PDF Archive

Easily share your PDF documents with your contacts, on the Web and Social Networks.

Share a file Manage my documents Convert Recover PDF Search Help Contact


Search


PDF Archive search engine
Last database update: 14 August at 00:19 - Around 220000 files indexed.

Show results per page

Results for «layoff»:


Total: 80 results - 0.035 seconds

Baxter Healthcare in Bloomington sees round of layoffs 100%

Following 2015’s layoff of 36 employees, Thursday’s round of layoffs marks the second time in as many years that the Bloomington facility at 927 S.

https://www.pdf-archive.com/2016/12/13/baxter-healthcare-in-bloomington-sees-round-of-layoffs/

13/12/2016 www.pdf-archive.com

UOP PHL 320 Entire Course NEW 96%

UOP PHL 320 Entire Course NEW Check this A+ tutorial guideline at http://www.assignmentclick.com/phl-320new/phl-320-entire-course PHL 320 Week 1 Assignment Critical Analysis Worksheet PHL 320 Week 1 Critical Thinking Discussion and Summary PHL 320 Week 1 Knowledge Check PHL 320 Week 2 Individual Globalization Argumentative Paper PHL 320 Week 2 Knowledge Check PHL 320 Week 2 Learning Team Reorganization and Layoff Team Discussion and Summary PHL 320 Week 3 Assignment Rhetorical Strategies and Fallacies Worksheet PHL 320 Week 3 Knowledge Check PHL 320 Week 3 Learning Team Reorganization and Layoff Team Discussion and Summary PHL 320 Week 4 Individual SWOT and Strategy Evaluation Paper PHL 320 Week 4 Learning Team ReOrganization and Layoff Solutions Paper PHL 320 Week 5 Individual Labor Practices Paper PHL 320 Week 5 Learning Team Reorganization and Layoff Decision Making Evaluation Paper For more classes visit www.assignmentclick.com

https://www.pdf-archive.com/2016/02/29/uop-phl-320-entire-course-new/

29/02/2016 www.pdf-archive.com

UOP PHL 320 Entire Course NEW 96%

UOP PHL 320 Entire Course NEW Check this A+ tutorial guideline at http://www.assignmentcloud.com/phl-320new/phl-320-entire-course PHL 320 Week 1 Assignment Critical Analysis Worksheet PHL 320 Week 1 Critical Thinking Discussion and Summary PHL 320 Week 1 Knowledge Check PHL 320 Week 2 Individual Globalization Argumentative Paper PHL 320 Week 2 Knowledge Check PHL 320 Week 2 Learning Team Reorganization and Layoff Team Discussion and Summary PHL 320 Week 3 Assignment Rhetorical Strategies and Fallacies Worksheet PHL 320 Week 3 Knowledge Check PHL 320 Week 3 Learning Team Reorganization and Layoff Team Discussion and Summary PHL 320 Week 4 Individual SWOT and Strategy Evaluation Paper PHL 320 Week 4 Learning Team ReOrganization and Layoff Solutions Paper PHL 320 Week 5 Individual Labor Practices Paper PHL 320 Week 5 Learning Team Reorganization and Layoff Decision Making Evaluation Paper For more classes visit www.assignmentcloud.com

https://www.pdf-archive.com/2017/03/02/uop-phl-320-entire-course-new/

02/03/2017 www.pdf-archive.com

UOP PHL 320 Entire Course NEW 96%

UOP PHL 320 Entire Course NEW Check this A+ tutorial guideline at http://www.phl320entirecourse.com/phl320-new/phl-320-entire-course For more classes visit www.phl320entirecourse.com PHL 320 Week 1 Assignment Critical Analysis Worksheet PHL 320 Week 1 Critical Thinking Discussion and Summary PHL 320 Week 1 Knowledge Check PHL 320 Week 2 Individual Globalization Argumentative Paper PHL 320 Week 2 Knowledge Check PHL 320 Week 2 Learning Team Reorganization and Layoff Team Discussion and Summary PHL 320 Week 3 Assignment Rhetorical Strategies and Fallacies Worksheet PHL 320 Week 3 Knowledge Check PHL 320 Week 3 Learning Team Reorganization and Layoff Team Discussion and Summary PHL 320 Week 4 Individual SWOT and Strategy Evaluation Paper PHL 320 Week 4 Learning Team ReOrganization and Layoff Solutions Paper PHL 320 Week 5 Individual Labor Practices Paper PHL 320 Week 5 Learning Team Reorganization and Layoff Decision Making Evaluation Paper

