ENGLISH LEGAL HISTORY Essay Example | Topics and Well Written Essays - 3000 words

ENGLISH LEGAL HISTORY - Essay Example Such a long experience of many generations has given this system the depth no legal systems in the world can match. The process of going through ages of human civilization has evolved this system in such a way that it not only meets the legal standards of practicability but also the human side of it. British legal system is consistent with the thinking of its citizens. Traditions and conventions are at the heart of it making the law and the folk wisdom compatible with each other. This traditional approach has given rise to certain inherent principles of British legal system e.g. the doctrine of rule of law, independence of judiciary and habeas corpus. These principles –just like the legal system itself- have evolved over a period of centuries and form the basis of British system of Justice. The fact that most of the modern day world has also benefited from the British common law principles, make these traditional laws a sound base for many universally accepted rules now. In the below discussion we will look at some of these principles in detail. We will highlight their evolution, their importance in the development of legal system and their implications in the modern age. We will also see how the tradition side of these rules still reflects itself in the developed laws. Habeas Corpus is a Latin word which means ‘you shall have the body’. In legal sense it represents a method through which any person can claim relief against unlawful attest or detention from any other person or even the legal system itself. In other words, it is a system through which the court can order to bring a detained person so that it may be ascertained whether he was detained lawfully or not. The petition of Habeas Corpus can be brought by the person himself or if he is unable to seek such remedy because of being in detention, then by any other person. Habeas Corpus is originally an English concept which originated in the early

Customer Relationship Management (CRM) Case Study Essay

Customer Relationship Management (CRM) Case Study - Essay Example Customer relationship management (CRM) is an approach to managing a company's interaction with current and potential future customers. It tries to analyze data about customers' history with a company and to improve business relationships with customers, specifically focusing on customer retention and ultimately driving sales growth. This essay approves that overly can link a branch’s revenues with the level of successful CRM achieved by the use of Oracle CRM technology, which can, in turn, be assessed from the customer satisfaction assessment surveys. In this strategy, the branch that has the most satisfied customers gains a larger share in the profit as compared to others. This would motivate the leaders to take the necessary steps to incorporate the Oracle CRM technology in the organizational work setup. No change is effective without a carefully designed change management plan in place. This paper makes a conclusion that the branch managers should conduct meetings with their staff to make them aware of the need and significance of incorporating the Oracle CRM technology in the work setup so that the subordinates understand them and do the needful to make the plan useful and effective. In addition to that, Overly needs to provide the staff at all branches with the training and education required to operate the portal. Providing the staff with an opportunity of maximizing their earnings and gaining training and education for free are some of the most effective ways of quick development of an enterprise-wide CRM mechanism.

Feminist Korean Art Essay Example | Topics and Well Written Essays - 250 words

Feminist Korean Art - Essay Example Though the vivid background is alive with color and texture, the majority of the painting is made up of Kyeong-Ja’s nude woman. The woman is serene and ethereal to the tune of only existing in one’s imagination or in a dream. The next work to be discussed is by another of Korea’s key feminist artists who aided in the rise of the feminist genre of Korean art. Djin Suk Kim worked with more earth tones than Kyeong-Ja but still delivers a similar tone in her pieces. An example of her elemental and organic trademark is a piece entitled Lover. This particular piece is centered on a dark and formless female figure who is hiding her face which gives the feeling of lack of autonomy, unlike the piece discussed earlier by Kyeong-Ja. The backdrop of Lover is characterized Lastly, the piece entitled Self Portrait by Na Hye-Seok. Seok’s portrait is haunting and melancholy. Unlike the other two pieces discussed previously, this work is completely centered on the image of self that the artist has crafted.   The backdrop is a dark and almost empty abyss while the woman is mostly whips of all earth tones.   The delivery seems to intend to illustrate a deeply saddened individual.

