Sample IP Integration Essay Quizlet

Sample IP Integration Essay QuizletWith the passage of time, there are many more people using a sample IP integration essay quizzes. This is a very useful tool for those who have not yet completed the process of developing and creating their own IAS (Integration Assemblies) but want to know more about them. This article is going to give you more insight into the pros and cons of the quizlet, and then we will get into the actual tutorial that you can use as well as access to download the quizlet.The IP quizlet is a question bank that contains questions that are similar to those that are already prepared in class or are shown in a form of a review test. It also includes some general questions that can be used in any type of assignment that requires a review of the concept behind IPs. What makes this quiet different from other form of IP integration essays is that it was created by a user who had completed his or her IP development course. So it really has the potential to offer some in sightful and helpful information to your project. To ensure that you can benefit the most from it, it would be better if you had been using a sample IAS before starting your own.Before you create your first answer key, you have to make sure that you have selected the right questions that are going to be part of your IP integration essay quizzes. It is important that you have analyzed the questions thoroughly. You should also make sure that you have chosen those questions that were similar to the ones that you have already studied in class.The most important thing to keep in mind is that you should not concentrate on just one or two points in the integration essay. By doing so, you will not be able to get to the core essence of the project and will not be able to get a complete grasp of it. On the other hand, if you focus on a few points, then you will be able to generate the best possible solution. The IP integration essay quizlet is just like a review.If you want to generate the be st solution possible, you will need to work in teams. Although you can work alone, it is much easier if you are working in teams. After you have selected the questions that you will be putting in your sample IAS, you will have to write them down. Since you will need to make copies of these questions, it would be better if you could print them. However, if you are unable to find a copy of the IP integration essay quizzes, you can download it.If you plan to use a screenshot for your review, you should make sure that you get one with a quality border. If you use a desktop screenshot, then you may have to resize it. Also, if you will use a printout, then you should make sure that it is the same size as your IAS. For this purpose, you will have to choose a file size that is very close to the size of your IAS. To save your screenshots, you can select them and choose 'Save As'. The last step is to print the sample IAS, and take a look at it before you do your review of the whole project.To conclude, you will need to have a good grasp of the fundamentals of IP development before you use the sample IAS. However, by using a sample IAS and using it regularly, you will learn how to effectively integrate IPs into your projects, and eventually this will allow you to complete the project in a better way.

15 Purposes for Parentheses

15 Purposes for Parentheses 15 Purposes for Parentheses 15 Purposes for Parentheses By Mark Nichol Parentheses are versatile tools for writers. These examples illustrate their uses; use them to enclose the following: Examples, directions, explanations, and clarifications: 1. â€Å"Retain ampersands when they appear as part of an official name (Barnes Noble, Ben Jerry’s).† 2. â€Å"At that point, you may want to consult with a professional. (Refer to the Resources chapter for a list of tax advisers.)† 3. â€Å"Here is a selective glossary of editing and production terms. (Synonyms are in italics; cross-referenced terms are in bold italics.)† 4. â€Å"Precede the dollar amount with the initials US only to avoid confusion (in, say, an article about Australia, where the basic unit of currency is also called the dollar).† Numerals that confirm a spelled-out number in a contract: 5. â€Å"The confirmation letter is due within thirty (30) days.† Abbreviations (usually) after the first reference to the full version of the term: 6. â€Å"The country’s import and export levels are regulated by the North American Free Trade Agreement (NAFTA).† Note: If the abbreviation is well known or is used again within the next sentence or two after the full name, omit the parenthesized abbreviation immediately after it. Numbers or letters that distinguish items in a run-in list: 7. â€Å"The constituent parts are (1) the thingamajig, (2) the whatchamacallit, and (3) the whatsit.† Note: Sometimes, only the close parenthesis is used in this format. However, usually, neither numbers nor parentheses are necessary in such cases. Modifying words or phrases, or interjections: 8. â€Å"The writer will (one hopes) produce well-crafted prose.† 9. â€Å"It turns out that he had (gasp!) told the truth.† Translations, pronunciations, or equivalents: 10. â€Å"She ran from the kuma (bear).† 11. â€Å"Stay at the warung (wah-ROONG) near the mosque.† 12. â€Å"The distance from Marseille to Paris is 771 kilometers (479 miles).† The area code in a phone number or a unit in a mathematical or logical expression: 13. â€Å"(213) 867-5309† 14. â€Å"a(b) = c† In-text citations: 15. â€Å"However, the literature is ambivalent on this issue (Howard, Fine, and Howard 1925; Marx et al. 1912).† Punctuation in Parentheses A full sentence in parentheses is capitalized and is followed by a period preceding the closing parenthesis: â€Å"Have these resources on hand before you begin. (Items listed in parentheses are desirable but not essential.)† A partial sentence in parentheses is not capitalized and is not followed by a period but may precede a question mark or exclamation point: â€Å"Use a dark, fine-pointed pen (erasable pens allow for neat alteration) or pencil.† â€Å"Now that you’re finished (you are finished, aren’t you?), we will proceed.† Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Punctuation category, check our popular posts, or choose a related post below:Regarding Re:The Letter "Z" Will Be Removed from the English AlphabetWoof or Weft?

