Category: Business

The 12 Blocks to Listening

There are twelve blocks to listening. You will find that some are old favorites that you use over and over. Others are held in reserve for certain types of people or situations. Everyone uses listening blocks, so you should not worry if a lot of blocks are familiar. This is an opportunity to become more aware of your blocks at the time you actually use them.

1. Comparing

Comparing makes it hard to listen because you are always trying to assess who is smarter, more competent, and more emotionally healthy – whether it is you or the other person. Some people focus on who has suffered more, who is a bigger victim. While someone is talking, you think to yourself: “Could I do it that well? Hey, my kids are so much brighter.” You cannot let much in because you are too busy seeing if you measure up.

2. Mind Reading

The mind reader does not pay much attention to what people say. In fact, he often distrusts it. He is trying to figure out what the other person is really thinking and feeling. “She says she wants to go to the show, but I’ll bet she is tired and wants to relax. She might be resentful if I pushed her when she doesn’t want to go.” The mind reader pays less attention to words than to intonations and subtle cues in an effort to see through to the truth.

If you are a mind reader, you probably make assumptions about how people react to you.

“I bet he is looking at my lousy skin … She thinks I’m stupid … She is turned off by my shyness.” These notions are born of intuition, hunches, and vague misgivings, but have little to do with what the person actually says to you.

3. Rehearsing

You do not have time to listen when you are rehearsing what to say. Your whole attention is on the preparation and crafting of your next comment. You have to look interested, but your mind is going a mile a minute because you have got a story to tell, or a point to make. Some people rehearse whole chains of responses: “First I will say, then he will say, then I will say,” and so on.

4. Filtering

When you filter, you listen to some things and not to others. You pay only enough attention to see if somebody’s angry, or unhappy, or if you are in emotional danger. Once assured that the communication contains none of those things, you let your mind wander. One woman listens just enough to her son to learn whether he is fighting again at school. Relieved to hear he is not, she begins thinking about her shopping list. A young man quickly ascertains what kind of mood his girlfriend is in. If she seems happy as she describes her day, his thoughts begin wandering.

Another way people filter is simply to avoid hearing certain things–particularly anything

threatening, negative, critical, or unpleasant. It is as if the words were never said: You simply have no memory of them.

5. Judging

Negative labels have enormous power. If you prejudge someone as stupid or nuts or unqualified, you do not pay much attention to what they say. You have already written them off. Hastily judging a statement as immoral, hypocritical, fascist, or crazy means you have ceased to listen and have begun a “knee-jerk” reaction. A basic rule of listening is that judgments should only be made after you have heard and evaluated the content of the message.

6. Dreaming

You are half-listening, and something the person says suddenly triggers a chain of private

associations. Your neighbor says she’s been laid off, and in a flash you are back to the scene where you got fired for playing hearts on those long coffee breaks. Hearts is a great game, and there have been many great nights of playing the game. And you are gone, only to return a few minutes later as your neighbor says, “I knew you would understand, but please do no tell my husband.”

You are more prone to dreaming when you feel bored or anxious. Everyone dreams – and you sometimes need to make Herculean efforts to stay tuned in. But if you dream a lot with certain people, it may indicate a lack of commitment to knowing or appreciating them. At the very least, it is a statement that you do not value what they have to say very much.

7. Identifying

In this block, you take everything a person tells you and refer it back to your own experience. They want to tell you about a toothache, but that reminds you of the time you had oral surgery for receding gums. You launch into your story before they can finish theirs. Everything you hear reminds you of something that you have felt, done, or suffered. You are so busy with these exciting tales of your life that there is no time to really hear or get to know the other person.

8. Advising

You are the great problem-solver, ready with help and suggestions. You do not have to hear more than a few sentences before you begin searching for the right advice. However, while you are cooking up suggestions and convincing someone to “just try it,” you may miss what is most important. You did not hear the feelings, and you did not acknowledge the person’s pain. He or she still feels basically alone because you could not listen and just be there.

9. Sparring

This block has you arguing and debating with people. The other person never feels heard

because you’re so quick to disagree. In fact, a lot of your focus is on finding things to disagree with. You take strong stands, are very clear about your beliefs and preferences. The way to avoid sparring is to repeat back and acknowledge what you have heard. Look for one thing you might agree with.

One subtype of sparring is the put-down. You use acerbic or sarcastic remarks to dismiss the other person’s point of view. For example, sally starts telling Joe about her problems in an English class. Joe says: “When are you going to be smart enough to drop that class?” Jake is feeling overwhelmed with the noise from the TV. When he tells Rebecca, she says, “Oh please, not the TV routine again.” The put-down is the standard block to listening in many marriages. It quickly pushes the communication into stereotyped patterns where each person repeats a familiar hostile litany.

A second type of sparring is discounting. Discounting is for people who cannot stand compliments. “Oh, I did not do anything…What do you mean, I was totally lame… It is nice of you to say, but it is really a very poor attempt.” The basic technique of discounting is to run yourself down when you get a compliment. The other person never feels satisfied that you really heard his appreciation. And he is right, you did not.

10. Being Right

Being right means you will go to any lengths (twist the facts, start shouting, make excuses or accusations, call up past sins) to avoid being wrong. You cannot listen to criticism, you cannot be corrected, and you cannot take suggestions to change. Your convictions are unshakable. And since you will not acknowledge that your mistakes are mistakes, you just keep making them.

11. Derailing

This listening block is accomplished by suddenly changing the subject. You derail the train of conversation when you get bored or uncomfortable with a topic. Another way of derailing is by joking it off. This means that you continually respond to whatever is said with a joke or quip in order to avoid the discomfort or anxiety in seriously listening to the other person.

12. Placating

“Right – Right … Absolutely … I know … Of course, you are … Incredible … Yes … Really?” You want to be nice, pleasant, and supportive. You want people to like you – so you agree with everything. You may half-listen just enough to get the drift, but you are not really involved. You are placating rather than tuning in and examining what is actually being said.

Tips to Apply for Your Dream Job

When applying for job opportunities online, there are certain things that you will need to consider. Here is a list of top things to look at before hitting the ‘apply’ button.

  1. Search for jobs based on type of job or job category. Apply to categories that are of interest to you and that you are well qualified for. For example if you have experience in retail sales or counter sales, apply for jobs in the sales category.
  2. Look at the work timings Some jobs have normal 9-5 but some may have evening shifts which may not be suitable for all candidates. If you have a family, night/evening shifts may prove to be difficult for your family so keep that in mind. Part time jobs should also be considered if you are looking at making extra cash.
  3. Find a job close to home. If you live far away from the desired job consider how long it would take you to get to work because this may affect your work performance and transport costs.
  4. It is also important to look at the years of experience required. Some employers are looking for freshers while other will need experienced candidates. Always be on the lookout for employers who want your level of experience, trust me they are there.
  5. Look for your desired salary. If the salary offered is less than what you want, do not apply for the job. Employers find it annoying when they interview candidates who ask for a higher salary than what was quoted in the job description. The ideal salary is one that allows you to pay for all your expenses and leaves you with some savings. However, do not reject jobs because of the salary, sometimes the experience is worth it!
  6. Another mistake is applying for a job that you are not academically qualified for. When an employer asks for 10th standard and you have a university degree, you are definitely overqualified for the job.
  7. While applying for a job keep in mind your career goals. Some jobs will give you an opportunity to grow from a fresher position to an assistant manager position in a few years while come might keep you in the same level.
  8. There are significant differences when it comes to the size of the company. Working for a big company means that you might have access to better facilities and a better salary. However some small companies are also known to have good salaries and are more flexible.
  9. Some companies normally employ fresher because they place emphasis on the job training. If you are a fresher this would be the ideal company as not only do get a salary but you also get quality training that makes other companies attracted to you.
  10. There are companies that give employees additional perks such as free lunch, transport & other benefits. Such benefits make the work environment better as well as helping you save money.

Ultimately, your passion determines whether you will get the job or not. If you are simply applying for a job because you are jobless, the employer will see your desperation. But if you are passionate and well qualified for the job an employer is likely to hire you. Finally have clear mindset that you will stay on the job and avoid job hopping after every three months.

Human Resource Information System – HRIS

Human Resource Information Systems

The purpose of this paper is to identify other companies who have faced similar human resources issues in regards to information technology. Through benchmarking different companies we can learn how other companies have handled certain human resources issues related to information technology, information systems, new technology, and data security. An overall analysis has been completed using research on IBM Europe, Ameriprise Financial, Terasen Pipelines, Shaw’s Supermarkets, CS Stars LLC, IBM, WORKSource Inc., and Toshiba America Medical Systems, Inc. This paper also includes eight synopses of companies facing similar issue to those in the reading.

