Recruitment and Retention of Volunteers: An Analysis

Recruitment and Retention of Volunteers: An Analysis This dissertation will look at the recruitment and retention of volunteers within St Lukes Hospice Charity Shops, based in London. Whilst some aspects will be similar to the recruitment and retention of paid employees, it is essential to understand the differences between the two groups of staff. The recruitment and retention of volunteers raises many of the same challenges as those involving paid workers, but the solutions may differ (Suff, 2008). However, Olga Aikin points out that the legal status of volunteers and the duties owed to them by employers are not necessarily clear. She believes that the ambiguity is caused by the term volunteer having no universal meaning. Aiken (2009) explains that at common law level the status is relatively simple. The status can be determined by asking the question did the parties have a binding contract? For an agreement to become a binding contract there has to be mutuality of obligations and an intention for the agreement to be legally binding. At common law the parties can agree that the agreement will not be legally binding (a so-called gentlemans agreement) (Aikin, 2009) Aiken goes on to clarify that it if often wrongly thought that a contract relating to employment must include monetary benefit, however this is not the case. For there to be a contract there must be mutuality of obligation, meaning that each party must receive some benefit, and be under some obligation. The individual must receive some consideration for his or her work. This consideration does not have to be money; it could include other benefits such as training or accommodation, however, mandatory training, or training to allow a volunteer to carry out their role is not excluded (Aikin, 2009). Due to this it is essential that volunteers do not receive benefits for their role. Whilst the paying of expenses is acceptable, St Lukes would be restricted in offering volunteers other benefits which fall outside of this. It is important to establish from the outset that the person is working in a voluntary capacity, to avoid the organisation facing problems further down the line, including possible claims for payment and other benefits related to employment. Formal volunteering is defined as unpaid voluntary work carried out with, or under the auspices of, an organisation., whilst informal volunteering is defined as unpaid or voluntary work carried out outside organisations, often at neighbourhood level, but outside the immediate family (Volunteer Development Agency, 2007). Phil Hope from the Cabinet Office (Association of Volunteer Managers, 2007) defines volunteering as: any non-compulsory activity which involves spending time, unpaid, doing something which is of benefit to others (excluding relatives), society or the environment The Volunteer Development Agency (2005) defines volunteering as The commitment of time and energy for the benefit of society and the community, the environment or individuals outside ones immediate family. It is undertaken freely and by choice, without concern for financial gain. The difference between paid staff and volunteers is often not clear. Kate Engles (Volunteering England, 2006) says that: Although both permanent staff and volunteers can be motivated by the cause of the organisation, for the former there is always the additional motivation of remuneration. So it is very important that volunteer managers are aware of the wider motivations that volunteers have, because that is why they are there. A paid employee will have a contract of employment and have clear workplace rights. A volunteer does not, so the relationship is based on reasonable expectations. It is important that the terminology in a volunteering agreement refers to role, and not job, description, for example, so that it is not inferred that the volunteer is a paid employee. Similarly, volunteers should only be reimbursed for out-of-pocket expenses, as any subsistence or payment could be construed as a wage. One of the other major differences between volunteers and paid staff is in the recruitment process. When recruiting paid staff the process results in the most suitable person for the job being appointed. With volunteers however, the approach is often different, with the process being a lot more flexible, allowing the organisation to tailor roles to suit the individual. If an individual if unsuitable for the role for which they have applied, it is often possible to point them in the direction of an alternative department or role, for which the organisation would be able to use them. This is a tactic that St Lukes use, predominantly when individuals under the age of 18 apply to volunteer within the hospice setting. Engles continues to say that there are some requirements which help to differentiate between the two groups. These include the organisation having a volunteering policy which sets out how the volunteering arrangement should work in practice, covering recruitment, supervision, training and development and reimbursement of expenses. WRVS also recommends having good-practice policies in place to manage the volunteer workforce, mirroring the approach of policies which are in place for permanent staff. This should include documentation which clearly sets out expectations for both volunteers and the organisation about what can be expected from volunteering. (Volunteering England, 2006) This was something that was implemented in 2008 at St Lukes Hospice, called a Statement of Mutual Expectation. The Statement of Mutual Expectation is a document which clearly states what is expected of volunteers whilst working at St Lukes, and what volunteers can expect from St Lukes whilst working for the organisation. It was drawn up in agreement with a volunteer focus group, to ensure that volunteers were in agreement and that the expectations were realistic from both parties. Suff (2008) believes that having the right person, in the right place, at the right time, is central to organisational performance. Recruitment is an essential activity for organisations as a whole, not just for the HR team, but also for line managers who have become increasingly involved in the selection process (CIPD, 2009). This principal does not just relate to the recruitment of paid employees, but to volunteers too. The volunteer recruitment process should reflect that of paid staff. Prior to recruiting for a position the CIPD recommends investing time to gather information relating to the role, including the roles purpose, the outputs required by the role holder and how it fits into the organisations structure. When considering the role it is also important to take in to account the skills and personal attributes needed to perform the role effectively (CIPD, 2009). This should be the first step in the recruitment process. This should also