Bringing Joy At The Poverty - 1488 Words

Bringing Joy to People in Poverty Giving back to those who are less fortunate is something that should be obliged as being an individual who is a part of the community. For some people, their necessities are evident. When we see someone without a proper backpack or needed school supplies, it could be that their family does not have the money to get them these things. When people go to a clothes closet, it’s because that they are in need of clothes and can’t afford it. When children who didn’t received a gift for Christmas, it’s because their parents couldn’t afford it due to their low income. Those less fortunate people in our community that need certain necessities isn’t so evident. Some may have passed this point by getting a high†¦show more content†¦Additionally, being given something can make individuals feel like a worthy part of the community. Indeed, I hope to gain by completing this project is that the gratification of assis ting individuals such as children to bring joy into their lives with donations. Furthermore, I hope to gain by completing this project is that to implement ways to get involved and help the community. The issue we have chosen to address with the service project is that many innocent people are living in poverty and it isn’t right to live that way due to their low income, which leads to decreasing the individual s happiness and reduce their ability to thrive and succeed. By this issue, there are people affected because many families can’t supply the right items or supplies for themselves due to low income. According to the United States Census Bureau, in 2014, about 46.7 million people are suffering from this issue alone in the United States. The number of people living in poverty is slightly rising each year. Yet, organizations such as the Family Giving Tree and the Milpitas Food Pantry exist to address the issue we picked. The plan we had created as a group has four parts to it. First, we needed to contact the organization about where to deliver the donations, since the Family Giving Tree had a warehouse and a office located at different places and we weren’t sure where to deliver the donations. WeShow MoreRelatedHappiness Essay982 Words   |  4 Pagesteaches that happiness is the ultimate goal in a successful life. It is a sense of fulfillment that comes to all who are blessed. Happiness is acquired through competence and prosperity. It is a reward to all who flourish in life. Those born into poverty and anguish are more likely to be miserable than happy. It is highly necessary for a happy person to have material or external goods. Contrary to popular belief, one cannot be happy solely due to their existence. External factors like wealth, materialRead MoreThe Other Wes Moore s Life Problems928 Words   |  4 Pagesreceive a college education, Mary would continue to live in poverty because without an education she would not b e able to get a good job. This is a vicious cycle that many seem to find themselves in. A macro solution for this would be for the government to find a way to recreate funding for Pell Grants. Making education free would be an even bigger help. If everyone had equal access to an education then less people would be forced to live in poverty. Mary clearly showed the willingness to get an educationRead MoreAnalysis1744 Words   |  7 Pagesof affliction, their abundance of joy and their extreme poverty overflowed in a wealth of liberality.† Isn’t that something? The Macedonians had experienced suffering and persecution as a result of their faith. And on top of that they were afflicted with extreme poverty. But look what happened: Out of the testing of their faith and through their affliction and suffering came forth a fountain of joy. In the midst of what Paul described as extreme poverty came an overflowing wealth of liberalityRead MoreThe Space Between Us By Thrity Umrigar1075 Words   |  5 Pagespregnant unwed granddaughter, and works hard to provide her with a better life than she had. Under the impression that because she is of a lower class, Bhima is seen as â€Å"unclean†, and is treated as such. Despite her share of difficulties, she finds joy in her granddaughter, Maya. As for Serabai, it may be easy to dismiss her for she seems to live a fortunate life. While she may have never done a hard day’s labor she has had her share of difficulties. Her recently deceased husband was both physicallyRead MoreHeroism Essay795 Words   |  4 Pagesdefines heroism.   Happiness should thrive throughout that heroes life as well as everyone else’s.   To be fearless shines as the main characteristics of a hero.   The impact of being happy and fearless can affect the world tremendously by bring ing joy and safety.   Ã‚  Bringing those effects to the people and   the community are what heroes live for.   Being a hero can not only change a person’s life, but could change the world.   Ã‚  Ã‚   Having no fear means having the attributes if a hero.   The height and weightRead MoreThe Singer Solution And World Poverty949 Words   |  4 PagesFor this paper I am writing about chapter 20 ‘The Singer Solution to World Poverty’. In this chapter Peter Singer argues that normal spending of money on ourselves is immoral, and should be spent on the welfare of the poor. In this paper I am arguing against Singers theory because it contains errors and rest on a false premise. The premise of Singers argument is simple, people who make more money than is necessary for survival should and are morally obligated to give away all of their excess moneyRead MoreI Know Why The Caged Bird Sings Essay1097 Words   |  5 Pagesculture and people. Becoming the first female black director yet a gain pushing what was possible at the time for a person of colour. Maya angelou has a strong connection with civil rights for the black community and has also struggled herself in poverty when proving for her so. Which is the main message of one of here earlier poems â€Å"still I rise† The following analysis will be done stance by stance reviewing each idea that poem suggest. â€Å"You may write me down in history With your bitter, twistedRead MorePolitical Change In Syria943 Words   |  4 Pageslife through their pro democracy protest. Unfortunately, as the government fought back and Syrian citizens continued to protest, shots were fired and the country collectively spiraled out of control leaving around eighty percent of the population in poverty by 2015. In an attempt to establish order amidst all the social turmoil, militant groups such as ISIS began to take hold and gain power in the country. Loosely knowing the motivating ideologies behind ISIS, it is no surprise that Syria’s atmosphereRead More An Overview of Reggae Music Essay1268 Words   |  6 Pagesmusic gave Caribbeans a sense of freedom. From the 1960s to the early 1990s, the styles of reggae have changed; adding new sounds of rhythm into the music. It has evolved from having a meaning of political and social furry to bringing people together to dance and celebrate joy. Reggae has inspired many new genres of music throughout the world. Reggaeton and Dancehall music have become popular within the decade especially among the youth. Reggaeton originated in Puerto Rico and Panama, and it was originallyRead MoreJoys And Difficulties Of An Agriculture Major1782 Words   |  8 PagesJoys and Difficulties As an agriculture major, I have learned to know the joys and difficulties of all aspects of life. Growing up on farm has taught me that life can be satisfying, but also demanding. A day on the farm can amount to just about anything sometimes good, but also bad. One example of a joy and difficulty would be trying to nurse a sick calf back to heath, only to have him die. That was a joy and difficulty of agriculture, the joy of caring for animals but the also the difficulty of

