Four Women in American Music History

American music history has grown an incredible amount in the last hundred years. Prior to that time, there were very few styles of music that originated in America. However, with the advent of jazz and related styles, American music culture was born. Blues is one of the early styles of music that is truly American, and there are many American artists who sang or performed in that style. In fact, blues is still popular today, although it has changed over time. Blues is an important and long-term American musical style, which has had many effects on musical culture from the early 1900s through today.Bessie Smith was an early blues singer. She was popular in the 1920s and 30s, and was known as much for her hard-drinking, rough life as much as her music. She sang about what she knew. Bessie was an African American woman who indulged in sex and alcohol, and had a strong temper. She never gave up without a fight, either in her music or her life. Getting into a fight with Bessie wasnâ€℠¢t something a person wanted to do, either, because she was over six feet tall and weighed about two hundred pounds. Bessie had a history of getting into fist fights with people, male or female.She also took off after her ex-husband with a gun when she found him cheating on her, after beating up his lover. However, Bessie herself was known for sleeping with a number of both men and women (Whitney). Musically, Bessie was not really trained. She could not read music, and relied on other musicians to write her songs down for her. She did write her own lyrics, though. She was a formidable presence on stage, able to sing loudly and strongly because of her size, and her tendency to sing in the range that was easiest for her.In writing her music, Bessie tended to modify existing melodies, and sometimes create new ones, so that they lay well in her â€Å"good† range (Whitney). Here is an example of Bessie’s lyrics, which show her feelings about life plainly: â€Å"I ain't no high yella, I'm a deep killer brown. /I ain't gonna marry, ain't gonna settle down. /I'm gonna drink good moonshine and rub these browns down. /See that long lonesome road, Lawd you know it's gonna end,/and I'm a good woman and I can get plenty men† (Whitney). Bessie was also known as something of a racist.While her fans were both black and white, she was rude to both whites and lighter-skinned blacks. Even at the height of her career, when she had enough money to live as she chose (even as a white person might, in the early 30s), she chose to stay on the streets and to live the life that was familiar to her. Her lyrics here show her thinking on this matter: â€Å"Mister rich man, rich man, open up your heart and mind,/Mister rich man, rich man, open up your heart and mind;/Give the poor man a chance, help stop these hard, hard times./While you're livin' in your mansion you don't know what hard times means, /While you're livin' in your mansion you don't know what hard times m eans; /Poor working man's wife is starving your wife is livin' like a queen† (Whitney). Ethel Waters is a blues singer who began performing later in Bessie’s career. While Bessie was primarily performing and well known during the 1920s, Ethel became better known in the 1930s (her career did officially begin in 1921, though). Ethel was specifically a different kind of blues singer than Bessie, and in fact was different from her in many ways.Ethel is also of African American decent, but she grew up in the North and was heavily influenced by white performers. When she began performing professionally, Ethel joined a group of blacks who called themselves â€Å"Cakewalk singers,† which was distinctly different from the more traditional blues singers, like Bessie (PBS). Ethel’s acceptance of whites can be traced to what was a very rough beginning for her. She was born when her mother was only 12. Her mother had been raped by a white man, John Waters. Ethel, then, is half-white, and carries her father’s surname.She was raised by her maternal grandmother in poverty, and began singing at age 5. Her beginnings are much more similar to Bessie’s, but what she did with herself later differs widely (Myers). Ethel worked with a number of famous jazz performers, including Duke Ellington. In addition to her singing career, Ethel was also an actress, an area of her life that eventually came to the forefront. Her singing style was not nearly as strong as Bessie’s, but she performed very theatrically and managed to capture the audience’s interest in all of her music.This came in handy, as she continued performing through the 1960s and 70s, working at that time with Billy Graham (PBS). Ultimately, Bessie’s influence on Ethel was very indirect. Both were jazz singers in a time when African Americans were first on the rise in popularity on the stage. Bessie’s grit may have given Ethel opportunities she might not hav e otherwise had. In many other ways, though, the two were very different; attitude, style, and more. Dinah Washington is another important singer in this chain of history.Her birth name was Ruth Jones, and she was born in 1924. She is significantly younger than both Ethel and Bessie, whose careers were near their peaks when she was born. Music was in Dinah’s family from the beginning. Her mother was a church pianist, and taught her to play at a young age. She was accompanying and touring by the time she was 16, and had already won prizes. However, although her initial roots were in the church, Dinah longed to work in secular music, namely jazz (Dahl).At age 19, Dinah got her big break, singing with Lionel Hampton’s Big Band, then one of the most popular music styles. By 1945, she was recording her own solo work for the Apollo label and Mercury records, and by 1948, she was on her way to major stardom. 