include looking at how volunteers will be supported and managed whilst working with the organisation. By including both paid staff and current volunteers in the planning process, it ensures that everyone has an input and understands the volunteers involvement. By involving senior management and board members in any planning, this ensures that the organisation has commitment at strategic level. The National Centre for Volunteering agrees that successful recruitment is heavily dependent upon organisations identifying what is needed from potential volunteers by understanding the specific roles, and recruiting to them (McCurley and Lynch, 1998). McCurley and Lynch (1998) found that there is evidence that shows potential volunteers are attracted to the type of tasks or the nature of the role when being recruited to an organisation. It is therefore important that these are in place before the recruitment process starts. As well as being attracted to the roles offered, each volunteer has a reason for wanting to give their time for free. By identifying these motivations, the organisation will be able to match the needs of the volunteer with the needs of the organisation. Motivation factors include a commitment to the organisation. Within a local Hospice this may be that a friend or relative has received care, meeting people and socialising, gaining skills, or utilising existing skills (Volunteering England, 2006). The 2008 Institute for Volunteering Research paper Young people help out: Volunteering and giving among young people explain that the volunteering agenda believes young people volunteering has a positive impact, including increasing skills and employability, enhancing social cohesion, integrating young people in to society and reducing crime and anti social behaviour. Once the role has been planned for, the organisation needs to generate interest from external individuals. This can be done by advertisements in newspapers, on commercial job boards and on websites, including the organisations (CIPD, 2009). Regional newspapers often offer free advertisement space to charities, which can benefit both the organisation and the publisher. CIPD believes that as the use of technology in recruitment increases, organisations are adapting, and creating databases or pools of ready candidates, who can be kept in reserve, for as and when positions in the organisation arise, without the need to re-advertise (CIPD, 2009). This is not an area that St Lukes have attempted, due to lack of technology within the organisation. Also, with so many voluntary positions in the organisation, the majority of people can be placed immediately. As well as the recruitment process identifying suitable individuals, it can also be used to allow candidates to find out more about the organisation. It is also used for the individual to assess the organisation, and decide whether it is the right environment for them to work. As the experience of all applicants impacts on their view of the organisation, it is vital that each stage of the recruitment process is managed effectively and to the best of the organisations ability (CIPD, 2009). This is particularly important in an organisation such as St Lukes Hospice, who are community based, and rely heavily on word of mouth for recruitment and support. WRVS uses a variety of methods to attract potential volunteers. These include local media, attendance at events, local recruitment campaigns and word of mouth. One consideration with word-of-mouth approaches is that there could be an impact on diversity if people of similar backgrounds are coming forward, so we balance that method with other promotional activities, head of people volunteering at WRVS Chris Dobson says The CIPD Recruitment, Retention and Turnover Annual Survey 2009 found that the number of voluntary, community and not-for-profit organisations experiencing difficulty in recruiting for one or more category of vacancy in 2009 has decreased, compared to the 2008 figure, from 82% to 79%. However, the same report found that organisations with fewer than 250 employees are increasingly finding difficulty in recruiting for one or more category of vacancy in 2009 at 83%, up from 80%. The previous year CIPD also believe that effective recruitment is crucial to organisations for successful day to day running, and that it should not only be carried out to fulfil current needs, but should consider future needs, which will impact on the organisations resourcing (CIPD, 2009). However, in such a small organisation, the luxury of future planning is not always possible. With so many volunteer roles needing filling, planning for the future is not a priority. For recruitment to be effective, it is essential that there needs to be some understanding on where potential volunteers would look for current opportunities. Volunteer Development Scotland (VDS) research (2006) shows that 69% of existing volunteers became involved in volunteering through being asked to help. VDS however found that from the group of people asked, comprising of existing volunteers and non volunteers that the most popular places people believed they would look include the library, internet, direct to the organisation which they are interested in, a volunteer centre, or by speaking to their family and friends. These findings differ from the reality. Organisations can use a variety of methods to recruit volunteers. One of these is promoting itself to potential volunteers. Ways of doing this include informal methods, such as word of mouth by existing volunteers, as well as more formal methods, such as advertising. Word of mouth should not be under estimated. In a community charity it is a very powerful tool. Danson (2003) found that those who did not have access to these networks would become excluded from volunteering. à ¢Ã¢â€š ¬Ã…“However, the socially excludedà ¢Ã¢â€š ¬Ã‚ ¦ are the least well informed about volunteering and the least networked into existing volunteers (Danson, 2003). For young people, aged 16 24 years, word of mouth was the most popular route in to volunteering (Institute for Volunteering Research, 2008). Institute for Volunteering Research (Gaskin, 2003) conducted research, using volunteers and non volunteers, and found that recruitment messages can be targeted to particular groups of people through advertising. What Gaskin was demonstrating, was that for a modern image of volunteering, organisations should use innovative media, emphasising the benefits of volunteering. For an outreach approach, organisations should be using talks, road shows and presence at public events, which could be incorporated with fundraising events. Lastly, for maximising word of mouth recruitment organisations should be encouraging current volunteers to act as ambassadors for volunteering within the organisation. Baird (2005) has found that often, non-volunteers have little knowledge of the activities undertaken