Veteran Hiring and Retention

2021 ◽  
pp. 171-188
Author(s):  
Sherri Eiler ◽  
Ren Nygren ◽  
Sandra Olivarez ◽  
Gary M. Profit
Keyword(s):  
Private Sector ◽  
Family Member ◽  
Corporate Culture ◽  
Common Sense ◽  
Lessons Learned ◽  
Military Spouses ◽  
Military Family ◽  
Step Model ◽  
Veteran Employees ◽  
Sector Employer

This chapter describes the experience and lessons learned regarding the veteran hiring initiative within Military Programs at Walmart. A proponent of veteran hiring for decades, Walmart formally launched the Veterans Welcome Home Commitment in 2013 and is currently the largest private sector employer of veterans and military spouses. While many companies understand the benefits of hiring veterans, a number of companies find that retaining veteran employees can be challenging. Using a four-step model, common-sense tactics utilized by Walmart are provided that can be used to help veterans successfully transition from their military careers to civilian organizations through understanding military and corporate culture and how veterans coming from the military’s culture fit in with an organization’s corporate culture. This chapter also describes how the lessons learned from Walmart’s veteran hiring efforts can be used by smaller companies that may be considering or are actively deploying veteran and military family member hiring initiatives.

The engagement with business ethics

2014 ◽  
Vol 26 (4) ◽  
pp. 286-304 ◽  
Author(s):  
Michael Callaghan ◽  
Greg Wood
Keyword(s):  
Business Ethics ◽  
Private Sector ◽  
Corporate Culture ◽  
Longitudinal Research ◽  
Cross Cultural ◽  
Primary Data ◽  
Regulatory Requirement ◽  
Content Type ◽  
Cultural Contexts ◽  
Ethics Research

Purpose – The aim of this research was to determine the evolution of engagement with business ethics in the top 500 Australian corporations operating in the private sector from 1995 to 2010. Design/methodology/approach – Primary data were obtained via a non-sponsored and unsolicited self-administered mail questionnaire distributed to a census of the top 500 Australian companies operating in the private sector administered in both 1995 and 2010. This paper examines and compares the responses of the companies that possessed a code of ethics at those times. Findings – This paper finds that business ethics has continued to evolve over the period of the study and that, in most cases, such an evolution has been positive, with the majority of companies exhibiting high levels of engagement. Research limitations/implications – While the responses provided a rich picture of the evolution of Australian corporate engagement with business ethics, further longitudinal research exploring international and cross-cultural contexts would add to this understanding of organisational engagement. Practical and social implications – It would seem that codes of ethics have evolved beyond a regulatory requirement and are now considered an integral component of the corporate culture and commercial practice in the majority of Australia’s top 500 companies. Originality/value – Despite a history of business ethics research, longitudinal studies seeking to understand the evolution of corporate engagement to business ethics are exceedingly rare. This paper, unique and original in its focus on an Australian context, provides a basis for future studies focused on exploring international and cross-cultural contexts. This paper makes a substantive and valuable contribution to the literature as it quantifies the evolution of corporate engagement over a 15-year period.

scholarly journals Private and Public Sector Employer Actions for Home Office Workers During the COVID-19 Epidemic

2021 ◽  
Vol 4 (1) ◽  
pp. 509-519
Author(s):  
Krzysztof Nowacki ◽  
Sandra Grabowska ◽  
Teresa Lis
Keyword(s):  
Private Sector ◽  
Home Office ◽  
Public And Private ◽  
State Sector ◽  
Private And Public ◽  
Statistical Sample ◽  
Questionnaire Method ◽  
Public And Private Sector ◽  
Sector Employer ◽  
Selection Of

Abstract A research was conducted among the employees referred to work in the home office in connection with the announced state of the epidemic in Poland. The research was conducted using a questionnaire method, the study was attended by 199 respondents. The research is burdened with an error in the selection of statistical sample units, which resulted from the respondents’ involvement and their truthfulness. The aim of the article is to assess the activities of employers from the private and state sectors in Poland, related to the delegation of employees to work in the home office, and to analyze the skills and possibilities of self-organization of work by employees. An important result of the survey was to demonstrate the differences in the behavior of public and private sector employers. The study shows that the private sector has adapted better to sudden changes than the state sector.