New Technology

With the changing world and constant new technology that is available, managers need to be aware of the technology that will increase effectiveness in their company. Human resource information systems (HRIS) have increasingly transformed since it was first introduced at General Electric in the 1950s. HRIS has gone from a basic process to convert manual information keeping systems into computerized systems, to the HRIS systems that are used today. Human resource professionals began to see the possibility of new applications for the computer. The idea was to integrate many of the different human resource functions. The result was the third generation of the computerized HRIS, a feature-rich, broad-based, self-contained HRIS. The third generation took systems far beyond being mere data repositories and created tools with which human resource professionals could do much more (Byars, 2004).

Many companies have seen a need to transform the way Human Resource operations are performed in order to keep up with new technology and increasing numbers of employees. Terasen Pipelines moved its headquarters from Vancouver to Calgary to be closer to the oil and realized a major growth in employees. In the past recording keeping was done on paper and with spreadsheets. Mangers at Terasen realized that there was a need to change to a more computerized system and looked into different HRIS vendors. By making the move to a HRIS system, Terasen is able to keep more accurate records as well as better prepare for future growth. Another company that saw the benefits of keeping up with new technology is WORKSource Inc. To meet the challenge of handling 100 new employees, WORKSource Inc. acquired Web-based technology programs from GHG Corp. like electronic pay stub, electronic timesheet software, time-off system, and human resource information system (“Tips,” 2006). By adapting these new programs, WORKSource was able to reduce waste and cost.

The Internet is an increasingly popular way to recruit applicants, research technologies and perform other essential functions in business. Delivering human resource services online (eHR) supports more efficient collection, storage, distribution, and exchange of data (Friesen, 2003). An intranet is a type of network used by companies to share information to people within the organization. An intranet connects people to people and people to information and knowledge within the organization; it serves as an “information hub” for the entire organization. Most organizations set up intranets primarily for employees, but they can extend to business partners and even customers with appropriate security clearance (Byars & Rue, 2004).

Applications of HRIS

The efficiency of HRIS, the systems are able to produce more effective and faster outcomes than can be done on paper. Some of the many applications of HRIS are: Clerical applications, applicant search expenditures, risk management, training management, training experiences, financial planning, turnover analysis, succession planning, flexible-benefits administration, compliance with government regulations, attendance reporting and analysis, human resource planning, accident reporting and prevention and strategic planning. With the many different applications of HRIS, it is difficult to understand how the programs benefit companies without looking at companies that have already benefited from such programs.

One such company is IBM. IBM has a paperless online enrollment plan for all of its employees. Not only has the online enrollment saved the company 1.2 million per year on printing and mailing costs, the employees enjoy working with the online plan. “Since we began offering online enrollment, we’ve learned that employees want web access,” Donnelly [Senior Communications Specialist] says, so they can log on at home rather than through the company intranet. So the company has been working to put in place a web-based enrollment system that employees and retirees can access from anywhere (Huering, 2003). By utilizing the flexible-benefits application HRIS has to offer, IBM was able to cut costs and give employees the freedom to discover their benefits on their own time and pace.

Another company that has taken advantage of HRIS applications is Shaw’s Supermarkets. In order for Shaw’s to better manage its workforce, the company decided it was time to centralize the HR operations. After looking at different options, Shaw’s decided to implement an Employee Self Service (ESS) system. The use of self-service applications creates a positive situation for HR. ESS gives HR more time to focus on strategic issues, such as workforce management, succession planning, and compensation management, while at the same time improving service to employees and managers, and ensuring that their data is accurate. With this solution, employees have online access to forms, training material, benefits information and other payroll related information (Koven, 2002). By giving employees access to their personal information and the ability to update or change their information as needed, HR was given more time to focus on other issues. Understanding the different applications HRIS has to offer will give companies the chance to increase employee efficiency and reduce costs.

Measuring the Effectiveness of HRIS

The evaluation should determine whether or not the HRIS has performed up to its expectations and if the HRIS is being used to its full advantage (Byars & Rue, 2004). One of the most significant challenges faced by public personnel executives today is measuring the performance of their human resources information system (HRIS) In order to justify the value-added contribution of the HRIS to accomplishing the organization’s mission (Hagood & Friedman, 2002). Implementing an HRIS program may seem a necessary stem for a company, but unless it will be an effective tool for HR operations, it will not help increase efficiency and may hinder it instead.

One company that implemented a HRIS system is Toshiba America Medical Systems, Inc. (TAMS). TAMS put all employee benefits information online and created an open enrollment option when TAMS changed healthcare providers. Almost immediately upon rolling out the UltiPro portal [new HRIS technology] to employees, TAMS began seeing improvements, with an estimated 70% increase in open enrollment efficiency (Wojcik, 2004). By determining the efficiency of the new program, TAMS was able to realize the benefits of the new HRIS system.

Security of HRIS

The privacy of employee information has become a major issue in recent years. With identity theft becoming a common problem, employees are becoming more sensitive about who sees their personal information, and the security it is kept in. By making sure employee information that is kept in the HRIS is relevant to the company and making sure there is limited access (password protection) to such information, companies can make its employees more secure with the safety of their information. Whether electronic or paper, employee files deserve to be treated with great care. Establishing security and end-user privileges calls for a balance of incorporating, HR policy, system knowledge and day-to-day operations (O’Connell, 1994).

One company that faced a major security issue was CS Stars, LLC. CS Stars lost track of one of its computers that contained personal information that included names, addresses and social security numbers of workers compensation benefits. The bigger problem was that CS Stars failed to notify the affected consumers and employees about the missing computer. Though the computer was retrieved and no information seemed to have been harmed, many employees lost their sense of security with the company. New York’s Information Security Breach and Notification Law, effective in December 2005, requires businesses that maintain computerized data which includes private information to notify the owner of the information of any breach of the security of the system immediately following discovery, if the private information was, or is reasonably believed to have been, acquired by a person without valid authorization (Cadrain, 2007).

Another company that experienced a breach in security is Ameriprise Financial. In late 2005, a computer that contained personal information on clients and employees was stolen. Because many of the employees at Ameriprise take their computers between work and home, the company determined there was a need to put more security into those computers. Ameriprise made sure all employees had the new security suite installed on their computers. By responding quickly to the need for more security, Ameriprise made sure all information is being kept secure. Making sure employees information is kept as secure as possible there will be more trust in the company and the HR employees working with that information.

Conclusion

IBM, Terasen Pipeline, CS Stars LCC, and Toshiba America Medical Systems, Inc. are good examples of companies facing issues similar to human resources information technology and human resources information systems. All of these companies know the importance of new technology, human resources information systems, and data security. The remainder of this paper provides synopses of more companies facing human resources issues, how the company responded to the issues, and the outcomes of the company’s responses.

Companies Benchmarked

IBM Europe

The Situation:

IBM is a global organization offering research, software, hardware, IT consulting, business and management consulting, ring and financing. It employs around 340,000 people, speaking 165 languages across 75 countries, and serving clients in 174 countries. In January 2007, IBM established a separate “new media” function within its corporate communication department. IBM main goal is to educate, support, and promote programs that utilize social media. IBM Europe decided to expand internal communication by blogging guidelines. The recognition was that blogging was already happening among IBMers, just in an unregulated way. In a similar way, institutionalizing a function to deal specifically with new media is not a corporate move, or establishing from scratch. It’s a response to the issues already emerging in the company. Now that those technologies are here, people are using them, they’re growing and there here to stay-we’re just going to put some structure around them so that we can try to optimize their use.” The users decide what technologies they want to use and how they want to use them. That main idea is that IBM understands that they must remember to respect the fact that social media are social. IBM had the need to connect its 340,000 global employees more effectively.

The Response:

IBM’s intent around social media has now been officially formalized. From January 22 2007, the company established a separate “new media” function within its corporate communication department. “Its remit: To act as expert consultants inside and outside IBM on issues relating to blogs, wikis, RSS and other social media applications. The main idea is to educate, support and promote programs that utilize these tools. IBM has a history of being a t the forefront of technology based corporate communication. From the multimedia brainstorming “WorldJam” that made news headlines back in 2001 in which 50,000 employees worldwide joined a real time, online idea-sharing session about the company’s direction. IMB has always prepared itself to use breakthrough technologies to establish a two-way dialogue with its employees. The need for social media was necessary and could no longer wait.

The Outcome:

In the last few years IBM has been recognized as being the vanguard of social-media use: IBM was on of the first Fortune 500 companies to get behind collaborative wikis, published internal blogging guidelines as far back as 2003, and is now moving fast beyond RSS and podcasts into videocasting and “virtual world” technologies like Second Life. The intranet search facility extends to all areas of the site, including new media aspects. When an employee logs onto their portal an executes a key word search, the results they get back not only come from the main intranet pages, but include results from IBM forums, wikis, blogs and podcast/videocasts tags. IMB has an understanding that employees are no longer staying in a company their entire lives. It’s just not like that any more. In Belgium for example over 50 percent of 2,300 employees have been there fewer than five years. The company has come to the conclusion that with an increasingly young and mobile workforce, the likelihood is that an employee population full of a younger generation, for whom these tools are part and parcel of life, is not that far away. In years to come IBM will have to deal with employee base for which blogging is just the natural way to interact over a web platform. IBM has created centralized platforms for most tools that fall under its remit, which includes wikis. For Philippe Borremans, new media lead Europe for IBM, has the potential business applications of a wiki cover two broad benefits: Collaborating and knowledge sharing. IBM has scored some notable successes on both fronts in the near 5000 wiki pages now up and running in the organization. The company has been a huge pick-up in interest in podcasting over the last 18 months writing can seem such a technical skill, whereas people feel they can talk more freely than they can write. One of the most consistently popular IBM podcasts, with over 20,000 downloads a week.