by volunteers, or the number of hours and commitment which would be required of them to join an organisation. Baird also found that potential volunteers like to know how their time can make a difference to others, the organisation, or the environment and what they themselves could gain from volunteering. Whilst some volunteers like to know what they gain personally, this would also depend on their motivation for volunteering, as mentioned by Volunteering England. It is therefore important when planning and designing the volunteer role, to include information such as amount of time involved and any ongoing commitment requirements. It is vital to remember that volunteers are an important, if not invaluable resource for many organisations, and their recruitment and retention needs to be treated with as much care and detail as that of paid employees. Whilst motivational factors may differ between paid employees and volunteers, many aspects of people management remain the same. Volunteering is a major activity in the UK, with the  governments citizenship survey (2007) identifying that three-quarters (73%) of all adults in England and Wales undertook some form of volunteering in the previous 12 months, with almost half (48%) of adults surveyed claiming to do voluntary work on a regular basis, at least once a month (Suff, 2008). However, the extent to which volunteers are used within organisations varies considerably, ranging from organisations who solely depend on unpaid staff, to organisations who have minimal volunteer involvement. The Institute for volunteering Research (2008) found that in the previous year, 59% of organisations surveyed had experienced some problems with recruiting enough volunteers, with a similar proportion (57%) reporting difficulties in recruiting volunteers with the skills their organisation required. Kate Engles, Policy and Information Officer at Volunteering England, says that there is a range of support available for charities trying to attract volunteers, including volunteer centres, who offer advice to organisations on working with volunteers. They also advertise organisations volunteering opportunities to the local community. However, this is an approach that St Lukes have previously tried, using volunteer centres in Harrow and Brent, with little success. Chris Dobson, head of people volunteering at WRVS explains the demographic changes since the formation of WRVS 70 years ago (Volunteering England, 2009): Since WRVS was formed 70 years ago, peoples lifestyles have changed significantly. For example, at first there was a big group of women who did not work, but today most women do work and so do not necessarily have the free time to volunteer. This means we have to work a bit harder and be a bit more creative in how we attract potential volunteers. St Mungos, a homeless charity based in London, use a range of approaches to promote volunteering opportunities, including free advertising in London newspapers. This is an approach that St Lukes have tried in the past; however this was not very successful in terms of recruiting volunteers but did provide free press coverage to a large reader group. (Volunteering England, 2009) St Mungos is also registered with several national volunteering databases, as well as having forged links with University College London and London Metropolitan University, due to the universities course provision relating to the work done by St Mungos. St Lukes work closely with Thames Valley University, by providing accredited modules in Palliative Care as part of their degree programme. However, students who spend time at St Lukes as part of the module do not volunteer for the charity whilst training to become specialist palliative care nurses. They carry out supervised placements within the hospice, but no students have so far extended their time to volunteering outside of the module. When recruiting volunteers for the organisation it is important to understand diversity and the role which it should play. Diversity includes physical and non physical differences, with a number of personal characteristics covered by discrimination law. These give people protection against being treated unfairly, with the protected characteristics including age, race, disability, sex, religion and belief and sexual orientation. Diversity in volunteering should mean that people from diverse backgrounds, with diverse skills, can volunteer, regardless of any of these characteristics (CIPD, 2010). There are many compelling reasons to attract a diverse mix of volunteers, such as reflecting the community or client group, encouraging inclusion and encouraging new skills and backgrounds into the organisation, because there is greater flexibility in the recruitment process for volunteers, there is greater scope to encourage greater diversity. Kate Engles (Volunteering England, 2009) observes. The Institute for volunteering Researchs 2008 study found that more than half of participating organisations (56%) had experienced problems recruiting volunteers from a wide range of social and community backgrounds. Volunteer Development Agency (2005) states that when talking about a diverse organisation, it is one that represents the community that it is in. In an area as diverse as Harrow and Brent, this is a particularly relevant challenge, and one that needs to be overcome to ensure the future of volunteers within the hospice. Over the past 5 years WRVS has worked to implement a diversity strategy. This is in an attempt to enhance its reputation and image, resulting in widening its potential recruitment pool. The reason for WRVS implementing this was that it views volunteers as the public face of the organisation, and believes that if they reflect todays diverse society, then individuals will more easily identify with it (Volunteering England, 2009). For St Lukes, this is also an influencing factor, along with the need to diversify to continue to attract volunteers from the local community. The CIPD give several examples of why an organisation would want to become more diverse. To be competitive, everyone within the organisation needs to make their best contribution. By employing a diverse workforce, this allows for a more diverse skills mix. A diverse workforce can help in market competitiveness, opening up new market opportunities, increasing market share or expanding an organisations customer base. It can benefit the organisation by brining fresh ideas and perspectives from people with different experiences and backgrounds. It can also help to ensure that the services the organisation offers are relevant to the community (Volunteer Development Agency, 2005). To implement a diversity strategy within an organisation, it needs to start with buy in from senior management, and include changes in workplace behaviour, communication and training (CIPD, 2010). CIPD Recruitment, Retention and Turnover Annual