The Geography Of Start-ups Example

The Geography Of Start The Geography Of Start The Geography of Start-ups The geography of start-ups is an article in the Economist printed on October 27, both in the online and print edition. The article is an illustration of Alfred Marshall’s reasoning for firms located in a place geographically near each other. Alfred Marshall noted that proximity, created â€Å"something in the air†, which the article explains as data (The Geographies of Start-ups†, Par. 1). The article gives for economic theory reasons for proximity including proximity to natural resources, access to a pool of specialized labour, supply of specialized inputs, and spill-over of ideas. The article depicts the proximity of technology companies in Silicon Valley with increasing concentration in London, New York, Berlin, and San Francisco. Silicon Valley remains to be the home for most technology companies owing to the following reasons. The reasons behind the proximity of these firms according to the article are access to labour, money, and a dvice for start-ups. Other reasons are increased chances of face-to-face communication, which is more efficient than email of phone conversation. Recycling of people owing to experience, access to latest ideas, and ability to have access to venture capital are the other reasons for proximity of technology firms. The article goes further to analyse the possibility of other cities including New York, Berlin, and London catching up with Silicon Valley. Two advantages favour New York and Berlin, which are they are bigger and have a vast pool of industries resulting in high skills. The effect is the start of start-ups in these cities with Berlin having an advantage of technology and art intersection. Despite these advantages, Silicon Valley has had more scale and resilience in terms of proximity to information technology industries with the primary reason being data. I believe the article is clear and concise in articulating the different reasons reminiscent for the proximity of firms es pecially in Silicon Valley with the main reason standing out being access to data. Data in terms of new ideas and innovations that have proved to be technological milestones has held the Silicon Valley together and will continue owing to the increased benefit of communication, internet, and other technologies.Work CitedThe Geography of Start-ups. The Economist. October 27, 2012. Web. February 13, 2015.

Funding of Media Venture Essay Example | Topics and Well Written Essays - 3500 words

Funding of Media Venture - Essay Example It is the main concern of the following paper to discuss with examples of the key requirements for, and obstacles faced when, seeking funding for a media venture. For a media firm to be able to secure funding, one of the requirements in many cases is a business plan which contains a solid business concept. This is because the funding agencies like the donors, banks or sponsors expect a return out of the funds they invest in the media venture. For this reason, they believe that a media firm with a good business concept would be able to compete effectively with other media firms and in the end make profit. However, the media firms that do not have sound business concepts will in most cases find it hard to acquire funds because they are perceived to be risky businesses that may not compete effectively in the media industry. A good business concept in this case will include details of the winning product and services in form of quality advertisement and creative thinking by the media per sonnel especially the journalists, the presenters and writers. Hewlett-Packard Company for example required that those media companies that seek funding must first ensure that they have a sound business plan. Product viability is another key requirement that venture capitalists tend to look at before providing funding to the media firms. They first look at the probability of success of the product that the media wants to offer in the market. If they realize that the products that the media wants to offer have high chances of success, the funds will be provided with relative ease since they assume that their investments are not going to be put in a business that is too risky with limited chances of survival. Picard noted on the contrary that venture capitalists are in most cases reluctant to provide funds to media firms if they establish that the products on offer have very low chances of success2. Capital Threshold Most companies that provide funding to media ventures require that t he latter have a given amount as part of their financial base before they can be offered funds. This situation was witnessed when HP Company announced their funding program to internet startups in which they required interested media companies to have a financial base of $250000 in capital before they could be considered for funding3. This capital threshold is meant to indicate the seriousness of the media company. The capital base also ensures that the company can provide security to its customers and clients before the business can pick up. This means that those media companies that were seeking funding to venture into the internet services but lacked the stated amount could not get funds from Hewlett-Packard4. Compliance with Government Regulations Before the media venture can be provided with funding from outside sources, they are normally required to be in compliance with government regulations and policies5. This is to ensure that the business that is being financed is a legal entity and operates within the legal framework. The media ventures that comply with the government regulations show signs of seriousness in doing business as opposed to those that fail to comply. Those who provide funding to

