Guide to Writing a Programmatic Resource Management Plan/ Environmental Impact Statement for the Bureau of Land Management

This guide is written for Booz Allen Hamilton (BAH) employees assigned to the Public Lands team who may have some National Environmental Policy Act (NEPA) knowledge, possibly have experience with writing Environmental Impact Statements (EIS), and with little or no experience writing programmatic EIS documents. The guide contains information encompassing the preparation of a complete Resource Management Plan/Environmental Impact Statement (RMP/EIS) for the Bureau of Land Management. The RMP/EIS is a programmatic NEPA document which has many differences and nuances distinct from a typical project type EIS. This guide provides the information necessary for a BAH Public Lands team member to understand the project process and the RMP/EIS document to successfully maneuver through the entire project from beginning to end.

Human Resources (HR) in the Age of Technology: An Examination of the Relationship Between HR and Technology

Technology helps the Human Resources (HR) department drive for strategic relevance. These two departments are successfully collaborating on major projects in such business-critical areas as e-recruiting, self-service, training, compensation and talent management. Technology is critical in helping increase efficiency, increase attraction and retention, reduce administration and cut costs. In recent years, HR information systems (HRIS) have become more important than ever, this time as an essential part of a company's information security and knowledge fields. Ill-suited benefits and disorganized resources are history; now is the time for customized, dynamic plans and connected systems. Employees will appreciate the HRIS, business will benefit from the HRIS and the HR department will no longer have to be the ugly duckling of the company.

Performance Management: Can Coaching Result in Improved Employee Satisfaction and Motivation?

The goal of this project is to determine whether or not coaching, as a part of performance management, results in increased employee motivation, ultimately impacting employee performance. Teletech's customer service group was a case study where their effectiveness of performance management through coaching was analyzed. The data for this research was gathered from interviews of two of TeleTech's managers, and an employee survey created by the author. The results reveal that most participants felt more motivated after their coaching sessions, changed their behavior based on feedback during coaching, resulting in improved performance. Therefore, the results of the project show that regular coaching, as part of performance management, results in improved employee satisfaction and motivation, resulting in increased productivity.

Alternative Cost-Effective Employee Motivators

Traditionally, the awarding of cash bonuses has been one of the primary tools utilized by organizational leaders to increase employee motivation. Recent research has indicated that cash awards may successfully motivate employees. The same research presents alternative, effective techniques that have been demonstrated to improve employee motivation and performance. Results of the 2010 Society for Human Resource Management survey highlight respondents' opinions regarding alternate employee motivators in the United States. The results strongly suggest that alternate cost-effective employee motivators may be as effective as cash rewards. The results of this Capstone will demonstrate that innovative, cost-effective methods can be used by organizations to retain employees. This paper will address specific areas of research including talent management, leadership, communication, and recognition.

The New Strategic Onboarding Process

Onboarding is an important aspect of the employment process that has been often ignored. Overlooked onboarding results in high turnover costs, totaling up to 30 to 50 percent of an employee's first-year pay. To decrease this turnover and its associated high costs, this paper proposes the implementation of a highly strategic onboarding process. This process has a strategic focus, SMART goals, integrates multiple offices and people, and addresses all new employee needs with two considerations, generational and technological advances. An employee stays continuously and actively engaged, with vested interest in success, maximizing engagement and retention. The process focuses on constant and continuous feedback from all stakeholders. The project is a practical guide for implementing a new strategically focused onboarding process.

Challenges and Opportunities in Managing the Aging Workforce: An Investigation of the Federal Emergency Management Agency

The aging workforce is becoming the majority of the working population in the United States. Although the literature on the aging workforce is sizable, little exists on how public agencies use the older workers. This capstone project examines the challenges and opportunities related to the employment of older workers as seen through a case study of the Federal Emergency Management Agency (FEMA). Knowledge gained from a synthesis of the literature review with survey data collected and analyzed will enable HR professionals to better understand the demographic, economic, regulatory, and intellectual influences of the aging workforce. The results from the survey of FEMA employees suggest a basis to plan and implement successful hiring and retention policies related to the aging workforce.