1959 was her biggest year, when she sang â€Å"What a Dif’re nce a Day Makes† (Dahl). In her personal life, Dinah was similar to Bessie. She had many husbands, and she drank a lot. In fact, alcohol and drugs eventually killed her at the end of 1963 (Dahl). In addition, she also loved the finer things, including fur, clothes, and cars.Her personality was known as â€Å"feisty,† and she could be snapping one minute and generous the next (Cohodas). At first glance, Christina Aguilera doesn’t look much like the other stars. For one, she isn’t black. For another, she was born after all of the other singers had died. However, it is her roots and influences that she is similar to them. Like Dinah, she is biracial, with a mom who is Irish and a father who is Ecuadorian. Her father was in the military, which meant that Christina traveled a lot as a child (Biggest Stars).Also like the other singers, Christina was interested in singing and performing from the time she was a young girl. Her family was also musical, with her mot her performing on violin and piano professionally. Christina had a brief, two-year stint on The Mickey Mouse Club when she was a child, working with other singers who later became famous, like Britney Spears and Justin Timberlake (Biggest Stars). Christina’s initial music was definitely pop, with her first number one single titled â€Å"Genie in a Bottle. † The single topped both the U. S. and UK charts in 1999.For awhile longer, Christina continued in the pop genre, recording for the movie Mulan, and singing a new version of â€Å"Lady Marmalade† with several other female pop stars (Biggest Stars). Christina’s work eventually began to seem less significant to her, and she decided to record her 2002 album â€Å"Stripped. † The album was the first that really showed her background and influences. Her comments about this album: â€Å"Coming off of the height of being a part of such a big pop-craze phenomenon, that imagery of that cookie-cutter sweet heart, without it being me, I just had to take it all down and get it away from me.And that is why I actually named the album Stripped, because it is about being emotionally stripped down and pretty bare to open my soul and heart. † This album used many different influences, including soul, R&B, rock, hip-hop and Latin (Biggest Stars). Aguilera’s influences were similar to the earlier stars mentioned. She looked to soul and R&B, both of which are styles typically recorded by African Americans. The blues aspect of R&B, in particular, is interesting to note. Aguilera was following in the footsteps of the other female jazz singers with this style.Also, similar to Dinah Washington, Aguilera sang pop (Dinah did pop in addition to her jazz roots). In general, all four of these women have things in common, and things that are different. Each grew up under similar circumstances, often with mostly maternal influences. Most had some kind of musical background at home. Most grew u p poor, and all had an early talent for music and singing. Most also had a taste for sex, drugs, and some rougher things in life, and had a hard time at one point or another. However, each was unique.Bessie was certainly the biggest and most blunt of the group, while Christina stood of the opposite end as the â€Å"sweetheart† of pop for awhile. Christina was also different in that she was not of African American decent in any way, although Ethel was also half-white. Some of the singers, namely Dinah, had their start in gospel music, while others went straight for jazz or pop. Overall, it is interesting how strikingly similar the artists are, even though there are also very big differences in their lives and styles.Their stories and backgrounds are surprisingly similar in some respects, but very different in others. These four women are just some of the amazing performers from the rich tapestry that is American music history. Sources Burns, Ken. â€Å"Ethel Waters. † J azz. Accessed on December 4, 2007. Website: http://www. pbs. org/jazz/biography/artist_id_waters_ethel. htm. â€Å"Christina Aguilera Biography. † Biggest Stars. Accessed December 4, 2007. Website: http://www. biggeststars. com/c/christina-aguilera-biography. html. Cohodas, Nadine (2004).Queen: The Life and Music of Dinah Washington. Accessed December 4, 2007. Website: http://www. dinahthequeen. com/. Dahl, Bill. â€Å"Dinah Washington. † Accessed December 4, 2007. Website: http://www. vervemusicgroup. com/dinahwashington. Myers, Aaron. â€Å"Ethel Waters. † Accessed December 4, 2007. Website: http://www. wntb. com/blackachievers/ethlwaters/. Whitney, Ross (1995). â€Å"Reflections Of 1920's And 30's Street Life In The Music Of Bessie Smith. † Accessed December 4, 2007. Website: http://bluesnet. hub. org/readings/bessie. html.

