Diversity Training: The Value of Employees with Military Background |
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1 | Diversity Training: The Value of | 12 | long-term (maximum credit of $9,600 per |
Employees with Military Background. Your | veteran) and continue the existing credit | ||
EAP name here. | for all other veterans with a | ||
2 | Objectives. Increase awareness of the | service-connected disability (maximum | |
value of employees with military | credit of $4,800). www.hireherosusa.com. | ||
backgrounds Increase awareness of who is | 13 | There is a Need to Focus on this | |
from a military background and what that | Population of Employees. Workplace Issues: | ||
experience brings to your work environment | “More and more employees are hindered from | ||
Decrease bias and stereotypes of employees | doing their jobs productively by personal | ||
with military backgrounds Increase | problems, and industry is realizing that | ||
awareness of how to assist you with | it is not only humanitarian but | ||
managing and retaining valued employees. | cost-effective to take more responsibility | ||
3 | Who is from a military background? | than it has in the past for helping | |
Active Duty of all branches of the | employees solve these problems” (Masi, | ||
military Ex-military Reservist/National | 1984, p.5). As a result, “today’s HR | ||
Guard Retired Military Spouses and | professionals are faced with more issues | ||
children. | than were faced 10 years ago” (Hale, | ||
4 | Ask “have you or a loved one ever | Evans, & Hodiak, 2008) when addressing | |
served in the military?”. Asking about | employees’ issues. 13. | ||
military service avoids confusion about | 14 | Impact of Military Culture in the | |
the multiple legal and social meanings of | Workplace. Regimen/Structured Experienced | ||
the words veteran Anyone who has served in | Diverse skills Deployment cycle Adjustment | ||
the military may be impacted by their | to civilian work setting Sometimes desire | ||
military service including those who do | to mask military affiliation. 14. | ||
not fit the federal definition of veteran | 15 | Activity One. What do you think of | |
Family members may also be impacted by | when you hear the word solider? | ||
military life or post-deployment issues. | 16 | Activity Two: What do you think of | |
5 | What does it mean to be a veteran? | when you hear the word veteran? | |
Different legal definitions of veterans | 17 | Check Your Bias… What are your | |
used in various laws May vary by status | thoughts about military service? What is | ||
(Active Duty vs. Reserve Component) Length | your immediate gut response when | ||
of service (Requirement for minimum time | interacting with someone who is active | ||
on active duty) Period of service (combat | military? Who do you know who is from a | ||
vs. peacetime) Separation status | military background? Are you from a | ||
(Honorable vs. Dishonorable Discharge) Not | military background? | ||
everyone who has served in the military | 18 | Check Your Bias… What are your | |
fits the legal definition of service | thoughts about someone who is a military | ||
member Consult your companies legal | veteran? Are your thoughts about veterans | ||
department & internal policies if you | and active military the same or different? | ||
have concerns about a specific service | If different, why? What concerns you at | ||
member's eligibility for benefits, | work regarding employees with military | ||
veteran’s preferences, or protections | backgrounds? | ||
under laws pertaining to veterans and | 19 | Stereotypes. “Negative” PTSD Drug | |
service members. | Addicted Homeless Violent Damaged Always | ||
6 | Deployment Cycle & Reserve. Active | gone on active duty. “Positive” Patriotic | |
Duty (Full time service member) Vs. | Law abiding Honest Integrity Duty bound | ||
Reserve Component (balance military duty | Good Citizens Able to defend and protect. | ||
& civilian employment) Reservists may | Servant. Knowledgeable about weapons. | ||
move rapidly between combat to civilian | Strict. Ridged. Commanding. Takes and | ||
jobs May miss work for training Deployment | Gives Orders. | ||
& training dates may change without | 20 | How does Retention Fit into This? This | |
warning Difficulty of simultaneously | is a workplace issue Often it is a | ||
reintegrating with their coworkers | discrimination issue which is usually | ||
Reservist must be adaptable! | present because of a lack of understanding | ||
Pre-deployment. Post Deployment | Managers play a vital role in making sure | ||
(Reintegration). Deployment. Redeployment | that employees feel safe, welcomed and | ||
(Demobilization in Guard or Reserve). | valued in the workplace. Managers are also | ||
7 | The United States Armed Forces. An all | skilled to recognize workplace issues and | |
Volunteer Force Active Duty Component (AD) | address them when necessary. Sometimes | ||
- Air Force, Army, Coast Guard*, Marine | this may be done in an individual setting | ||
Corp, and Navy Reserve Component (RC) - | or group setting with employees. 20. | ||
Air Force Reserve, Army Reserve, Coast | 21 | How do I retain my employees with | |
Guard Reserve*, Marine Reserve, Navy | military backgrounds? Support them in the | ||
Reserve, Air National Guard, Army National | workplace > Increased motivation > | ||
Guard 2.1 million service members have | Decreased absenteeism > Increase | ||
served in Iraq and Afghanistan * Coast | feeling of value Know your company policy | ||
Guard is part of the Department of | around hiring of veterans/individuals with | ||
Homeland Security not the Department of | military backgrounds/diversity. Be | ||
Defense. 7. | prepared. Know how to handle a situation | ||
8 | The United States Armed Forces. Active | around an employee being deployed and | |
Duty: 1.46M Service Members 66% aged 30 | leaving work quickly. If accommodations | ||
and younger 56% are married 1.86M family | are being considered, always consult with | ||
members 1.2M children Reserve Component: | Human Resources for expertise on ADA or | ||
846,000 service members 51% aged 30 and | USERRSA concerns. | ||
younger 49% are married 1.11M family | 22 | How do I retain my employees with | |