Survey 2009 found that 94% of voluntary, community or not for profit organisations surveyed monitored recruitment to gain information on gender, ethnic origin, age and disability and 70% train interviewers to understand what diversity is and the impact on stereotypes. The benefits of having a diverse workforce are also highlighted in the Institute for Volunteering research paper Regular and occasional volunteers: How and why they help out (2008). The report found that although there are no significant differences between regular and occasional volunteers when it comes to gender or ethnicity, the age of the volunteer can make a difference. Volunteers aged 25 à ¢Ã¢â€š ¬Ã¢â‚¬Å" 44 years old and more likely to be occasional volunteers, whilst those aged over 65 are more likely to commit to regular volunteering opportunities. Retention is the process in which employees are encouraged, through various means, to remain working for the organisation. This can be ongoing, or until the completion of the project. Employee retention is beneficial for both the organisation and the individual, and it is seen as the responsibility of the employer to ensure that the employee stays working for the organisation by using compensation, environment, support, growth and relationship. (CIPD, 2010) Retention of volunteers is just as important as the recruitment. Previous literature has cited negative experiences within organisations as well as personal factors, as reasons why people leave volunteering. Examples include lack of relevant training, poor supervision within the role and uninteresting duties (Alexander, 2000). Other factors include feelings of being overburdened and undervalued (Locke, Ellis Davis-Smith, 2003). Whilst it is not a fail safe way of ensuring high retention figures, there are many processes in place within the Shops Company which work towards addressing these issues. All volunteers are issued with a manual when commencing their role, which needs completing in agreement with the shop manager. Volunteers have set roles within the shops, and have regular parties to show appreciation for their hard work and commitment, along with birthday cards set as a sign of thanks. A thorough induction programme is also thought to be essential, to make volunteers feel comfortable, welcome and able to carry out their role with confidence. It should include an introduction to the organisation, including the organisations ethos and how they can personally contribute as a member of the volunteer team, an introduction to staff and volunteers with whom they will be working, an introduction to their new role, and also cover legislation, including health and safety (Help the Hospices, 2004). Beugen (in Recruitment and Retention of Volunteers, 2007) found that it is important to recognise that the needs and motivations of volunteers change over their time volunteering for an organisation. He believes that volunteers progress through a motivation life cycle, much the same as paid employees in any organisation. The first stage of Beugens life cycle of volunteers is the exploratory stage. This is when the new volunteers are still exploring the possibilities of being a volunteer, and trying out their new role within the organisation. At this stage Beugen believes that it is important to give reassurance to the volunteer, to find out their expectations and to discuss any uncertainties that they may have. The second stage of the life cycle is the period where volunteers are developing themselves and their role. They do this by analysing what they are doing and improving on their performance. Support for the volunteer doesnt need to be as intensive as the first stage during stage two, however it is still important to maintain contact with and encourage the volunteer. (Recruitment and Retention of Volunteers, 2007) Ongoing training is important during the second stage to allow for continual development. Beugen believes that this helps to create a sense of commitment to the organisation, resulting in higher retention rates. He also thinks that it is also important to recognise volunteers achievements and to acknowledge the value of their contribution to the organisation. Recognition can be formal (e.g. certificates, long service awards) or informal (e.g. birthday cards, cakes). The final stage of Beugens life cycle is maturity. This is where the volunteer is ready to share their skills and knowledge, and to support and lead other volunteers. In an organisation with a lot of volunteers, this stage of the life cycle is important, as it allows established volunteers to share their experiences and knowledge to newer volunteers, and to possibly give a different perspective on the role than that of a paid member of staff. By involving existing volunteers in this knowledge sharing it is preventing them from losing interest and motivation. Beugen points out that it is important to recognise that total retention isnt necessarily a good thing. He believes that once a volunteer has gained new skills and interests they may be ready to move on to another organisation. This may not be necessary if the organisation is large enough to have a range of roles to keep the volunteer motivated and interested. Holmes (in Recruitment and Retention of Volunteers, 2007) comments that the recruitment and retention procedures advised by many organisations are over-formal and similar to the personnel practices for paid staff. Despite this formal approach having advantages to both managers and volunteers in its structured approach research has found that volunteers often find this approach off-putting (Gaskin, 2003; Holmes, 2004). The Institute for volunteering Research (2003) asked volunteers what factors contribute to a satisfying and enduring volunteering experience in order to help organisations recruit and retain. IVR found that what puts volunteers off is feeling used, not appreciated, not consulted and not accommodated. They found that volunteers want to feel welcome, secure, respected, informed, well used and well managed. Since they do not have the incentive of financial gain, rewards must be supplied in other ways. Kate Engles (Volunteering England, 2009) comments: Many volunteer-involving organisations use volunteers Week in June to give awards or celebrate their volunteers by an outing or picnic, for example. Saying thank you costs nothing and goes a long way. Birthday cards or small gifts can also have a lot of meaning for the recipient. Birthday cards for all volunteers are sent annually, with tea parties held during volunteers week in June as recognition of the volunteer teams extensive work at St Lukes. At St Mungos, the belief if that if volunteers can see that they are making a difference within the charity, and that they are working for a professional organisation then this will  help boost retention. This is done by integrating volunteers in to the Mungos family, by