Week 9 EOC: Sexual Harassment

"It is unlawful to harass a person (an applicant or employee) because of that person’s sex. Harassment can include “sexual harassment” or unwelcome sexual advances, requests for sexual favors, and other verbal or physical harassment of a sexual nature."

 Sexual harassment has become much bigger than an action, it is now an action with legal consequences. It doesn't even have to be sexual but an offensive remark about a person's sex. Through the eyes of the law, it is equal. The harasser and the victim can be either a woman or a man or both can be the same sex. Through its definition it counts through the act itself. Sexual harassment causes emotional and physical reactions that deeply affect a person's life. In some cases, it can get so difficult for the victim that they can turn for the worse such as:

"Stress on personal relationships, fear/anxiety, debilitating depression, sleep/weight problems, alcohol or drug use, tarnished company reputation, and vulnerability to hostile confrontations."

Nowadays, we are educated clearly on how to react to these unwanted advances. The obvious one is to clearly say no and make it known that you reciprocate the advances. If it doesn't stop, it is advised that you document the harassment and get emotional support. It isn't a good or easy idea to handle the situation by yourself. Also document your work, another great backup when (if the advances still continue) would it in writing of the quality of your work that you perform in your job. Finally, when all else fails, file a complaint. The law will take care of the situation, and better in your favor when you have taken the right precautions.

"Although the statistics don't reveal whether the alleged harassers of men also are male, they typically are -- it's rare for a man to file charges against a female coworker or supervisor, says EEOC spokesman David Grinberg."

But here is something else to think about: what about when men are harassed? Surprisingly, there is a high percentage of men who have reported to have been sexually harassed at work. And most of who have be harassed by other male colleagues. Apparently, sexual harassment cases filed by men made up about 16.4% of the 17,717 charges back in 2010 compared to the low 8% from 1990. The work environment isn't the main factor for the difference in the results from both eras but the legal recognition of sexual harassment. The harassment can be the use of feminine pronouns and sexual taunts, stimulated sex acts, and threats of a sexually aggressive nature. Either way, men or women it has to be acknowledged and stopped. One has to file a complaint or take legal action against the harasser. It shouldn't be tolerated!

"We assume that the vast majority of the cases are not individuals who are necessarily gay or transgender, but they're in situations where there are these abrasive codes of masculinity to which men are expected to live up to," Wilchins says."

Source Links:
 http://www.eeoc.gov/laws/types/sexual_harassment.cfm
 http://www.un.org/womenwatch/osagi/pdf/whatissh.pdf
http://career-advice.monster.com/in-the-office/workplace-issues/more-men-report-sexual-harassment-at-work-hot-jobs/article.aspx

Week 8 EOC: 9 to 5 Movie

1. Provide an overview of the individual on-job training process.
 The job training process in the film was basically a quick overview and then they would send you to learn everything else on the job. Judy had never worked before her job at this company, and she was very taken aback by the work routine she would have to follow from then on. Violet showed her what was what but never really ensured that Judy had every task down. She pretty much had to fend for herself and learn from mistakes she made. Mistakes that could have been avoided if Violet had supervised her more carefully in case Judy had a question or needed help. 
 
2. Explain steps that are important in the four-step individual (on-job) training method:
Just like the four-step individual (on-job) training method or preparing, presenting, practice and demonstration, and follow-up coaching. Judy would have really learned her tasks better with all that extra practice and coaching. Not only would Violet have made sure that Judy knew what her job entailed, but there would have been less mistakes later on (like the printer incident). The company would be running more efficiently with the decrease of those mistakes. 
 
3. Explain additional on-job training approaches.
 Just like the four-step individual (on-job) training method or preparing, presenting, practice and demonstration, and follow-up coaching. Judy would have really learned her tasks better with all that extra practice and coaching. Not only would Violet have made sure that Judy knew what her job entailed, but there would have been less mistakes later on (like the printer incident). The company would be running more efficiently with the decrease of those mistakes. 


4. Provide an overview of the group training process.
Group training wasn't really represented in the film, but it was suggested in a couple of scenes. For example, in Judy's first day, Doralee and Roz made sure that Judy knew they were there for her if she had a question or needed help with something. This would build more efficiency between them was a group, and better their teamwork. But something they could be doing when hiring more than one employee was training them together. By training more than one new employee at the same time, it would increase their teamwork and they could rely on each if one had a question and the other could explain it a little better.