Son of the Revolution Essay

Peter Kim HIST 354 McKenzie April 2013 Son of the Revolution Essay Right at the start of the memoir, Son of the Revolution, the reader’s attention is drawn to the strict nature of the daycare center the narrator is in. We find that China’s motion towards a Socialist party is integrated down to the people’s level, even implemented and enforced in the daycares. This seems extreme to the reader, especially when the songs sung by the children are titled, â€Å"Sweeping the Floor†, â€Å"Working the Factory† and â€Å"Planting Trees in the Countryside†.One doesn’t need much context clues to figure out what these songs are about. Consequently, this level of extreme integration has caused Chinese society to value family as second-priority to this pursuit of Socialist. However, in this setting where the family isn’t that well off, we learn that Heng and his siblings were spoiled by their paternal and maternal grandmothers. In regards to Mao Zedong, the people of China are led to believe that Mao was in some sort of a deity, a god that affected everyone’s lives.Simultaneously, he was considered as a national father of everyone in Communist China. The author demonstrates this when recalling the sweet of relief he felt when he heard â€Å"that Chairman Mao had forgiven† him, and through writing exercises that required them to repeatedly practice writing, â€Å"Chairman Mao is our Great Saving Star,† and â€Å"We are all Chairman Mao’s good little children. † To many outside nations, including Americans, this seems like a way of brainwashing the people, especially at such an early age.However, we already know that the leaders of the Communist Party have no such fatherly intentions for their â€Å"children†. The â€Å"Hundred Flowers Movement,† a movement that encouraged China’s peoples to openly express their voices and opinions, turns out to be a trap set to ide ntify any Rightists in the midst of people. Trying to be helpful, Heng’s mother is accused of being a Rightist and is sent to a labor camp to â€Å"reform† her. We observe this clash of traditional Confucian value in family with the political allegiance to the Communist movement in Heng’s father, even to the oint where he denounces his own wife. The loyalty to China’s communist Party over family runs deep within its people. Upon hearing that their own father is accused of being a Capitalist and anti-Party, Liang Heng and his siblings become enraged at their own father; in other words, the children honored the communist Party more than they honored their own father, which is ironic to Liang Shang, since he abandoned his wife for the Party.In addition to the Hundred Flowers Movement, Liang Heng’s life took another major turn of events with the initiation of â€Å"The Great Leap Forward,† Mao Zedong’s attempt to transform China from an a grarian economy into a more modernized Communist society via rapid industrialization and collective farming. Naturally, private farming would become prohibited and even accused as an act of rebellion against the revolution. However, the Great Leap Forward was a massive failure with millions of people dying from starvation. Liang Heng’s family was no exception, and had to accommodate for these times.The majority of this narrative takes place during the Cultural Revolution, movement that resulted from the failure of the Great Leap Forward. The main goal of the Revolution was to shift â€Å"old,† traditional, Capitalist China into the â€Å"new,† communist China to secure Mao Zedong’s position in power. Like his other previous endeavors, we see that the Cultural Revolution brought with it confusion and chaos to the people, particularly having to do with the change in names of everything around them from roads to stores to public parks. Liang’s friends have even abandoned their old names to adopt newer â€Å"revolutionary† names.Still, holding such high regards to their Chairman Mao and failing to see flaws in his methods, our narrator strives to one day carry his own Red Guard uniform, specifically upon seeing his older sister wearing her own uniform. Ironically, his own home is later raided by these Red Guards because of his family’s â€Å"political† history – his mother’s relatives have moved to Taiwan, she herself is branded as a Rightist, his father is a writer, or â€Å"stinking intellectual. † These circumstances make it difficult for Liang Heng socially, and he is constantly persecuted and ridiculed by the rest of society because of it.

Integrated Marketing Communications Essay

Definition: Integrated Marketing Communication Definition: IMC is a concept of marketing communications planning that recognizes the added value of a comprehensive plan that evaluates the strategic roles of a variety of communications disciplines – for example, general advertising, direct response, sales promotion, and public relations – and combines these disciplines to provide clarity, consistency, and maximum communications impact by The American Association of Advertising Agencies (the 4A’s) The Emergence of IMC The Market revolution forcing a movement towards IMC: †¢ †¢ A shift of marketing dollars from media advertising to other forms of promotion, particularly consumer and trade oriented sales promotions A movement away from relying on advertising-focused approaches, which emphasize mass media such as television and national magazines, to solve communication problems A shift in marketplace power from the manufacturer to the retailer The rapid growth and development of database marketing Demands for greater accountability from advertising agencies and changes in the way agencies are compensated The rapid growth of the Internet, which is changing the very nature of how companies do business and the ways they communicate and interact with consumers †¢ †¢ †¢ †¢ The Role of Marketing Communication Marketing communication performs several functions for consumers: †¢ Consumers are told how the product is used, by what kind of person, and where and when †¢ Consumers learn about who makes the product and what the company and the brand stand for †¢ It allows companies to link their brands to other people, places, events, brands, experiences, feelings, and things †¢ It also contributed to brand equity by establishing the brand in memory and crafting a brand image Marketing communication contributes specifically to brand equity in the following ways: †¢ By creating awareness of the brand †¢ Linking the right associations to the brand image in the consumer’s memory †¢ Eliciting positive brand judgments or feelings †¢ Facilitating a stronger consumer-brand connection Marketing Communication Forms Marketing communication consists of 6 major modes of communication: Advertising: Any paid form of non-personal presentation and promotion of ideas, goods, or services by an identified sponsor Sales Promotion: A variety of short-term incentives to encourage trial or purchase of a product or a service Events and Experiences: Company sponsored activities and programs designed to create daily or special brandrelated interactions Public relations and publicity A variety of programs designed to promote or protect a company’s image or its individual products Direct marketing: Use of mail, telephone, fax, e-mail, or internet to communicate directly with or solicit response or dialogue from specific customers or prospects Personal selling: Face-to-face interaction with one or more prospective purchasers for the purpose of making presentations, answering questions, and procuring orders Advertising Sales Promotion Events

