Tag Archives: Full Time

How Benefits Shapes your Talent Management

Employees pay no premiums for medical, dental, or vision coverage. They also get tuition reimbursement (including time off to study full time), free housing, and about a third of their paycheck is tax free. No 401k match, but a fairly generous pension. And, best of all, there is steady promotion, and it takes an act of Congress to get fired! Click here to read more…

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Case Study on Annuity Properties Ltd

Jim, 65, and Melissa, 62, are celebrating. They worked hard to help put their three kids through college and get them on their feet. Now Jim and Melissa look forward to not working full time and enjoying retirement. Seeking true security, they want all of their recurring retirement expenses covered by guaranteed income. Read more..

[youtube http://www.youtube.com/watch?v=yDuhj5GrvqQ&w=480&h=360]

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Case Study on Canadian Salt Company Limited

This major producer of food grade and industrial salt operates a large underground salt mining and refining facility in Pugwash. Incorporated in Nova Scotia in 1960 it is a major business in the area with 200 full time employees. The plant operates 24 hours a day, 7 days a week. The Nova Scotia operation is one of seven production facilities owned by the company and is the largest producer of salt in Canada.

Early in 2006, the company requested an Opportunity Assessment as part of the Eco-Efficiency Program for Manufacturers. Based on the results of the Opportunity Assessment, the company also undertook an Implementation Assessment. The assessments were conducted by Neill and Gunter (Nova Scotia) Limited. This two-step incentive program is designed to stimulate implementation of cost efficient opportunities within small and medium sized manufacturers (SMEs) and to demonstrate the benefits of “greening” our industry. Click here to read more…

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Case Study in Perdue Farms

Perdue Farms: Case Study The Perdue Farms company was founded in the 1920’s by Arthur Perdue after leaving his job with the railway express and went in to the egg business full time. The company was built on the foundation of quality. That is still every important today with their mission statement “Enhance the quality of life with great food and agricultural products” Click here to read more…

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Case Study on Effective Strategic Staffing-Workforce Planning

Case Study about Effective Strategic Staffing-Workforce Planning

Introduction:- This case study describes a project that was completed for a large pharmaceutical company. The organization chose not to follow the traditional one-size-fits-all process (i.e., expecting every unit of the organization to create staffing plans at the same time, at the same level of detail, with the same planning horizons, using the same templates). Instead, this company developed a targeted staffing strategy that focused on a particular unit within the information technology (IT) organization that was about to undergo significant growth.

The staffing strategy described here was developed for the technical support group within the IT function. The technical support group provides critical services to the business units of the firm, such as local and/or wide area network (LAN/WAN) setup, cabling, server configuration, operating system installation, and telecommunications support. In the near future, the company as a whole was expected to grow significantly; consequently, demand for the services that the technical support group provided was expected to grow significantly as well. At the start of the project, full-time employees of the technical support group were handling the majority of the work, but it had become clear that the existing staff would be unable to support all the projects that would result from the planned growth. Keep reading…

Case Study on Quality Assurance for Distance Learning: Brunel University

Study about Quality Assurance for Distance Learning: Brunel University

Abstract: Brunel University currently has four distance learning MSc courses, with over 500 students registered, and one undergraduate distance learning course. Some have been running for over five years, and well-established practices have been developed and provide a basis of support for the university. Quality assurance in the university has always been considered in three, equally important, ways: the curriculum and its assessment; the handling of coursework and assignments; and the liaison with students. The lesson we have learned is that a distance learning programme must be based on an existing full-time MSc programme, which is the gold standard for curriculum and its assessment, and where possible, common examinations and assessment be used. This can be further assured by scrutinisation by the associated research council.

Introduction: Higher education in the UK has experienced a number of significant changes in the last few years that have altered the traditional model entirely. The recent government drive to increase the numbers in higher education has awakened the interest of far more potential students than was anticipated. However, it is not only that the bricks and mortar campus can no longer cope with the numbers, but that the new age student is often mature and has commitments that prevent attending full time. To meet this need, new modes have been developed, and we have seen an explosion of part-time and distance learning courses being offered. However, riding on the back of this success, we are seeing an increasing number of courses of low standard being offered, and it is right that we, the providers, should look to both the quality of our courses and its assurance if we are to survive the criticism that is being levelled in a non-targeted manner. Keep reading…

Case Studies for Unions and Sector Skills Councils: Social Partnership

A Study about Unions and Sector Skills Councils: Social Partnership

Introduction: The strategy says that the UKCES should “become a true vehicle for economic growth and social partnership, with employers, trade unions and others coming together to give effective leadership to business on skills”. This booklet has been produced by unionlearn and the Alliance of Sector Skills Councils to demonstrate some of the ways in which unions and SSCs are already working together in a social partnership to improve the skills, and thus prospects of employees and businesses in the UK. There is probably no single model that fits every sector; however it is hoped that the range of activity highlighted in the following pages will inspire other unions and SSCs to find their own topics for collaboration.

