Graduating to Success in Employment: How Social Media Can Aid College Students in the Job Search

This issue brief, the second in a series on social media in workforce development, explores how college career service centers can assist college students and recent college graduates in using social media as part of their job search

Green human resource management: An organisational strategy for Greening employees

Global warming is a reality. Organisations realise their corporate responsibility to conduct their business with the 'future' in mind. Further, organisations realise that going green is a smart organisational strategy (Mandip, 2012). Sustainability is having a green conscience and ensuring the steps you take today do not have a negative impact on the future. Green Human Resources Management is to promote the sustainable use of resources within business organisations (Mandip, 2012). The aim of this research is to provide an organisation, with a green human resource management strategy (GHRM). A qualitative research approach was followed and five participants interviewed. The researcher followed this approach to gain an in-depth understanding of business eco-friendly practices, and to ascertain if the organisation utilises human resources to drive “green” in the organisation to engage employees. The study found that most organisations have implemented some eco-friendly practice and know the value of becoming a 'green' employer. However, the researcher identified a significant gap in that organisations are not aware of through a lack of knowledge how to utilise human resource practices to obtain staff engagement in green policies and procedure. The researcher has developed various ideas and recommendations to business on how human resource practices can be utilised to go green and engage staff. An example of a key recommendation would be to ensure the employer make themselves known to the public and future employees as a green employer. This is a strategic move and can be accomplished by taking part in green initiatives in the community, hosting green workshops, confirming green involvement on the company website and recruiting employees that are already environmental conscience

Predictive Analytics In Higher Education: Five Guiding Practices for Ethical Use

Without ethical practices, student data could be used to curtail academic success rather than help ensure it. For example, without a clear plan in place, an institution could use predictive analytics to justify using fewer resources to recruit low-income students because their chances of enrolling are less sure than for more affluent prospective students. In this report, New America lays out important questions to consider as administrators formulate how to use predictive analytics ethically

Setting and motivation in the decision to participate: An approach to the engagement of diverse samples in mobile research.

Internet and mobile based research are powerful tools in the creation of large, cohort studies (eCohort). However, recent analysis indicates that an underrepresentation of minority and low income groups in these studies might exceed that found in traditional research [1-5]. In this report, we present findings from an experiment in research engagement using the Eureka Research Platform developed to enroll diverse populations in support of biomedical clinical research. This experiment involved the recruitment of African American and Latino participants in a smartphone based survey at a temporary, charitable, dental event sponsored, in part, by the research team, in order to explore the impact of setting and approach on recruitment outcomes. 211 participants enrolled including a significant representation of African Americans (51%) and Latinos (31%) and those with education levels at high school or less (37%). Interviews conducted after the study confirmed that our recruitment efforts within the context of a service event affected the decision to participate. While further research is necessary, this experiment holds promise for the engagement of underrepresented groups in research

Eavesdropping Twitter: What students really think about writing centers

In recent decades, writing centers have moved from the margins of campus power toward the center (Essid 2014). Because our connections to professors and administrators have increased, students may be less likely to speak freely during consultations, on surveys, and in focus groups. Where, then, might we hear students’ “real talk” about writing centers? In the latter half of July 2015 and the beginning of August, I aimed to find out. My hypothesis was that Twitter might be a space to find “voices that are often left out of our surveys of satisfaction” (Lerner 4). Therefore, I spent a month surveilling Twitter, trying to listen in and access what students say about us when we aren’t likely to be listening. I found Twitter to be a public space in which students feel comfortable talking frankly about school matters, including writing center matters.University Writing Cente

Foundation Chief Executives as Artful Jugglers

Hundreds of thousands of books have been written about business leadership, with new titles coming out each year. There is a growing literature about what it takes to build and lead high-performing nonprofit organizations, and a trove of research and writing exists on military and political leadership. Precious little has been written, however, about what it takes to successfully lead a philanthropic organization. While a number of good books about philanthropy have been published lately, each touches only lightly on the subject of leadership, and none focus much attention on the role of the CEO. A recent National Center for Family Philanthropy report about the role of the CEO in a family foundation context makes an important descriptive contribution to the field, but there is room for more research and insight into what it takes to be a successful foundation CEO. In the past two decades, the number of foundations in the United States alone has more than tripled, rising from about 32,000 foundations in 1990 to approximately 115,000 today. Given the proliferation of foundations, and the hundreds of billions of dollars in assets that foundations control, it is essential to ask: What makes foundation CEOs successful? What makes them fail

Spartan Daily, September 12, 2013

Volume 141, Issue 7https://scholarworks.sjsu.edu/spartandaily/1426/thumbnail.jp