Giving contours to invisible figures: Post-reflections on Migrations. Narratives. Movements. exhibition at Villa des Arts, Rabat

2019 ◽  
Vol 10 (1) ◽  
pp. 43-54
Author(s):  
Yvon Langué
Keyword(s):  
Common Sense ◽  
Lessons Learned ◽  
Broad Sense ◽  
Curatorial Practice ◽  
The Subject ◽  
Theoretical Apparatus

Noticing the growing precariousness of migrants in Morocco, ‘Giving contours to invisible figures’ is a commentary on the lessons learned from my collaboration with ‘Arts for Advocacy’ on Migrations. Narratives. Movements., an exhibition held at Villa des Arts, Rabat. The article engages with migration in the broad sense, and how it is addressed by curatorial practice. It discusses the display’s theoretical apparatus in the light of bold uncertainties due to the invisibility of the figure of the migrant, and the apparent disjuncture of my expectations with regard to the Moroccan context. I argue that the subject of migration calls for a widening of the borders of curatorial practice, at least in Morocco, precisely because of the geographies of mobility, heterogeneous ideas of globalization and common sense overlap.

scholarly journals First Movers in Molecular Detection: Case Comparison on Harnessing Research and Development, Industry, and Entrepreneurship

2021 ◽  
Vol 8 ◽  
Author(s):  
Kenneth B. Yeh ◽  
Matt Scullion ◽  
Julia M. Michelotti ◽  
Gene Olinger
Keyword(s):  
Research And Development ◽  
Corporate Culture ◽  
Molecular Detection ◽  
New Technologies ◽  
Technology Development ◽  
Panel Discussion ◽  
Lessons Learned ◽  
Nucleic Acid Detection ◽  
Health Security ◽  
First Mover

The current unprecedented COVID-19 pandemic underscores the importance of diagnostic assays in health security preparedness and readiness. Advancing new technologies for rapid molecular detection of high consequence infectious pathogens is an ongoing challenge that requires ingenuity and vision. Sustainment of a robust supply chain for materials and the logistics of timely product delivery further challenge diagnostic kit and device manufacturers. Business economists often characterize technology companies that discover unique breakthroughs in their field and are first to bring related products to market as first movers. From a market perspective, three first mover characteristics include: having the knowledge and capability to address a unique breakthrough, excellent technological leadership, and the ability to capitalize on the opportunity. Current mainstays for molecular detection include using Taq DNA Polymerase enzyme and fluorescent chemistry for quantitative PCR (qPCR). A newer and promising technology uses CRISPR-Cas proteins for nucleic acid detection. Our panel discussion from the 2020 ASM Biothreats conference, which included members from two prototypical first mover companies, explored their respective corporate experiences. Both companies were selected for the discussion based on their revolutionary innovations and similarities in their research and development, corporate culture and trajectory. One company, established over 20 years ago, became a market leader in the biothreat detection market by advancing air thermocycling qPCR across multiple product families. The second company is a rapidly growing start-up and a scientific pioneer in establishing next generation CRISPR technologies. Here we discuss their technology development, product deployment, and customer markets to draw lessons learned for researchers, end users, and funders.

What’s in a name? Complications in overcoming reputational damage during the corporate recovery process

2020 ◽  
Vol 36 (3) ◽  
pp. 1-3
Author(s):  
James Welch
Keyword(s):  
Public Relations ◽  
Corporate Culture ◽  
Recovery Process ◽  
Content Type ◽  
Study Approach ◽  
Step Model ◽  
Corporate Executive ◽  
Executive Decision Making ◽  
The Impact ◽  
A Company