Risk Management and Investment Essay Example | Topics and Well Written Essays - 3750 words - 1

Risk Management and Investment - Essay Example From the report, it is evident that the performance of the firm is better than the performance of other investment funds. Additionally, various risks come along the portfolios. Consequently, the recommendations reside on the basis that adding, modifying, and excluding some of the investment funds in the portfolio with improve the performance of portfolio. The investment portfolio is aimed at maximizing income located in the United Kingdom. The investment fund comprises of Greggs Plc., Tate & Lyle, Domino Printing Services, JD Sports Fashion PLC, Bellway PLC, William Hill PLC, Beazley PLC, RPC, Group PLC, Huntsworth Plc, CSR Plc., and cash worth 5 million pounds. From the stock 10 of them are securities and only one is 5 million pounds on deposit, which will earn, one per cent since the date inception (Markon 2010). The investment fund is a type of income whose main purpose is to maximize return with very low risk. Therefore, the investment fund needs to invest in securities having stable income like fixed income securities, blue chips, and deposit receipts. Although the growth of the securities is not stable, they are not exposed to various risks. The report discusses the past performance of the investment fund. Thereafter, the paper analyses the risk of the investment fund, which may hinder the fund from achieving income maximization (Fama 1970). Finally, the paper outline crucial and helpful recommendation for the investment portfolio to make sure that the aim of the fund is satisfied. Before the third section, it is assumed that the date of inception is 1st January 2012 and cut off date is 3rd Februrary. Secondly, the paper ignores the changes effect, inflation rate, trade cost, and commission, which the factors will be nil. Thereafter, the return of the investment fund will be lower that the return of the investment fund. Consequently, the inter-bank lending rate of one year represents FTSE