Ameriprise Financial

The Situation:

The Department of Justice survey estimates that 3.6 million U.S. households were victims of identity theft in 2004. Trafficking in personal date goes beyond U.S. borders: the New York Times reports that stolen financial information is often distributed among participants of online trading boards, and the buyers are frequently located in Russia, Ukraine, and the Middle East. One reason clients are concerned about data security is the widespread publicity generated by breaches at financial services firm. In late December 2205, an Ameriprise Financial employee’s laptop that contained unencrypted data on approximately 230,000 customers and advisors was stolen from a car. Other financial services firm, including Citigroup and Bank of America, also acknowledge large-scale customer data losses in 2005. President of NCS, Rita Dew, a compliance consulting firm in Delray Beach, Florida, says that the Securities and Exchange Commission requires investment advisors to have policies and procedures that address the administrative, technical, and physical safeguards related to client records and information.

The Response:

Ameriprise Financial had to fight back and had to implement “layers of protection.” It is important for employees who their primary business computer, and employees regularly transport the computer between home, office, and meeting sites. The vulnerability of this arrangement and the need for a safety software program is much needed.

The Outcome:

Employees who are transporting lab tops should install the Steganos Security Suite on their computer. This software allows employees to create an encrypted virtual drive on the laptop that serves as data storage safe. Employees stores all client related data and tax preparation software database on the encrypted drive, which employees has set up with one gigabyte of storage space. The best thing is that when an employee turns off the computer the information is stored “safe”, the software automatically encrypts the virtual drive’s data. The software also generates encrypted backup files, which employees store on CDs in a fireproof safe. This should keep the data secure if any employee’s laptop is stolen or if the drive is removed from the laptop. Other financial advisors are relying on encryption both in and out of the office. Other programs that are being used to protect client’s information are RAID Level 1 system to store data on the drives that are encrypted with WinMagic’s SecureDocs software. Encryption ensures that anyone who steals the computer will be absolutely unable to read the data, even by connecting it to another computer as a “slave drive. This has given many financial advisors the greatest peace of mind.

Terasen Pipelines

The Situation:

Terasen Pipelines is a subsidiary of Terasen Inc. located in Vancouver, Canada and is located in several provinces and U.S. states. In 2001 the company changed its headquarters to Calgary to be closer to the oil. With the big move, the company went through a growth spurt. With the company in many different locations and the growing numbers of employees, the HR department saw a need to find a new system to keep more accurate records.

The Response:

In the past Terasen had kept records on paper and with spreadsheets and with the growth of the company, this system does not work as well as in the past. In order to compensate for future growth, Terasen began to look into HRIS companies to help with the HR operations. After researching different companies, Hewitt’s application service provider model with eCyborg was found to be the right fit.

The Outcome:

Although there was difficulty adapting to a new way of recordkeeping, Terasen was able to find a system that will help support the current and future growth of the company. Fortunately, some of the HR staff had experience working with an HRIS and were able to help their colleagues imagine new processes, as aided by a system. One theme often voiced throughout this process was: “You guys don’t know how hard we’re working when we can make it so much easier with a system that could do a lot of this for us. You don’t always have to run to the cabinet for the employee file just to get basic information. It can all be at your fingertips.” (Vu, 2005). In order to help Terasen ease the HR burden of implementing a new HR system, the management of Terasen was convinced to look for a vendor to help implement and maintain a HRIS system. This system has helped Terasen better prepare for current and future growth.

Shaw’s Supermarkets

The Situation:

Shaw’s Supermarkets is the second largest supermarket chain in New England. With a workforce of 30,000 located at 180 stores throughout six states, Shaw’s HR staff is responsible for managing employees’ personal data. Their employee mix includes approximately 70 percent part-time employees, consisting of students, senior citizens, second-job part-timers, and career part-timers. One third of the workforce is made up of union associates, and Shaw’s staff oversees the company’s involvement with three unions and six separate contracts (Koven, 2002). In order to help manage the workforce, the HR staff became interested in centralizing its HR operations.

The Response:

In order to centralize HR operations Shaw’s decided to implement an ESS (employee self-service) solution. The use of self-service applications creates a positive situation for HR. ESS gives HR more time to focus on strategic issues, such as workforce management, succession planning, and compensation management, while at the same time improving service to employees and managers, and ensuring that their data is accurate. With this solution, employees have online access to forms, training material, benefits information and other payroll related information.

The Outcome:

Shaw’s has had positive feedback since implementing the ESS solution. “The reaction from our employees has been extremely positive,” Penney, VP of Compensation and Benefits, says. “We even had a significant increase in our medical coverage costs, and it was almost a non-issue because the online enrollment featured the plan choices, the employee cost, and the company subsidy. An employee self-service application makes it very easy for them to understand their contributions and coverage options. I received several e-mails from employees saying this was a great change and how easy ESS was, which the case is not often when employees are selecting their benefit options.” (Koven, 2002). By giving the employees more access to their information they are able to see the benefit choices available to them. Employees are also able to update their information online, which helps reduce the paperwork of the past. Shaw’s has also seen improvement in productivity because employees are updating information at home, not during work hours.

CS Stars, LLC

The Situation:

New York Attorney General Andrew Cuomo has announced that New York State has reached its first settlement with a company charged with failing to notify consumers and others that their personal data had gone missing. Cuomo’s office, which enforces the state’s 2005 Information Security Breach and Notification Law, charged CS STARS LLC, a Chicago-based claims management company, with failing to give notice that it had lost track of a computer containing data on 540,000 New Yorkers’ workers’ comp claims.

The Response:

The owner of the lost data, which had been in the custody of CS STARS, was the New York Special Funds Conservation Committee, an organization that assists in providing workers’ comp benefits under the state’s workers’ comp law. On May 9, 2006, a CS STARS employee noticed that a computer was missing that held personal information, including the names, addresses, and Social Security numbers of recipients of workers’ compensation benefits. But CS Stars waited until June 29, 2006, to notify Special Funds and the FBI of the security breach. Because the FBI declared that notice to consumers might impede its investigation, CS STARS waited until July 8, 2006, to send notices to the 540,000 New Yorkers affected by the breach. On July 25, 2006, the FBI determined an employee, of a cleaning contractor, had stolen the computer, and the missing computer was located and recovered. In addition, the FBI found that the data on the missing computer had not been improperly accessed.

The Outcome:

New York’s Information Security Breach and Notification Law, effective in December 2005, requires businesses that maintain computerized data which includes private information to notify the owner of the information of any breach of the security of the system immediately following discovery, if the private information was, or is reasonably believed to have been, acquired by a person without valid authorization. The law affects not only businesses in their dealings with their customers, but employers in their role as custodians of employees’ personal data. (Cadrain)

Without admitting to any violation of law, CS STARS agreed to comply with the law and ensure that proper notifications will be made in the event of any future breach. The company also agreed to implement more extensive practices relating to the security of private information. CS STARS will pay the Attorney General’s office $60,000 for costs related to this investigation. (Cadrain)

IBM

The Situation:

IBM’s paperless online enrollment system, introduced in 1999, has proved to be a winner for both the company’s 135,000 active U.S. employees and the company, according to Cathleen Donnelly, senior communications specialist at company headquarters in Armonk, N.Y. The company saves $1.2 million per year on printing and mailing costs alone, Donnelly says, and the employees’ can take advantage of a variety of technologies to learn about issues, research program information and access decision support tools from their desktop computers. (Heuring, 2002)

The Response:

One of those tools, a personal medical cost estimator, enables employees to calculate potential out-of-pocket health care expenses under each of the plan options available to them, Donnelly says. Employees log in personally and are greeted by name and with important information regarding their benefits enrollment, such as the deadlines and when changes take effect. They automatically get access to health plans that are available to them, and the calculator lets them compare estimated benefit amounts for each plan.

“Employees can select the health care services they expect to use in a particular year, estimate expected frequency of use, and calculate potential costs under each plan option,” Donnelly says. “The feedback that we’ve received from employees tells us that this tool has really helped them to make a comparison between plans based on how they consume medical services.” The calculator shows both IBM’s costs and the employee’s. (Heuring, 2002)

The Outcome:

“Since we began offering online enrollment, we’ve learned that employees want web access,” Donnelly says, so they can log on at home rather than through the company intranet. So the company has been working to put in place a web-based enrollment system that employees and retirees can access from anywhere.