Charge of the Light Brigade and the Last of the Light Brigade Essay Example for Free

Charge of the Light Brigade and the Last of the Light Brigade Essay The themes of The Charge of the Light Brigade and The Last of the Light Brigade both have to deal with soldiers battling for their country; however, the key difference that separates the two is that the theme of The Charge of the Light Brigade has more of a positive tone than The Last of the Light Brigade The themes of both The Charge of the Light Brigade and The Last of the Light Brigade bot have to deal with soldiers battling for their country; however, the tone of the two different poems is different that differentiate the two. In The Charge of the Light Brigade, the tone of the poem has more of a positive aspect: â€Å"Boldy they rode and well,/Into the jaws of Death,/Into the mouth of Hell/Rode the six hundred,†(Paragraph 3, line 6-8). This shows how they boldly rode into battle, which is a more of a positive connotation because they are doing an act of bravery for their country. In this instance, the people in The Charge of the Light Brigade were portrayed in a more positive aspect than the latter. Another key contrast between these two poems is that the connotation and the diction they used is quite different. In The Last of the Light Brigade, they use diction that conveys the tone of melancholy and depression, whereas The Charge of the Light Brigade has a more positive aspect. â€Å"They had neither food nor money, they had neither service nor trade;/They were only shiftless soldiers, the Last of the Light Brigade,†(Lines 3-4). This gives the poem a more desolate tone by saying they did not have money or food, and that is the words that the author uses to convey the message in the poem, whereas The Charge of the Light Brigade use more positive diction that gives the reader a sense of optimism. â€Å"Storm’d at with and shot and shell,/ boldly they rode and well,†(21-22). In this aspect, it shows that the soldiers were given a more positive aspect just by the words they used compared to the Last of the Light Brigade, which is a more desolate poem due to the words they chose. Overall, the poem is very similar in many aspects, but the differences keep these poems extremely distinct from each other. They all have to do with battle, but the diction and themes in both poems causes them to be different from each other.