Human resource strategy proposal for bp

Human resource strategy proposal for bp 1.1 Introduction The changes in business and the impact of globalisation on increased competitiveness have pushed organisations to incorporate a strategic approach to human resource management (HRM) to achieve competitive advantage. Strategy is defined by the Chartered Institute of Personnel and Development (CIPD), (http://books.google.co.uk/books?hl=enlr=id=zXG_lJ8BrMwCoi=fndpg=PR9dq=the+key+to+improved+business+performanceots=GLUULx2eFZsig=I9jHj5YhE5QIBmWYn-o-U0NvDlc#v=onepageqf=false).[Online].(Accessed 05 Mar. 2011) as a plan that integrates the goals, policies and action of an organisation into a cohesive whole. Fundamentally strategy is concerned with achieving a competitive advantage. By adopting a strategic approach to HRM, organisations seek to manage its human resources in a coherent approach that replicate the business strategy. CIPD views strategic HRM from two main perspectives, CIPD, [Online].(http://www.cipd.co.uk/subjects/corpstrtgy/general/strathrm.htm?IsSrchRes=1).(Accessed 05 Mar. 11); The ways in which an organisation achieves its business goals by putting in place activities that support and guide employees behaviour. And the manner in which the human resources and activities are planned to achieve the business goals. Therefore, strategic HRM is an integrated approach that aligns the internal and external context of an organisation for organisational performance, that is, a strategic fit between strategic intent and organisation resources. In order to suggest an appropriate human resource strategy for BPs human resource issues (appendix), this paper shall adopt an integrated approach to the various views of strategic HRM; Best Fit, Resource Based and Best Practices approach. 1.2 Best Fit The best fit view is all about the vertical integration. It is a contingency view in which an organisation links its business strategy (external market) and individual performance (internal environment) to create an effective HR policies and practices and achieve competitive advantage. Beardwell J and Claydon T., Human Resource Management: A contemporary Approach (Prentice Hall, 2010) used the life cycle and competitive advantage model to explain the best fit approach. The life cycle model links the appropriate HR practices to the different stages in the life cycle of a business. This model suggests that the HR policies at start up will differ with those during an organisations growth, mature and decline phase. Drawing evidence from BPs website, a statistical review in June 2010 by then BPs CEO, Tony Howard, BP,(http://www.bp.com/sectiongenericarticle.do?categoryId=9023752contentId=7044473).[Online ].(Accessed 05 Mar.2011), shows a sharp decline on record in global energy consumption and falling energy prices caused by global recession which is likely to continue in the long term. This decline in global energy consumption will affect energy companies especially BP which is a major player in the energy market with its huge global presence. Assuming this trend continues as predicted, this would set BPs business life cycle at its mature or decline phase. This means the HR strategy for BP will be one of downsizing and redundancy of employees but which needs to retain viability and contribute to sustainable competitive advantage. This dual strategy will enable BP to master the present while preparing for the future eventualities. A proposed strategy will be to retain high performance staff, recruit less and train staffs to multi task. On the other hand, the competitive advantage model argues that HR practices work best when adapted to the competitive strategy; Redman T and Wilkinson A., Contemporary Human Resource Management (Prentice Hall, 2009). The model identifies three types of strategic behaviour which can be linked to BPs HR practices: defenders, prospectors and analysers. Defenders operate in small niche market producing high quality products and services backed by high prices. Prospectors are more flexible and use innovative strategy to change product line quite often. Analysers are less innovative but stable and efficient and will only enter the market when it is risk free. Evidence from BPs website, (http://www.bp.com/productlanding.do?categoryId=9025115contentId=7047794).[Online].(Accessed 05 Mar. 2011) shows that innovations and technology and an efficient energy are a priority to tackle the challenges to meet energy demand and environmental concern. Therefore, to gain competitive advantage BP could adopt a dual strategy of make defender and buy prospector to remain both innovative and efficient at a lower operating cost. That is a make strategy that invests in employees to seek efficiency and a buy strategy for new technology to remain innovative in the market. This is a similar dual strategy approach that has been successfully used by the Singapore Airlines (SIA), (http://www2.warwick.ac.uk/fac/sci/wmg/ftmsc/modules/modulelist/pop/articles/singapore_airlines.pdf).[Online].(Accessed 05 Mar. 2011) that adopts a cost reduction strategy while providing premium services. The best fit view has been strongly criticised for its lack of flexibility in a dynamic changing environment. To achieve dynamic fit and given that BP is; an innovative, a high risk taker, results oriented, flexible to change, quality and process focus company, it should develop a human capital pool with these broad range of skills that will promote behavioural flexibility among its employees. This should help solve the problem of flexibility in changing environment. 1.3 Resource Based View (RBV) The resource based view is a paradigm shift from the best fit approach that draws on the internal resources of an organisation. It is particularly applicable in unpredictable external environment and focuses on achieving uniqueness and sustainable competitive advantage through the manipulation of an organisations resources. The VRIO (Value, Rarity, Inimitable, Organisation) framework, Beardwell J. and Claydon T., Human Resource Management: A contemporary Approach (Prentice Hall, 2010), is a useful tool to explain RBV relationship and formulation of a strategy. Value is all about the impact of HR contribution through improved customer service and customer added value. Rarity is simply to exploit rare characteristics of the firms human resources to gain competitive advantage. Inimitability means recognising an organisations unique history and culture to develop unique practices and behaviours that make it difficult for competitors to copy. Organisation is integrating internal resources into a coherent system so that they can capitalise on adding value, rarity and inimitability. The VRIO framework has been successfully used by the Singapore Airlines, (http://www2.warwick.ac.uk/fac/sci/wmg/ftmsc/modules/modulelist/pop/articles/singapore_airlines.pdf).[Online].