5. Review specific procedures to prepare for group training:







They could have set the date for preparation and training at the same time even if they were to be schedule and different time periods later on. Have them be familiarized with their co-workers and the other new employees they will be working with.

6. Discuss procedures to facilitate group training:
Later on, having programs and something like weekly meetings would be great group training, for the current and new employees. They would have better teamwork and communication as a group that would increase their efficiency through their jobs in the company.

7. Discuss the training evaluation process: 
 Evaluation in the training process should be detailed and specific. Trainers have pay attention to how the employees is learning the process and executing the tasks taught to her. Know their positive and negative attributes, to make sure that the negative decrease and they overall improve at an efficient pace throughout their time in the company.  

Week 7 EOC: Profile Statements

Creative and passionate individual with a motivation to learn and experience the opportunities offered in the fashion industry. A fresh perspective to add on with a company with unique work environment and advance as hardworking and focused professional.


Experienced customer service individual with the skills of the popular culture and art that is fashion. A perceiving eye into the deep representation in the way culture affects fashion or trends, and vice versa.


An experienced sales associate that has conquered the workload and more, ready to pursue further up in the fashion industry. Ability of organization and discipline with the skills of fashion and trends to apply my knowledge onto a successful fashion company.

Week 6 EOC: Job Posting for Sweetwater Travel

Seawater Travel is fish guiding company that began in 1995, providing the best fly fishing venues in the world. A family based business with history and experience in fly fishing and traveling that assures our clients the best fisheries and locations for the sport we love. We take care in making sure we undersell and over provide that our customers will see the value in our services and appreciate our destinations.

Responsibilities:

1.  Have great guiding skills in client interaction, how to instruct fly fishing to the expectation of our clients.
2. Have great fly fishing capabilities.
3.  Professionally fashioned and well-groomed appearance.
4.  Guides are expected to have good interpretation of natural and cultural history.
5. An education background or working knowledge of earth sciences, biology, and archeology, etc., is preferred.

Required Skills:

1. Fishing Skills with perfect fly fishing techniques and the knowledge of the entomology, fly selection, where fish hold and why they hold there, and how to fight and land fish.
2.  Must be able to demonstrate your abilities in order to instruct and explain the technique to your clients.
3. Must be able to do the following fishing skills: fly trying, knot tying, fly-casting, 
4. Guiding skills such as: what knots to tie, how to net fish, guiding strategies, drift boat fishing, spotting fish, jet boating, motor maintenance, and advanced river reading.
5. Have CPR and First Aid certification.

Benefits:

1. Access to top quality private water for you and your clients
2. Discounted trips for family and friends
3. Top experience and travel to the best global fisheries
4. Competitive Pay
5. Skill development in the fishing industry.

We plan our client's fishing trips to the very detail of the trip in order to find the very best location and provide them with the very best experience. We have explored through the best areas such as: Mongolia, Alaska, the Brazilian Amazon, Venezuela, Bolivia, Russia, British Columbia, New Zealand, Ecuador, Chile, Argentina, Florida, Bahamas, Mexico, Nicaragua, ad Costa Rica. We also see the value in caring and helping protect fisheries around the world. For most people, Fly Fishing is a hobby but being a guide is profession we would love to add onto our team!

Sources:
http://www.sweetwatertravel.com/site/home/our_company.html
http://www.sweetwatertravel.com/site/guide-school.html
http://www.theflyfisher.com/guide_service/employment.cfm

Week 4 EOC: Physcial Attractiveness

Physical attractiveness is a unquestionable factor that is used to select employees in many hospitality organizations, such as front-of-the-house servers and hotel front desk agents. This is a fact that can mean if you don't or do get the job. It all depends on the type of business you are applying for. Hospitality companies have certain brand image and reputation, if you don't fit that image and environment, it would be better for both parties to not work together.


"hospitality managers conduct detailed position analyses and task breakdowns to identify precisely the skills their workers currently need and then create effective training programs to teach these skills."


 Tattoos, for example, are a controllable factor and decision you place on how it will affect your professional career. Especially if you have it inked in a visible place, and you are applying in a company where the environment is obviously the opposite. They probably have an opinion of tattoos and the way their employees should look (because, let's face it, you would be representing their company and they don't like to risk that). It is very complicated topic because the fact is that it shouldn't be about the looks. We shouldn't care on the physical appearances and only focus on the internal traits that will benefit both the employee and the company.


"Any manager seeking to find pretrained employees simply by listing detailed skill requirements in their position advertisements are likely to be sorely disappointed, because in most hospitality operations, the manner in which work is completed varies greatly."