Employees can get summary information on the plans, drill down into very specific details and follow links to the health care providers for research. Donnelly says the system has received high marks for convenience because employees can “get in and out quickly.”

WORKSource Inc.

The Situation:

To meet the challenge of handling 100 new employees, WORKSource Inc. acquired Web-based technology programs from GHG Corp. like electronic paystub, electronic timesheet software, time-off system, and human resource information system (“Tips,” 2006). These tools enabled CEO Judith Hahn to handling payroll procedures efficiently and effectively.

The Response:

WORKSource has eight workforce centers, with approximately 108 employees, located throughout a six-county region. Previously, payroll, benefits, and human resources for those employees were processed and managed by a Professional Employer Organization. The company also has 52 administrative staff in its headquarters office. When the contract with the PEO terminated on June 30, 2006, those 108 employees were immediately moved to the payroll of WORKSource, which meant Hahn’s workload more than doubled effective July 2006 (“Tips,” 2006).

Hahn, in an interview with PMR, said she relied on LEAN to help get a handle on what needed to change for her to manage the increased workload. Two years earlier, Hahn’s CEO had introduced her to LEAN, a Japanese management concept of eliminating wasteful steps and motion when completing processes. “I began to read as much as possible about LEAN and joined an HR LEAN focus group” (“Tips,” 2006).

The Outcome:

Mastering the concepts of LEAN led Hahn to develop and apply her own acronym of “REASON” to her department’s payroll and HR processes. Review the process: map payroll tasks from start to finish. Eliminate waste: determine how to complete a payroll task most efficiently without unnecessary steps. Analyze alternatives: research and evaluate the applicability of new technology. Sell innovations to management: document the return on investment of each innovation. Open the lines of communication: communicate openly—and often—with all stakeholders, including employees and top management. Never allow negativity: make change simple and fun. Give employees plenty of encouragement and time to learn (“Tips,” 2006). Judith Hahn was able to implement the right human resource functions using information systems.

Toshiba America Medical Systems Inc.

The Situation:

Lynda Morvik, director of benefits and human resources information systems at Tustin, California-based Toshiba America Medical Systems Inc. (TAMS), thought it would make sense to add a benefits communication component to it. By having all the benefit information online, the TAMS employee handbook would also be a living document, enabling Morvik to make changes when necessary. Such was the case halfway through the project, when TAMS changed health care plans from Aetna Inc. to United Health Group Inc (Wojcik, 2004).

The Response:

TAMS, an independent group company of Toshiba Corporation and a global leading provider of diagnostic medical imaging systems and comprehensive medical solutions, such as CT, X-ray, ultrasound, nuclear medicine, MRI, and information systems, had been using a payroll service bureau and an in-house solution for HR that didn’t include easy-to-use consolidated reporting or an employee portal. After evaluating UltiPro alongside several enterprise resource vendors, TAMS selected Ultimate Software’s offering and went live in September 2002 after an on-time and on-budget implementation. Almost immediately upon rolling out the UltiPro portal to employees, TAMS began seeing improvements, with an estimated 70% increase in open enrollment efficiency (Wojcik, 2004).

The Outcome:

In an effort to expand the usage of the Web beyond the benefits enrollment process, TAMS has posted a library of documents and forms on its HR portal, including the benefits handbook, which garnered a 2004 Apex Award for publication excellence. That same year, Business Insurance magazine also gave TAMS the Electronic Benefit Communication (EBC) award for outstanding achievement in communicating employee benefits programs over the Web. To continue elevating its use of Ultimate Software’s HRMS/payroll solution, TAMS modified the UltiPro portal to meet the imaging company’s unique needs (Wojcik, 2004). It was completely integrated with several proprietary applications created to address compensation and performance management issues so that TAMS employees have a central location for comprehensive workforce and payroll information from a Web browser that they can access with a single sign-on (Wojcik, 2004).

References

Byars, Lloyd L. & Rue, Leslie W. (2004). Human Resource Management, 7e. The McGraw-Hill Companies.

Cadrain, Diane (2007). New York: Company Settles Data Breach Charges. Retrieved June 3, 2007 from [http://www.shrm.org/law/states/CMS_021505.asp#P-8_0]

Clarifying IBM’s Strategic mission for social media (2007). Strategic Communication

Management. Retrieved June 1, 2007 from

http://proquest.umi.com/pqdweb?index=17&did=1263791161&SrchMode=1&sid=2&Fmt=4&clientld=2606&RQT=309&VName=PQD.

Friesen, G. Bruce (2003). Is your client ready for eHR? Consulting to Management, 14(3), 27. Retrieved June 3, 2007 from ProQuest Database.

Hagood, Wesley O. & Friedman, Lee ( 2002). Using the balanced scorecard to measure the performance of your HR information system. Public Personnel Management, 31(4), 543-58. Retrieved June 3, 2007 from ProQuest Database.

Heuring, Linda (2003). IBM: Laying Outing Enrollment Options. Retrieved June 2, 2007 from [http://www.shrm.org/hrmagazine/articles/0803/0803heuring_paperless.asp]

Koven, Jeff (2002). Streamlining benefit process with employee self-service applications: A case study. Compensation & Benefits Management, 18(3), 18-23. Retrieved June 2, 2007 from ProQuest Database.

O’Connell, Sandra (1994). Security for HR records – human resources. HR Magazine. Retrieved June 3, 2007 from [http://findarticles.com/p/articles/mi_m349] 5/is_n9_v39/ai_16309018

Protecting Client Data (2006). Financial Planning. Retrieved June 1, 2007 from

http://proquest.umi.com/pqdweb?did=1066464321&Fmt=4&clientld=2606&RQT=309

&VName=PQD.

Tips on Using Technology to Streamline Payroll Processes – and Cut Costs (2006). Payroll Managers Report, 6(10), 1-9. Retrieved June 2, 2007 from EBSCOhost Database.

Vu, Uyen (2005). Contracting out HRIS easy call at Terasen Pipelines. Canadian HR Reporter, 18(4), 5-9. Retrieved June 2, 2007 from ProQuest Database.

Wojcik, J. (2004). Toshiba Employee Handbook Goes Online. Business Insurance, 38(49), 18.

Retrieved June 2, 2007 from EBSCOhost Database.

The Lost Costs With Administrative-Related Tasks With Group Health Plans

Health coverage is expensive- both for individuals and for companies that provide it.

The costs affect much of the medical field, including drug prices, cost of coverage,

costs of care and visits, and a myriad of other areas of the health industry. Part of

those costs is resulting from the administrative handling of health insurance logistics,

and those costs affect the rest of the field, too.

According to studies in the field, noted by the CAQH Index, in 2019 they noted that

“SPENDING ON HEALTHCARE ADMINISTRATION COSTS AN ESTIMATED

$350 BILLION ANNUALLY IN THE UNITED STATES DUE TO IT’S

COMPLEXITY.”

Data from the 2019 CAQH Index indicates that $40.6 billion or 12 percent of the

$350 billion spent on administrative complexity, is associated with conducting

administrative transactions tracked by the CAQH Index. Of the $40.6 billion spent on

these transactions, $13.3 billion or 33 percent of existing annual spending on

administrative transactions could be saved by completing the transition from manual

and partially electronic processing to fully electronic processing. The progress that

the industry has already made to automate these administrative transactions has

saved the industry over $102 billion annually.”

Administration is, of course, an important aspect of any industry, especially one as

complex as medical and related fields. The difficulty with modern health insurance

means extensive administrative hours as they tend to a myriad of issues on multiple

fronts. This means, as noted earlier, a great deal of expense that filters throughout

the medical field.

Unfortunately, small business owners tend to bear the brunt of these costs, at least

when it comes to businesses rather than people. As noted here,

“NOT SURPRISINGLY, THE COST OF PROVIDING HEALTH COVERAGE TO

EMPLOYEES LOOMS LARGER THE SMALLER THE BUSINESS,

BUT THIS ISSUE PLAGES BUSINESSES REGARDLESS OF SIZE”

The price tag on health insurance is a significant pain point for small employers. The

problem extends to recruiting and retaining talent, as well. To compete with larger

employers, small employers are hard-pressed to offer benefits like health insurance,

even as the benefit takes up a larger share of the bottom line. Two-thirds of

businesses (69%) said the problem has been getting worse. They reported that costs

have increased over the last four years; one-third of this group reported annual

increases of 10 percent or more. Businesses with fewer employees cited bigger

increases than larger businesses. Employers cited prescription drugs and lack of

choice of health care plans as pain points.

There are ways to curb this expense without impacting the medical field or health

insurance. One method is the increased use of digital materials. According to the

previously cited Index, “Although partially electronic transactions often cost less and

are less time consuming than manual transactions, there are savings opportunities

associated with moving from partially electronic web portals to fully electronic

transactions. For the medical industry, $2.7 billion of the $9.9 billion total savings

opportunity could be achieved by switching from partially electronic transactions to

fully electronic transactions. The greatest per transaction savings opportunity for

medical providers is a prior authorization. Medical providers could save $2.11 per prior authorization transaction by using the federally mandated electronic standard rather than a web portal. Understanding the impact of portal use in more detail is important as the industry focuses on opportunities to decrease administrative costs and burden.”