members 730,000 children 28% aged 5 years | military backgrounds? Share company | ||
and younger Taken From Demographics 2009 | policies with your employees/Make them | ||
Profile of the Military Community | aware of the law Be the role model by | ||
http://www.militaryhomefront.dod.mil/12038 | valuing employees of all backgrounds, | ||
Project%20Documents/MilitaryHOMEFRONT/QOL% | including the military. It’s about more | ||
0Resources/Reports/2009_Demographics_Repor | than tolerance Recognize and address | ||
.pdf. 8. | issues as they arise Send a message and | ||
9 | The United States Armed Forces. In | set a precedence that workplace bullying | |
2004 Women Consisted of: 6% of Marines 15% | or discrimination will not be accepted in | ||
of Soldiers and Sailors 20% of Airmen 11% | your department Provide information about | ||
of the Coast Guard. 9. | the EAP benefit and other similar benefits | ||
10 | Why Hire a Vet? Accelerated Learning | to employees and their family members. | |
Curve Vets have the proven ability to | 23 | How do I retain my employees with | |
quickly learn new skills and concepts. | military backgrounds? During Evaluative | ||
They possess identifiable and transferable | Feedback: Get to know your employees (all | ||
skills proven to achieve success. | employees) so that you are aware of their | ||
Leadership Vets understand practical ways | strengths/weaknesses when considering | ||
to manage and achieve goals in even the | position placements Be honest with your | ||
most trying circumstances. They are | employees during evaluations. Share | ||
trained to lead by example as well as | compassionately (with the person’s | ||
through direction, delegation, motivation, | situation in mind);Share what is going | ||
and inspiration. Teamwork Vets understand | well first then, express concerns may have | ||
how genuine teamwork grows out of a | Seek advice on how to share feedback if | ||
responsibility to one’s colleagues and how | you know that you do not share feedback in | ||
diverse individuals or groups can best | the most tactful way. | ||
work together to achieve overarching | 24 | Real Life Scenario A. An employee who | |
objectives. Diversity and Inclusion in | works in a cubicle and has been on two | ||
Action Vets have worked respectfully and | tours in Iraq, is described as being | ||
cooperatively alongside others regardless | “jumpy” when approached by other employees | ||
of their race, ethnicity, gender, | in his workspace. He has also been slower | ||
religion, or mental and physical | to complete work and is less accurate than | ||
capabilities. | he was before active duty in the military. | ||
11 | Why Hire a Vet? Efficient Performance | When you, as his manager, asks him if he | |
Under Pressure Vets have the capacity to | is comfortable in his workspace he reports | ||
know how to accomplish tasks on time and | to you that he feels as though people are | ||
in spite of stress or adversity. They | “sneaking up on me” and he is having | ||
understand the importance of dedication | difficulty focusing on his tasks. What do | ||
and perseverance. Respect for Procedures | you do? 24. | ||
Vets have gained a unique perspective on | 25 | Real Life Scenario B. An employee who | |
the value of accountability. They | has been deployed twice in the last year | ||
understand how policies and procedures | and has been gone from work for more than | ||
yield stability, safety, and productivity. | 6 months returns to work and his first day | ||
Technology and Globalization Vets are | returning requests a vacation so he can | ||
aware of international and technical | spend time with his family. You know that | ||
trends pertinent to business. They bring | the other employees are anxious for this | ||
the kind of global outlook and | employee to return because they have been | ||
technological savvy necessary for success. | covering his assignments and overtime | ||
Integrity Vets know what it means to do an | while he was gone. What do you do? 25. | ||
“honest day’s work.” This integrity | 26 | Real Life Scenario C. When you | |
translates into qualities of sincerity and | approach an employee who is behind on her | ||
trustworthiness. | work and appears to be less focused than | ||
12 | Why Hire a Vet? Conscious of Health | usual tells you that she is having trouble | |
and Safety Standards Vets are cognizant of | concentrating at work because she is | ||
the importance of health and safety | worrying about her son who is deployed in | ||
standards. This conscientiousness | the military. According to the company | ||
translates into the protection of self, | policy this is first warning and does not | ||
others, and property. Triumph over | require written documentation. What do you | ||
Adversity Vets are individuals who have | do? | ||
triumphed over adversity. They have the | 27 | Scenario D. An employee comes to you | |
proven ability to overcome challenges and | with a copy of an email from a co-worker | ||
obstacles through strength and | with a military background. The co-worker | ||
determination. Tax Incentives There are | has signed it “V/R” and has used some | ||
specific tax credits available to | language or jargon that the employee | ||
employers that hire military veterans. The | doesn’t understand. The employee complains | ||
Returning Heroes Tax Credit for companies | that “she always talks so strange, is so | ||
that hire unemployed veterans gives a | ridged, it makes me uncomfortable.” How do | ||
maximum credit of $2,400 for every | you respond? | ||
short-term unemployed hire and $4,800 for | 28 | Conclusion Slide. Personalize to your | |
every long-term unemployed hire. The | company. Include how to contact you as the | ||
Wounded Warriors Tax Credit will increase | EAP. Services provided to managers. | ||
the existing tax credit for companies that | Trainings offered, etc. (whatever your EAP | ||
hire veterans with service-connected | brochure covers that you have sent to the | ||
disabilities who have been unemployed | company). | ||
Diversity Training: The Value of Employees with Military Background.ppt |
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