but we do most) Infrequently Never Never — Usually 2 Contract labor 3 4 86 47 70 86 41 Executive 92 46 79 87 32 Contingent labor 104 51 49 71 43 Upper and middle management 102 58 112 61 14 Exempt 108 85 99 21 9 Entry-level managers 130 81 91 27 7 Hourly 142 82 63 39 9 dominates (see Figure 12). This is not surprising given the fact that RPO is largely viewed by our survey respondents as a solution to address pressing staffing needs (Figure 3). Organizations that are initially turning to RPO to deal with immediate recruiting problems will likely look for a short-term payment model, given the uncertainty of their future RPO needs. However, as those same organizations become aware of the long-term value of RPO (in other tactical and strategic recruiting areas), they will likely move towards longer-term contractual arrangements with RPO service providers, or a combination of payment models (see Figure 12). 16 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Figure 12. What payment model does your organization use when recruiting is outsourced? Note: the majority of respondents who chose â€Å"Other and/or combination of the above† indicated that they used a combination of fee per hire and short- or long-term contracts for specific levels of employees (e. g. , Contingent and/or Executives). 25% Fee per hire Monthly retainer/management fee Short-term service contract based on services provided, not number of hires recruited Long-term service contract Other and/or combination of the above n=323 50% 75% n 169 23 39 25 67 ercent 52% 7% 12% 8% 21% Regardless of how recruiting is financed, measuring the success of the process is critical to determining ROI — whether for in-house or outsourced recruiting programs. Sixty-four percent of respondents say that they know that their organizations measure some aspects of recruiting success (another 10 percent are unsure). Figure 13 summarizes the results for RPO effectiveness, broken down by specific recruiting metrics. Overall, the results display a moderate level of satisfaction with RPO. The vast majority rank their process as â€Å"average† or â€Å"above average† for each metric, with only a few citing â€Å"poor† or â€Å"below average† satisfaction. However, it is also true that relatively few organizations believe that their RPO is doing an outstanding job as measured by any metric. This means that there are definite opportunities for improving RPO effectiveness. 17 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Figure 13. How effective is your organization’s current RPO for each of the following measures of recruitment success? Above average Below average Outstanding Average Never — Usually 1 Offer acceptance ratio Quality of hire Percent of jobs filled New hire retention rate Staffing efficiency ratio Candidate diversity Time to submission Time to fill Cost per hire 2 3 As a bottom-line question, we asked respondents to rate RPO impact: is there positive ROI, or is RPO a drain on the organization? As Figure 14 highlights, the current level of satisfaction with RPO programs leaves room for improvement. In fact, almost two-thirds of all organizations (61 percent) rank their current RPO program as being only break-even or worse. In contrast, only 39 percent of organizations currently using RPO think their program is providing a good or excellent ROI. Poor 5 8 4 4 4 7 5 5 6 7 6 18 16 19 29 17 33 30 65 70 73 73 69 81 86 93 90 85 101 82 89 44 62 55 60 58 37 32 39 23 19 26 17 24 19 18 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Figure 14. How would you rank the current Return on Investment for your organization’s RPO? Note — only results from organizations currently using RPO. 25% 50% 75% n 13 60 82 80 19 percent 5% 24% 32% 31% 8% Poor — the quality of hires and services does not justify the cost of the process Fair — We want the quality and/or cost of the services to improve to continue with RPO provider Neutral — it is a break-even process at the current time Good — RPO has measurably increased the quality of hires and cost effectiveness of recruiting Excellent — RPO is a critical factor in our organizations current and future success n=254 However, to end the story, we took a deeper look at specific organizations that are experiencing the greatest ROI from their Recruitment Process Outsourcing program. To do this, we differentiated between those organizations that are currently using an RPO approach that outsources talent strategy development/consulting practices (along with other practices that our analysis identified as strategic recruiting practices) and those that aren’t — and looked for how their ROIs differ. The results are striking — see