making them feel like a part of the permanent workforce (Volunteering England, 2009). Similarly to the integration of volunteers at St Mungos, St Lukes have invested time in altering its culture. Historically, within St Lukes, volunteers and paid staff have been treated very differently, with separate inductions, handbooks, social events etc. However, since 2007 work has been carried out at St Lukes, to establish a less them and us culture. This work started with the setting up of several focus groups, to enable volunteers to have more input in to the organisation. Yet, since this work in 2007, retention rates have not improved. Approximately half of the organisations surveyed in the Volunteer Development Agency 2009 survey said that during the first quarter of 2009 the number of people applying to volunteering within their organisation had stayed the same, with 39% or organisations seeing an increase. The most common reason for an increase in applicants was that people wanted to increase their employability skills to aid finding paid work. The most common reason for decreases in volunteer applications because people had less time to come forward for volunteering. The organisations who stated that they saw an increase in volunteer application in the first quarter of 2009 were asked to clarify the % increase that they had seen compared to the same period in 2008. 59% said that they had seen an increase of 1-25% and 27% had seen a 26-50% increase. Looking towards the future, the organisations surveyed predicted that the major challenges facing them over the coming 6 months were related to funding / limited resources and the need to adapt to changing motivations / expectations of volunteers. 90% of the organisations who responded to this survey were from the Voluntary and Community sector. The remaining 10% were split between organisations with a remit in church / faith, sports and social enterprise. The largest had 1080 volunteers. Although extremely difficult the quantity, the perceived monetary worth of one hour of volunteers time to the organisations surveyed average out at  £9.24, which ranged from  £0- £30. With over 700 volunteers, it is estimated that St Lukes saves in excess of over  £1,000,000 per annum. Participating organisations are quoted as saying à ¢Ã¢â€š ¬Ã…“Volunteers at present are needing greater flexibility, this is ok to a point but does cause our organisation problems. Volunteers are not committing themselves for long periods any more, in the past the average duration for volunteers was 2-3 years, now that is down to 6-12 months (Volunteer Development Agency, 2009). à ¢Ã¢â€š ¬Ã…“The majority of our volunteers are women and to date a few of them were unavailable to volunteer because they have had to look for paid work when their husbands became unemployed. This trend may increase (Volunteer Development Agency, 2009). In the report Volunteering in UK Hospices: looking to the future Smith, J (2004) estimates that each Hospice volunteer contributes approximately  £1,500 a year worth of work, using nearly  £200 of management time. Using this calculation it becomes clear how invaluable Hospice volunteers are, as the Shops operation would not be able to operate to such an extensive profit without them. With plans for the Hospice to continue expanding, and the opening of more shops in the local area, it is essential that the Hospice has a strategy in place to ensure that there is a constant supply of volunteers joining the workforce to allow this to happen. As well as looking at new ways of recruiting volunteers, it is vital that the Hospice acknowledges the need to retain the volunteers is currently utilises, as they have a wealth of knowledge. As well as knowledge, Smith, J (2004) identified that volunteer commitment increases with length of service. Statistics released by Volunteering England (2009) show that demand for volunteer placements in the 6 months prior to the report (March à ¢Ã¢â€š ¬Ã¢â‚¬Å" September 2009) increased in 86% of volunteer placement centres. A recent survey by Howard Lake (2009) for Institute of Fundraising found that Hospices were bucking the economic gloom. Lake found that people in the South East of England were still volunteering, and believes this to

Wrestling and Creatine Monohydrate Essay -- Sports Drugs Weight Loss P

Wrestling Practices and Creatine Monohydrate: A Deadly Combination? Introduction On December 9th, 1997 Michigan University wrestler, Jeff Reese, attempted to cut 12 lbs in one day. His goal was to wrestle at the 150 lb weight class for the Wolverines in the team's match against Michigan State. Reese died trying to reach his goal. Cutting weight is a common practice in the sport of wrestling. In fact, wrestlers have been shedding pounds to qualify for lower weight classes since the NCAA made wrestling a sport in 1928. Prior to any match, disciplined wrestlers will subject themselves to grueling workouts in rubber suits and overheated rooms. The wrestlers try to sweat the weight off, risking severe dehydration all for the sake of winning. Unfortunately, 21-year-old Jeff Reese, and two other wrestlers, died before he reached the wrestling mat. Doctors reported that Reese died from a heart malfunction and kidney failure (Younge, 1998). In a news report by The Minnesota Daily, Dr. David Wang said, "the deaths most likely were a result of the weight-cutting process" (Younge, 1998). Assistant Coach for the Gophers, Marty Morgan, defends the medically unpopular methods for cutting weight saying, "the medical world wants this [the deaths] to be wrestling related, and the way we cut weight, because for years they've wanted to ban this, and outlaw it and change it" (Younge, 1998). Although many plead for research and scientific data on the matter, Dr. Wang believes the medically community will not be the one to furnish the information (Younge, 1998). The human subjects committee would never allow such dangerous practices, such as exercising in a sauna with a rubber suit on, to be implemented for scientific study (Younge,... ...ropean Journal of Applied Physiology and Occupational Physiology, 76, 566-567. Quick, J. (1997). Deaths force change in wrestling. Oregon Live: Sports: Local and National, [Online]. Available: http://oregonlive.com/sports/spst/9801/spst01162.html. Stout, J., Eckerson, J., Noonan, M. S., Moore, G., & Cullen, D. (1999). Effects of 8 weeks of creatine supplementation on exercise performance and fat-free weight in football players during training. Nutrition Research, 19, 217-225. Volek, J. S., Kraemer, W. J., Bush, J. A., Boetes, M., Incledon, T., Clark K. L., & Lynch J. M. (1997). Creatine supplementation enhances muscular performance during high-intensity resistance exercise. Journal of the American Dietetic Association, 97, 765-770. Younge, A. (1998). Weighing in. The Minnesota Daily [Online]. Available: http://www.mndaily.com/daily/1998/02/09/news/.