https://www.pdf-archive.com/2017/03/15/uop-phl-320-entire-course-new/

15/03/2017 www.pdf-archive.com

UOP PHL 320 Week 4 Learning Team 92%

UOP PHL 320 Week 4 Learning Team ReOrganization and Layoff Solutions Paper NEW Check this A+ tutorial guideline at http://www.assignmentclick.com/phl-320new/phl-320-week-4-learning-team-reorganization-and-layoff-solutions-paper Select two potential creative solutions for the problems you identified in the Reorganization and Layoff assignment in Week 2.

https://www.pdf-archive.com/2016/02/29/uop-phl-320-week-4-learning-team/

29/02/2016 www.pdf-archive.com

UOP PHL 320 Week 4 Learning 92%

UOP PHL 320 Week 4 Learning Team ReOrganization and Layoff Solutions Paper NEW Check this A+ tutorial guideline at http://www.assignmentcloud.com/phl-320new/phl-320-week-4-learning-team-reorganization-and-layoff-solutions-paper Select two potential creative solutions for the problems you identified in the Reorganization and Layoff assignment in Week 2.

https://www.pdf-archive.com/2017/03/02/uop-phl-320-week-4-learning/

02/03/2017 www.pdf-archive.com

UOP PHL 320 Week 4 Learning Team Re-Organization 92%

UOP PHL 320 Week 4 Learning Team ReOrganization and Layoff Solutions Paper NEW Check this A+ tutorial guideline at http://www.phl320entirecourse.com/phl320-new/phl-320-week-4-learning-team-reorganization-and-layoff-solutions-paper Select two potential creative solutions for the problems you identified in the Reorganization and Layoff assignment in Week 2.

https://www.pdf-archive.com/2017/03/15/uop-phl-320-week-4-learning-team-re-organization/

15/03/2017 www.pdf-archive.com

local 531 2012-2017 contract [11082] 89%

LLC LAFAYETTE PLANT and INTERNATIONAL UNION, UNITED AUTOMOBILE, AEROSPACE and AGRICULTURAL IMPLEMENT WORKERS of AMERICA (UAW) and its LOCAL 531 2012-2017 JOINT MISSION STATEMENT Joint Mission Statement 01 ARTICLE I RECOGNITION Section A - Unit Section B - Discrimination Section C - Management Functions Section D - Union Security 02 02 02 03 ARTICLE II REPRESENTATION / BILL of PRIVILEGES Section A - Union Representation Section B - Roles / Responsibilities of Committeemen and Stewards Section C - Activities of Stewards and Committeemen Section D - Plant Admission Union Officials Section E - Union Bulletin Boards Section F - Resolution Process Section G - Probationary Employees Represented Section H - Suspension and Discharge Cases Section I- No Suspension of Work Section J - Limitation on Presentation and Appeal within the Resolution Process Section K - Retroactively Resulting from this Resolution Process Section L - Safety and Sanitation Section M - Union Payroll Deductions 04 05 06 06 07 07 09 09 10 11 11 12 12 ARTICLE III SENIORITY Section A - Definition Section B - Probationary Section C - Layoffs Section D -Voluntary Layoff Section D - Recalls Section E - Notifications Section F - Union Officer’s Seniority Section G - Transfers to and from Supervision Section H - Loss of Seniority Section I - Information concerning Quits, Discharges, etc.

https://www.pdf-archive.com/2016/01/16/local-531-2012-2017-contract-11082/

16/01/2016 www.pdf-archive.com

UOP PHL 320 Week 2 Learning Team Re-organization 83%

UOP PHL 320 Week 2 Learning Team Reorganization and Layoff Team Discussion and Summary NEW Check this A+ tutorial guideline at http://www.assignmentclick.com/phl-320new/phl-320-week-2-learning-team-reorganization-and-layoff-team-discussion-andsummary Review the linked articles and select one to review as a team.

https://www.pdf-archive.com/2016/02/29/uop-phl-320-week-2-learning-team-re-organization/