Abstinence-only vs. Abstinence-plus - 1607 Words

There are many problems facing teenagers these days. None are bigger than the issue of underage sex, and all the issues stemming from it. The number of teenagers becoming sexually active, pregnant, and contracting sexually transmitted diseases are rapidly on the rise. There is no simple fix, or easy solution to this problem. Sex education should begin at home, and extend to include an effective program in schools that reinforce a clear message of abstaining from sexual activity in addition to informing students of the risks posed by engaging in sexual activity. The political, and religious dissension on this issue has resulted in a procedural stalemate preventing schools from effectively addressing the problem, and implement a†¦show more content†¦Ã¢â‚¬Å"The ideal of what historian Anne Higonnet calls the Romantic Child, our modern image of a naturally asexual, pure child, is at the heart of century-long conflicts over sex education. By definition, the romantic childâ €™s innocence depends on protection from sexuality† (Talk About Sex 13). Parents, in general, do not feel at ease thinking about their children having sex, nor do they want to encourage them to do so. The fact that most parents are not comfortable talking about the subject with their children only increases the importance of doing so in our schools. Opposition of the Abstinence-Plus program centers around the belief that by comprehensively informing students about sex, and responsible practices, in addition to supplying contraceptives, will send a message that not only is it okay to have sex but here have a condom to do it with. In some cases, they actually suggest the importance of telling students that condoms are â€Å"ineffective and do not workâ€Å" (Teenage Sexuality 205). Over the past few decades, several attempts have been made to â€Å"scare† teenagers away from sex. â€Å"In the sex-education video No Second Chance, a young man asks the teacher what if he does not to wait until marriage to have sex. She replies, â€Å"Well, I guess you’ll just have to be prepared to die† (Talk About Sex 117). The intended message was that condoms do not work in effectively preventing HIV. This isShow MoreRelatedEssay on Should Sex Education be Taken Out of Schools?969 Words   |  4 Pagesschools takes two forms: Abstinence-Plus education and Abstinence-only education. The former, allows teenagers to explore not only the functions of sex and reproductive organs but also sexually transmitted diseases, abortions and information on how to use condoms and other kinds of contraception. The benefit of this program is that it encourages teenagers to practice abstinence while acknowledging the fact that most teenagers will choose to engage in sex. Abstinence-only education, however, simplyRead More Abstinence Only Sex Education Essays2119 Words   |  9 Pagesdisparity can be attributed to factors such as income inequality, the presence of abstinence only education has a major impact on birth and STD rates in the United States in comparison to other countries with more comprehensive programs. It is clear that this difference in approaches has a significant effect, and the United States needs to act to ensure the health of its citizens. Urgent actions are necessary because abstinence only education is becoming more popular in the United States and more and moreRead MoreTeen Pregnancy in the United States Essays3049 Words   |  13 Pagespaper will focus on the majority aspect of pregnancy in adolescent. Being pregnant at a young age puts adolescent mothers at a higher risk for short and long-term complications. This can be either health or social complications. Teen pregnancy not only put the mothers at risk but also put the newborns at risk for low-birth weight, premature births, and developmental delays (Strunk, 2008). Every year, the average amount of dollars spent on teen pregnancy is about $11 billion in tax dollars. TheRead MoreMethadone Maintenance3756 Words   |  16 Pagesmethadone, buprenorphine maintenance treatment, heroin maintenance treatment, and L-a-acetylmethadol (LAAM) maintenance treatment, methadone maintenance treatment was more effective than detoxification, no treatment, buprenorphine, LAAM, and heroin plus methadone. High doses of methadone are more effective than medium and low doses (10). Patients receiving methadone maintenance treatment exhibit reductions in illicit opioid use that are directly related to methadone dose, the amount of psychosocialRead MoreQuit Smoking Case Study Essay4989 Words   |  20 Pagesphysician for the first time, during which his prior military history came to light. The young man recalled the anxiety he experienced when he received his military orders for deployment to Iraq. Prior to the notice of deployment, he smoked cigarettes only occasionally, maybe 1 or 2 cigarettes a day. As the time for deployment approached, he started smoking more cigarettes and by the time he arrived in Iraq was up to a full pack a day. Throughout the 12-month deployment, he steadily increased his smokingRead MoreAbortion Essay1589 Words   |  7 Pagesthe Supreme Court ruling of Roe v. Wade. Jane Roe was single, pregnant woman wanted to get an abortion by a competent, licensed physician, under safe, clinical conditions (The Ethics of Abortion 13). This was not an option for her because the only way a woman could have an abortion in Texas at that time was if giving birth to the child might in some way endanger her life. Many woman would have traveled to a state where abortions were legal but this was not an option for Roe because she didRead MoreBirth Control : A Controversial Topic Since The 1960 S1718 Words   |  7 Pagesolder a woman is, the more likely it is for her to use female sterilization. 