The medical field is one area where increased use of digital technology has lagged in

comparison to other fields. Concerns over confidentiality and security, combined with

outdated legislation, mean much in the medical field is handled with pen and paper.

That said, the COVID-19 pandemic has resulted in rapid inroads in digitization. Still,

administrative costs remain high, with subsequent effects throughout healthcare.

Along with the use of digital technology, another way to reduce costs is through increased automation. As noted by the previous study, “The 2019 CAQH Index estimates that the medical industry has avoided over $96 billion in annual administrative costs through efforts to automate administrative transactions. By comparison, the dental industry has avoided over $6 billion annually. For both industries, the largest annual savings has been achieved for eligibility and benefit verification at $68.8 billion for the medical industry and $3 billion for the dental industry. However, although the industry has already avoided significant administrative costs through automation, 33 percent of existing spending could be saved through further automation.

To continue to drive progress, harmonization is needed across all stakeholders to

reduce administrative costs and burdens. Aligning on a common understanding of the

barriers to electronic adoption and the business needs of the future is imperative for

plans, providers, vendors, standards development organizations, operating rule

authoring entities and government to maintain and improve upon industry

achievements to date.”

There are other ways to mitigate costs as well, without subsequent suffering in quality. One way is to reduce what one article sites as administrative waste. As noted by said

article,

“ADMINISTRATIVE WASTE AS ANY ADMINISTRATIVE SPENDING THAT

EXCEEDS THAT NECESSARY TO ACHIEVE THE OVERALL

GOALS OF THE ORGANIZATION OR THE SYSTEM AS A WHOLE.”

The National Academy of Medicine’s seminal 2010 work, The Healthcare Imperative:

Lowering Costs and Improving Outcomes, identified unnecessary administrative costs

as one of six key areas that need to be addressed to bring greater value and lower

costs to healthcare consumers.

ADMINISTRATIVE COSTS HAVE BEEN ESTIMATED TO REPRESENT 25-31%

OF TOTAL HEALTHCARE EXPENDITURES IN THE UNITED STATES,

a proportion twice that found in Canada and significantly greater than in all other

Organization for Economic Cooperation and Development member nations for which

such costs have been studied. Moreover, the rate of growth in administrative costs in

the U.S. has outpaced that of overall healthcare expenditures and is projected to

continue to increase without reforms to reduce administrative complexity.

It is thus important to differentiate administrative waste from necessary

administrative spending. As noted by the previously cited article, “A key segment of

wasteful administrative spending is found in the significant amount of paperwork

needed in our multi-payer healthcare financing system. Having myriad payers, each

with different payment and certification rules increases the complexity and

duplication of tasks related to billing and reimbursement activities. Hence,

“THE TOTAL BIR COMPONENT OF ADMINISTRATIVE SPENDING-

REPRESENTING ABOUT 18 PERCENT OF TOTAL HEALTHCARE

EXPENDITURES-IS OFTEN SINGLED OUT AS WASTEFUL AND A

POTENTIAL SOURCE OF SAVINGS. AN OFTEN-CITED STATISTIC IS THAT

HOSPITALS GENERALLY HAVE MORE BILLING SPECIALISTS THAN BEDS.”

A problem with separating administrative waste from proper administrative costs is

insufficient data. While healthcare provides, creates, and utilizes fast amounts of

data, that information is geared to specific fields and areas. As a result,

administrative data tends to be neglected and understudied. As this article notes,

“Our current understanding of administrative spending relies on a patchwork of

mostly aging analyses, leaving policymakers very much in the dark when it comes to

addressing this growing category of healthcare spending.

MOREOVER, PATIENT ADMINISTRATIVE BURDENS HAVE NEVER BEEN

TALLIED, REPRESENTING THE GREATEST GAP IN OUR UNDERSTANDING

OF ADMINISTRATIVE BURDEN. PATIENTS INCUR ADMINISTRATIVE COSTS

WHEN THEY ENROLL IN COVERAGE, RECEIVE CARE, AND GET

REIMBURSED FOR EXPENSES. PATIENTS WITH PARTICULARLY COMPLEX

NEEDS MAY EVEN RESORT TO HIRING A PATIENT- OR MEDICAL-BILLING

ADVOCATE OR AN ATTORNEY.

Other data gaps include research to identify potential administrative waste associated

with provider credentialing, pre-authorization or grievances and appeals.”

Though more data may be needed in regards to understanding administrative waste,

there are still methods to handle it and ensure expenditures on administration in

healthcare are spent properly. This will help reduce overall healthcare costs,

including health insurance. One of the costliest areas of administrative costs is

billing. This issue has been known for some time. As noted here, “In 2010, the ACA

tried to rein in administrative waste. In recognition of the high cost of billing and

payments, section 1104 of the ACA required the US Department of Health and human services to promulgate rules to standardize many aspects of billing and payments. Specifically, the ACA called for a national system to determine benefits eligibility, coverage information, patient cost-sharing to improve collections at the time of care, real-time claim status updates, auto adjudication standards, and real-time and

automated approval for referrals and prior authorizations. These actions were

supposed to be implemented in 3 waves in 2013, 2014, and 2016. However, only the

first 2 waves were implemented in 2013 and 2014. These regulations standardized

eligibility required real-time claims status, and created electronic fund transfer

standards.

THE MOST COST-SAVING ACTIONS, AUTO ADJUDICATION OF CLAIMS

AND PRIOR AUTHORIZATIONS, WERE SUPPOSED TO BE

IMPLEMENTED IN 2016 BUT WERE NEVER ENACTED.”

The matter is complicated by how to diffuse healthcare is within the United States.

There are federal administrations, state administrations, regional groups, corporate

groups, church groups, local clinics, and clinics operated by chains, such as CVS

Minute Clinics. The previously cited article makes note of this, stating that

“BECAUSE THE US HEALTHCARE SYSTEM IS SO FRAGMENTED, THERE

IS NOT A CLEARLY DOMINANT ENTITY TO SET ADMINISTRATIVE

STANDARDS AND FORCE ADOPTION.

The federal government is the largest payer, but its market power is not concentrated

because its payments flow through hundreds of different programs, including 50

unique Medicaid programs, Medicare, hundreds of Medicare Advantage plans, ACA

insurance exchanges, federal employee health benefits, the military health system,

Veterans Affairs, and the Indian Health Service.Each of these programs has governance over its administrative rules. Some programs, such as Covered California, use their local market power to force standardization of administrative elements, such as benefit design. The private sector alternatives lack either geographic reach or local market scale. The largest private sector entities are

the payers United Healthcare and Anthem. However, neither of these companies are

positioned to be administrative standard setters. United Healthcare lacks a local

market scale because it usually only accounts for 10% to 20% of patients for

clinicians. Anthem lacks geographic scale because it only operates in 23 states. Only

the Medicare system operates in all states and is accepted by nearly all health care

organizations, which means changes to Medicare’s administrative rules are adopted

nearly universally. Medicare is also a large payer, through the Medicare Advantage

program, to the largest commercial payers, which could enhance Medicare’s ability to

serve as an administrative standard setter. This makes Medicare the only participant

with the market power to set administrative standards.” As Medicare for All seems an unlikely, though useful solution,

OTHER AVENUES TO CURTAIL ADMINISTRATIVE WASTE NEED TO BE

CONSIDERED. ONE SUCH METHOD WOULD BE INCREASED USE OF

BILLING SPECIALISTS TO REDUCE THE NEED FOR ADMINISTRATIVE STAFF,

AND, AS A RESULT, THE AMOUNT OF ADMINISTRATIVE SPENDING.

Billing specialists are a good example because of the decentralized nature of the

United States healthcare systems. Centralized billing, even by a third party, would

help to reduce costs. As noted here, “Germany and Japan both have multiple payers

but centralized claims processing. Despite having more than 3,000 health plans,

Japan’s administrative expenditures were a stunningly low 1.6 percent of overall

health care costs in 2015, one of the lowest among OECD [Organization for Economic Co-operation and Development] member nations. In their analysis of three universal health care options for Vermont, including single-payer, researchers William C. Hsiao, Steven Kappel, and Jonathan Gruber estimated substantial savings from administrative simplicity from each option. The two single-payer options they examined would result in even greater administrative savings of between 7.3 percent and 7.8 percent, depending on the rate-setting mechanism. The group estimated that a third scenario, which would establish a centralized claims clearinghouse while allowing multiple payers, could generate savings equal to 3.6 percent of total expenditures. This suggests that about half of the total administrative savings from a single-payer system could be obtained within a regulated multipayer system.”