29/02/2016 www.pdf-archive.com

UOP PHL 320 Week 3 Learning Team 83%

UOP PHL 320 Week 3 Learning Team Reorganization and Layoff Team Discussion and Summary NEW Check this A+ tutorial guideline at http://www.assignmentclick.com/phl-320new/phl-320-week-3-learning-team-reorganization-and-layoff-team-discussion-andsummary Review the discussion from Week 2.

https://www.pdf-archive.com/2016/02/29/uop-phl-320-week-3-learning-team/

29/02/2016 www.pdf-archive.com

UOP PHL 320 Week 5 Learning Team 83%

UOP PHL 320 Week 5 Learning Team Reorganization and Layoff Decision Making Evaluation Paper NEW Check this A+ tutorial guideline at http://www.assignmentclick.com/phl-320new/phl-320-week-5-learning-team-reorganization-and-layoff-decision-makingevaluation-paper Write a paper of no more than 750 words to include the following elements:

https://www.pdf-archive.com/2016/02/29/uop-phl-320-week-5-learning-team/

29/02/2016 www.pdf-archive.com

UOP PHL 320 Week 2 Learning 83%

UOP PHL 320 Week 2 Learning Team Reorganization and Layoff Team Discussion and Summary NEW Check this A+ tutorial guideline at http://www.assignmentcloud.com/phl-320new/phl-320-week-2-learning-team-reorganization-and-layoff-team-discussion-andsummary Review the linked articles and select one to review as a team.

https://www.pdf-archive.com/2017/03/02/uop-phl-320-week-2-learning/

02/03/2017 www.pdf-archive.com

UOP PHL 320 Week 3 Learning 83%

UOP PHL 320 Week 3 Learning Team Reorganization and Layoff Team Discussion and Summary NEW Check this A+ tutorial guideline at http://www.assignmentcloud.com/phl-320new/phl-320-week-3-learning-team-reorganization-and-layoff-team-discussion-andsummary Review the discussion from Week 2.

https://www.pdf-archive.com/2017/03/02/uop-phl-320-week-3-learning/

02/03/2017 www.pdf-archive.com

UOP PHL 320 Week 5 Learning Team R 83%

UOP PHL 320 Week 5 Learning Team Reorganization and Layoff Decision Making Evaluation Paper NEW Check this A+ tutorial guideline at http://www.assignmentcloud.com/phl-320new/phl-320-week-5-learning-team-reorganization-and-layoff-decision-makingevaluation-paper Write a paper of no more than 750 words to include the following elements:

https://www.pdf-archive.com/2017/03/02/uop-phl-320-week-5-learning-team-r/

02/03/2017 www.pdf-archive.com

UOP PHL 320 Week 2 Learning Team Re-organization 83%

UOP PHL 320 Week 2 Learning Team Reorganization and Layoff Team Discussion and Summary NEW Check this A+ tutorial guideline at http://www.phl320entirecourse.com/phl320-new/phl-320-week-2-learning-team-reorganization-and-layoff-team-discussion-andsummary Review the linked articles and select one to review as a team.

https://www.pdf-archive.com/2017/03/15/uop-phl-320-week-2-learning-team-re-organization/

15/03/2017 www.pdf-archive.com

UOP PHL 320 Week 3 Learning Team Re-organization 83%

UOP PHL 320 Week 3 Learning Team Reorganization and Layoff Team Discussion and Summary NEW Check this A+ tutorial guideline at http://www.phl320entirecourse.com/phl320-new/phl-320-week-3-learning-team-reorganization-and-layoff-team-discussion-andsummary Review the discussion from Week 2.

https://www.pdf-archive.com/2017/03/15/uop-phl-320-week-3-learning-team-re-organization/

15/03/2017 www.pdf-archive.com

UOP PHL 320 Week 5 Learning Team Re-organization 83%

UOP PHL 320 Week 5 Learning Team Reorganization and Layoff Decision Making Evaluation Paper NEW Check this A+ tutorial guideline at http://www.phl320entirecourse.com/phl320-new/phl-320-week-5-learning-team-reorganization-and-layoff-decision-makingevaluation-paper Write a paper of no more than 750 words to include the following elements:

https://www.pdf-archive.com/2017/03/15/uop-phl-320-week-5-learning-team-re-organization/