31 percent of women between the ages of 35-44 were using female sterilization, while only 0.7 percent of women between the ages of 15-24 used the same method. Younger women preferred oral contraceptives with 22.4 percent of women ages 15-24 using it, compared to only 8.7 percent of women ages 35-44. Women under the age of 34 were more likely to use condoms and reversible contraceptives at about 11 percent compared to olderRead MoreSmoking Cessation Of Pregnancy : Review Of Current Strategies9414 Words   |  38 Pagespartner is ass ociated with increased chances of quitting [6]. Cigarette dependence determined by the number of cigarettes smoked per day, frequency of urges and the level of expired carbon monoxide, have been reported to be reliable predictors of abstinence, at least in the short period [5]. Low levels of stress and psychiatric comorbidities including Depression and Anxiety have been associated with increased chances of cessation [5]. Up to 12% of pregnant women have Major Depressive Disorder [12Read MoreBinge Eating Disorder ( Bed )1948 Words   |  8 Pagesdiagnosis, EDE (Eating Disorder Esamination) was always used, and the participants’ symptoms meet the ones of DSM-IV. Regarding the methods I looked just for experiment using the randomization. Finally coming to the results, I selected the articles only if they take as outcomes remission of OBEs (Objective Binge Episodes) and/or the frequency of binge eating. Unfortunately, my research were scant by the fact that it is not a common disease, which is why I could use just about 10 articles. AccordingRead MoreBinge Eating Disorder ( Bed )2041 Words   |  9 Pagesdiagnosis, EDE (Eating Disorder Esamination) was always used, and the participants’ symptoms meet the ones of DSM-IV. Regarding the methods, I considered just for experiment using the randomization. Finally coming to the results, I selected the articles only if they take as outcomes remission of OBEs (Objective Binge Episodes) and/or the frequency of binge eating. Unfortunately, my research were scant by the fact that it is not a common disease, which is why I could use just a few articles. According

Beautillion church and school Free Essays

When I look back unto my life, I find that it has – short as it may be – so far been a good one. Divided between church and school, and backed up by my home, I understand quite well that I am luckier than most youths my age. I don’t do drugs – beyond the legally allowed ones, such as coffee – I don’t drink. We will write a custom essay sample on Beautillion church and school or any similar topic only for you Order Now I don’t have an unstable situation is my household, nor am I close to a dropout, as many youths are. I’ve found God and was able to implement Him into my life as an advisor and someone to talk to on an everyday basis. I don’t meet with discrimination much, not more than any of my peers. And yet I find there is something left unfulfilled in my life. So I look back upon myself and the places I inhabit, and recollect, to move forward with the improved knowledge of myself. My home has always been good to me. I have always had a great relationship with my parents, who were an inspiration for the many things I do. Without their support, I would never have been able to gather the determination to study the saxophone long enough to be an active member in a marching band. They are also the ones who taught me compassion and to look at the elderly in a different, kind light. This has led to one of the most enjoyable experiences of my life: using my ability to create music to help the elderly in their retirement homes. This is a daily school of tolerance and kindness for me, and I can with all honesty say that I have learned much from them and with their help. My parents have also always been there for me, through thick and thin, and for that I am eternally grateful. School is a very important part of my life. It gives me the information I need to live well. I am a good student, my grades are above average, but the more I learn, the more I see that education I am getting is really rather basic. Since I study more than I am supposed to by normal school standards, I can see that there is much more to be learned than high school gives us. There are obvious gaps in our education, and I think they create part of the problems this country is having. I try to alleviate the unfortunate side effects of early specialization through my own efforts, but this is rather difficult. I can only hope that when I get into college the situation will be somewhat amended by the possibility of free research and the aid of experienced scholars. Still, school is a great learning experience for me, because, even despite the lack of serious understanding of the natural and social sciences, it is a great place to adapt to adult life and learn how to gradually take responsibility. I try to make the most of school, but am anxious to gain the greater opportunities of college. My church life is a good one, as well. I am a Baptist, and love my congregation for the principle of sola scriptura. Every single Baptist must think for himself and commune with God directly. I know I have a living, personal God looking after me, and I confide in him. When I look at members of other confessions I feel sadness, because I know that very many of them are mistaken and are led down the darker paths of life, and quite possibly into the bowels of Satan. I try to help them best I can, through intelligently questioning them on their morality and faith in God. I try not to act too strongly in my desire to help, as many people consider such actions an infringement of their personal space, even though I am simply demonstrating how Baptism helps in living a good life. However, I am happy in the lap of my Church, and I try to lead others to it by example. After all, if we do not help these people, who will tell them that they are in the grave danger of sin? I take pride in getting the chance to help those who strayed from Jesus’s flock. My life may seem perfect from this essay. I am very well-rounded education-wise; I have a good home, and a direct hotline with God. Yet there is something always left unfulfilled. I do not mean the failures of life – those I have long learned to accept and to listen to as mere messages. Perfection is lonely, and, though I have most anything I really want, I do not know what to desire further. I have reached a stage in personal development when just helping myself is not enough. A new need opens up in me, slowly and steadily. It is the need to help others. What use is there for good in my own life if my best friend is troubled? How worthy am I if my mother cries at night, for any reason? These questions haunt me constantly, and drive to begin a new stage – life as a servant to the people. How to cite Beautillion church and school, Papers

Hrm Capabilities free essay sample