Business Analysis of Honeywell International

Business Analysis of Honeywell International Honeywell International is a Fortune 100 global diversified technology and manufacturing leader with revenues to the tune of $30.9 billion. The company has four strategic business units, namely Aerospace, Access and Control Solutions (ACS), Transportation Systems, and Specialty Materials. Honeywell employs about 123,000 employees in more than 123 countries of which over 10,000 are employed in India. The organizational structure of Honeywell India is illustrated in ) This thesis aims to formulate a design and implementation plan for a formalized onboarding program for two of the Strategic Business Units (SBUs) of Access and Control Solutions (ACS) namely: Honeywell Security Group (HSG) and ADI. Honeywell Security Group (HSG) Honeywell Security is an international supplier and distributor of electronic security systems and solutions. Honeywell Security is a business unit of Honeywell International, $34 billion diversified technology and manufacturing leader, serving customers worldwide with aerospace products and services; control technologies for buildings, homes and industry; automotive products; turbochargers; and specialty materials. (Honeywell, 2010) Honeywell Security has an extraordinary range of solutions across intrusion detection, Video surveillance, access control technologies Home net systems and invests over $50 million a year in research and development. It has its engineering centers of excellence in the U.S., Canada, China, Korea, India, Scotland and France and leverages technologies that are developed elsewhere in Honeywell and brings them to the security business. Honeywell Security South Asia operations spans across Sri Lanka, Pakistan, Bangladesh, Nepal and other South Asian countries with HQ in India. Headquartered at Gurgaon, Honeywell Security has sales offices in Mumbai, Bangalore and Kolkata catering to all four corners of the country. An exponentially growing business unit of Honeywell International, Honeywell Security caters to all electronic security needs for Industrial, Government, Defense, Transportation, Commercial, Retail, Hotel, Hospital, Corporate Buildings, IT, ITES, Banking and also the Residential market. Lines of Business Video Systems Products range from basic camera systems to fully integrated systems capable of working on LAN and over internet. Access Control Systems Single door applications to integrated enterprise level access control systems. Integrated Security Systems Use of access control, alarm monitoring, video badging, digital video, CCTV, visitor management and perimeter intrusion detection on vindicator platform to provide a comprehensive security management solution integrated with process control, building management control and other enterprise level systems. Intrusion Detection Systems Intrusion detection products ranging from the simplest door contact to the central station receiver. Home Systems Sophisticated end to end technology solutions for comfortable, secure informed living. In India, HSG employs about 61 employees constituting of about 33 sales employees ADI ADI is a $1.8 billion leading distribution business encompassing security, fire, sound and low voltage products, with over 219 branches across North America, Europe, Mid-East Africa. ADI globally represents more than 700 leading vendors and is a global distributor for more than 80,000 products. ADI also partners with customers by providing business tools, products and services they need to enhance their capabilities and grow their business. (Honeywell, 2010) Beginning 2006, ADI launched its distribution business in Asia with first three branches in India at Gurgaon, Bangalore Mumbai. ADI also has a team of sales professionals in New Delhi, Chandigarh, Lucknow, Jaipur, Pune, Ahmedabad, Chennai, Cochin and Hyderabad. ADIs goal in India is to build a successful distribution model to satisfy the burgeoning need for quality and cost-effective security, fire, sound and other low-voltage electronic products in the rapidly growing Indian economy. ADI in India represents over 40 leading industry brands in 7 product categories; over 2000 products and offers its customers a one stop shop value proposition at convenient branch locations, with multiple brands, local stocking, competitive pricing, training technical support and customer business centre all under one roof. In India, ADI employs about 120 employees constituting of about 82 sales employees. Lines of Business CCTV Fixed Cameras, Speed Dome Cameras, Digital Video Recorders (DVR), Monitors, Lens, Accessories. Intrusion Alarm Wired Wireless Control Panels, Keypads, PIR, Panic Switch, Magnetic Contacts, Gas-leak detectors, Sounders, Sensors, Speech Dialers, Accessories. Home Automation Video Door Phones, Multi-apartment solutions, Home Systems, Accessories. Access Control Single Multi-door Controllers, Readers, Cards, Locking devices, Accessories. Fire Alarm Conventional Addressable Control panels, Sensors Detectors, Call points, Notification Appliances, Initiation Devices, Accessories. Sound Speakers, Amplifiers, Microphones, Intelligent PA Systems, Professional Audio, Accessories. Chapter 8: Problem Statement The time taken for a sales employee currently to become productive, that is, start contributing effectively to the business at HSG and ADI divisions is about 6 months to a year. This problem has been even more consistent in ADI since its entry into the Indian market in 2006. This has a direct impact on productivity and revenue generation. Productivity is defined by an employees achievement of their key result areas (KRA) with a primary focus on target revenue achievement. Retention of employees is another concern especially at ADI. The attrition level is 13% at HSG and 31% at ADI year-to-date (YTD). This Management Research Report aims to understand the key reasons for attrition in the two divisions and the delays in productivity. Chapter 9: Hypothesis According to a study conducted by the Aberdeen Group, 