The Americans with Disabilities Act: Employer/Employee Rights & Responsibilities, A Guide for Iowans, May 2015

This publication was designed with the belief that the ADA addresses both employers and employees to achieve a viable workforce and productive society. The law was intended to reflect the balance between the employer and the employee with a disability. This booklet contains information on Title I of the ADA but should not be considered legal advice. Title I is directly related to the employment provisions of the law. Both employers and employees have responsibilities and rights under the ADA and this booklet addresses the balance of rights and responsibilities under the law.

Annual Infrastructure Report, 2007

Major maintenance; health, safety, loss of use; and Americans with Disablities Act deficiencies at the Capitol Complex and statewide for twelve agencies and divisions participating in the Vertical Infrastructure Program in collaboration with the Governor's Vertical Infrastructure Advisory Committee, including the Department of Administrative Services; the Department of Commerce, Alcoholic Beverages Division; the Department of Corrections; the Department of Cultural Affairs; the Department of Education, including Iowa Public Television and Iowa Vocational Rehabilitation Services; the Department of Human Services; Iowa Law Enforcement Academy; the Department of Public Safety; Terrace Hill; Iowa Veterans Home and Iowa Workforce Development. The advisory committee meets on a monthly basis to review the progress of the work and to make recommendations on procedures and priorities. Additional information on major maintenance projects is available in the advisory committee's Eighth Annual Report to the Governor, dated December 15, 2006.

Affirmative Action in Iowa, September 2007

In accordance with 19B.5 of the Code of Iowa, the 2007 Affirmative Action in Iowa report illustrates the progress made during fiscal year 2007 to balance the State's workforce, the challenges that the State must address and the effort that the Department of Administrative Services must lead in order to remove barriers that limit the hiring, retention and advancement of females, minorities and persons with disabilities in the State's workforce. Highlighted in the report are the State's efforts to improve EEO/AA/Diversity training, coordinating targeted recruitment and partnering with disability organizations. Additionally, the Department of Administrative Services-Human Resources Enterprise outlines its plan to build on its past efforts and implement recommendations to remove barriers in the state selection processes and to improve its affirmative action and auditing processes.

Affirmative Action in Iowa, September 2006

In accordance with 19B.5 of the Code of Iowa, the 2006 Affirmative Action in Iowa report illustrates the progress made during fiscal year 2006 to balance the State's worforce, the challenges that the State must address and the effort that the Department of Administrative Services must lead in order to remove barriers that limit the hiring, retention and advancement of females, minorities and persons with disabilities in the State's workforce. Highlighted in the report are the qualitative achievements made by all departments setting goals for fiscal year 2006. Additionally, the Department of Administrative Services-Human Resources Enterprise outlines its plan to build on its past efforts as well as pursue new initiatives to partner with advocacy groups and reach out to the commuity more directly to enhance State employment opportunities for females, minorities and persons with disabilities.

Affrimative Action Plan in Iowa, September 28, 2007

In with accordance 19B.5 of the Code of Iowa, this item has submitted the fiscal year 2007 Affirmative Action in Iowa report. The report details the progress we have made to balance our workforce in FY 2007. Just as importantly, the plan describes steps to put into practice our continued commitment to increasing diversity in the state’ workforce and details our response to the challenges we face as a result of increased talent competition. The State's renewed emphases on recruitments. along with greater oversight of state agency hiring practices, are key strategies that we must aggressively employ in competing for talent and balancing our workforce.

Competency Guide, 2006

On the Human Resource Management Roadmap (see page 7 of the State of Iowa Workforce Planning Guide, February 2006) there is a bar that crosses all four phases of human resource management. That section indicates that competencies are an integral part of the entire employment cycle. Competencies describe job requirements, which means they lay out the expectations for the job incumbent as well as the supervisor as they relate to planning for the job, recruiting and filling the job, developing the incumbent’s skills, assessing the incumbent’s performance, and finally, determining how those same competencies relate, if at all, to refilling the position when it becomes vacant in the future.

Departure Survey Report, 2005

This project was initiated by the Department of Personnel, now the Department of Administrative Services (DAS)– Human Resources Enterprise (HRE), to assist executive branch agencies in determining why employees leave their employ or state government as well as provide insight into past employee perceptions of their employer. As the workforce continues to age and at the same time the available workforce declines, employers must have data to manage their turnover effectively.

Departure Survey Report, 2006

This project was initiated by the Department of Personnel, now the Department of Administrative Services (DAS)– Human Resources Enterprise (HRE), to assist executive branch agencies in determining why employees leave their employ or state government as well as provide insight into past employee perceptions of their employer. As the workforce continues to age and at the same time the available workforce declines, employers must have data to manage their turnover effectively.

Diversity Workplan, September 27, 2005

To recruit and retain a diverse workforce so that state government will be enhanced by the benefits of diversity and better meet the needs of the public it serves.

Human Resource Management Succession Planning Guide, 2007

The Iowa Department of Administrative Services - Human Resources Enterprise (DAS-HRE) has developed a variety of tools and resources to address those concerns. Loss of institutional knowledge, or knowledge transfer as it is more frequently referred to, is one of the main topics of the Workforce Planning Guide. Potential difficulties finding new workers was one of the major reasons for adding a chapter on recruitment in the Applicant Screening Manual.