Diversity in Organizations Essay Example | Topics and Well Written Essays - 1000 words - 1

Diversity in Organizations - Essay Example In the case of I.T. business relationship established between India and US companies the factors that need to be assessed are more specific. The ability to understand the difference in workforce demographics by all levels of management, categorisation of diversity, establishing necessary legal framework relating to diversity issues like employment discrimination and creation of equal employment opportunity are the few important factors that need careful attention. The initiatives for diversity management must precede proper understanding of the above mentioned factors. A brief analysis of the important factors that need to be considered in the US-India business relationship are given below. Both India and United States belong to the group of countries that have highly diverse societies. The business relationship between two nations also have different type of diversity challenges and priorities. The highly skewed pattern of access to professional education, socialization and career progression in India creates tremendous pressure on locating, retraining and moulding the newly recruits to the expected level of competence desired. Thus non-uniform distribution of talent is the major bottleneck faced by overseas IT enterprises trying to establish business relationship in Indian mainland (Schome, n.d.). The task of managing the diversity in India would also be a new experience for American managers as they have been exposed to totally different requirements when compared to their previous experience back home. The American society is more adaptable to the changes required due to the huge entry of immigrants and or those underrepresented segment of the population. These man agers have had an earlier experience of creating an environment of social bond inspite of the prevailing diversity. Perception on diversity The major difference in the perception of the diversity across two nations clearly conveys the true picture on the diversity perception. The religion, gender, birth place, caste etc are the major diversity issues encountering an Indian. While in US they also include disability, age, marital status, immigration / citizenship status and sexual orientation (Schome, n.d). Legal Framework US have a very strong legal framework to ensure more robust policies with proper legal action being enforced against the corporate offenders. And these action are often highlighted as the cases of the best corporate practices. While in India, the things are more weak and the system lack proper legal support for any discriminatory practices. All the government and public sector undertaking bodies in India have a system of reservation, where a specified percentage of positions are earmarked for the people representing different caste/religion/section. Management Plan The diversity initiatives at workplace must facilitate easy exchange of new ideas and perceptions among all the members of the working group. Further, it would also help wider participation among all by inviting suggestions and solutions to important issues and thus ensure a respectful and acceptable work environment in the organization (Reichenburg,

Workforce Design Literature review Example | Topics and Well Written Essays - 1750 words

Workforce Design - Literature review Example Downsizing lay-offs have very devastating effects not only on the employees but also on the economic, political and social condition of the country. In this economic climate workforce redesigning with special emphasis on organizational values is one way to handle this situation in company’s benefit. Latest trends and approaches identifies HR as a strategic partner of the business. Workforce/job design is considered the building block for the smooth running of the human resource processes. There are many approaches regarding workforce/ job design are available all of them provides vehement support that a work design chosen appropriately keeping in view organizational needs and values do contribute positively for organizational success. There is no one best approach towards the workforce design. Organizations need to create and find the best fit between its environment, competitive strategy and philosophy with its organizational structure and design. The changing world of work, which is marked by increased competition, information and communication technology, workforce dynamics, has enforced many changes in organizational structure. In the wake of new economy and emergence of knowledge workers and the challenges of economic and financial crunch, intense competition, changing employment legislation, social and demographic trends organizations these days are battling to stay alive by doing more with less employees. (De Ceiri) There are many approaches surrounding workforce design and organizational structure we will focus our research on few approaches such as Competency Analysis, knowledge management, changes in organizational structure/workflow etc. Workforce/Job design Approaches There are many approaches for workforce/job design but as already discussed there is no one best approach. Organizations have to seek the best fit between organizational demands and environmental demands for any effective job design. Let’s dig deep into what are these dem ands and how job design is actually practiced. One of the organizational demands is that job design approach adopted should be derived from the organizational strategy which determines the duties, breath of task and responsibilities. Formalization of jobs and breadth and depth of task is determined by the company characteristics. Culture of the company and the society needs to be taken into account before deciding the managerial choices for job design tactics and employee’s acceptance of these job design decisions. Organizations also demand that employee’s concern should also be fulfilled regarding need for flexible work arrangements and perceptions of fairness in job duties. Environmental demands also cannot be ignored while deciding for the job design. Many environmental forces have their strong impact on job design such as influence of labor force which determines skill availability to perform task and demographics of workforce such as aging labor, influence of tech nology such as virtual teams and telecommunicating, influence of globalization such as workforce diversity, cross culture issues, influence of ethical and social responsibilities such as concerns for physical condition of job design and type of tasks, the influence of economic conditions such as growing economy or downturn economy. (David) Workforce planning, job analysis and job design play an important role in Human Resource management and the interaction between them is the key to success. The recent global financial crisis that was least predictable has led to certain downturn in the economy. Volatility in oil prices is also affecting the businesses. Recent trends and developments such as these has emphasized the role of business plan that not only anticipates but also helps in coping with such situations. For HR it means