Community Policing — greater accountability to the community Achieving a Human Rights Compliant Organisation — a commitment to Professional standards Permanent Strategic Planning Capability — strategic direction at Force and Divisional level Intelligence-Led Policing — development of proactive responses Enhancing Reactive Capability — a step change in the quality of our reactive activities. National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability TABLE OF CONTENTS 1. 2. 3. WHERE WE WANT TO BE 3. 1 The Organisation 3. 2 The Constables/Corporals 3. 3 Line Supervisors 3. 4 Line Managers 3. 5 Middle Managers 3. 6 Top Managers 4. HOW WE GET THERE 4. 1 Human Resource Department Structure 5 HR PLANNING — MAKING THE HR FUNCTION STRATEGIC 3 3 3 4 4 4 5 5 5 7 BACKGROUND 2 INTRODUCTION 1 6. RECRUITMENT AND SELECTION — HIRING THE BEST 6. 1 Recruitment 6. 2 Selection 6. 3 Enlistment 7. TRAINING AND DEVELOPMENT 7. Training Needs Analysis 7. 2 Continuous Training and Development 7. 3 Evaluation of Training and Development 7. 4 New Development Plans 8. PROMOTION PROCEDURES — SELECTING THE BEST MANAGERS 8. 1 Learning Culture 9. PERFORMANCE MANAGEMENT 9. 1 Continuous Appraiser Briefings 9. 2 Link with other HRM Functions 10. 11. 12. CONCLUSION DISCIPLINE RETENTION — PROMOTING A CONDUCIVE WORK ENVIRONMENT 8 8 9 9 10 10 10 11 11 12 13 13 14 14 14 15 16 National Polic ing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability HUMAN RESOURCE MANAGEMENT CAPABILITY (modernising our human resource management) 1. INTRODUCTION The human resource is considered as the most important asset of all organisations. It has been argued that in service organisations, the quality of service delivered is very much dependent on how best those who deliver the service are managed. However, the proper management of an organisation’s human resource is best achieved by adopting an integrated approach. We should look at the HRM functions holistically so that there is coherence between them (achieving horizontal integration) and HRM policy and practices are in line with the organisation’s overall strategy (achieving vertical integration). No modern organisation can claim to build coherence in HRM practices without a dedicated HRM department. The MPF is no exception. But organisations differ in the services provided by their respective HRM departments. Such services may vary from mere administrative work on one extreme of a continuum to performing strategic HRM, which helps top management in making informed strategic decisions, on the other. With the posting of a number of officers from the Ministry of Civil Service to the MPF, the organisation has set up a Personnel Division to replace the former Records Office. However, the duties performed by the Personnel Division have so far been of a routine and administrative nature such as personnel records keeping and processing of salary, leaves, retirement benefits etc. For better Human Resource Management in the MPF we will empower the Personnel Division in a more strategic role. This HRM strategy sets out the MPF’s plans to ensure that, within the existing system in which it operates, the organisation has the right staff, at the right time, in right number, at the right place, with the right knowledge, skills and attitudes, to do the right things within the right organisational environment so that it can fulfil its mission and meet its strategic aims and objectives. Therefore, this Blue Print presents an HRM model taking into consideration the context in which the organisation operates and aims at optimizing performance and maintaining efficiency in general. There are many issues that need to be addressed which will take some time. Accordingly, this Blue Print begins the process of change and addresses some of them at this point in time. As the practice of strategic HRM in the MPF gains momentum and confidence, other pertinent and far reaching issues will be addressed. The implementation of this HRM strategy will be spread over the short term (year 2010), the medium term (years 2011 and 2012) and the long term (years 2013 to 2015). 1 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability This strategy will be reviewed on an annual basis to assess progress. It will be flexible to accommodate changing factors so as to take account of any new legislation, best practices in HRM and emerging trends in policing. We will enhance the HRM functions over which the MPF has control and make recommendations for improving those that are controlled by other stakeholders, which nevertheless, directly impact on our ability to manage our Human Resources effectively. To this end, this strategy is structured around the following key themes: Human Resource Planning; Recruitment and Selection; Learning and Development; Promotion; Performance Management; Reward and Retention; and Discipline. 2. Under the Constitution of Mauritius, the Mauritius Police Force (MPF) is classified as a â€Å"disciplined force† and is under the command of the Commissioner of Police, who is inter alia, responsible for determining the use and control of the operations of the Force. With regard to the administration of the Force, the powers of Appointments, Confirmation in Appointments, Promotions and Termination of Appointments are under the Disciplined Forces Service Commission (DFSC) Regulations 1997, vested in the DFSC, whilst the other Human Resource Management (HRM) functions, however rudimentary, such as human resource planning, training and development, performance appraisal, etc are under the jurisdiction of the Commissioner of Police. BACKGROUND At present, the HRM functions within the MPF are being carried out by personnel from the Ministry of Civil Service and Administrative Reforms who are embedded within the Police Headquarters. In so far as, pay and conditions of service of members of the Force are concerned, such matters are determined by the Pay Research Bureau (PRB) as it does for the whole Civil Service. As regards budgeting, financial allocation to the MPF is made by the Ministry of Finance. Prior to that, there are budgetary consultations during which the Police Department presents its requirements. The Government of Mauritius has since year 2008, adopted the concept of Programme Based Budgeting (PBB) in order to ensure greater effectiveness and efficiency in performance through increased accountability in the Public Service. This consists in expressing organisational 2 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability strategies in terms of distinct programmes and sub-programmes. For each programme and sub-programme, attainable and measurable objectives, outputs and outcomes are set. There is a continuous monitoring process to ensure that these are met. The PBB also makes estimates for the human resource requirements under each programme and sub-programme. 3. In this Blue Print, we have set clear targets that we want the organisation to achieve in the short, medium and long term. Staff should hold competencies as described in the succeeding paragraphs, to enable the organisation to attain its objectives. WHERE WE WANT TO BE 3. 