THUS, BILLING SPECIALISTS, ESPECIALLY OUTSOURCED SPECIALISTS,

CAN HEP REDUCE OVERALL HEALTHCARE COSTS.

As this article notes, “This process is more straightforward than in-house billing for

medical practice staff. They can scan and email superbills and other related

documents to the medical billing service provider.

Most medical billing service providers charge a specific percentage of the collected

claim amount, with the industry average being approximately 7 percent for

processing claims.

The convenience factor is a major reason that medical practices choose to outsource

their billing. A provider handles all the data entries and claim submissions on behalf

of the medical practice. They also follow up on rejected claims and even send invoices directly to patients.

If a medical practice is using electronic health records (EHR) software, then this

process becomes even easier. Practices can store information from a patient’s

superbill in the EHR and securely transfer data to the billing service provider using

the interoperability feature. This eliminates the need to manually scan and send

documents.”

There are benefits to in-house billing as well. The previously mentioned article

mentions that “The in-house billing procedure for processing insurance claims

involves many steps that are universal to every practice.

First, the medical staff enters information into the medical billing software from a

superbill that’s prepared during a patient’s visit. The superbill contains specific

diagnosis and treatment codes, along with additional patient information that the

insurance company needs to verify claims.

Using the software, the practice submits the claim to a medical billing clearinghouse,

which verifies the claim and sends it to the payer. The clearinghouse scrubs the claim

to check for and rectify errors (for a fee) before sending it to the payer. By not

submitting claims directly to a payer, the practice saves time and money and lowers

its claim rejection rate.”

BILLING SPECIALISTS, EITHER IN-HOUSE OR OUTSOURCED, ARE AN

EXCELLENT WAY TO REDUCE OVERALL HEALTHCARE COSTS.

By reducing administrative waste, costs, in general, can be reduced. This also means

those savings will, at least in theory, be transferred to clients. This is especially

important for small businesses, who are often the hardest hit when it comes to paying

for health insurance. As demonstrated, a major issue for health costs and their

increase is related to all the administrative costs.

Several studies have shown this to be true. As referenced in this article, “A new study

from Stanford University finds that

THE TIME EMPLOYEES SPEND WITH INSURANCE ADMINISTRATORS

CLEARING UP QUESTIONS AND ISSUES-CALLED “SLUDGE” BY

RESEARCHERS-HAS COSTS IN THE TENS OF BILLIONS ANNUALLY.

The study, led by Jeffrey Pfeffer, a researcher, and author found

THAT THE DIRECT SOTS OF TIME SPENT BY EMPLOYEES ON HEALTH

INSURANCE ADMINISTRATION WAS APPROXIMATELY $21.57 BILLION

ANNUALLY.

with more than half (53%, or $11.4 billion) of those hours spent at work.

The study noted that excessive time spent on managing benefits can have several

negative outcomes. “Red tape can exert significant compliance burdens on people’s

accessing rights and benefits, thereby imposing time costs and depriving people of

resources or services to which they are ostensibly entitled.”

Various measures can be implemented to help reduce the costs of healthcare.

Eliminating administrative waste through the use of billing specialists is one of these

methods. Not only can such specialists curb waste, they can also provide a cohesive,

centralizing force to a heavily decentralized system.

Installing Dynamics GP Version 10-0 Overview For IT

If you are trying to install Microsoft Dynamics GP version 10.0 or upgrade in-house from earlier version of Great Plains Dynamics ERP, please read this small publication to get orientation. GP version 10.0 installation and upgrade is very sensitive to your Windows XP or Vista settings and OS service packs applied. In our unofficial opinion, if you are trying to keep corporate IT policy, sticking to Windows XP Professional and not allowing Vista Business or Ultimate, Windows XP SP3 is often the source of problems, consider staying on XP SP2 instead. The issues might be related to .Net Components 2.0, that seems to be needed for Great Plains Dexterity 10.0 – these components tend to be replaced with newer version: 3.0 or 3.5 if you are purchasing brand name computer from Dell, Compaq or HP. Also known issues about XP Service Pack 3 – you cannot install SQL 2005 client on it (the work around is to uninstall SQL 2005 Native Client and in some case Office 2003 Components). Let’s move on to installation highlights:

1. Dexterity Components prerequisite installation failure work around. If you are loading Great Plains on Windows 2003 Server R2, chances are very high that you will get the error message on prerequisites. There is no way to get it resolved, but download from Microsoft Dynamics GP Partner or Customer Source SkipDotNetCheck.mst and DexSkipDotNetCheck.mst files and command to install Microsoft Dynamics GP in command line. Please, call your Dynamics GP Reseller or Microsoft Business Solutions directly to get these files and scripts

2. GP 10.0 installation on Vista. Here you have to disable or turn off User Account Control. Great Plains version 10.0 is compatible with Vista 32 and 64 bits

3. Upgrading to Microsoft Dynamics GP 10.0. Here you have Service Packs puzzle. If you are on GP version 8.0, please apply GP Service Pack 5. If you are on GP 9.0, apply Service Pack 2 or 3. Then apply GP 10.0 Service pack 2 or higher and you are now ready for Great Plains version update from 8.0 or 9.0 to 10.0. Again, if you only have Great Plains Dynamics GP CD 10, there is no work around, but appeal to your Great Plains Reseller to get appropriate service packs

4. Dynamics GP 10.0 New Security Model. In earlier versions of Great Plains Dynamics: 9.0, 8.0, 7.5, 7.0, 6.0, 5.5, 5.0, 4.0, 3.2 you had user access and user class access rules, based on GP objects: windows, tables, alternative and modified alternative windows and reports. In GP version 10.0 security is redesigned to be based on Operations, Tasks and Roles. Dynamics GP 10.0 upgrade process has work around, allowing you to transform users and users classes old security to named users security roles in GP 10.0. Also, if you are small organization, you could probably afford to work without security and assign all your Great Plains users to Poweruser role.

Keywords and Its Importance in Online Job Search

Job search today revolves mostly around the mysterious use of keywords. Whether you are a candidate looking for a job or a company looking for candidates to fill in a job vacancy, the importance of keywords can not be ignored.

Let’s take the first scenario. You are a job seeker in search of your ideal job. Chances are that you are using the internet to do so. Statistics reveal that nearly 90% of job seekers search for jobs online. Now, there are 2 basic ways of going about this – 1. You search for jobs online and apply 2. You upload your resume and the companies find you.

If you are looking for a job to suit you, it is important that you type in the right keywords for effective search. Keywords are basically nouns that describe the skills or job specifications and titles. They are usually industry buzzwords and jargons. Hence, when you are looking for a job in a particular field, ensure you know the buzzwords.

Most job search sites offer multiple search levels. They allow their visitors to search not only based on the skill set (although this is always the primary criteria) but also offer criteria such as location, years of experience, company, salary package etc. Use these parameters to filter the ideal job matching your needs.

If you are submitting your resume, ensure that it is ‘keyword searchable’. Recruiters always search for the candidate’s resume through keywords. They search the resume databases for various job vacancies using specific keywords. Does this mean that you need to customize your resume for each job? Ideally, yes. If your resume does not have the keywords thrown in enough number of times, chances are that they would not pop up when searched for, and hence, you would be filtered out.

But how does one know which keywords to incorporate? How do you know what words would the person at the other end be typing? Although there is no fool-proof way to get the exact keyword list, the answer usually lies in the employment ad itself! Scrutinize the advertisement and use the same words and jargon they have used. This is the safest and the most prudent way to ensure that you would not go wrong.

Once you know the keywords, the next crucial step is to integrate them effectively. It is a common belief that search engines go through the first 100 words of the document for keywords. But technology is developing fast and it is wise to throw in the keywords throughout your resume.

Ideally, load the first portion of your resume with the relevant keywords. You can call it your ‘Profile’ or ‘Summary’ or ‘Introduction’. However, ensure that these keywords are also used wherever they can in the rest of the resume sections. This will ensure that you get searched as well as not appear as if you have put the keywords just for the heck of it. Also, remember that this online search engine is just the preliminary round. In later stages, there will be humans going through your resume in detail. You definitely don’t want to get eliminated then! Another reason is that most search applications gives importance to Keyword Density, that is, how many times the keyword is used in the entire document.

Ideally, you should be creating customized resumes for each job you apply for. But this is not practically possible. Hence it is wise to have a basic skeleton of the resume, and tweak certain elements and words here and there to incorporate the required keywords to suit specific job vacancies.

What Is an AGO Oil Product or Automatic Gas Oil? Finding Authentic AGO Petroleum Supply/Supplier

A recent survey conducted by this writer on the Internet for a quick, snap shot sense of the subject matter, immediately revealed that there’s a state of relatively scanty knowledge of, or information about, this particular refined petroleum product called the AGO, among international oil dealers and suppliers. In deed, in one rather remarkable instance involving a popular ‘Ask for Answers’ online discussion portal, one reader expressly posited the question, soliciting information from the readers as to what is/was ‘the meaning’ of the petroleum term AGO, among three other refined petroleum products, which he went on to list – DPK, PMS, JET A1. There was just one response – a response that has stood the same for 5 years since. Oddly enough, however, of the 4 oil products that the answerer named, the answerer was exactly accurate in the definition he proffered on three of those. But, on ONLY one of them, the AGO product, the answer given by the answerer was somewhat slightly off, as he gave the definition of the product as meaning ‘Automotive Gas & Oils.’