(Accessed 05 Mar. 2011) to develop a set of unique characteristics such as replacing its fleets more frequently than do its competitors. As a result, its fleet is young and energy efficient and operates at a lower cost. BPs website (http://www.bp.com/sectiongenericarticle.do?categoryId=9025116contentId=7046892) .[Online].(Accessed 05 Mar. 2011) shows that BP is very keen on deep sea exploration, an activity other energy companies are afraid to venture into. Using this approach, BP can make deep sea exploration its unique culture and develop unique practices such as training and developing deep sea specialists to make it difficult for its competitors to copy. Implementing HR policies has been a key issue highlighted with the RBV and BP can overcome this by creating opportunities that will improve the discretionary behaviour of both line managers and employees such as; team working, training and development schemes, long term employment security and better pay structure. 1.4 Best Practice Best practice or high commitment human resource practices are a distinctive set of successful HR practices which firms can adopt irrespective of their setting and which will lead to improvement in performance. Due to the global economic crisis, most organisations are now adopting a policy of negotiating reduced wages to maintain job security and employment commitment. In same way, BP can adopt this best practice and integrate it with others that are specific to its needs. The BPs career webpage; What BP is Looking For, (http://www.bp.com/sectiongenericarticle.do?categoryId=9031574contentId=7057908).[Online].(Accessed 11 Mar. 2011), shows that BP is committed to developing leaders and supporting its employees through continuous improvement. Therefore, the appropriate best practices for BP should focus on enhancing the skill base of employees and this could be achieved through HR activities such as; introducing succession planning scheme to train future leaders, comprehensive training and development opportunities, selective staffing, results based performance and working in teams. 1.5 Recommended Strategy and Main Features The recommended human resource strategy for BP to adopt will be one that integrates all the key features of best fit, RBV and best practice views proposed above and as explained in the table below. Key Strategic Features Explanation Leadership Qualities A Priority Management should introduce comprehensive leadership training and development programmes. A succession planning scheme should be encouraged and practiced. Recruitment process should be selective and make leadership qualities a priority A Deep Sea Organisational Culture Employees should be encouraged to be innovative, take risk, results oriented, flexible to change, quality and process focus. There should be continuous training for specialists and high investment in deep sea exploration. Management should invest in employees to seek efficiency. Combined Organisational and Industrial Best Policy and Practice Retain high performance staff, recruit less and train staff to multi task. Negotiate reduce wages to maintain job security and employment commitment Continuous training programme for all employees to develop a broad range of skills. Team working should be encouraged to improve on discretionary behaviour. 1.6 Conclusion Strategic HRM is a complex process which is constantly evolving. The HRM strategy identified above is unique to BP in terms of the evidence found from its website and its major human resource issues discussed during the module session. The strategy adopts an integrated approach of best fit and resource based incorporating best practice as seen fit. Given that the economy is constantly changing, flexibilities have been imbued in the proposed strategy to make it dynamically feasible. 2.0 STRATEGIC RECRUITMENT AND SELECTION PROCESS 2.1 Introduction The biggest asset in any organisation is its people. In order to remain a high performance company and stay competitive, BP needs to attract and nurture the right people with the right talent and right leadership qualities. Therefore, BPs HR practices and policies will play an important role for managing its people and achieving its business objectives. The challenges faced by BP to manage its people can be categorised as, BP,(http://www.bp.com/sectiongenericarticle.do?categoryId=9031553contentId=7057895).[Online].(Accessed 02 Mar. 2011); Attracting, developing and retaining talent. Shortage of skilled personnel. Developing a true leadership. Developing corporate social responsibility Transferring key knowledge and relationships. Responding to these challenges, BP has introduced a number of initiatives; BP, (http://www.bp.com/subsection.do?categoryId=2319contentId=7060032) [Online].(Accessed 02 Mar. 2011). Though these measures are good, a strategic recruitment and selection process can be adopted to tackle these challenges. 2.2 Strategic Recruitment and Selection Process. According to a survey by CIPD, Annual Survey Report 2007: Recruitment, Retention and Turnover (CIPD, 2007) only 51% of the organisations surveyed in the UK had a resourcing strategy. Given that eight in ten of the employers ranked recruiting as a top priority in resourcing, it becomes imperative for BP to develop a recruiting strategy. To source the right type of employees, BP can select its talents internally, externally, use a combination of both or adopt alternative methods. The internal approach is a traditional method where employees are given priorities for unfilled vacancies before an external source is considered. The advantage with this method is that it motivates employees, improves their morale and provides them with opportunities for career progression. However, internal sourcing is expensive and generally leads to inbreeding and lack of creativity while external recruitment brings in fresh ideas and skills by hiring employees with different backgrounds. Whatever method BP decides to use, it is crucial that BP adopts a strategic approach that will identify the skills required before selecting the most suitable people to meet the human resource needs of an organisation; Boxall P. and Purcell J., Strategy and Human Resource Management, (Palgrave Macmillan, 2003). Furthermore, Beardwell J. and Claydon T., Human Resource Management: A Contemporary Approach (Prentice Hall, 2010) emphasis this need of a strategic approach as a prime source of competitive advantage to ensure the organisation has the right people in the right place at the right time. The strategic recruitment and selection process include techniques that stretch from attracting, selection and induction. 2.2.1 Attracting Talents: BPs Brand Strategy CIPD, (http://www.cipd.co.uk/hr-resources/factsheets/employer-brand.aspx) .[Accessed 03 Mar. 2011) defined employers brand; as a set of attributes and qualities often intangible that makes an organisation distinctive, promises a particular kind of employment experience, and appeals to those people who will thrive and perform best in its culture BPs brand strategy will depend on its brand strength and how it differs from its competitors. A useful strategic approach is that by CIPD: A no-nonsense approach, (http://www.cipd.co.uk/hr-resources/factsheets/employer-brand.aspx).