15/03/2017 www.pdf-archive.com

OurDemands.docx 74%

Graduating Students of the University: We don’t need budget cuts and layoffs in the midst of a  $4.5 billion capital campaign, we need better priorities    Attention​ :    Robert Zimmer, President   Eric Isaacs, Provost  David Fithian, Executive Vice President  Rowan Miranda, Vice President for Operations and Chief Financial Officer  Joseph Neubauer, Chairman, Board of Trustees    As graduating students of the University of Chicago, we are sitting in the Admissions Office in  Rosenwald Hall to call attention to the ways in which the University’s fixation on increasing its capital  and prestige causes harm to people within the University community and outside it. The University has  the wrong priorities. Furthermore, the problems we have witnessed in the years we have spent here  have not occurred by accident or in isolation, but as the direct result of what the University chooses to  prioritize. Right now, the University is simultaneously calling for austerity and launching the largest  capital campaign in its history. ​ We refuse to accept that severe budget cuts, which will result in layoffs  and cuts to needed student and academic services, are necessary, given that the University is raising  $4.5 billion as part of its “Impact and Inquiry” campaign, completing a $1.5 billion campus  remodeling, and laying the groundwork for unwanted, unprecedented developments in other  neighborhoods. Prestige means nothing if it comes at the expense of the safety and well­being of the  University’s students, faculty, staff, and neighbors.     This budget is only the latest instance of something we have seen again and again. While the University  publicly touts its diverse student body and its faculty’s academic achievements, the institution  continually privileges prestige and profit­making over addressing the many issues that affect members  of its campus and the surrounding community. Indeed, it refuses to address these issues because doing  so would mar its image and impede further profit­making. In our time here, we have seen the  University disregard the concerns of its students over sexual assault, racism on campus, socioeconomic  barriers, LGBTQ issues, and disabilities; we have seen it exploit its graduate students as labor; we have  seen it overpolice its surrounding community while denying those same neighborhoods their only  viable option for a trauma center; we have seen it invest in climate change­causing fossil fuels and the  Israeli occupation of Palestine; and we have seen it underpay (and now layoff) its workers.     We recognize that the University’s continued prioritization of its financial interests over the needs of its  community and neighbors is a structural problem that cannot be fully addressed by policy changes and  individual solutions. We recognize too, however, that we cannot ignore the injustice and harm that this  causes. For as long as the University continues to protect its image at the expense of the people it  “serves,” we will continue to demand change.    Given the urgency of the needs of those whom the University’s priorities affect most adversely, and the  University’s repeated refusal to listen to our demands, we are sitting in the Admissions Office to  demand the University release the details of its budget cuts, and to demand negotiations with one of the  abovementioned decision­makers about the below­listed demands.      Budget    We demand that the University not make these budget cuts at all. We especially demand that it meet the  following provisions:  ● No layoffs to low­wage workers.  ● No reductions in student job opportunities and assistance, and protections for all resources that  help low­income students.   ● No cuts to academic budgets, which will only further increase the exploitation of adjuncts and  graduate students as underpaid labor.  ● No cuts to jobs that will require faculty to take on additional administrative tasks.     Campus Sexual Violence and Title IX Compliance    ● ● ● ● Provide all University of Chicago students with ongoing comprehensive education and  resources on: consent; sexual assault, intimate partner violence, domestic violence, and  stalking; student’s rights under Title IX; and how to report gender­based violence at UChicago  and in the community.  o Starting in fall 2015, incorporate this comprehensive education and information about  resources at the “U­Choose” Chicago Life Meeting after Sex Signals for college  students.  o Starting in fall 2016, replace Sex Signals with a program that incorporates survivor  narratives and acknowledges the harsh reality of sexual and gender­based violence.  o Starting in fall 2015, establish in­person comprehensive educational programs at all  graduate and professional schools.  Provide public and easily accessible information online for students in multiple languages that  outlines what their rights and options are when they report sexual violence, domestic violence,  intimate partner violence, and stalking.   o This should include flowcharts and timelines of the reporting processes at UChicago.  Release aggregate data from the past two years to supplement information that the University  has to release as per the Clery Act;  o This should include data about the number of reports that go to a disciplinary process,  how many of “the accused” are found responsible, and what the sanctions are for  “responsible” students (e.g., suspension)   o This data should be released semi­annually, as at Yale.  o Release the campus climate survey results before the end of the spring quarter of 2015.  University committees addressing sexual and gender­based violence must include student  advocates and survivors. This includes Provost­appointed committees that review changes to  the Policy on Unlawful Harassment and Sexual Misconduct.    Socioeconomic Diversity    ● ● ● ● Comprehensive data should be collected via surveys, etc. about students’ experiences with  student employment, particularly students receiving need­based financial aid. Additionally, the  financial aid office should have data on the percentage of students receiving private/federal  loans and programming that addresses student debt and credit.      All initiatives under “No Barriers” should be instituted retroactively for students receiving  need­based financial aid (no loans, funded opportunities, lifelong career support;  https://nobarriers.uchicago.edu/​ ).  Commit to instituting mandatory diversity training including class for all faculty and staff that  work directly with students (includes, but is not limited to: Resident Heads, Assistant Resident  Heads, Orientation leaders, faculty, etc.)  Subsidize travel costs for families who cannot afford to travel to orientation week and/or  graduation.    Labor    ● Institute a $15/hour University minimum wage for all University employees, including  part­time, off­campus, and student workers.    