An Investigation of Electronic Recruitment in Germany: Toward Efficacy and Opportunities

Globalization and the spread of Information and Communication Technology (ICT), particularly Internet usage, have changed the practice of recruiting employees. The Internet has become an integral part of Human Resource (HR) talent management, and as a result, a majority of business organizations in Germany have adopted an online recruitment initiative. However, technology alone no longer provides a competitive advantage. To meet their talent requirements, business organizations have turned to recruiting alternatives such as electronic recruitment or e-recruitment, which is a form of recruitment using electronic media tools to attract, hire, and retain job seekers. In this investigation, the author examined the efficacy and opportunities of e-recruitment in medium-sized German business organizations.. The author determined that many medium-sized German companies are using the Internet to recruit online but not effectively enough to create and maintain a sustainable strategic advantage. The author concluded that several areas for improvements exist in e-recruitment processes.

Hiring Manager Training for Strategically Selecting the Best Human Capital

The selection process is arguably the most important part of the employee life cycle in an organization, but a process often underdeveloped in many organizations. Successful selection processes can put the right people into critical positions, whereas failure to focus on selection can result in poor performance, turnover, and loss of productivity critical to the continuing success of organizations. This paper creates a model for a hiring manager training that focuses on a strategic selection process to maximize chances for successful hires. Utilizing leadership and selection models, human resources can engage hiring managers in a strategic applicant selection process as well as give tools for screening, interviewing, and selecting the best candidates for employment throughout all levels of their organization.

Defining and Measuring Metrics for a Multinational Human Resources Department

Successful HR departments should support key business objectives by establishing metrics that determine the effectiveness of their processes. Functions such as recruiting, benefits, and training are processes that should have metrics. Understanding who measures what, when, and how often is the first step in measuring how much it costs to run HR. The next step is determining which processes are most critical, and then determining the metrics that fit the business needs. Slight adjustments will need to be made as business needs change, but the process for measuring outcomes should not change. This paper will focus on multinational corporations that employ at least ten thousand employees and have a ratio of one HR professional to every hundred fulltime equivalents (FTEs).

Perspectives in Resource Management and Climate Change Adaptation in the Southern and Eastern Mediterranean. MEDPRO Policy Paper No. 6, March 2013

This policy paper focuses on the sustainable management of some key natural resources in southern and eastern Mediterranean countries (SEMCs) under climate change and anthropogenic pressures. In a business-as-usual and even more so in a failed cooperation scenario, water resources, ecosystems and biodiversity in the region are under stress, with negative consequences for agriculture, food security, tourism and development. However, proper adaptation strategies are shown to be effective in reconciling resource conservation with GDP, trade and population growth. These need be implemented in different ways: technological, institutional, behavioural; and at different levels: regional, national and international. There is ample room for fruitful cooperation between the EU and SEMCs in this area, which can take the form of EU direct financial and technical support when resources in SEMCs are scarce, and of multilateral and bilateral cooperation programmes to improve resource efficiency. The EU could also take on the role of coordinating these different bilateral actions and, at the same time, support SEMCs to establish a structured programme focused on the communication and dissemination of emerging best practices.

A gestão de recursos humanos e o desempenho individual

O presente estudo analisou a relação entre a percepção do sistema de práticas de recursos humanos e a percepção de desempenho individual, bem como o papel do compromisso afectivo, enquanto variável mediadora desta relação. Mais especificamente, tendo como referência o modelo de gestão de recursos humanos de Guest, avaliou-se se a percepção que os trabalhadores tinham do sistema de práticas de recursos humanos estava associada à sua percepção de desempenho individual, bem como se o compromisso afectivo, enquanto ligação sócio-emocional que os trabalhadores estabelecem com a sua organização, poderia desenvolver-se como resposta afectiva à percepção do sistema de gestão de recursos humanos e, deste modo, contribuir para explicar a percepção do desempenho individual. As hipóteses foram testadas com modelos de equações estruturais numa amostra de 1885 trabalhadores de uma empresa do sector da banca que responderam a um questionário on-line. Os resultados demonstraram que, tal como esperado, a percepção do sistema de gestão de recursos humanos estava positivamente associada à percepção de desempenho individual e que esta relação era parcialmente mediada pelo compromisso afectivo. No seu conjunto, os resultados deste estudo apontam alguns dos benefícios de uma gestão estratégica de recursos humanos centrada no compromisso dos trabalhadores, sendo discutidas diversas implicações para a gestão de recursos humanos.

The Human resources management blueprint /

Mode of access: Internet.

Land Between the Lakes National Recreation Area (N.R.A.), land and resource management plan : environmental impact statement.

F also available on the internet.

Baker resource management plan : draft : environmental impact statement /

"BLM-OR-ES-86-011-1792"--P. [4] of cover.