90% new hires make their decision about whether to stay in the company within 6 months of joining. Inspite of this only 88% of companies have onboarding programs of duration less than 6 months (Refer to ). Another research reveals that over 50% of new hire sales people leave voluntarily or are terminated before they even become productive. The above statistics indicate the correlation between a formalized onboarding program and the productivity of an employee thereby leading to the hypothesis that investing in a formalized onboarding program and other engagement initiatives improves productivity and retention of an employee and increases revenues. It is a cost that needs to be incurred by a company so that the employees become productive assets by generating steady revenue streams on a regular basis. Chapter 10: Approach and Methodology Approach This project is approached through a combination of primary and secondary researches. The primary research piece includes interviews with the business leaders, sales employees and human resource managers. The intent is to analyze the problem from the business, employees and the process owners perspective. The secondary research was conducted via published reports and white papers about onboarding best practices. Once the results of the research were tabulated, an onboarding framework was designed based on the gaps identified between the current and desired state. A cost-benefit analysis is also conducted to estimate the effectiveness of the onboarding program. Lastly, through the use of Six Sigma tools, a Failure Modes and Effects Analyses (FMEA) study is undertaken for the proposed onboarding framework to identify, prioritize and mitigate potential risks associated with the program. At the end, some priority action points are suggested for the implementation of the program. Research Methodology Two questionnaires were rolled out for the research based on the initial inputs from the Human Resources team, namely for the business leaders and the sales employees. The questionnaires were sent to heads of the two SBUs and based on their availability, they were interviewed. The questionnaire for the business heads was designed with the intent of identifying the core issues in processes which might impede employee productivity (for example, recruitment policy, onboarding/training employees, performance evaluation or engagement) and to understand the desired state of a productive employee from the business leaders perspective. The second questionnaire was sent to a few of the sales employees at both of the SBUs. The sample employees selected for the interviews consisted of new sales employees who were about 6 months old in the organization. The others included some who have been with Honeywell for over a year. The intent of the interview was to identify the key challenges faced by the new employees in getting adequately oriented to the business. The secondary research was conducted with the intent of understanding onboarding best practices. Some of the published reports and white papers consulted were taken from Corporate Leadership Council (CLC), Aberdeen Group, Kaiser Associates, Bersin Associates and Gallup Consulting. Chapter 11: Analysis Employee Profile at ADI Figure Employee break-up by function in ADI Figure Sales v/s Non-sales employee mix As displayed in Figure 14 and 15, the sales function forms a major portion of the employee population in Honeywell ADI. Understanding that ADI is in the distribution business and the presence of numerous players, both organized and unorganized, makes the market extremely competitive and explains the sales driven nature of the organization. Figure Total work experience of employees in ADI Sales Division The division employs more skilled employees than fresh graduates (Figure 16). The maximum sales employee work force has a total work experience between 2-4 years Figure Work Experience in ADI Sales Division (in months) ADI has a fairly new workforce; most employees have spent only about 6 months in the organization (Figure 17). This signifies that there is a high turnover in the ADI and people are being hired more frequently. Additionally, the loyalty of ADI employees seems to diminish over the years spent in the organization. Figure ADI Sales Employee Industry Experience Profile Most sales employees have a background in security or IT. This implies that Honeywell aims to recruit as many people with a background in Security, although due to a lack of available skilled talent, they prefer to recruit from the IT industry, followed by distribution (Figure 18). A need for technical knowledge is the reason for IT and security taking precedence over distribution. Other industries include telecommunications, computer hardware, FMCG, chemicals, dish television providers etc. Employee Profile at HSG Figure Employee break-up by function in HSG Figure Employee break up Sales v/s Non Sales: HSG As displayed in Figure 19 and 20, just like the ADI division, the sales function too forms a major portion of the employee population in the HSG division as well. Figure Total work experience of employees in HSG Sales Division The division employs more skilled employees than fresh graduates (Figure 21). The maximum sales employee work force has a total work experience between 2-4 years. However this variation is less in HSG as compared to ADI. Figure Work Experience in HSG Sales Division (in month) Figure Composition of employees by tenure in organization Comparative view HSG vs. ADI While experienced in the industry, HSG has a workforce new to Honeywell; most employees have spent only about six months in the organization (Figure 22). However a comparative look at the composition of employees by tenure in the organization (Figure 23), suggests that there are a greater number of employees hired at a faster rate in ADI than HSG. In ADI. 37% of the employee population has spent six or less than six months in the organization as compared to 27% in HSG. Also there are a greater number of older employees in HSG