1 The organisation, through its staff, will not only strive to maintain a high standard of operational efficiency and effectiveness but will also be responsive to environmental changes. Changes will be, as far as practicable, anticipated and planned so that they get implemented with least resistance and work disruption. The Organisation The organisation will also ensure that staff has the right knowledge, skills and attitudes to effectively deliver the quality service expected by the community. Stress will be laid on the need for the enlistment of quality staff that has the capability to cope with the demanding requirements of the police function. Accordingly, less emphasis will be laid, at selection stage, on physical traits, which have little bearing on the quality of staff. We will endeavour to create a conducive work environment where organisational citizenship and the sense of belonging to the organisation are encouraged. We will promote the Safety and Health of all our staff and work towards achieving a satisfactory work/life balance. We will encourage the sharing of knowledge and experiences among officers throughout the organisation. We also want to ensure that Officers attaining ranks are only those who are the best qualified. We will adopt best Human Resource Management policies and practices from other police organisations abroad. 3. 2 Our Constables/Corporals should: The Constables/ Corporals i. ii. iii. maintain a high professional standard; possess emotional and psychological stamina to evolve in a stressful environment; be of irreproachable character; 3 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability iv. v. vi. vii. viii. learn from their mistakes and those of others and improve on identified shortcomings; and ix. develop a learning culture. continually enhance their skills through professional development programmes; accept responsibility and be willing to take initiatives; be daptable to changing policing needs; possess knowledge, skills and attitudes for efficient service delivery; 3. 3 Our line supervisors should: Line Supervisors (Police Sergeants) i. ii. iii. iv. v. effectively appraise their subordinates and monitor their performance. engage in continuous training and development; and display high standard of conduct; engage in professio nal development programmes to enhance their skills; demonstrate basic supervisory and managerial skills; 3. 4 Our Chief Inspectors, Inspectors and Sub-Inspectors should: Line Managers (Inspectorate) i. ii. ii. acquire additional skills (conflict resolution, mediation, motivation, presentation, communication, etc. ); iv. v. vi. vii. viii. effectively implement organisational strategies. encourage their subordinates to take initiatives; and create a conducive work environment; identify training and developmental needs of their subordinates; set up structures for knowledge sharing; continuously develop their managerial skills; demonstrate a high standard of managerial skills; 3. 5 They will be expected to: Middle Managers (ASP SP) i. consolidate their managerial skills; 4 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability ii. iii. iv. v. vi. develop a strategic thinking ability. demonstrate ability for these higher responsibilities; and monitor the implementation of organisational strategies; practice mentoring and coaching; create a conducive work environment; 3. 6 They will be expected to: Top Managers (ACP DCP) i. ii. iii. practice mentoring and coaching. create a conducive work environment; and formulate and present policing strategies; 4. In order to enable the HRM department to operate strategically, the existing Personnel Division will be re-organised and re-structured as shown below: HOW WE GET THERE 4. 1 Recruitment Selection DFSC Promotion CP The Structure of the Human Resource (HR) Department ACP (HR)/ HR Manager Performance Training HR Management Development Planning Relations Records Discipline Personnel Reward Retention HR HR Administration 5 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability The HR Department will be headed by an Assistant Commissioner of Police HR (ACP HR)/HR Manager and will be responsible to the Commissioner of Police for the proper running of the department. The latter will formulate the MPF’s HRM philosophy and policy. The head of HR Department will submit to the Commissioner of Police, an Annual HRM Plan for the following year for approval and incorporation in the organisation’s Force Annual Policing Plan. Likewise, HRM Reports underlining progress in the HRM field during the previous year, will be submitted for inclusion in the Force Annual Report. The functions of the different components of the new structure are as described in the succeeding paragraphs. 4. 1. 1 ACP HR / HR Manager The ACP HR /HR Manager (who will be a member of the Force TCG) will, inter alia, be responsible for the following: Lead the HRM department; Plan, organise and staff the whole HRM process; Ensure that MPF’s HRM philosophy and policy are implemented; Ensure that HRM Plans are implemented; Submit annual the HRM Plan and HRM Report; and Evaluate the HRM process and ensure effectiveness of the department. 4. 1. 2 HRM Desks The HRM department will be organised into a number of desks each performing a distinct HRM function as shown below: HR Planning Performance Management Training Development Discipline Employee Relations Reward Retention HR Records HR Administration Analysis of operational effectiveness Monitoring performance of all staff. Monitoring training and development of all staff. Follow up of disciplinary cases with DFSC. Formulating and implementing reward and retention policies. Computerisation of the HR records Appointment Confirmation Forecast of demand and supply Managing staff Contributing to attendance. TNAs. behaviour of staff. Data entry Interdiction and maintaining all HR records. Monitoring Leaves processing Reviewing reward and retention policies. Maintenance and Labour turnover analysis Monitoring PDP. review of balance scorecard system. Improving Monitoring management development. managementstaff relations. Maintaining Appointment to the Yellow page. other Ministries Succession planning Conducting Benefits and staff surveys and exit interviews. Allowances Input for promo Monitoring tion. Annual HR plan and HR report ? Setting up of Identifying training and development needs of staff. knowledge sharing systems. performance of problematic officers. Medical Boards Transfers HR audit Evaluate training and development. Conducting research and Benchmarks Resignation Identifying poor Retirement performers. Postings etc. 6 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resou rce Management Capability HRM Capability 4. 1. 3 Management Information System (MIS) The HRM Records Desk will maintain all records pertaining to personnel in the MPF. With the computerization of these records, we shall create an HR database, which could be accessed by top management for up-to-date information and informed decision-making. 