Face Recognition Technology Essay

Facial recognition technology refers to a computer driven application that automatically identifies an individual from his or her digital image by a comparison of particular facial features in a facial database and in a live image (Vacca, 2007: 95).   The technology creates a template of people’s facial configurations, such as the lengths of their noses, and the angles of their jaws.   It thereby functions like the other biometric technologies (e.g. iris scanning) that use biological features for the purposes of recognition. According to Visionics, a manufacturer of face recognition technology, the technology is capable of finding human faces â€Å"anywhere in the field of view and at any distance, and it can continuously track them and crop them out of the scene, matching the face against a watch list (Kautzer, 2002).† Undoubtedly, these features of face recognition technology make it an attractive option for law enforcement agencies – always trying to catch criminals and keep an eye on suspects.   But, is there more to face recognition technology than meets the eye? Description and Uses of Facial Recognition Technology It is natural brain technology that allows humans to recognize fellow human beings.   According to Bruce & Young (1986) there are â€Å"face recognition units† in the brains of human beings (361).   Face recognition involves matching â€Å"the products of structural encoding,† that is, facial features that are spotted by the eye with â€Å"previously stored structural codes (Bruce & Young: 361).†Ã‚   Vacca writes that there are three areas of the face that are â€Å"primary targets† in face recognition because they do not typically change (95). These parts of the face include upper sections of a person’s eye sockets, the part of the face surrounding one’s cheekbones, and the sides of the human mouth.   Regardless of whether the human brain also considers these parts of the face most crucial to facial recognition, Vacca explains three different techniques used in man-made face recognition technology, namely, eigenface systems, eigenfeature systems, and thermal imaging.   Eigenface image systems capture facial images and change them to â€Å"light and dark areas (Vacca: 95).† In eigenfeature systems, certain features of the face, for example, the eyes and the mouth, are picked out and distances are measured between these features.   Thermal imaging systems, on the other hand, take thermal images of the human face, focusing on the pattern of blood vessels (Vacca). Even though iris scanning and other kinds of biometric technologies are known to be far more accurate than face recognition technology, it is believed that the latter would be more widely accepted because it is least intrusive.   This technology does not require users to push, click, or insert anything into the system, despite the fact that it takes many experts to create eigenface, eigenfeature or thermal imaging systems.   Moreover, companies using the face recognition technology do not require the installation of anything except a new software application. The cameras already in place as well as pictures of their employees on file are enough for companies that use this technology.   Hence, face recognition technology is cheaper for organizations than iris scanning, for instance, which requires reading setups.   According to Frances Zelazney, who works as the director of corporate communication at Visionics – a leading developer of biometrics – yet another advantage of facial recognition technology as compared to other biometric technologies is that â€Å"facial recognition provides for inherent human backup because we naturally recognize one another†¦ If the system goes down, someone can pull out an ID with a picture as backup, something you can’t do with fingerprint devices (Rutherford, 2001).† Unsurprisingly, facial recognition technology is known as the fastest growing biometric technology in our day.   Law enforcement agencies and the military have been successfully using the technology for many years without the public being aware of it.   In the year 1988, the Los Angeles County Sheriff’s Department (Lakewood Division) began using composite sketches of suspects, as well as video images, in order to conduct searches on a database of digital facial shots. The department also has a photo database of sex offenders and plans to find suspects on this database.   Then there is the Gang Reporting Evaluation Tracking system that can be searched with the use of photos of suspects in order for law enforcement to circumvent false identification cards as well as information that has been presented by gang members (Jarvis). Other applications of face recognition technology in the area of criminal investigation include the Integrated Law Enforcement Face-Identification System which incorporates a unique three dimensional composite technology to identify angled-view face shots more easily.   The system is meant to be very helpful in the correct identification of uncooperative suspects in addition to subjects that have been caught from a distance using video surveillance cameras. Furthermore, Britain is known to use at least two hundred thousand video cameras for surveillance.   Many of these cameras are being installed with the facial recognition technology today.   Typically these systems use computers to monitor cameras that are looking for recognized criminals.   As soon as the system is seen to identify a known criminal, the police are called (Jarvis). There are numerous United States embassies around the world that are already using the face recognition technology to keep criminals from entering the country.   The Israel-Palestine border control is similarly using the technology to reduce crime across the border (Jarvis). IQ Biometrix, established in 2001, was a company providing help to thousands of law enforcement agencies around the world with the FACES â„ ¢, a groundbreaking software tool allowing users to create and recreate billions of face shots, as well as encode, catalogue and transmit them.   The technology incorporated a facial composite tool that the FBI and the CIA also used.   The United States Department of Defense, the U.S. Navy, and various local as well as state police agencies had similarly opted for this groundbreaking system of facial recognition (â€Å"IQ Biometrix,† 2004). Given the importance of putting a name to a face in law enforcement, whether it is to solve crimes, protect the public, or to ensure security in jails, face recognition technology is proving itself to be of tremendous value.   Sheriff Everett Rice with the Pinellas County Sheriff’s Office in Florida employs the Viisage face recognition technology to â€Å"positively identify and verify individuals (â€Å"Facial Recognition in Action,† 2007).