[Online].(Accessed 03 Mar. 2011). In this step-by-step approach, BP will first need to investigate by communicating with top management, the employees, and external talent sources to understand the true perception of its employees experience. Secondly, BP should use the feedbacks from this investigation to create a distinctive Value Propositions (VP); a unique and compelling offer by BP to attract, retain and engage the employees in return for their performance. A suggested unique and compelling VP for BP is shown in fig 1 below; Next BP is to make sure it can deliver on its brand promise. By doing this and thinking about the employees experience not only from the recruitment stage but through induction to actual work life experience, BP will be using its employees to sell itself in a process known as employee branding. Therefore a good employee branding should be reflective of the employee experience as shown in fig 2 below; Finally BP will need to continuously measure, evaluate and review its brand strategy to make sure it is delivering real value.  This will be reflected through increase in application and enquiries, employees going the extra mile, and advocating for BP. 2.2.2 Strategic Recruiting Methods Globalisation and the global economic recession have pushed many employers to search creative employment channels and target a diverse application group. A CIPD report, Annual Survey Report 2007: Recruitment, Retention and Turnover (CIPD, 2007) indicated that local newspaper and corporate website were still favourite routes used by most employers. But due to technological changes and employees preference for a more flexible approach, organisations are now resorting to online recruitment techniques such as social networking sites like Facebook because they are cost effective and faster. BP a strong promoter of diversity, (http://www.bp.com/sectiongenericarticle.do?categoryId=9023446contentId=7058326).[Online].(Accessed 05 Mar. 2011), can win the war on diversity by creating a diverse recruitment policy that is inclusive of both the traditional (newspapers and corporate website) channels plus mainstream recruiting channels. Fig 3 portrays the diversity recruitment process; To use both traditional and mainstream recruiting methods such as; Newspapers, Universities, E-recruitment, social networking sites, career fairs, and iPhone, to develop a heterogeneous group of applicants. Top management to become involved and support line managers in implementation. To provide management with diversity training. To keep altering recruitment practice so as to avoid recruiting every time from same social background and age groups in case it discriminates against certain job seekers. 2.2.3 Strategic Selection Techniques Strategic recruitment is a continuous process and includes adopting the right selection techniques. There are different techniques organisations have used to select potential employees: interviews, integrity test, curriculum vitae, assessment centres and psychometric tests. CIPD, Annual Survey Report 2007: Recruitment, Retention and Turnover (CIPD, 2007) reported that local newspapers and corporate websites were still favourite routes used by most employers though the psychometric and assessment centres have been popular. Whatever method BP chooses, it is important that the method is reliable and valid. Reliability measures the accuracy and consistency of the selection test while validity measures its predictability. The psychometric test has typically been associated with the best practice for employee selection; Redman T and Wilkinson A, Contemporary Human Resource Management (Prentice Hall, 2009). The psychometric tests are designed to accurately measure a candidates knowledge, abilities and personality traits. These tests have become popular with recruiters because they are designed to be reliable and predictable and are effective for handling large volumes of applicants. Assessment centres on the other hand focus on behaviours required for the job and involves candidates completing a number of different tasks as part of the selection process; CIPD, (http://www.cipd.co.uk/hr-resources/factsheets/selection-methods.aspx).[Online].(Accessed 05 Mar. 11). BP website shows its corporate website is the preferred selection route; (http://www.bp.com/sectiongenericarticle.do?categoryId=9031578contentId=7057906) .[Online].(Accessed 05 Mar. 2011). But selection is more than just using a particular technique, BP needs to implement a strategic psychometric approach which takes into account a social framework that includes selection as best fit and as an interactive discussion process; Redman T and Wilkinson A., Contemporary Human Resource Management, (Prentice Hall, 2009). To adopt a best fit approach, BP will need to identity its unique qualities such as values and culture, employment patterns, market segment and use these qualities to differentiate it selection practices from a best practice approach. Furthermore, BP should make its selection process interactive. The HR department should exchange information with other managers that are directly affected. Moreover, negotiation with participants should be a two-way process and designed to be perceived as fair. That is; treating participants with respect and dignity, providing them with information and making them part of the whole process. In addition, it is important that BP should provide adequate training courses for all those involved in assessing candidates at all stages of the selection process and that they are adequately briefed about the jobs. 2.2.4 Induction It is the process whereby employees adjust to their jobs and working environment; CIPD, (http://www.cipd.co.uk/hr-resources/factsheets/induction.aspx).[Online].(Accessed 05 Mar. 11). The purpose, which is to ensure a smooth integration of staff into the organisation. BP can make its induction process more effective by; Making induction a vital part of its recruitment process. Designing a well structured induction programme to ensure that all new recruits receive information consistent with BPs values and culture. Carrying out physical orientation to describe where the facilities are and an organisational orientation to show new employees the important role they play in the overall business strategy. Ensuring a quality welcome because employees develop lasting impressions within their first few weeks of working. In a nutshell, if BP decides to adopt a strategic recruitment and selection approach to tackle challenges in its people management it will be vital that BP differentiates its brand strategy from that of its competitors. Furthermore, BP should be able to determine its core competencies to determine the correct recruiting channel(s). Finally, how it assimilates its new employees speak loud about its culture and values. TOTAL WORD COUNT: 3000