So, first, we start with this basic question: What is AGO Oil Product, or the Automotive Gas Oil?

What the AGO Oil Product Is

The term AGO, which specifically stands for the Automotive Gas Oil, is the name given to the fuel type that’s used by road vehicles (cars, trucks, buses, vans, and the like) that are powered by DIESEL engines. That is, in a word, it is the diesel vehicle engine fuel. In terms of how the fuel gets to be produced or manufactured, the fuel is the type that, in the distillation and processing of crude oil work, is obtained in the mid-boiling range of that process. Related fuels which are used for non-road applications including off-road diesel engines, such as the Industrial Gas Oils (IGOs), are obtained from the same ‘fraction’ of the crude oil barrel.

Technically speaking, the term Automotive Gas Oil (AGO) is the technical name used by the oil industry in describing this particular fuel. However, in terms of the ordinary consumers in the market, the term ‘automotive diesel fuel,’ or just plain ‘diesel,’ is the more commonly used and more widespread name that the ordinary consumer uses in describing this fuel. Petroleum products are usually grouped into THREE categories: the ‘light distillates’ (LPG, gasoline, naphtha), the ‘middle’ distillates (kerosene, diesel), and the ‘heavy’ distillates and residuum (heavy fuel oil, lubricating oils, wax, asphalt). This classification is based primarily on the way crude oil is distilled and separated into fractions (called distillates and residuum). Within the oil industry, the generic oil industry name that’s used to describe gasoils – which include both AGO and IGO – fall under the ‘Middle Distillates’ category, meaning those kinds of refined oil products whose ‘boiling range’ fall in the MIDDLE, that is, between those whose range fall in the higher levels or in the lower levels. (See the Chart below). As you can readily see in the Chart below, at a Boiling Range of between 520 to 650, the AGO falls right in the middle range of most categories of the refined oil products.

The Market & Primary Uses of the AGO oil Product Among Its Customers

AGO is used in two main types of vehicles: 1) the heavy-duty vehicles, such as trucks and buses, and 2) the light-duty vehicles, such as vans and passenger cars. In most countries, including the USA as well as the developing countries, the heavy-duty vehicles make up the bulk of the market for AGO. In a country such as Japan, there is a significant light-duty vehicle sector, but it is in Europe that the demand for AGO from this sector is highest, with more than one-third coming from the passenger cars and other light vehicles. Customer requirements between the two types of fuel usage differ to some extent. Diesel engines are widely used in heavy-duty vehicles. Such vehicles are frequently operated in fleets and are re-fuelled centrally with the fuel delivered directly from the supplier. In the light-duty vehicle sector, recent advances in engine design now also allow light-duty diesel engines to compete with gasoline engines in terms of the performance standards. Light-duty vehicles are generally re-fuelled through retail outlets. In any case, whether it is in the light-duty sector or in the heavy-duty sector, in both sectors the customer will generally be looking for the fuel that provides economy, power, reliability and environmental acceptability.

Use As Car Fuel

Diesel-powered vehicles, such as AGO-powered vehicles, generally have a better fuel economy than equivalent gasoline engines and produce less greenhouse gas emission. Their greater economy is due to the higher energy per-liter content of diesel fuel and the intrinsic efficiency of the diesel engine. True, petrodiesel’s higher density results in higher greenhouse gas emissions per liter compared to gasoline. However, the modern diesel-engine automobiles have a 20-40% better fuel economy, and this well offsets the higher per-liter emissions of greenhouse gases, while a diesel-powered vehicle emits 10-20 percent less greenhouse gas than comparable gasoline vehicles. Biodiesel-powered diesel engines offer substantially improved emission reductions compared to petrodiesel or gasoline-powered engines, while retaining most of the fuel economy advantages over conventional gasoline-powered automobiles.

How Crude Oil Fractions Are Processed Into Refined Oil Products, Including AGO and Other Products

How do we get to have refined petroleum products, of which a product like AGO is one? Put simply, it is out of the refinery processing (i.e., out of the ‘refining’) of crude oil that many other usable products – products that we generally refer to as refined or finished petroleum products – are produced. Meaning products such as gasoil, gasoline, kerosene, AGO, etc. The process of oil ‘refining’ or processing is a very complex one, and involves both chemical reactions and physical separations. The substance that’s called Crude Oil is composed of thousands of different ‘molecules,’ and according to chemical engineers and molecular experts, it would be nearly impossible to isolate every molecule that exists in crude oil and thereby make finished products from each molecule.

Consequently, the way chemists and engineers deal with this problem, is simply by them isolating the mixtures (also called ‘fractions’) of molecules according to what is known as the mixture’s “boiling point range.” For example, molecules for the gasoline product might boil within the ‘range’ of from 90 to 400 oF. While the range at which the home heating oil product’s molecular mixes could boil might be from 500 to 650 oF, and so on. For purposes of convenience and simplification, each mixture or fraction is assigned a specific name to identify it.

The following chart illustrates the ‘boiling range’ and name of the petroleum fractions.

Fraction

Boiling Range,oF.

Butanes and lighter

<90

Light straight run gasoline (LSR)

or light naphtha (LN)

90-190

Naphtha or heavy naphtha (HN)

190-380

Kerosene

380-520

Distillate or atmospheric gas oil (AGO)

520-650

Residua

650 +

Vacuum gas oil (VGO)

650-1000

Vacuum Residua

1000 +

In sum, refined products are products that are produced by isolating the mixtures or fractions of molecules that come from the raw crude oil, and combining them, along with those from various refinery processing units. These fractions are ‘blended’ or mixed to satisfy specific properties that are important in allowing the refined product to perform in accordance with the specifications or requirements that are designed by or in an engine, in terms of ease in handling, reducing the undesirable emissions produced when the product is burned, etc

FINDING OR OBTAINING A SUPPLY OF THE AGO

Simply stated, the KEY term and task here is finding an authentic AGO oil product supply or supplier. Or an AGO buyer, as the case may be. Why? This is simply because, today, in the international refined oil products trading market, specially in the so-called “secondary” market, probably the single most fundamental and most difficult common problem which legitimate dealers who seek to find reliable suppliers have, is often NOT so much finding a party who will claim heaven and earth that he/she has the AGO oil product to sell and can supply you the product. Or that he can buy one from you, as the case may be. BUT finding such a party who is actually AUTHENTIC & LEGITIMATE, and can actually DELIVER on the product.

MOST PEOPLE WHO SAY THEY’RE SUPPLIERS OF PRODUCT PROVIDE NO VERIFIED OR VERIFIABLE PROOFS OR SOURCES

A well-established reality and a given today, is that in world oil deals involving trading in the crude oil and refined petroleum products, specially in the so-called international “secondary” market, probably the single most fundamental and most difficult common problem which legitimate buyers frequently confront today, is the problem of the genuineness and authenticity of the supplier of product and his ability to deliver on the sales offer he presents. Refined petroleum products, such as AGO, D2, Mazut, Jet fuel, etc., are certainly not immune or exempt from such endemic problem that seems to plague the entire secondary market oil trade industry, but rather are, in deed, right in the middle of it.

It’s a problem whose central source can simply be summed up in one word – namely, that not unlike most persons or entities who claim via the Internet to be oil or petroleum products suppliers or “sellers,” most who claim to be suppliers of AGO, as well (or of similar refined oil products, such as the diesel gasoil or Russian D2, Mazut, Jet fuels, and the like), either provide NO proofs or evidence at all of that, or provide proofs or evidence that are often absolutely meaningless because they’re unverified and unverifiable. That is, for the serious or credible Internet petroleum buyer involved in the world oil deals and seriously intent on finding duly verifiable authentic AGO oil product supply or supplier, there are generally just NO such supply or suppliers of the product in the so-called “secondary” market.

Most such serious or genuine AGO buyers (or suppliers, as well, as the case may be) seeking to find equally genuine AGO suppliers (or sellers seeking buyers, when applicable) in the international secondary market, find that the problem is particularly acute and compounded by the fact that almost all “sellers” (or suppliers), or their brokers or intermediaries, that one meets on the Internet, are essentially unknown, unestablished dealers who lack any name, reputation or identity, or any known location on the planet, and lack any record or history of past performance in doing the business. In consequence, a serious AGO buyer, for example, is often being asked – and actually being realistically expected – to, in effect, merely take “the word” of some dubious, anonymous, unidentified and apparently unidentifiable, phantom “seller” or “supplier” for it, with no credible supporting evidence provided, and no verification or authentication whatsoever of the Internet seller’s offer or claims.