EXAMINE the proposition that there exists a correlation btween the Essay

EXAMINE the proposition that there exists a correlation btween the rate of inflation and the level of unemployment. explain the significance of your result - Essay Example For instance, an unemployment rate of 5% is considered as acceptable in the United States. Almost all economic variables are related to each other. A rise in one consequently causes either a fall or an increase in another. Two variables display this relationship. These are unemployment and inflation. This essay will examine the proposition that there exists this correlation between the rate of inflation and the level of unemployment. Firstly, it will briefly explore the concepts of inflation and unemployment. Secondly, it will examine the relationship between these two variables. Thirdly, it will explain the significance of this correlation and finally give a conclusion. Inflation is, by simple definition, an increase in prices. However, in a more detailed definition, it is the consistent and sustained increase in the general price level of commodities and services. Inflation has an immediate effect on the value of a currency of the country experiencing it. For instance, if the United Kingdom is experiencing inflation in its economy, then the value of a sterling pound reduces. Here the value of a currency denotes its purchasing power or the quantity of real goods that one unit of the currency can purchase. The value of a currency varies with the level of inflation, and is never constant (Mankiw, 2011:43). Where there is an increase in the rate of inflation, the purchasing power of people in an economy declines. The opposite is also true for a decrease in the rate of inflation. Inflation is measured as percentage. Specifically, it is measured as a percentage increase of goods and services in a given year. For instance, if the rate of inflation in a y ear is 3%, then a commodity that costs 1 sterling pound will cost 1.03 sterling pounds after inflation is factored in. Inflation has three major variations. These are deflation, hyperinflation, and stagflation (Vogt, 2008:37). Deflation refers to a situation in the economy when the general price level of

Practitioner interview Essay Example | Topics and Well Written Essays - 500 words

Practitioner interview - Essay Example Technical drawing and construction skills are the essential skills that one acquires when studying Architecture. These skills enable an architect to match creative and conceptual ideas about designs together with setting up of real life structures. It is not necessary; however, most schools and architects advocate that one should have some knowledge about architecture. They involve technical studies that one may find challenging if not exposed to early enough. Work placements are important in developing architectural skills. Such industrial attachments also expose a person to practical skills and field requirements of architecture. This is vital to success in the field, especially considering the fact that a small percentage of architecture involves design while the rest involves interactive processes. As long as an architect is qualified and has the requisite knowledge and skills, it is virtually impossible to lack a well-paying job. Alternatively, with adequate qualification in the theoretical and practical areas of the profession, an architect can opt to open his or her firm, acquiring contracts Any student wanting to pursue architecture should first be driven by passion. This field involves a lot of technicalities and one can easily give up. However, it pays off when you gain the necessary knowledge. Architecture is a wide field and one should continue exploring possibilities and opportunities that arise daily. I will engage in as many projects as I can, in order to gain the necessary experience that I will need to start my own practice and maybe eventually own a real estate firm. One of the principal lessons I learnt from the respondent is that, Architecture is important not only as a learning program offered in schools, but also in mainstream society where it is actually practiced. It gives people the ideas to construct complex buildings, real estates, as well as, sky scrapers. Architecture field is mostly influenced by rapid

Strange Meeting Essay Example | Topics and Well Written Essays - 1000 words

Strange Meeting - Essay Example And in the words of Owen’s Preface – All a poet can do today is warn. Structurally, the poem is composed of 44 lines of Iambic pentameter, divided into 4 irregular stanzas: the first, 3 lines; the second, 7; the third, 29; and the last, 5. Owen makes use of a lot of Assonance. In the first stanza, we have: down, profound, piteous, recognition, fixed, distressful, bless. Stanza three contains the following: guns, thumped, flues. There are many others scattered throughout the rest of the poem. Then, we have Alliteration. In the first stanza alone, we have: down, dull; granites, groined. Stanza two has: sprang, stared; smile, sullen. The third stanza yields the following: made, moan; hopelessness, hope; wildest, world; boil, bloody; mine, mystery, mastery; miss, march; wash, wells. This stanza and the last yield many more. The reader finds a single example of onomatopoeia and it is found in the third stanza: And no guns thumped or down the flues made moan. There are two evidences of hyperbole and they are both mentioned in the long, middle stanza: With a thousand pains that visions face was grained and Then, when much blood had clogged their chariot wheels.. It seemed that a thousand pains and much blood are exaggerated. Personification may also be found in the poem. In the short first stanza: Through granites which titanic wars had groined. (Wars are to humans who can groin or reproduce). In the second stanza, Lifting distressful hands, as if to bless (Hands may be lifted, but it is the person himself who can feel distress and may bless). Going more deeply into the poem, in lines 1-3, the poet Owen sets the scene. Holes, caverns, tunnels – these form a recurring image in his mind and find their way into the poem. Titanic Wars imply not just World War I in which Owen fought, but conflicts through history on a gigantic scale. In lines 4-10,