5. Planning is an integral part of management and whenever resources are managed, this involves some form of planning. HR PLANNING — MAKING THE HR FUNCTION STRATEGIC As the human element is central to organisational success, we will formalize and regularise our HR planning and extend its scope. We will adopt an HRM approach that will make our different HRM practices more coherent and in line with the MPF’s strategy. HR planning will therefore be developed to include the following activities: Conducting demand/supply analyses and forecasting; Analysing the operational effectiveness of the organisation (critical events analysis for skill gaps); Analysing the various HRM practices in the MPF to ensure coherence; Conducting staff surveys and exit interviews to identify areas in which the organisation is performing well and in which it must improve; Creating career path and succession planning; Conducting research and benchmark best HRM practices in police organisations; Submission of Annual HRM Plans and Reports to the CP; and Conducting annual HR audits (self appraisal). To be able to perform Human Resource Planning, it is imperative that all records pertaining to human resources in the organisation are computerized. This process has already started with the purchase of HRM software for the MPF. We will accelerate this computerization process by inducting more personnel to enter data into the system. To achieve this development of the HRM functions, we will have to support and develop our existing staff. 7 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability 6. 6. 1 Recruitment is the process of attracting candidates to apply for a post. The present eligibility criteria for enlistment are as follows:- RECRUITMENT AND SELECTION — HIRING THE BEST Recruitment General Certificate of Education with passes at â€Å"Ordinary Level† in five subjects obtained on one certificate or an equivalent qualification; Height — minimum of 170 cm (Male) and 163 cm (female); Girth of chest — minimum of 84 cm; and Body Mass Index (BMI). 6. 1. 1 Basic Entry Requirements Enlisting recruits with only Ordinary Level academic education means that the burden of developing other skills, which are important for policemanship will be borne by the organization. Over the past years, the MPF has been engaged in developing staff in a number of fields such as first aid, driving, swimming, Information Technology, etc. With a view to ensuring that the quality of staff satisfies contemporary policing needs, recruitment criteria will be reviewed in consultation with the DFSC. We will recommend a skill-based recruitment procedure while maintaining the existing level of basic academic entry requirement. . 1. 2 Physical Traits From the very outset, the prescription for height, chest and BMI eliminates a large number of potential candidates. This deprives the DFSC of the possibility of selecting prospective candidates from a larger population. In the modern environment where the respect for Human Rights by law enforcement officers has gained pre-eminence, recruiting pol ice officers with the right personality traits has become equally important. In such a context, the issue of mensuration for height, chest and BMI have lost significance. The public is expecting to deal with officers who are eager to elp, display empathy and above all, trustworthy rather than acting mechanically. In the long run, we are proposing the elimination of the prescribed height measurement, as it is the case in UK and some other countries. However, we want this change to take place smoothly and to be accepted by the Mauritian population without giving rise to a cultural shock. We therefore, recommend that, initially, the minimum height requirement for male candidates be aligned to that of their female counterparts, that is lowering the minimum height requirement to 1 m 63 cm (5 feet 5 inches). 8 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability We further recommend the elimination of BMI and chest measurement and propose the introduction of a Waist Circumference measurement, which will screen out obese and too lean applicants who may not be suitable for the organisation. 6. 2 Selection Selection is the process of choosing the best candidates to join an organisation. At present, suitability of candidates to join the MPF is determined by the following tests/assessments: i. ii. iii. iv. Interview. Medical examination; and Physical aptitude test; Measurement; We recommend that the selection process be enhanced by the criteria mentioned below. 6. 2. 1 Psychometric Test It is recognised that Police work is associated with much stress. Situations such as attending fatal injury cases, facing riotous situations, dealing with hot-tempered criminals, etc, affect the sensibilities of police officers and interfere with their psychological equilibrium. Officers need to have the faculty to recover fast from such traumatic experiences so as to maintain their psychological and emotional balance. The Force needs Police Officers who are mentally stable and capable of functioning in stressful and adverse conditions and still, able to take right decisions. Psychometric test, at selection stage, is therefore, recommended so as to identify and eliminate candidates who are not psychologically/emotionally suitable for police work. 6. 2. 2 Background Investigations and Reference Checks We recommend that rigorous and thorough screening of candidates with regard to character, criminal records, drugs etc. e carried out at the preliminary stage of the selection process prior to enlistment. 6. 3 An average of around two hundred and fifty police officers retire from the Force for various reasons every year and the current rate of intake does not follow the same trend with the result that we are often short of manpower. The HRM department will therefore, ensure that there is a corresponding intake of recruits in order to replace those retiring from the Force in time. Enlistment 9 National P olicing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability 7. TRAINING AND DEVELOPMENT ADDING VALUE TO HR FOR BETTER PERFORMANCE Given the complex nature of policing, a Police Officer requires the appropriate knowledge, skills and attitudes for the effective discharge of his/her duties. These are inculcated in our officers through Training and Development programmes which are designed and delivered by the Police Training School. With a view to enhancing the present Training and Development process in the MPF, the following changes will be carried out. . 1 The conduct of TNA is necessary for the identification of any knowledge and skills gap in an organisation. Consequently, the gap disclosed needs to be filled by appropriate training and developmental programmes. Training Needs Analysis (TNA) To ensure that Training and Developmental programmes that meet the needs of organisation are designed, we shall introduce a formal structure for the conduct of TNA’s within the MPF. The scope of TNA activity will comprise: i. ii. iii. iv. Obtaining feedback from the Performance Appraisal System. Analysis of critical incidents; and Taking into consideration the HR plans of the organization; Consultations with a larger number of stakeholders; 7. 