Yet an uncontrollable factor such as scars are a different story. Scars were something that just happened, and tattoos was a choice. Their skills should be the focus, because they are the normal just like everybody else. People with scars shouldn't have to be rejected just because of their looks. That situation could easily turn for the worst, and the person could sue the company.


"Questions about physical traits like height and weight have been found to violate the law because they eliminated disproportionate numbers of female, Asian-American, and Spanish-surnamed applicants."


 All in all, it would depend on your personality and the way you would be able to effectively (and emotionally satisfied) work with the company that you are applying for.


Works Cited:
Hayes, David K.. Human Resources Management in the Hospitality Industry. Wiley, 2008. VitalBook file.

Week 3 EOC: Workplace Fairness

 Websites like the Workplace Fairness has created a more safer playing field in the workforce. They provide information and help to employees with internet access. A center up to date on sources to know what your right are and who to reach if they aren't met.

NELA, the sponsor for this site, is the country's largest organization of lawyers that primarily represent employees that experience discrimination, illegal workplace harassment, wrongful termination, denial of employee benefits, and other employment-related issues. This company works toward making sure that employees have to be paid at least a living wage in an environment free of discrimination, harassment, retaliation, and wrongful employment decisions. The corporation shares the same values and mission.

" In advocating for employee rights, NELA participates as amicus curiae to provide our unique perspective in significant employment cases. We have created a strong and respected Amicus Program—since 1985, we have written or signed on to more than 250 amicus briefs in the U.S. Supreme Court, U.S. Circuit Courts of Appeals, U.S. District Courts, state courts, and before government agencies."

The Workplace Fairness site offers a wide range of resources for anyone who seeks their help. Some of these sources include: Employee Right Groups, lawyers, and legal services.

"Workplace Fairness creates and maintains the most comprehensive, online one-stop-shop for free information about workers' rights. We capture the power of technology to: educate workers, employers, and legal services and community organizations; foster a community of advocates who believe that fairness works; and promote the fair treatment of workers through public policy."

Some big issues that I feel anyone would need jobs, wages, and healthcare. Three huge factors that people worry about when finding and in employment. Managers can address these through making sure that their policies and issues in their companies are updated and satisfactory towards their employees.

"Working together, professionals and citizens concerned with issues of workplace fairness more effectively build community awareness of workplace issues and promote progressive changes in employment law, policies, and practices."


Source Links:
https://www.nela.org/NELA/index.cfm?event=showPage&pg=pressroom
http://www.workplacefairness.org./resources
http://www.workplacefairness.org./the-issues

Returning Veterans

After experience a whole different world with out of normal challenges than one would experiences in our society, it can be extremely difficult for our military veterans to re-integrate into our world. Depending on what they have been through, it can take time for our soldiers to recover. Both physically and mentally. Then be able to find their footing as a whole new person (almost no one stays the same), and have satisfaction in their new role as a civilian than their life in the military. Especially when they have to find a new career, and overall purpose in life.

According Pew Social Trends (who conducted a survey on 1,853 veterans in 2011), 72% stated that they had a easy re-adjustment to civilian life. A 27% stated the opposite and said they had a very difficult time readjusting, and 44% of those veterans had served after the Sept. 11 terrorist attacks. They studied these veterans and concluded on various factors that would predict whether a veteran would have difficulty readjusting back into society or not. These factors include: educational background, understanding of their missions, serving time experience, or psychological trauma, etc.. Again it pinpoints back to the source of what they experienced during their service, if they got injured, or/ and how much they were traumatized. 

So how do we deal with veterans that have great psychological trauma or simply can’t pull away from military life? According to Military Advantage, we have not mentor and counsel them back in civilian readjustment but strive to find their successful and satisfying CAREERS. Not just providing them with jobs that will pay the rent. More effort and help has to be involved that will assist them, step by step, and successfully re-integrate these veterans. And that is what programs like  the American Corporate Partners (ACP, www.acp-usa.org) are working hard to achieve. As much help as they need, whether it is severe PTSD or injuries and simple education challenges. Employers have to keep these and mind and meet with what these programs are doing in the middle in order achieve the goal or successfully bringing back our soldiers. Really back.

Sources:

http://www.pewsocialtrends.org/2011/12/08/the-difficult-transition-from-military-to-civilian-life/

http://www.military.com/veteran-jobs/career-advice/military-transition/returning-vets-not-jobs-careers.html