Marketing-A Hotel Perspective Essay Example | Topics and Well Written Essays - 1500 words

Marketing-A Hotel Perspective - Essay Example â€Å"Marketing is a societal process by which individuals and groups obtain what they need and want through creating, offering and freely exchanging products and services of value with others† - Philip Kotler Marketing is the economic process by which goods and services are exchanged between the producer and the consumer and their values determined in terms of money prices. Marketing originates with the recognition of a need on the part of a consumer and terminates with the satisfaction of that need by the delivery of a usable product at the right time, at the right place and at an acceptable price. Marketing is a key function of management. It brings success to business organization. A business organization performs two key functions producing goods and services and making them available to potential customers for use. An organization business success largely depends on how efficiently the products and services are delivered to customers and how differently do the customers perceive the difference in delivery in comparison to the competitors. This is true of all firms – from large business enterprises to small firms, from multinationals operating in different countries to small firms operating in small markets

Design of Water-Based Fire Protection Systems Essay Example for Free

Design of Water-Based Fire Protection Systems Essay Water pressure is the energy that powers sprinkler system, so it is very important. Water flow creates pressure which generates energy that moves water through the pipes. Flow is the measurement of water required for the smooth flow of water to perform the required task. But the fire sprinkler requires much needed effort to provide improved fire protection against high challenge fire hazards. A sprinkler gives fast response with great supply water and increases the fire suppression capability. Installation of fire sprinkler system requires certain specific construction, performance installation and operation. For e. g. the discharge coefficient of sprinkler is nominally must be within the range of 13. 5-14. 5, where the discharge coefficient is calculated by dividing the flow of water in gallons per minute through the sprinkler by the square root of the pressure of water supplied to the sprinkler in per square inch gauge. Sprinklers were initially designed to control fire with thirty-foot ceilings In United States, water pressure is measured in per square inch and water flow is measured in gallons per minute. The maximum water supply is depend upon number of conditions such as length of pipe, the place mere fire catch up, the amount of water pressure. The method to measure the water supply depends upon the source of water. The measuring process differs in city water systems, water from tank. Sprinklers were initially designed to control fire with thirty-foot ceilings where flammable stock such as plastics such as plastics is kept 25-foot high in racks. Whereas in some cases available water supplies is not capable of creating that much pressure required for the control of fire, then a supplementary pump can be used to increase the content of water pressure before sprinklers. Therefore, water quantity needed for sprinkler system should be determined according to the suitable method so that waste should not be wasted or misused. REFRENCE Referred to sites: 1. http://www. patentstorm. us/patents/6336509-description. html Low pressure fast response bulb sprinklers 2. http://www. extremehowto. com/xh/article. asp? article_id=60335 Designing a Sprinkler System Jess Stryker Dated 3rd August 2007