Purpose It is an unfortunate and sometimes entirely avoidable prospect that very successful companies can suffer self-inflicted reputational harm due to poor corporate executive decision making. One contemporary example is seen with the once popular and rapidly growing pizza chain, Papa John’s as the company has been facing an uphill battle to recover its reputational standing following recent scandal. This article examines the recovery process and the very specific complications with the company itself. Design/methodology/approach This is a case study approach examining corporate reputational recovery using a four-pronged turnaround model of replacing the leadership, restructuring the organization, redeveloping the strategy, and re-branding the product. Findings While the four pronged approach of replace, restructure, redevelop, and re-brand, appears to be a model that can work across industries, there are some challenges depending on corporate specifics. The major challenge with Papa John’s seems to be in the ongoing connection to the founder with related problems dealing with the legacy of the corporate culture. After all, it is very difficult to move beyond reputational damage for a company still bearing the name of the corporate executive who had been the source of the scandal as well as a company that is largely intact structurally. Originality/value This article examines the corporate recovery process for Papa Johns Pizza using a four step model for corporate recovery. The new four pronged approach centers on replacement of the corporate leadership, restructure of the organization, redevelopment of strategy and the re-branding of the product. Papa Johns continues to struggle to regain traction following public relations stumbles in 2017 and 2018 and the four pronged corporate recovery model serves as a valuable analytical tool to examine the impact and effectiveness of their efforts thus far as well as their future prospects.

scholarly journals Estimating the Cost and Utility of Statewide Travel Models using Scenario-Based Interviews

2019 ◽  
Vol 2673 (1) ◽  
pp. 143-153 ◽  
Author(s):  
Daniel Francis ◽  
Flavia Tsang ◽  
Gregory D. Erhardt
Keyword(s):  
Model Development ◽  
Perceived Value ◽  
Cost Benefit ◽  
The United States ◽  
Lessons Learned ◽  
Policy Issues ◽  
Step Model ◽  
Cost Benefit Ratio ◽  
The Cost ◽  
Departments Of Transportation

Statewide travel models are analysis tools that simulate transportation system conditions and are used to answer “what if” questions about proposed plans and policies. In the United States, they are in use or in development in 39 out of 50 state departments of transportation (DOTs). States without a statewide model are faced with the decision of whether to invest in one, whereas states with models need to decide when and whether to upgrade. Prior efforts to aid this decision making provided detailed synthesis on the cost of statewide modeling, but it has been difficult for other states to use the lessons learned, because cost is largely driven by each state’s specific circumstances. There has also been very little research on quantifying the value of models. To address these gaps, the present research uses a novel scenario-based interview approach. Representatives from 29 DOTs and five consultancies participated in our scenario-based interviews, from which we collected cost estimates for three archetypical statewide models and willingness-to-pay estimates (i.e., perceived value) under nine model development and policy focus scenarios. Our results show that cost ranges from $500,000 for an archetypical Basic 3-Step Model to between $2.8 million and $5 million for an Activity-Based Model for a large state, with data collection comprising a large portion of the cost (36–66%). Further, the perceived value of statewide models exceeds the costs by a factor of 2.4–11.3, with the cost–benefit ratio being higher when a DOT is interested in a broader set of policy issues.

Private Sector Response to Corruption

2017 ◽  
Author(s):  
Fritz Heimann
Keyword(s):  
United States ◽  
Private Sector ◽  
Corporate Culture ◽  
The United States ◽  
Political Contributions ◽  
Public Officials ◽  
Foreign Corrupt Practices Act ◽  
Compliance Programs ◽  
Oecd Convention ◽  
Corrupt Conduct

This chapter focuses on what has been done to combat corruption in the private sector starting in the United States with the Foreign Corrupt Practices Act (FCPA) in 1977: the first law that criminalized foreign bribery. The OECD Convention, which internationalized the FCPA, became effective in 1999; it prohibits foreign bribery of public officials by over forty countries. The UN Convention against Corruption (UNCAC) became effective in 2005; it deals with domestic as well as foreign bribery, bribery of public officials as well as bribery in the private sector. Corporate responses have also evolved with anticorruption compliance programs applied by US companies now for more than three decades. This chapter covers common problem areas such as gifts, entertainment, and travel expenses; lobbyists and sales representatives; political contributions; facilitation payments; foreign subsidies and joint ventures. This chapter also covers the psychology of corrupt conduct and factors to change the corporate culture.

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