2 In the context of a fast changing environment, it is crucial that all police personnel are regularly trained and developed in the latest policing techniques and law and procedures and also, refreshed on core police subjects. To enable the PTS to cope with the training load at Force level, we will: Continuous Training and Development i. can share part of the training with the PTS; and, ii. personal computers. ntroduce E-Learning in order to disseminate knowledge throughout the Force via set up a formal structure for the Divisional and Branch Training Units so that these 10 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability 7. 3 The aim of all Training and Development programmes is to bring a change in staff performance. To be able to gaug e effectiveness of Training and Development programmes in bringing the expected change, it is necessary that evaluations be carried out. Evaluations are at present carried out by the PTS but are limited to the following levels: Evaluation of Training and Development i. Reactionary level — what trainees feel about the programme followed; and i. Immediate level — what changes in knowledge and skills have taken place at individual level. The present evaluations do not indicate whether the programmes are positively impacting on the workplace and whether there have been positive changes at organizational level. In order to ensure that all training and developmental programmes positively impact on service delivery, we shall, in the first instance, ensure that evaluations are extended to the Intermediate level; that is, evaluating its impact on the workplace. Eventually, we shall extend evaluations of Training and Development programmes at Ultimate level; that is, assessing their impact on the organisation. Human Resource Planning capability will be helpful in this process. 7. 4 We intend to introduce new developmental programmes for our officers so as to further enhance their knowledge, skills and attitudes. The following will be recommended: New Development Plans 7. 4. 1 Professional Development Programmes The PTS will be called upon to set up Professional Development Programmes consisting of a number of stand-alone and self-readable modules on generic topics relevant for officers of different levels in the Force, such as leadership, motivation, communication, mediation skills, etc. These will be made available on-line. Police officers will be able to log in to the system using personal passwords issued by the PTS and study any of the programmes in their own time according to their needs. Thereafter, they may arrange with the PTS to undergo an appropriate test. On successful completion of a programme, officers will become eligible for the award of a certificate. This process will open up development opportunities for all Police Officers and will help create a learning culture. The Professional Development Programmes may, eventually, be linked to promotions within the organisation by giving these a weight in determining suitability of an officer for such promotion. 11 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability 7. 4. 2 Knowledge Management At present, officers with years of experience leave the organization taking away valuable experience and knowledge. There is no system available within the organisation to capture such experience and knowledge. Such knowledge and experience, if captured, could be referenced by other officers and will help serving officers to take advantage thereof. It is intended to set up a Knowledge Database for the MPF. Individuals and teams would be encouraged to record therein their unique/rare experiences and knowledge. The database will also be used to archive successes and failures at Station, Divisional and Force level so that lessons could be learnt. After research and planning, such a system will be set up on a pilot basis in one of the Divisions before extending to the whole Force subsequently. In addition, a Yellow Page for the organisation will be created in which the names of officers who possess specific competencies acquired through specialised training will be recorded. Anyone in the MPF who will need such expertise, may be referred to those officers. . 4. 3 Management Development Organizational success depends to a large extent on the performance of individuals in the organization. We also consider that organisational success is dependent on the quality of management. Training and Development of subordinates and managers should be given equal importance. Accordingly, the Management Training Unit will be reenergized and entrusted the responsibility for management development training wit hin the MPF. We believe that managers at all levels need to be refreshed regularly on management skills. Management development will no doubt, also help improve staff relations within the organisation. Top managers will equally be initiated in Mentoring and Coaching of their subordinates and potential successors. Management will also be encouraged to promote the concept of Communities of Practice within the Force whereby best practices identified in the different units of the Force will be regularly shared at level of the Tasking and Coordination Group (TCG) meetings. 8. Managers are people responsible for directing the efforts aimed at helping organisations to achieve their goals. These officers perform a crucial role and should therefore be selected with much scrutiny. Promotions to the rank of Police Sergeant (PS) and Inspector (Insp. ) are at present based on a Competitive Examination for Promotion. Successful candidates are in the first instance PROMOTION PROCEDURES — SELECTING THE BEST MANAGERS 12 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability considered for promotion in a temporary capacity. Subsequently, they are required to follow an NCOs’/Inspectors’ Cadre Course. On the satisfactory completion of the Cadre Course, the DFSC considers their promotion in a substantive capacity subject to the recommendation of the Commissioner of Police. With regard to promotion to the rank of Chief Inspector and above, there are no such Competitive Examinations. As per Regulation 14 (3) of the DFSC Regulations, professional or technical qualifications, experience, merit and suitability for the office in question are given greater weight than seniority in deciding suitability for promotion. In practice, in the absence of effective HRM means we are relying on seniority as the most important criteria, for promotion and of course, this needs to be rectified. With a view to ensuring that officers who have an overall good performance, get promoted, it is suggested that a Balanced Scorecard System (BSS) be introduced. Additional criteria that will take into account other suitable capabilities and qualities of such officers would be considered with a view to ensuring that the most qualified candidates are selected for promotion. It is believed that the above proposals will entail amendments to our existing Regulations and Orders. We consider that the changes to the existing promotion selection system need consultations. Consequently, the necessary consultations should be opened with the various stakeholders. An early task of the HRM Department would be the publication of proposals for changing the present promotion system. 8. 