Figure 15. Clearly, those organizations that apply RPO to addressing strategic needs in their talent acquisition process are the organizations that are capturing the full value of RPO. with Excellent ROI Figure 15. Organizations that apply RPO to addressing strategic needs are significantly more likely to achieve an â€Å"Excellent† ROI from outsourced recruiting practices. RPO with Strategic Focus 22% RPO with Tactical Focus 4% 0% 5% 10% 15% 20% 25% 19 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities III. Conclusion Our study confirms the findings of other recent reports on RPO. For most organizations, RPO means the outsourcing of selected recruiting activities for selected levels of employees — the definition used by 73 percent of our survey’s respondents. Given that definition, we found that RPO is an important component of most talent acquisition processes today, with 59 percent of organizations currently outsourcing some or all of their recruiting services. We identified several important reasons for using RPO. However, the two major ones are distinguishable by their focus on tactical goals — the need to meet pressing staffing needs — and on strategic goals — the desire to focus on core competencies. Clearly, most organizations using RPO today are using it for tactical reasons. However, equally evident is the fact that those organizations that have adopted a strategic RPO approach are the ones that are capturing the most value from the process. With 50 percent of our respondents saying that they will use RPO in the future and another 20 percent open to the idea, the future of RPO is positive. For those organizations that want to leverage the full potential of RPO to improve the talent acquisition process, and their overall business strategy, it is critical that they consider making RPO a larger part of their talent management strategy. Then, they may be able to join that group of respondents who manage to more fully benefit from RPO — see RPO Best Practices. What our respondents have to say about RPO Best Practices â€Å"Any organization moving to an RPO should expect to invest its own time in ensuring hiring managers are adequately trained on how to best work with a new system, process, recruiter, etc. in order to make the relationship work effectively. — Manager in a mid-size retail company â€Å"Knowledge and experience in our industry [are important] because we are so niched. Standard approaches just don’t work for us. Our providers must exhibit competence in many different industries †¦Ã¢â‚¬  — HR Director for a large healthcare co mpany with offices in seven countries â€Å"I can buy supplemental recruitment services a la carte to supplement my internal team’s capabilities. RPOs give me an alternative to the traditional outsource contingency and temporary staffing firms. † — Vice President of HR of a mid-size Financial Services company â€Å"[A best-practice RPO provides] good utilization of HR and company resources, good-quality hiring processes, and good metrics on a timely basis. Consistency in processes is important. — Vice President of HR for a large automotive company â€Å"My providers have an understanding of my specific needs and qualifications †¦ [and the] more personality- and attitude-driven qualities that I would like to see in employees. Will the employee fit in with our corporate atmosphere? My providers can key in to attributes that they have learned from doing business with me for so long. † — HR Director for a small high-tech company â€Å"Gre at communication! † — Recruiter for a mid-size bank holding company 20 Copyright  © 2009 Human Capital Institute. All rights reserved. A report by Dr. Ross Jones, Senior Researcher/Analyst, Human Capital Institute Appendix 1: Methodology and Demographics Methodology We surveyed 381 people, of which more than 50 percent are Director/Vice President or higher, and over 75 percent work in some area of HR or talent management — see demographic breakdown below. The online survey consisted of 33 questions concerning issues related to RPO use, definition, practices outsourced, payment models used, and overall (and practice-specific) effectiveness. The survey took respondents, on average, about 15 to 20 minutes to complete. The 33 questions on talent branding were divided into six main parts: 1. Current or planned use of Recruitment Process Outsourcing (RPO) 2. User definition of RPO 3. Recruiting practices and employee levels included in RPO services 4. Drivers for organizations to use RPO 5. The Return on Investment for RPO 6. Best/worst practices in RPO For part 6 above, we also conducted nine in-depth telephone interviews with selected survey respondents to gain more information on the success and failure of specific RPO practices. A two-step analysis of all quantitative data was carried out: 1) Standard descriptive statistical methods were used to determine the frequencies and/or means (and standard errors) of the current state and future trends in RPO, as well as variation among organizations in RPO practices, payment models and program effectiveness. 