than ADI. This suggests that employee retention is better in HSG than in ADI for employees who spend more than 36 months in the organization. Figure Sales Employee Industry Profile: HSG Most sales employees have a background in IT or Security. This implies that Honeywell aims to recruit as many people with a background in Security, although due to a lack of available skilled talent, they prefer to recruit from the IT industry, followed by System Integration. A need for technical knowledge is the reason for IT and Security taking precedence over System Integration. (Figure 24) Interview Results Interviews with Business Leaders: Challenges and Findings (Please refer to and for the details of the interview) This section summarizes the key findings from the interviews conducted with the business leaders of the ADI (Harish Vellat) and HSG (Anil Mehra) Divisions respectively. ADI: à ¢Ã¢â€š ¬Ã‚ ¢ To enable the sales employee to have an intelligent conversation with the customer. à ¢Ã¢â€š ¬Ã‚ ¢ Meet both product and category wise targets à ¢Ã¢â€š ¬Ã‚ ¢ To get a good knowledge about both Honeywell and competitor products à ¢Ã¢â€š ¬Ã‚ ¢ Understand the customer and preempt his expectations. à ¢Ã¢â€š ¬Ã‚ ¢ Clearly state objectives and desired outcomes of the onboarding program to the employees HSG: à ¢Ã¢â€š ¬Ã‚ ¢ Low awareness about the industry and hence lack of relevant talent. à ¢Ã¢â€š ¬Ã‚ ¢ Lack of a formalized onboarding/ training schedule à ¢Ã¢â€š ¬Ã‚ ¢ Challenge to administer employees based in remote locations à ¢Ã¢â€š ¬Ã‚ ¢ No formalized feedback process to gauge the effectiveness of the onboarding program à ¢Ã¢â€š ¬Ã‚ ¢ To bring the employees on board at the earliest Interviews with New Sales Employees: Findings ADI à ¢Ã¢â€š ¬Ã‚ ¢ Most respondents have relevant work experience. A lot of them have worked in the profile of a System Integrator. Previous employers: Godrej, Vodaphone, Voltas, Sony Ericsson. à ¢Ã¢â€š ¬Ã‚ ¢ The aggressive fast paced nature of work is a challenge. The product portfolios that the employees were handling at Honeywell are much larger as compared to their previous roles where it was much smaller. à ¢Ã¢â€š ¬Ã‚ ¢ Employees sense a lack of in-depth knowledge about the products. à ¢Ã¢â€š ¬Ã‚ ¢ Lack of clarity of role/ processes à ¢Ã¢â€š ¬Ã‚ ¢ Control measures implemented in case of lack of clarity: Technical team, branch manager, colleagues. Most employees said that they prefer contacting their immediate colleagues first due to easy reach. à ¢Ã¢â€š ¬Ã‚ ¢ Other employees supported the idea of having a buddy/mentorship system in place since it would serve as a platform for potential employees to take on higher roles HSG à ¢Ã¢â€š ¬Ã‚ ¢ Induction winded up too fast. Too much information in very little time à ¢Ã¢â€š ¬Ã‚ ¢ Lack of clear understanding of the business models. à ¢Ã¢â€š ¬Ã‚ ¢ People based in remote locations face a problem in reaching out to their RMs directly à ¢Ã¢â€š ¬Ã‚ ¢ Changing the mindset of people to open up to a niche product/market à ¢Ã¢â€š ¬Ã‚ ¢ Lack of clarity on processes especially order and collection processes à ¢Ã¢â€š ¬Ã‚ ¢ Products are priced at par/high priced compared to competitors and the challenges are in justifying the product to them. Ideal versus Current State of New employee productivity at Honeywell Current State: à ¢Ã¢â€š ¬Ã‚ ¢ Time to Productivity Currently it takes about 6 months to a year for an employee to reach productivity à ¢Ã¢â€š ¬Ã‚ ¢ Selling Skills Employees selling skills is currently based on their previous work experience. They lack selling skills specific to Honeywell and the distribution model. à ¢Ã¢â€š ¬Ã‚ ¢ Industry/ company knowledge Employees come from similar industries and have a fair understanding of the industry. However they lack the understanding of the impact of their contribution to Honeywell objectives. à ¢Ã¢â€š ¬Ã‚ ¢ Product Knowledge Employees do not feel confident about their understanding of the products as they think the product trainings wind up too fast and the product portfolio is large. A few respondents also felt that Honeywell products are priced at par or higher than a few competitors and they find it challenging to justify the product to the customers. à ¢Ã¢â€š ¬Ã‚ ¢ Learning internal processes (order, booking, preparing bill of quantities etc.) Employees do not feel comfortable with the processes and utilize previous work experience to comply with processes à ¢Ã¢â€š ¬Ã‚ ¢ Build relationships with various functions (commercial, marketing, technical, supply chain etc.) Lack of interaction with marketing team, inadequate technical support à ¢Ã¢â€š ¬Ã‚ ¢ Engagement in day to day selling activities (prospecting/ meeting customer) Employees selling skills is currently based on their previous work experience. Lack of clarity on everyday process which increases follow ups with managers/colleagues. Ideal State: à ¢Ã¢â€š ¬Ã‚ ¢ Time to Productivity Desired state would be to reduce the time to productivity to 3-4 months à ¢Ã¢â€š ¬Ã‚ ¢ Selling skills Employees should be able to make an intelligent conversation with the customer. They should possess employee good prospecting skills and should continuously communicate with the customers by asking questions, listening to them and collecting the information and thereby draw an action plan to approach the same. à ¢Ã¢â€š ¬Ã‚ ¢ Industry/ company knowledge Productive employees should possess a thorough knowledge of the various products offered not only by Honeywell but also the competitors. These employees should be able to connect individual objectives to Honeywell objectives. à ¢Ã¢â€š ¬Ã‚ ¢ Product knowledge The employees should have a deep understanding of the products. They should be able to bring out the strengths of each product to the customer to justify the price and add value. à ¢Ã¢â€š ¬Ã‚ ¢ Learning internal processes (order, booking, preparing bill of quantities etc.) A productive employee should adhere to all internal processes from the start to the closure of an account; customer evaluation, payment, order taking, billing à ¢Ã¢â€š ¬Ã‚ ¢ Build relationships with various functions (commercial, marketing, technical, supply chain etc.) A productive employee needs to work in coherence with other functional teams to get better market information and tune the companys environment to market conditions (competitor moves, changing market trends, forecasting demand) à ¢Ã¢â€š ¬Ã‚ ¢ Engagement in day to day selling activities (prospecting/ meeting customer) A productive employee consistently follows up with the customer, is extremely responsive to customer demands and prepares a plan of action from themselves. Summary of Ideal versus Current State Figure Summary of Ideal versus Current State The current state of Actual versus Target Sales achievement and Bonus Payouts is summarized below. Actual versus Target Sales and Gross Margin Achievement Market Share Total Market Size ($) 349,000,000    Market Share ADI% 5%    ADI Annual Revenue ($) 17,450,000 Total market size ($) times market share of ADI (%) ADI Gross Margin ($) 13% Actual Gross Margin for ADI Employee Targets # Total Sales Employees in ADI 82    # New employees (not rated) 32    Revenue Target per employee per day (Rs.) 80,000    Revenue Target per employee per day ($) 1818 (1 USD = Rs. 44) # working days 231 52 weeks times 5 working days per week minus 21 paid days off + 8 national holidays Annual Revenue Target per employee ($) 420,000 Sales target per employee per day times # of working days Annual Revenue Target for ADI (all employees) 34,440,000 Annual Sales target per employee times # total sales employees in ADI    Revenue Gross Margin Description Targets Weights in Sales Incentive Program 75% 25%    Target per employee per day ($) 1818 N/A Gross margin for ADI is 20% Annual target per employee ($) 420,000 N/A Annual target per employee times # of working days Annual target for the ADI division 34,440,000 20% Annual target per employee times # total sales employees in ADI Actual versus Target Mismatch Actual as a % of Target 51% 65.00%    Weighted (Actual as % of Target) 38% 16% 75%:25% weight to Revenue: Gross Margin in SIP Figure Target Sales Achievement Figure 29 shows the actual versus target achievement by the sales employees at the ADI division. The total market size as mentioned before for the Electronic Security Market is USD 349 million. ADI accounts for about 5% of the total market share and its gross margin for FY2010 was recorded at 13%. There were 82 sales employees as of June 2010 of which 32 were new (less than 6 months old) and were not rated for performance. The Key Results Area (KRA) set for each sales employee includes Billing of Rs.80,000 (USD 1818) per day and meet weekly targets. For details of the all the KRAs please refer to . Assuming an employee has 5 working days in a week and there are 52 weeks in a year of which there are 21 paid leaves and 8 national holidays, the total number of working days is 231. The annual revenue per target is thus USD 420,000. For a typical sales employee at ADI the sales incentive program is split between individual revenue target achievement and ADIs gross margin target achievemen t. The gross margin target for ADI was set at 20%. The Individual revenue and gross margin SIP components are split in the ratio of 75:25. Knowing the divisions annual revenue achievement in FY2010 was USD 17.45 million and the target revenue is USD 34.44 million, we can infer that the actual revenue as a percentage of target revenue was only 51%. Additionally the actual versus target gross margin achievement is calculated as 65% (13%/20%). Assigning the respective weights based on the SIP, the actual as a percentage of target achievement is 38% and 16% for the revenue and gross margin components respectively. These figures clearly suggest that the division is way behind achievements of its targets. A closer look at Figure 30 also supports the possible reasons for this mismatch. Bonus Payouts Bonus Payout (Actual versus Target) Payout % of target payout Planned       Performance at 75% of target 50%    Performance at 100% of target 100%    Performance at 130% of target 200%    Actual bonus payout       What % of target was bonus paid out Actual 100%    # Sales employees who exceeded target performance (bonus payout >100%) 25 Honeywell Performance Development (HPD) 9 block rating (1,2,4) # New employees who were not rated 32    Potential population at risk 25 # total sales employees in ADI (# of new employees not rated + # sales employees who were paid bonus) Potential attrition rate 30%    Current attrition rate 31% YTD Figure Bonus Payouts Figure 30 illustrates the actual bonuses that were paid out in FY2010 to the ADI sales employees. The sales incentive policy distinguishes the payout at different levels of performance as follows: Figure : Sales Incentive Policy Performance Levels Performance Target Achievement % Payout (% of target payout) Threshold 75% 50% Target 100% 100% Maximum 130% 200% Based on the limited data available, the number of employees who exceeded their performance and got a bonus payout of greater than 100% was estimated based on the performance ratings. Honeywell follows a 9-block performance rating matrix called the Honeywell Performance Development (HPD). The matrix is based on two parameters: results and behaviors with three rating scales namely: Exceeds Honeywell Standards, At Honeywell Standards and Below Honeywell Standards. Additionally, the base salary to incentive is pay mix is in the ratio 65:35. Refer to for the matrix. Based on the matrix, ratings 1, 2 and 4 signify exceeds standards ratings in one of the two parameters at least or both. There were 25 employees who received an HPD rating 1, 2 or 4, while the number of employees who were not rated since they were new is 32 in number. This means that the remaining 25 employees form part of the potential employees who are the risk of leaving the organization. This accounts for an attrition ra te of around 30%. As per the data provided by the Human Resources team as well, the attrition rate was indicated as 31% YTD.