†Ã‚   Some of these individuals have been recently arrested while others are about to be released.   The face recognition technology is also of use with people that visit the courthouse.   So far, application of the technology has been successful, and users of the technology believe that it would have a greater impact on crime control in the years to come (â€Å"Facial Recognition in Action†).   The following is a detailed account of the case being considered: Over time, the Pinellas County Sheriff’s Office, like other law enforcement agencies, found itself faced with cumbersome booking, release and criminal investigation processes.   A prominent problem was a lack of timely information, which often allowed suspects to get away with providing false identification, hampering law enforcement or sidetracking investigations.   However the sheriff’s office found facial recognition to be an invaluable tool in providing quick and accurate identity information.   Facial recognition technology has allowed the sheriff’s office to quickly access important identity information and retrieve records, thus allowing officers to correctly identify even uncooperative suspects and to conduct more efficient investigations. In 2000, the Pinellas County Sheriff’s Office received a grant from the Office of Community Oriented Policing Services (COPS) at the U.S. Department of Justice.   The goal of the funding was to demonstrate the use of facial recognition technology for Florida law enforcement. Under the leadership of Lt. James Main acting as project director, the sheriff’s office decided to look beyond the traditional investigative uses of face recognition and to focus on how the quick, non-intrusive technology could be used to enhance operations at the jail. By initially focusing on the booking facility where mugshot images are collected, Main believed he could create processing efficiencies by using the existing images to build a facial recognition database.   The database would then serve as the foundation for identity solutions within Pinellas County, and throughout the state (â€Å"Facial Recognition in Action†). Application of face recognition technology by the Pinellas County Sheriff’s Office is a model for other agencies involved in criminal investigation.   The Pinellas County Sheriff’s Office has applied the new technology in other ways as well.   As an example, the Sheriff’s Office has expanded use of the technology to its patrol cars to allow street deputies to identify those individuals that have been stopped and are unable to produce identification.   There are workstations in the Pinellas Country where investigators may use face recognition technology to compare images that have been acquired in investigations. This system allows for search of at least two million images within ten seconds.   What is more, this browser based system is available in the cars of deputies that patrol the streets of the Pinellas County (â€Å"Facial Recognition in Action†).   Report on the use of face recognition technology for law enforcement in the Pinellas County continues thus: As envisioned by the Department of Justice grant, the Pinellas County Sheriff’s Office has partnered with other state and local agencies in Florida to maximize the effectiveness of the system.   Agencies participating in the project include the Florida Department of Corrections, the Florida Department of Law Enforcement (FDLE), seven Florida Regional Terrorism Task Forces, the Hillsborough County Sheriff’s Office, the Orange County Sheriff’s Office and Miami-Dade, Broward, Leon and Duval counties.

Why Nursing is a Popular Option for Career Changers

Why Nursing is a Popular Option for Career Changers Choosing a career is a momentous decision - one which holds the potential to lead to a lifetime of satisfaction †¦ .or misery. Not everyone gets it right the first time. Most recently, a trend is arising in which an increasing number of people in their 30s, 40s and 50s are pursuing second careers in nursing. Let’s take a closer look at this phenomenon. Supply and DemandThe nationwide demand for RNs is set to undergo a 21 percent increase by 2025, according to a December 2014 report from the U.S. Department of Health and Human Services’ National Center for Health Workforce Analysis. These numbers fail to factor in emerging care delivery models which will see nurses in new preventative care and care coordination roles thereby further increasing demand. The demand for LPNs is also projected to increase at a rate of 36 percent.While the country is recovering from the recession and in the process of bouncing back, many people remain scarred by layoffs, cutbacks, and ot her threats to job security. The anticipated demand for nursing removes this fear from the equation, and instead promises a secure future.And while registered nurses may not bring home the same high paychecks as doctors, they do make a comfortable income: a median pay of $65,470 per year, according to the Bureau of Labor Statistics.The Fast Track to a New CareerWhile switching to a new career can take years in some professions, many nursing programs off a â€Å"fast track† which can be completed in as little as 12 months for college graduates. While most people don’t have the time or financial resources to invest in a long, drawn-out period of training, nursing offers a great career with minimal investment.The Chance to Make a DifferenceMany people enter first careers motivated by money and prestige. However, as people age, their priorities change. This is particularly true for those who may have experienced their own personal health issues, or witnessed a loved one go ing through a health catastrophe.In many cases, nurses are the primary point of contact for patients and families, and can make or break the quality of care. Because of their tremendous impact, many new, aspiring nurses are inspired to become nurses themselves.And while nurses may not have the prestige of their fellow doctors, they have something perhaps even more important: the trust of their patients. According to a recent Gallup poll, nurses received the highest ratings for honesty and ethical standards, surpassing medical doctors, police officers, and even members of the clergy.While changing careers can be an immobilizing decision - how do you know if you’re making the right choice? - it can also be an invaluable â€Å"second act,† for many American workers. At any age or stage of your career, following your calling into nursing can have innumerable benefits†¦both for you and the patients you serve.

Neurons, Hormones, and the Brain. 49 Definitions!