2) Various inferential statistical methods (i. e. ANOVA and z-tests) were used to determine whether there are statistically significant differences in the responses for the various groups of respondents, as identified by the demographic shown on the next pages3. The only significant findings in this part of the analysis were the not surprising results that larger organizations wer e more likely to use RPO, as well as the fact that larger organizations place more emphasis on certain recruitment practices—e. g. , employer branding. 3 21 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Demographic Information Industry % 17% 8% 6% Automotive 3% 2% 3% Banking Chemicals Petroleum Consumer Packaged Goods Education Electronics/Technology 5% 3% Financial Markets Government Healthcare Industrial Products 10% Insurance Media Entertainment 4% 1% 3% 1% Pharmaceuticals Professional Services Retail Telecommunications Transportation Logistics Trade Tourism Utilities Other 2% 1% 5% 3% 2% 20% 15% 17% Position 37% Board/C-Level/Principal Director/Vice President 30% Supervisor/Manager Practioner/Other 22 Copyright  © 2009 Human Capital Institute. All rights reserved. A report by Dr. Ross Jones, Senior Researcher/Analyst, Human Capital Institute Functional Area 23% 21% Recru itment General HR or Talent Management Training Development Leadership Succession Workforce Planning Other Human Resources Non-HR 8% 3% 3% 5% 37% 1% 3% 1% 1% 1% 2% 4% 4% 2% Country United States Canada India Australia United Kingdom 7% Brazil Malaysia Other—Europe Other—Asia 72% Other—Central/South America Other 9% 15% 47% Organization Size 1,000 employees 1,001 – 10,000 employees 10,001 – 50,000 employees 29% 50,000 employees 23 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Appendix 2: Factor Analysis of Critical Talent Acquisition Practices As discussed in the main text, we performed a factor analysis of the 13 talent acquisition practices in order to determine: 1. If the practices could be grouped into logical functional groups 2. Which groups are most used by RPO today, as well as which groups are underutilized and provide the most opportunity for the future of RPO These factor components are a very powerful method to shrink the number of variables to a more manageable level and provide insights unavailable with the analysis of individual variables (e. g. , specific talent acquisition practices). More importantly, these groupings often allow us to see patterns in the results that are obscured by the sheer number of original variables. In other words, they allow us to identify new, previously unnamed variables that underlie and drive the variables in our survey. We were able to group all 13 of the original questions into one of five factors (groups) that explained 70. 8 percent of the variation in responses — a very high level of explanation. The results are summarized in Table 2, Appendix Two, which shows how much the original questions contribute to each of the groups. The results of the factor analysis are striking: 1) Factor 1 is made up of all the talent acquisition practices associated with talent strategy, metrics and analysis (numbers in red) that are major parts of a strategic RPO. In addition, onboarding is partially included in this group, indicating that onboarding programs play a role in talent strategy, although not as great as the four practices in red. The clear implication is that there is an underlying variable focusing on talent strategy and analysis, of which the four specific practices are parts. 2) Factor 2 is made up primarily of the two skill-based practices—skills training and skills assessment (numbers in green), with a significant contribution from onboarding. This should not come as a surprise ince while onboarding includes other important purposes, skill training for new recruits is certainly a major one. 3) Factor 3 covers the general recruitment practices. They include the major parts of any tactically driven RPO program and consist of the active and passive recruiting practices, as well as the associated applicant tracking management practice (numbers in blue). 