Equitable Policing    ● ● ● Accountability. Strengthen the effectiveness and credibility of the Independent Review  Committee (IRC) by making two changes:  o The IRC is currently appointed by the Provost. Create another mechanism for  appointing student and community representatives to the IRC—e.g., students are  appointed by student government and community members by aldermen in consultation  with community organizations in their wards.  o The IRC currently reviews investigations after the fact and provides recommendations  that are purely advisory. Make IRC review an integral part of the investigative process:  the investigator submits the results of the investigation and recommendation to the IRC.  The IRC reviews the investigation and makes its recommendations to the UCPD chief.  Ultimate authority resides with the UCPD chief, but it is expected that the chief will  make an effort to come to agreement with the IRC. In the event the IRC is not satisfied  with the quality or thoroughness of an investigation, it can send the case back for more  work.  Transparency. As a private institution performing an essential governmental function—law  enforcement—the U of C should be held subject to the same standards of transparency as  public police forces in Illinois.  Information. In addition to the general transparency requirements, the U of C should undertake  the following:   o Log information on all pedestrian stops, as well as traffic stops.  o Conduct a citizens survey. (Sometime next year, after reforms have been implemented.)    In the fall, a group of students and allies came together to draft a list of demands calling on the University to take clear  action to address its culture of racial and ethnic discrimination. We fully support their demands, and repeat them in the  following three categories here because the University continues to neglect the needs of the less entitled members of its  community.     Campus Climate     ● ● ● Immediately release the results of the campus climate survey on sexual misconduct and  assault.   Implement a campus climate survey on diversity and inclusion by Autumn Quarter 2015,  and immediately release the results upon completion.  Commission a program, similar to AlcoholEdu, that demonstrates the importance of  cross­cultural acceptance and inclusion.  o This program should be tailored to the specific roles of administrators, faculty, staff,  and students. This will ensure that all members of the UChicago community have a  clear and concrete idea of what behaviors and attitudes are crucial to creating an  inclusive and civil community.    Undergraduate Curriculum    ● ● ● ● An investigatory committee should be set up to draw from the successful efforts of our peer  institutions in implementing required diversity and inclusion education for all students.  Diversify the Core curriculum by developing more courses that grant significant attention to  the concepts of race, ethnicity, gender, class, and other issues of social justice.  Change the curriculum of Chicago Life Meetings in order to address issues of diversity and  inclusion for student in the college during Orientation Week  Add a Diversity, Equity, and Inclusion requirement to the Core, informed by initiatives  similar to UC San Diego’s DEI requirement.  o This can take the form of a writing­seminar style that can be taken pass or fail.    Faculty Recruitment and Retention    ● Intensification of concrete strategies for attracting diverse faculty  o Make a commitment of funding coupled with hired positions focused on increasing  numbers of faculty/staff of color in all departments and offices at the College and  graduate schools.  o Commit to establishing transparency in the recruitment and hiring processes of diverse  faculty.  o Commit to establishing transparency in tenure strategies for departments.  o Commit to the implementation of concrete strategies for retaining diverse faculty  including, but not limited to, supportive programming and courses in their  specializations.    Graduate Student Life     ● ● ● ● ● ● ● Engage with graduate employees in open, democratic dialogue, and respect the right of  organized labor to negotiate for fair compensations.  Eliminate the practice of tying “time to degree” requirements to funding.  Offer both academic & alternative professionalization courses in all departments and across  divisions.  Eliminate Advanced Residency tuition.  Increase job security for research positions in the Sciences.   Raise teaching wages to be commensurate with inflation.   Abolish all hidden fees, particularly the ​ Student Life Fee​ .  ● ● ● ● ● Partner with graduate­employees to improve teacher training on issues of diversity and  accessibility.  Institutionalize graduate feedback in department hiring processes.  Improve availability of information on and resources to adequately deal with sexual  harassment.  Enable all graduate­employees to access affordable and reliable child care, and extend child  care stipends and parental leave policy to all MA and International student parents.   Enforce transparency about health care costs, and distinguish fees from benefits.    Social Service Administration (SSA) Student Demands  ● ● ● Collaborate with students and a third­party, applied research organization to create a 5­year  strategic plan to understand and address the oppression of marginalized students at SSA.  Hire a full­time staff member (Anti­Oppression Coordinator) on a 5­year contract to  coordinate the implementation of the 5­year strategic plan, who regularly reports to the  student body. On the hiring committee for the Anti­Oppression Coordinator there must be a  student representative elected by peers.  Make an institutional commitment to transparency on who at SSA holds responsibility for  addressing student grievances about bias in the classroom and what accountability  measures exist for ANY teaching staff.   LGBTQ Student Life Issues    ● ● ● Expand the Office of LGBTQ Student Life from one to three full­time staff  Make all single­user restrooms explicitly gender neutral  Have gender neutral, single­user and accessible restrooms in every building on campus    Climate Change    ● Immediately freeze any new investments in the most carbon­intensive fossil fuel extraction  companies.  ● Divest from direct ownership and any comingled funds that include fossil fuel public equities  and corporate bonds within five years.  ● Implement climate and carbon risk assessment into the University's short­term and long­term  investment strategies.    Israeli Occupation of Palestine    Long term:  ● Answer to Palestinian civil society’s call to boycott Israeli academic, research, and  governmental institutions until the end of the Israeli Occupation.  Short term:  ● Discontinue the Jerusalem study abroad program until the Israeli occupation ends.    Trauma Center    Long term:  