Executive Order Number Four, October 26, 2007

Orders that State Agencies achieve and maintain a diverse workforce in state government.

Successful Interviewing Guide, September 2007

Most employers want to treat job applicants fairly and without prejudice. All employers want to hire the most qualified person for the job. Both goals can be met when the employer is versed in effective techniques for interviewing job applicants. In regard to fairness, it’s easy to recite the reasons why fair and effective interviewing can ometimes seem elusive. Laws and regulations, and their interpretation by courts and egulators, are constantly changing. A quick review of the “Do's and Don’ts” of equal employment opportunity interviewing appears at the end of this booklet, and is titled, “Summary Guide to Pre-Employment Inquiries.” Consistent with the guide’s placement at the close of this booklet, it is most effectively used after reading the more detailed material preceding it. The thought provoking questions on pages 4 and 5 examine the applicant’s qualifications, work attitudes, and career plans. They will help the interviewer discover the most qualified person for the job. The “Successful Interviewing Guide” was developed by Iowa Workforce Development based on information provided by the Iowa Civil Rights Commission and the U.S. Equal Employment Opportunity Commission, the agencies charged with enforcing discrimination laws.

Gestão do Desempenho como ferramenta para o alcance dos objectivos estratégicos

The current context of a strong competition and the ongoing search for competitive advantages requires more than processes modernization, technological and financial resources. It requires a competent workforce, strongly committed and engaged with Organization’s challenges. Under this scenario, it seems crucial to synchronize their performance with Organization’s strategy, aimed at pursuing its effective achievement. If well used, the Performance Evaluation as a strategy for Human Resource Management presents itself as an instrument to foster high levels of performance. A more recent approach of this policy refers to Performance Management representing a dynamic and participative evaluation system, which combines the development of consensual goals, support and follow-up for further execution of respective assessment. This research was based on the ENAPOR, S.A (Porto da Praia) case, with the intention of checking the alignment of its Performance Evaluation System with the Company's strategic goals and what the process features.

Immigration, family responsibilities and the labor supply of skilled native women

This paper investigates the effects of Spain s large recent immigration wave on thelabor supply of highly skilled native women. We hypothesize that female immigration led to an increase in the supply of affordable household services, such as housekeeping and child or elderly care. As a result, i) native females with high earnings potential were able to increase their labor supply, and ii) the effects were larger on skilled women whose labor supply was heavily constrained by family responsibilities. Our evidence indicates that over the last decade immigration led to an important expansion in the size of the household services sector and to an increase in the labor supply of women in high-earning occupations (of about 2 hours per week). We also find that immigration allowed skilled native women to return to work sooner after childbirth, to stay in the workforce longer when having elderly dependents in the household, and to postpone retirement. Methodologically, we show that the availability of even limited Registry data makes it feasible to conduct the analysis using quarterly household survey data, as opposed to having to rely on the decennial Census.

Cannabis use as a means of socialization?: new consumption patterns among heavy users

Purpose: After tobacco and alcohol, cannabis is the most used substance among adolescents in Switzerland. Our aim is to assess whether cannabis use has become an ordinary means of socialization. We hypothesize that cannabis consumption has become a normative, although still illegal, behavior. Methods: As part of a larger qualitative study aimed at assessing new ways [patterns] of cannabis consumption, 16 daily cannabis consumers (11 males) and 2 former heavy consumers (both females), aged 15 to 20 years, participated in interviews and focus groups. Data were transcribed verbatim and analyzed using Atlas.ti qualitative analysis software. Results: Most consumers define the beginning of their consumption as a moment when they made new friends. They commonly use cannabis in group settings, which encourages the belief that all adolescents use cannabis. Thus, cannabis is mainly identified as an everyday social act. Joints are smoked like cigarettes: at all times of the day, during or after school or work with peers, often starting at lunch break, and mostly in public places. Friends offer a joint in a group setting, much like beer in a bar, as a means of making contact. Consumption invariably increases while socializing on vacation: "During vacation, we smoke up to 10-15 joints a day; at the end we're just dead." Additionally, in order to obtain cannabis, consumers have to be part of the right networks; they generally have several dealers to assure their supply, buy and sell themselves, or practice group-buying. As a result, all friends or acquaintances of consumers are themselves cannabis users. For instance, 4 boys, who say they are best friends, always smoke together and that, in order to quit, "All four of us should say to ourselves, 'Okay, now, let's all stop smoking'. That would be the only solution. . .but it would be impossible!" The 2 former consumers state that when they started using cannabis, "I found myself little by little in a vicious circle where I saw only people who also smoked". When they quit, they separated from their group of friends: "Either you make new friends who don't smoke or you smoke." Conclusions: Discussions with consumers demonstrate a normative facet of cannabis consumption as part of teenage socialization. Consequently, cannabis consumers develop a significant dependency since a majority of their friends use cannabis and their consumption involves most of their daily social life. Our study highlights the need for clear messages about the harmful aspects of using this substance while also suggesting that cessation efforts should include helping users separate from their consumption milieu. Sources of Support: Dept. of Public Health of the canton of Vaud.