4) Factor 4 includes the two specific hiring services—permanent hiring and temporary/contingent staffing (numbers in pink). This provides evidence that organizations tend to deal with their permanent and temporary hiring needs in a coordinated fashion—a positive approach to take! ) Factor 5 consists entirely of the employee offboarding practice (in orange) and indicates that most organizations do not integrate this practice with their more recruiting-specific practices. 24 Copyright  © 2009 Human Capital Institute. All rights reserved. A report by Dr. Ross Jones, Senior Researcher/Analyst, Human Capital Institute Appendix 2: Table 1. Factor Analysis of 13 talent acquisition practices to determine recruitment practice groups. The larger the absolute value of the number in each box (the closer it is to 1 or -1), the mo re important it is to the creation of each group. Factor 1 Talent strategy development/consulting Employer branding Talent research (trends, demographics, etc. Measuring success of recruitment process (metrics) Skills training Skills assessment Onboarding Active recruiting Passive recruiting Applicant tracking management Permanent hiring services Temporary and contingent staffing services Employee offboarding Extraction Method: Principal Component Analysis Rotation Method: Varimax with Kaiser Normalization a. Rotation converged in six iterations . 753 . 736 . 770 . 641 . 220 . 254 . 446 . 208 . 165 . 228 . 225 -. 073 . 071 2 . 241 . 172 . 139 . 244 . 858 . 868 . 513 . 190 -. 072 . 240 . 002 . 051 . 147 3 . 138 . 185 . 167 . 350 . 107 . 088 . 195 . 743 . 811 . 661 . 011 . 141 . 092 4 -. 015 . 003 . 197 . 052 . 003 . 062 . 021 . 133 -. 016 . 118 . 804 . 850 . 152 5 -. 095 . 189 -. 023 . 224 . 174 -. 017 .316 -. 051 . 048 . 224 . 154 . 016 . 916 25 Copyright  © 2009 Human Capital Ins titute. All rights reserved.

WW1 DBQ Essay essays

WW1 DBQ Essay essays Europe exploded in the 20th century, setting the stage for a conflict that would shatter the very foundations of the continent. As regional hostility many felt betrayed by the immorality of propaganda, often questioning why the war was received differently outside of their country. The republic replaced the constitutional monarch as the standard type of government, and the belief that nations have the right to political self-determination arose. An underlying cause of WW1 is rooted in the arms race of the period, often referred to as militarism (Document 1). Britain and Germany were not necessarily natural enemies, with Britain readily accepting the fact that the German army was possibly the most powerful on the continent. However, naval forces posed an issue to the British since their fleet ...

Technical Term Paper (Part B) Assignment Example | Topics and Well Written Essays - 2250 words - 2

Technical Term Paper (Part B) - Assignment Example Wide-IP intends to develop a number of router configuration changes that would enable data center routers to be easily transferred ,one at a time and dismantling the old lines after the installed new data center are proven. This is essential in providing an uninterrupted user support during the transfer and reducing the ongoing operational risk. Fiction Corporation, a retail chain needs to move a new headquarter several miles away. Considering the distance and the chain operations, the main challenge is moving all the personell to the new headquarters and ensuring that the data center supports all the retail sales and warehouse operations. Whereas the warehouse functions from Monday to Saturday,allowing one day to transfer an AS/400 and develop new SNA links,most of the stores will be open for 24 hours, which will be significant in ensuring non interruption transfer of the network system. Basing on the viewpoint of data processing,the migration of network system will include as AS/400,a large UPS, NT PC and Novell servers, and multiple RS/6000 AIX application servers.The network will be made up of about 75 stores that are connected through frame relay that has ISDN backup to three routers located in data center.The three routers will run a common LAN that will be shared by the headquesrter staff,the warehouse and the data center. An important point to consider is there will be a possibility of everything being shut down on the Friday evening during the week of data network system transfer.During this time,fiction corporation will run backups on every server,dismantle all headquarter employee systems and data center, and reconfiguration of immovable warehouse systems. The major business goals are to reduce operational inefficiency, minimize operational cost, and improve employees productivity. Minimizing operation cost, which is measured in terms of cost per computer per year, will be achieved by