I Lost My fiancé, Best friend, and Soul-mate :: Personal Narrative Writing

I Lost My fiancà ©, Best friend, and Soul-mate Sometimes the worst bonds of confinement are the invisible ones. It is not always physical chains that keep one prisoner. The strongest force of imprisonment I have ever felt was not to another human or a concrete cell of any type, but to an emotion. One of the most powerful emotions God has given to us is Grief. Grief can entangle a human being in her suffocating web in an instant. Then she takes days, months, years, even decades to fully release her grip on the soul. Last April I began to feel the painful vise of Grief take hold of me like I never imagined. I have been grieving for a lost relationship for well over a year. Seventeen months ago I lost my fiancà ©, best friend, and soul-mate. We had been dating for three years. During this time we had been through some very challenging trials. The biggest one being his decision to join the United States Marine Corp. Over the course of his last deployment (which lasted 7 months) he was involved in some very intense training and covert missions. Upon his return he was a changed man. I no longer knew the cold, heartless, angry person who returned from the Middle East. The loving and caring man whom I desired to be my husband was nowhere to be found. His training in the Marines had stripped away all aspects of his personality. The only things left were the anger, rage and meanness that made him such an outstanding Marine to begin with. Somehow he had lost the power to turn these emotions on and off. The relationship had to be abandoned for my own safety. I experienced overwhelming feelings of sadness and loneliness. I had previously read about Grief, specifically, Elizabeth Kubler Ross and the five stages of grief associated with any type of loss. I can now tell you from experience that reading about denial, anger, bargaining, depression and finally acceptance is far different from actually living through these extremely powerful emotions. I can honestly say I felt these stages full-throttle. It is much more than a proces s of gently gliding from one into the next. More like bouncing in between them and sometimes lingering in one feeling for an extended period of time.

I Think Im Pretty Sure I Remember What You Did Last Summer :: English Literature Essays

I Think I'm Pretty Sure I Remember What You Did Last Summer After we ran over that old lady in Diego’s car, well things haven’t been the same. I still have nightmares of her chasing me with that handbag. I told them to go to the police but Diego didn’t want to be put up for manslaughter. I can’t get the image out of my mind. I knew we shouldn’t have dumped her body in the Port River. If Luke weren’t so pissed that night he wouldn’t have distracted Diego. Ben’s not the same anymore, he keeps on having these mental fits. I feel sorry for his parents, I mean the old lady even killed Michael for gods sake! Alastair’s been acting really weird too. Every time he sees an old lady he goes absolutely crazy. Anyway a good thing happened the other day, it was a far cry from all those murders that old bitch committed, she should be dead I mean I shot her in the head five times before pushing her in front of that semi-trailer. Anyway, the good thing is a radio station rang up and said that I’d won a trip to Kangaroo Island and that I could take five mates along. So let me see†¦I took Alastair, Ben, Diego, Luke and Jason. We all went in Diego’s car. Alastair sat up front, Ben, Luke and I were in the back and we tied Jason to the roof racks with the entire luggage and Adam wanted to come so he ran behind us. We deliberately took the long way. When we arrived it was fantastic, I reckon it was a five star shack. Adam died of a heart attack when we got there so we burnt his body and pissed on his ashes, you know†¦to make sure he didn’t come back to life and kill us all. Anyway we met the bloke who owned the shack, his name was Bill Oldladison and he was a pretty nice guy. He let us borrow his fishing gear and all. That night Luke decided to raise the alcohol level in his blood so he reached into his bag of booze and sucked on a bottle of Jim Beam. Alastair got hungry and asked Diego to go to the local pizza bar and get two party size pizza’s but Diego didn’t want to go because he was waiting for some soccer show about Boca Juniors to start on SBS so he gave the keys to Luke.