Essay --

The Creeds of the church were key parts of the origins of the church. They lay the foundation for the first years of the church in order to accomplish the mission given to the Apostles by Jesus. Two of these creeds were the Apostles Creed and the Nicene Creed. Culture during that time period was key to the layout of these creeds and the messages they set. A creed was an early statement of Christian beliefs, and a symbol for others to follow by. There were numerous cultures and needs that led to the ultimate development and writing of the creeds, which are still used for their original purpose today. One of these needs was for the church to have a basic statement of beliefs, which was accomplished by the Apostles creed. Early Christians knew that people needed to have an understanding of what they believed in that wasn’t requiring a lot of research. Cultures of the people and the time period also had a great influence on the creation of these creeds. They needed a way to sprea d the word of Christ to all people, in a time period where we didn’t have the technology and communication options that we have today. A combination of the churches basic needs for success and the fact that the word needed to be spread were two of the leading causes in the creations of these creeds. One of the most important reasons that led to the creation of the church was the essential need of the early church to have a document which listed the basic beliefs and practices of the Catholic Church. This was created by the authority of the church, the apostles appointed by Christ to lead the church. They had to find a way to spread the church of God, and these creeds provided a method to complete this task. None of the churches at the time had all books tha... ...hrist, along with making sure everyone in the Church understood the basic beliefs of the Catholic Church. The creeds provided both of these, as they clearly stated what things the Catholic Church supported and instructions for its followers. These were vitally important to the success of the Church. Now, there was a set list of things that every catholic person could look to if they began to lose sight of their faith in the Catholic beliefs. They also served as an effective method of communicating the ideas of God to all cultures, allowing the word of God to be communicated to people of many different cultures and beliefs. The languages they were written in were widely spoken in that time period; therefore many could understand it without needing a translator. This allowed the Creeds to spread the word to the entire world, just as Jesus instructed the apostles to.