In sum, he’s being asked – and actually being expected – to risk, or, rather, to gamble away, his hard-earned mini-fortune of some hundreds of millions of dollars merely on such a “word.”! This, it should be added, is being expected of the buyer in a business environment and climate that is patently awash in fraud and a network of notorious scammers worldwide!

WHERE TO BUY AGO OIL PRODUCT, HOW DO YOU FIND THE SUPPLIERS?

Clearly, then, if you are a real buyer of product seriously intent on finding authentic diesel AGO oil product supply or suppliers (or those of any similar refined oil products, such as the diesel gasoil or Russian D2, Mazut, Jet fuels, and the like) – meaning one that is duly verified and verifiable – probably the most critical, vital, even life-or-death task for you, is that you had better be sure to develop, in some way or manner, a skilled and effective strategy for finding, vetting, selecting out and authenticated suppliers that can provide you reliable steady supply of the product, and which will be scam-free, assured, and long-lasting.

How?

Quite oddly enough, the answer to that question is actually not that complicated or complex. For our limited purposes here, suffice it simply to just say, that there is, in fact, such a methodology, tool and strategy for doing just that long in practical use in the industry. Long in practical use by knowledgeable, experienced and trained eyes and experts, and the successful traders, in the business. If you are, yourself, in fact a provable legitimate trader or authentic practitioner of the petroleum trade (assuming you are actually one) operating in the secondary market, and are truly serious about finding and securing authentic and reliable AGO oil product supply or supplier, or about finding and securing a buyer of equivalent caliber for the product, as the case may be, that’s actually readily within your reach. There’s just really one crucial proviso, only – namely, PROVIDING that you’re equipped with the requisite knowledge, skill, training, tool, methodology and practical experience, by which to undertake the whole process of doing so.

To be sure, true, in today’s world oil deals of the international secondary market, including sourcing for AGO product, which is largely an Internet-dominated world, and is for the most part prevalently awash in fake dealers and scammers, finding duly verified authentic petroleum or automotive gas oil product supply, suppliers and sellers of such caliber (or buyers, just as well), is not ordinary or commonplace. Nor is it at all an easy task to attain. It is, however, by no means impracticable, nor are such suppliers non-existent. Far, far from it! Quite to the contrary, such suppliers abound. It’s only that you just have to search around for such suppliers (or the legitimate buyers, as well, as the case may be) more diligently and skillfully and in the right places from the right sources, and know precisely how and where. That requires, unavoidably, supreme industry knowledge, skills set, training, know-how, connections, precious time expenditure, and experience.

FOR A FOLLOW UP

YOU WANT TO FOLLOW UP ON HOW TO FIND AUTHENTIC AGO OIL PRODUCT SUPPLY OR SUPPLIERS, OR EVEN BUYERS, THAT ARE ALREADY VERIFIED, CONFIRMED AND VERIFIABLE AND SCAM-FREE? Please see the link provided in the author’s Resource Box below.

E-Procurement Software

It is estimated that supply chain invisibility leads to 20 to 40% more inventories. The invisibility comes from time delays and lack of communication. Advanced technologies enable real time communication through exchange of documents and they enable many communications.

Ecommerce platforms started with business-to-consumer sales. The characteristics of business-to-business transactions such as multiple decision making process has hindered the progress of B2B ecommerce platforms. The need to save costs has forced firms to look at opportunities provided by the Internet. Many large corporations have started to formulate e-procurement strategies, just like corporations evolved strategies for Internet presence.

E-procurement strategies include category selection for procuring online vendor access to the portal and vendor selection. Category selection decides which items to be procured online. Vendor selection decides the infrastructure access and the nature of access to the vendors and the platform on which the technology has to be hosted. E-procurement software is a web-based interface that is open source or proprietary and integrates email, ERP and legacy systems of the firm and suppliers.

E-procurement software has features to receive proposals, evaluate them, raise purchase orders and track them, and process invoices. In addition to these features, the menu has eMarketplace, where vendors can auction for the items. This is called reverse auction, in which ones bids for the lowest price. The advantage of reverse auction is that many vendors can participate in it; lowest price can be obtained when compared to conventional purchasing prices. E-procurement allows vendors to manage customers’ inventory by having access to inventory data.

An E-procurement package comes along with a Supplier Relationship Management suite, in which suppliers and firm communicate using e-mail and other technologies. Suppliers can access the web based software using their own log-in passwords. Connectivity to legacy systems would require long term commitment from vendors and the firm. Many small and medium enterprises, who are the suppliers to large enterprises, lack web savvy, which explains the lack of penetration of B2B commerce when compared to B2C commerce.

Why Your Business Needs Recruitment Software?

In today’s competitive environment, it is hard for a business to find the best candidate that fits their requirement. It is hard for the candidate also to find the kind of job he aspires for. Both the candidates and the companies are settling for less than what they want and deserve. But an unquenchable thirst for more professional growth, the employees and the companies keep hunting for a better opportunity and a better candidate respectively.

Speaking specifically from the perspective of the company, recruitment process is quite burdensome. So, many candidates are screened which consumes a lot of time of not just the HR team but the manager of that department as well. More or less, the workflow slows down because of loads of paperwork, lack of coordination amongst team members.

The same leads to ample of time wastage, isn’t It?

Well! Thankfully, there is a solution to this – recruitment software.

If you have not deployed one at your workplace, you are missing on something judicious. Let’ s look at this article to know some of the benefits and why you need to use one for your business now.

  1. Fasten the recruitment process-

All the information can be put in the software and the information can be shared with the employer and the candidate easily. Moreover, the same can be updated if needed. Sourcing, listing and hiring candidates can be done timely in an orderly manner. Thus, your time to recruit and hire the right person gets accomplished speedily.

  1. Develop your database-

The HRs no longer need to go through piles of papers, all the resumes can be stored in the software and can be accessed anytime. In fact, candidates can also be asked to login the platform and upload their CVs themselves. The database can help you in the long run too.

  1. Cut down the administration work-

Recruitment software from India can help you in cutting down the administrative costs by connecting it with a consultant portal. Many tasks can be automated using this software, which reduces the administration work considerably.

  1. Better hire quality-

When the resume database is available for your use, you can search a particular skill you need and get the list of candidates that suit your preference in a jiffy. On the other hand, if you will have no software, you will be struggling with segregating the resumes you require from the ones you don’t manually for almost half an hour or so.

  1. Keep track of job applicants-

The software doesn’t let any application go missing. It allows you to add notes and updates the action taken on the resume. This help in keeping a better track of job applicants and fill the open job position soon.

In short, Recruitment software from India can help you with the process of recruitment to great extent. With it, you can automate the process and hire the best candidate quickly.

Choosemyrewards: The New Chase Credit Card Rewards Management Tool

In previous articles, I have discussed travel, cashback, interest-savings, and merchandise rewards programs. These rewards specific cards are geared towards people who are grounded in which type of rewards they would like to earn.

For those who are indecisive or those having different rewards interests at different times of the year, should take an interest in the Chase choosemyrewards program. There are two different flagship cards involved in this program, the Chase Cash Plus Rewards Visa and the Chase Flexible Rewards Visa. Both cards offer 0% APR’s for 1 year, and low APR’s thereafter. Statistics show however, that the approval rate for the Chase Cash Plus Rewards Visa is higher.

Let’s take a minute to explain the choosemyrewards program. Like any other rewards program, there is a point system for both cards. You receive one point for every dollar spent on purchases with each card. When these points are accumulated, you then have the option of redeeming them for a variety of goods or cash. Here is what distinguishes these two cards from all other programs. At any time, you may login to the choosemyrewards page on the Chase server to elect which type of rewards you would like to receive. Choices include merchandise, restaurant gift certificates, retail gift certificates, travel rewards, and with the Chase Cash Plus Rewards Visa up to 5% cashback on purchases.

Many other rewards programs make it very difficult for the consumer to redeem rewards, let alone choose them. Typically, you would have to call up the company, wait on hold to get in touch with the proper customer service representitive, and then listen to them give you your list of options before ultimately processing your decision. With the choosemyrewards program this is not the case. In the mail with your new Chase card, you will receive a login pin number and the web address where you may access your rewards account. After entering your pin number, you may view your points accrued and a list of all rewards options. You may then scroll through the list of options and choose the rewards you would like to receive.

It only gets better. Let’s say you logout of your account after you choose your rewards and realize that maybe you didn’t really want that gift certificate to Home Depot that you signed up for. Instead you’d like a gift certificate to your favorite restaurant. All you have to do is simply log back in and switch your reward redemption. This is a very simple and painless process and gives you, the consumer much more control.

Many people save their points until the end of the year, because they never expire, and redeem their points to give gift certificates as holiday presents. Others take a trip to a warm place during the winter. Others just simply trump in on a cashback award in the form of a check. Whatever your interest are, or if they change, enrolling in the choosemyrewards program will make your rewards management more user-friendly and thus, much easier.

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