Analyzing of Economic Data Using Big Data

Analyzing of Economic Data Using Big Data N.Rajanikumar, Dr.A.Suresh babu, Mr.G.Murali Abstract: Big data can help at the e commerce data. The big-picture problems, the economic indicator many investors, business fortunate and judges are rely on are just too outdated by the time they’re out. People â€Å"pitch to the number,† but the world has often moved since it was considered and they won’t know it until the next report comes out. Take, for example, the case of increasing food prices in India and China that are pouring up price rises for a major percentage of the world’s residents. But principle claims to have been seeing the movement shaping up for weeks. Premise is able to capture economic data in close to real-time in some cases or at least much closer to it in others thanks to the technology trifecta of e-commerce, cloud computing and Smartphone’s. However, while e-commerce data is supportive for gauging the prices of certain goods in certain economies, it doesn’t really touch emerging economies where the vast popular of transactions are still local and cash-based. If groceries prices are rising across Asia, for example, that likely income, along with other things, inferior health and less money to spend on non-essential end user goods. That’s where mobile devices come into play in the form of Premise’s Android host. The company has more than 700 contributors in 25 cities, mostly in Asia and Latin America, who go into stores and markets and capture data about exact items on which Premise desires data. â€Å"We use them as sort of detection agents. The contributors take a picture of the item either on the shelf or in a market stall; it syncs with Premise’s servers in the blur; and Premise’s system is then able to extract information from the photos. It can verify information such as price, brand and quality of the items, and even ecological information such as how clean the store is and how stocked the shelves are. Interestingly, but not without warning, the app that con tributors use is only for Android phones. Keywords: Apache Hadoop API Using HDFS, Mapreduce, Pig, Hive, Linux-Unix, windows,Eclips. 1. INTRODUCTION This paper mainly focuses on how to manage huge amount of data and how to analyse the data. The technology used for this is hadoop technology . In this project the data taken is Economic data from various E-commerce websites. Then the data is stored into HDFS( hadoop distributed file system) format in the form of clusters. After the storage is done, then the processing of data can be done based on the user requirements. The processing of data can be done using many modes. Hadoop basically contains many ecosystems which provide different ways of processing or analyzing the data in different environments. There are two basic methods of Hadoop are HDFS and MapReduce. HDFS is used to stock up the data and MapReduce is used to progression the data. In MapReduce we write codes in java to analyze the data in whatever way we want to. The ecosystems in Hadoop are also for processing and analyzing the data. The different ecosystems of hadoop are pig, hive, chukwa, HBase, ZooKeeper, sqoop etc. Here pig, hive and sqoop have been implemented. So the first ecosystem implemented is pig. Pig is scripting language. It can process both structured and unstructured data. In this pig scripts are written on the data to get results. Then hive is a query language, it can handle only structured data. In this queries are written on to the data to analyze it. Then finally sqoop, it is actually a support for hadoop rather than an ecosystem. It is used to transfer data from one data base to other. And after the processing of data the results are displayed. 2. What Is Big Data? Big Data refers to the data sets whose size makes it difficult for commonly used data capturing software tools to interpret, manage, and process them within a reasonable time frame. Big data sizes are a continually moving target, as of 2012 ranging from a few dozen TERABYTES to many PETABYTES of data in a single data set. With this difficulty, new platforms of big data tools are being developed to handle various aspects of big quantities of data. BIG DATA concept means a datasets which continues to grow so much it difficult to manage it using existing database management concept and tools. The difficulty can be related to retrieve the capturing of data, storage, searching and virtualization, etc. The challenges associated with Big Data are the â€Å"4 V’s†: Volume, velocity, Variety, and value. The Volume challenges exist because most businesses generate much more then what their system were designed to handle. The velocity challenge exists if company’s data analysis or data storage runs slower than its data generation. The variety challenge exists because of the need to process difference types of data to produce the desired insights. The value challenge applies to deriving valuable insights from data, which is the most important of all V’s in my view. Fig1. 4V’s of Big Data 3. What is E-Commerce? A type of trade model, or part of a larger business model, that enables a firm or individual to perform business over an electronic network, typically the internet. Electronic commerce operates in all four of the major market segments: business to business, business to consumer, consumer to consumer and consumer to business. It can be thought of as a more advanced form of mail-order purchasing through a catalogue. Almost any product or service can be offered via ecommerce, from books and music to financial services and plane tickets. Investopedia explains Electronic Commerce: e-commerce E-commerce has approved firms to set up a market existence, or to improve an active market spot, by providing a cheaper and more capable distribution chain for their products or services. 4. Why Big Data is a must in ecommerce The buzz nearby Big Data is far away from being needless. Not only does it permit merchants to gain deeper insights into customer behavior and industry trends, but it also lets them make more precise decisions to improve just about every feature of the business, from selling and publicity, to merchandising, operations, and even customer maintenance. Below are a few more points that deeper explain the impacts of Big data in the Ecommerce empire. From improving customer familiarity to developing better products or marketing campaigns, it’s no question that Big Data is the next big thing for online businesses. 5. Characteristics of Big Data A Big data proposal can give a solution which is planned specifically with the needs of the venture. The following are the basic characters of the Big data: Comprehensive – It should offer a broad platform, and address all three dimensions velocity, volume and variety. Enterprise Ready – It should include the performance, reliability, performance and security features. Integrated – It should enable integration with information supply chain including databases, data warehouses and business intelligence applications. Open Source Based It should be open source technology with enterprise class functionality. Low latency. Robust and reliability. Scalability. Extensibility. Allows adhoc queries. Minimal Maintenance. 6. BIG DATA OFFERS There are many vendors offering BIG DATA Analytics are IBM, KOGNITO, etc. Here in this paper I have discussed about the IBM Platform. Fig -2: IBM Platform of BIG DATA 7. Big Data Challenges There are focal challenges of BIG DATA are data variety, velocity, volume and analytical workload intricacy More number of organizations is belligerent to compact with many problems with the large amount of data. In order to solve this problem, the organizations need to ease the amount of data being stored and develop new storage techniques which can improve storage use. 8. Uses of Big Data for Online Retailers Most minute merchants’ think that Big Data analysis is for well-built companies. In fact, it is essential for minute businesses, too, as they attempt to partake with the larger ones. This becomes even more important as online retailers proceed together with their customers in real time. Note, however, that management large sets of data can increase a site’s load time. A slow site troubles every aspect of the shopping procedure. Here are six uses of Big Data for online retailers. Personalization, Dynamic pricing, Customer service, Managing fraud, Supply chain visibility,Predictive analytics. ‘Big Data’ and e-commerce Tuesday 25 September 2012 9. Conclusion The expansion of information particularly of unstructured dataposes a special challengeas the volumeand diversity ofdata. One of the most promise technologies is the Apache Hadoop and Map Reduce structure for dealing with this big data problem. Big Data is a popular trend in business and in marketing. The concept can indicate different things to different businesses. For ecommerce, retailers should seek to use Big Data to collect big information, if you will, that may be used to make better marketing decisions,. 10. REFERENCES [1] Ecommerce.about.com [2] bloomreach.com/2012/05/ecommerce-challenges-that-can-be-solved-by-hadoop-and-big-data-apps/ [2] Ziff Davis, â€Å"E-Commerce.† Software World, 2003, vol. 30,pp. 207-212. [3] X. J. Tong, W. Jiang, â€Å"Research of Secure System of Electronic Commerce Based on Mix Encryption,† Microprocessors, 2006, vol. 4, pp. 44-47. [4] S. H. Qing, Cryptography and Computer Network Security. Beijing: Tsinghua University Press, 2001. [5] Y. P. Hu, Y. Q. Zhang, Symmetric Cryptography. Beijing: Machinery Industry Press, 2002. [6] S. Z. Guan. Public Key Infrastructure PKI and Certification Authority. Beijing: Publishing House of Electronics Industry, 2002.