https://www.pdf-archive.com/2015/06/08/ourdemands-docx/

08/06/2015 www.pdf-archive.com

EmploymentApplication english 70%

From (month/year) To (month/year) Employer Address Job Title Supervisor’s Name EXPLAIN Current Quit Layoff mployer:

https://www.pdf-archive.com/2017/07/06/employmentapplication-english/

06/07/2017 www.pdf-archive.com

UOP ECO 372 Week 2 Individual 65%

· Purchasing of groceries · Massive layoff of employees · Decrease in taxes Describe how each of these activities affects government, households, and businesses.

https://www.pdf-archive.com/2016/06/24/uop-eco-372-week-2-individual/

24/06/2016 www.pdf-archive.com

UOP MGT 567 Week 1 Individual Assignment Legal 65%

The company owner wants you to take immediate action to reduce incentive payments for salespeople and implement a month-long layoff for all production workers.

https://www.pdf-archive.com/2017/03/15/uop-mgt-567-week-1-individual-assignment-legal/

15/03/2017 www.pdf-archive.com

FRIDAY Transition Partner Sheet 65%

TM YOUR EMPLOYEE TRANSITION PARTNER PROTECT YOUR GOOD COMPANY IMAGE AS WELL AS HELPING YOUR EMPLOYEE TRANSITION SMOOTHLY OUR SERVICES WHY CHOOSE US Regardless of the reason, it’s never easy to terminate or layoff employees.

https://www.pdf-archive.com/2016/10/04/friday-transition-partner-sheet/

04/10/2016 www.pdf-archive.com

Fridayd Transition Partner Sheet v1 65%

TM YOUR EMPLOYEE TRANSITION PARTNER help your exiting employees transition smoothly and protect your good company image OUR SERVICES WHY CHOOSE US Regardless of the reason, it’s never easy to terminate or layoff employees.

https://www.pdf-archive.com/2016/10/04/fridayd-transition-partner-sheet-v1/

04/10/2016 www.pdf-archive.com