Neurons, Hormones, and the Brain. 49 Definitions! Central nervous system (CNS) - The portion of the nervous system consisting of the brain and spinal cord.Spinal cord - A collection of neurons and supportve tissue running from the base of the brain down the center of the back, protected by a column of bones (the spinal column)Peripheral nervous system (PNS) - All portions of the nervous system outside the brain and spinal cord; it includes sensory and motor nerves.Somatic nervous system - The subdivision of the peripheral nervous system that connects to sensory receptors ad to skeletal muscles; sometimes called the skeletal nervous system.Autonomic nervous system - The subdivision of the peripheral nervous system that regulates the internal organs and glands.Biofeedback - A method for learning to control bodily functions including ones usually thought to be involuntary, by attending to feedback from an instrument that monitors the function and signals changes in itSympathetic nervous system - The subdivision of the autonomic nervous system that mobilizes bodily resources and increases the output of energy during emotion and stress.Parasympathetic nervous system - The subdivision of the autonomic nervous system that operates during relaxed states and that conserves energy.Neuron - A cell that conducts electrochemical signals; the basic unit of the nervous system; also called a nerve cell.Glial cells - Nervous system cells that aid the neurons by providing them with nutrients, insulating them, and removing cellular debris when they die.Dendrites- A neuron's branches that receive information from other neurons and transmit it toward the cell body.Cell body- The part of the neuron that keeps it alive and determines whether it will fire.Axon - A neuron's extending fiber that conducts impulses away from the cell body and transmits them to other neurons.Myelin sheath- a fatty insulation that may...

Digital Marketing Campaign for SNOW tires Term Paper

Digital Marketing Campaign for SNOW tires - Term Paper Example This campaign will include a sale of a high number of tires to the market. And the end will be to sell 200,000 tires in North America and Europe in the five winters between 2014 and 2018. This will include creating awareness to consumers in USA, Canada and the European Union and also maintain a 20% sale level in the emerging markets. Sales in these emerging markets will be boosted to 200% of primary market sales after 2018. Online marketing is going to be used as the primary system through which the tires are going to be marketed. Therefore, the plan is to provide online marketing to all the consumers and enter the markets through a unique and distinct system and process. SNOWDRIVE is faced with competition from various levels of competitors. First of all, there is the threat of new entrants which includes companies that can manufacture similar types. This is quite unlikely. Fourthly, there are threats of supplier integration which is quite unreal because SNOWDRIVE are the suppliers. Finally, the threat of competitors in the industry is not really harsh since SNOWDRIVE is innovative in its presentation of this unique winter-type of tires. Political: The policies of the United States and Canada as well as the European Union are relevant and this includes importation and taxation rules as well as Internet disclosure processes and regulations. The liberalization of trade means that promotion could be done from a centralized source and process through which the company can sell and market products. However, important federal and EU relating to the advertising of agencies including respect for local laws must be streamlined. 1. Target customer: The primary customers are young members of these developed economies. This should include the younger sections of society who spend more time online. Secondary customers should be the richer and older users of the Internet who have

How telecommunication has shaped the work place Research Paper

How telecommunication has shaped the work place - Research Paper Example 1). Another more detailed definition of the term disclosed its meaning as the â€Å"science and technology associated, in general, with communications at a distance. A telecommunications system requires a analog or digital transmitter, a compatible receiver, and a physical (cable or wire) or non-physical (wireless) connection† (Web Finance, Inc., 2013, par. 1). Messerschmitt (1996) revealed that â€Å"the term telecommunications is derived from â€Å"tele†, meaning at a distance, and â€Å"communications†, meaning exchanging of information† (p. 1). If defining the term apparently generated voluminous results, one was more intrigued on how telecommunications have evolved and impacted the contemporary work setting. In this regard, the current discourse aims to present the impact of telecommunications in contemporary work settings, or how telecommunications have significantly shaped the work place. Historical Overview of Telecommunications A discussion on the historical background of telecommunication actually traced its origins from the discovery of the telephone by Alexander Graham Bell in 1876 (von Alven, 1998), 137 years from now. Previous to that, it was interesting to note that forms of communication included fire signals, carrier pigeons, and even a line of canon that relayed relevant messages (von Alven, 1998). Also, other communication patterns such as the Chappe brothers’ semaphore system which â€Å"consisted of movable arms on a pole whose positions denoted letters of the alphabet† (von Alven: Early Beginnings, 1998, par. 1) and the electric telegraph were also noted. Telecommunications in the 21st century has evolved in a rapidly changing pace due to the merging with the computer industry and the emergence of the Internet (Messerschmitt, 1996). As such, it pervaded vast industries and endeavors that transformed diverse facets of the work setting through increased access to information and through the use of ne w technologies and communications facilities that provided new applications in faster, greater and wider scope. The statistics from axvoice.com (2013) presented the changes in market shares of telecommunications in the United States from 2010 to 2015, as shown in Figure 1 below: Figure 1: Changes in Market Shares of US Telecom, 2010 to 2014 Source: Axvoice, 2013 Effect of Telecommunications in the Work Setting Telecommunications have evidently transformed contemporary work settings in terms of eliminating barriers to time, space, and locations. As confirmed â€Å"advances in telecommunications have not only untethered people from desks, but they have also made it possible for people who might traditionally be unable to be in the workforce- such as those who are caring for children, or those who are disabled- to have exciting jobs and contribute to the business community† (Alexis, 2010, par. 7). The evolution of telecommunications have enabled the establishment of diverse work settings, from the traditional office-based work place to varied work centers (Kurland & Bailey, 1999). Due to developments in telecommunications, there emerged four distinct work settings such as home-based; use of satellite offices; the existence of neighborhood work centers; and mobile working (Kurland & Bailey, 1999). This provided greater opportunities for increasing productivity, higher morale, lesser absenteeism, and minimizing costs and expenses. Likewise, through developments accorded by increased access