One of the major initiatives set up by the group was a Skills for Health funded project to raise trade union awareness of apprenticeships, and to encourage their involvement at local level. Working at regional level, the project used union networks to gain access to Social Partnership Forums, with the offer of organising regional workshops for employers, workplace union reps and full-time officers. The objective was to explain all about apprenticeships and then discuss how best to work together to deliver them in their Trust – using a social partnership model of learning.So far three regional workshops have taken place, in the South West, South Central and South East Coast, and a fourth, NHS London, is under discussion. Keep reading…

A Case Study on Performance and Policy in Illinois Higher Education

A Case Study about Performance and Policy in Illinois Higher Education

During the past decade, however, the state has experienced substantial declines in higher education performance. At the same time, the state has made no progress toward ameliorating a persistent pattern of inequity in higher education. Participation: Despite an increase in the high school graduation rate, Illinois saw declines in the percentage of high school freshmen enrolling in college within four years (from 48.3% in 1998 to 43.5% in 2008, a 10% drop) and the percentage of high school graduates immediately enrolling in college (from 62.7% in 1998 to 57.4% in 2008, a decline of 8.5%).

Between 2001 and 2007, the percentage of young adults (ages 18 to 24) enrolled in college rose slightly (from 32.8% to 33.2%, an increase of about 1%). But the share of 25-to 49-year-olds enrolled in college fell markedly (from 8.5% to 6.6%, a decline of 22%). Affordability: From 1999 to 2009, median family income in Illinois fell by 7% in constant dollars while tuition increased by 100% at public four-year universities and by 38% at public two-year colleges. At the same time, state support for need-based grants dropped from $1,036 to $745 per undergraduate full-time student²a decline of 28%. Keep reading…

A Study for Forensic Economists, Their Methods and Estimates of Forecast Variables

A Study on Forensic Economists, Their Methods and Estimates of Forecast Variables

Abstract: In March 2003, 746 surveys were mailed to the population of NAFE (National Association of Forensic Economics) members, with libraries and attorneys excluded. The survey instrument covered numerous topics, including economic methodology, proposed research topics for forensic economists, current consulting practices, and open-ended questions concerning ethics and reaction to the survey instrument. The results of the survey were examined with a direct comparison to earlier surveys, although there were a few new questions involving punitive damages and cases related to the September 11, 2001 disaster.

Results of the survey related to economic variables such as medical costs and discount rates showed few significant changes from earlier surveys. Two of the more interesting results were that forensic economists continue to leave academic teaching in favor of full-time consulting, and survey respondents felt that the work life of both disabled and non-disabled individuals should be an important focus of future research. Keep reading…

A Case Studies on Small Winery Investment and Operating Costs

A Case Studies about Small Winery Investment and Operating Costs

Abstract: Total investment costs for the wineries in this study ranged from $560,894 for the 2,000 case winery to $2,339,108 for the 20,000 case winery. Building and land costs account for the largest percentage of total investment costs for all wineries. Cooperage accounts for the second largest percentage of total investment cost. The highest percent of variable costs for each winery are packaging costs. Full time labor, cooperage, and purchasing of grapes are the next highest operating costs by percentage. Depreciation of capital assets makes up the highest percentage of fixed costs. Economies of size exist at a decreasing rate among all of the wineries.




Introduction: The Washington wine industry has experienced rapid and diversified growth. Washington State now maintains the second largest premium table wine industry in the United States. Growth in the Washington wine industry is expected to continue due to the growing recognition of Washington wines as a high end, premium product. The number of wine grape acres planted across Washington State reflects the growth of the industry, along with the increase in number of wineries and wine sales. Wine grape acreage increased from 4,440 prior to 1992 to an estimated 27,000 in 2004. The number of wineries increased from 19 in 1982 to 368 in 2004.

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