1 Learning enables police officers to keep update with ever changing laws, procedures and practices. It also helps to maintain morale and motivation among officers and ensures standardisation and quality service delivery. Therefore, management has the duty to encourage staff to learn continually. Learning Culture With a view to promoting a learning culture, we recommend that Competitive Examinations for Promotion be held once every two years. For each examination held, an estimation of the promotion requirements for the post of Police Sergeant and Inspector will be determined and declared by the HRM Department. After the examination, when the list of successful candidates has been publicised, vacancies that have arisen previously, will be filled in the first instance. As regards officers who have passed the examinations and where no vacancies are available, they will be placed on a Waiting List. With this suggestion, all vacant posts in the rank of Sergeant and Inspector will be regularly filled in with less disruption to Police work. 9. Performance Management is an important human resource management activity. It enables an organisation to ensure that individuals perform to their optimum level and at the same time, the individual departments and the organisation as a whole meet their objectives. PERFORMANCE MANAGEMENT — CREATING NEW WORK CULTURES 13 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability In this context, the Ministry of Civil Service and Administrative Reforms has introduced a new Performance Management System (PMS) in the Civil Service. The new PMS ensures that, in relation to objectives set, the shortcomings of employees are identified and discussed and remedial measures taken in the course of the year rather than at the end of the year as was the case with the Confidential Reporting system. We therefore consider that the PMS will be an important tool for driving change in the organisation. To that end, we propose to implement the measures described below. . 1 It is recognized that all appraisers will have a crucial role to play in the performance management system. We shall therefore, ensure that Divisional/Branch officers regularly brief all appraisers working under their command, on desired work standards and areas for improvement with a view to evolving a new culture of work ultimately. Continuous Appraiser Briefings 9. 2 For performance appraisal to serve the purpose of improving and maintaining performance of individuals to its highest standard, it should be linked to other HRM functions. Link with other HRM Functions We will therefore create links between performance appraisals and the following: i. identified during appraisals in order to ensure that Officers operate at the required standards; ii. organisation values staff who perform well, managers at all levels will be encouraged to initiate non-pecuniary rewards for their subordinates; iii. suitability for promotion; and iv. expected standards. Sanctions — It is intended to sanction officers who repeatedly fail to perform at the Promotion — Performance appraisals will be given a weight in determining Rewards — In order to reinforce high performance and demonstrate that the Training and Development — This should be the normal outcome of any shortcoming 10. Attracting good candidates in the Police Force is becoming a problem. Although the academic requirement was raised from Primary School Leaving Certificate to Cambridge School Certificate in 1987 PRB Report, yet the background of those who joined the service since then tends to indicate that it has not been an important contributing factor in improving the service quality. Recent indications are that young and qualified persons are reluctant to join the service as RETENTION — PROMOTING A CONDUCIVE WORK ENVIRONMENT 4 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability greater employment opportunities to their liking are available elsewhere. There are indications that those who have already joined the service, are but using the service as a stepping-stone or for temporary employment till they fi nd greener pasture elsewhere. Therefore, there is a need to find ways and means to encourage young persons to join the service or those who are already in the service to retain them. We will adopt the following enlistment and retention strategy: Benchmarking, adopting and developing best HR practices; Commitment to ensuring Safety and Health; Promoting Sports and Leisure activities; Improving the work/life balance of officers; Working a feasible career path taking into consideration the specificity of the MPF; Creating more opportunities for training and development; Rewarding outstanding performance; Creating a friendly, supportive and inclusive work environment; Valuing rank as well as competence and experience of officers; Setting Stress Management Programmes and Post Traumatic Stress Management Programmes; Adopting a policy of continuous evaluation and improvement in reward and retention policies in the MPF; Constantly reviewing pay and general conditions of service in the MPF; and Improving opportunities for internal enlistment such as pilot, Cadet Inspector (Graduate), engineer, etc. 11. All organisations have to deal with problematic officers. For a ‘Disciplined Force’, dealing promptly with such officers and maintaining discipline within the rank and file are an important requirement to preserve the vitality and dynamism of the service. The MPF recognises that it is important to deal effectively and promptly with underperformers so that the morale, motivation and spirit of the majority of staff are not affected. In other organisations, whilst getting rid of such officers may not be a problem; the existing procedures in the MPF are rather cumbersome. In this regard, we will make recommendations to the DFSC to review the existing DFSC Regulations. DISCIPLINE 15 National Policing Strategic Framework National Policing Strategic Framework BlueBlue Print Print Human Resource Management Capability HRM Capability 12. The MPF recognises that human resource is the most important factor in the development of the Force. To produce the new desired organisational results, human resources need to be managed strategically. HRM functions must not only be integrated horizontally for better coherence in all HRM practices but also, vertically in line with the organisation’s overall strategy. CONCLUSION This Blue Print therefore, aims at reorganising the HRM department so that henceforth, through systematic planning, it will help in the recruitment and selection of quality staff, ensure that there is optimum training and development of staff, ensure that the best qualified officers are promoted, create links between performance appraisals and other HRM functions and contribute to create a conducive work environment capable of attracting and retaining staff. Ultimately, it will deliver the desired strategic product that will be used by top management for making informed strategic decisions in so far as HRM is concerned. ********** 16