Analysis of Recruitment in the NHS

Analysis of Recruitment in the NHS CIPD Management Report Utilising E Recruitment Executive Summary This Management report will look at the Recruitment Processes with an NHS Acute Trust and identify if E recruitment can help with the difficulties experienced in the Trust. Alongside a literature review of Recruitment difficulties, Employer Branding, Traditional recruitment and E recruitment, the author has conducted a benchmarking exercise in order to establish best practice in recruitment in local NHS organisations, A Process Mapping exercise to identify current practice and identify any difficulties or hold ups in the current process and a Managers questionnaire to allow the author to identify current perceptions of the recruitment service in the organisation alongside what expectations are. Appendices. Satisfaction Survey Survey results 1.0 Introduction The Pennine Acute Hospitals NHS Trust was established in April 2002 and manages hospitals in Oldham, Rochdale, Bury and North Manchester. Serving a population of approximately 800,000, the Trust is one of the largest in the country and had an operating expenditure of over  £425 million in 2006/07. It runs services across five hospital sites: Fairfield General Hospital, Bury; North Manchester General Hospital; The Royal Oldham Hospital; Rochdale Infirmary and Birch Hill Hospital, Rochdale and employs a staff of approximately 10,000. The Trust has four divisions identified as Surgery, Medicine, Women and Childrens, and Diagnostics and Clinical Support. It also has directorates providing support to clinical services including Human Resources, Facilities, Planning, Finance, Information and Management Technology, Modernisation and Performance, Governance and Research and Development. The local economy in which the Trust is situated is strong, with a great deal of competition from local organisations for staff. There is little competition within the NHS for staff, as Pennine is ‘the only Trust in town, in each of the 4 areas. Transport links to the Trust are generally good, although access to some peripheral sites is difficult, and car parking can be a problem, especially at the Royal Oldham site. The Trust is concerned, as many Trusts in the Greater Manchester area are, that many of its nurses will retire within the next five years and it is trying to develop a programme to get people to stay on after the normal retirement age. It also attempts to recruit as many student nurses as possible, but positions for newly qualified staff have been reduced in the last few years due to reconfiguration of services and redeployment to avoid redundancy. The Trust has a lower proportion of nursing staff from ethnic backgrounds than the local population, when comparing the 2001 Census with its workforce data; but the percentage of staff as a whole from ethnic backgrounds is higher, due to the numbers of medical staff from ethnic minorities within the Trust. The Trust works hard to recruit staff from ethnic minorities/deprived backgrounds. It has an Equality and Diversity Team who work to promote diversity within the Trust, supporting proactive recruitment where there is a concentration of individuals from ethnic or disadvantaged backgrounds. There is a central HR function, with designated HR Managers for each division. Restructuring of this model has taken place in recent years. Recruitment is managed from the North Manchester General Hospital site and provides a central function. With a workforce of over 10,000 people, the average monthly cost of recruitment at Pennine Acute Hospitals NHS Trust is xxxxxx. Added to this is the length of time it takes to place a new employee in post, which is on average 60 days. This estimate is from measured from the advertised positions closing date to offering that position. Recruitment is currently a major issue in the Trust with days lost in the recruitment process costing money and reducing morale and effectiveness. At present the department is receiving a lot of pressure from the rest of the Trust and the reputation of the department is poor. This management report is being undertaken to identify recommendations that will allow the recruitment process to become more efficient and identify whether utilisation of e recruitment is a viable proposal in the Trust and whether its implementation will increase efficiency and save resources. All employers face the challenge of employing the right staff for their organisation and this often falls under a human resource arena. The recruitment and retention of healthcare professionals has been identified as a key challenge facing the NHS (NHS Plan 2002). High on the agenda at local, regional and national levels is the development of strategies and initiatives to attract suitable people to work in the professions, in order to ensure that services are responsive to patient needs. 2.0 Literature Review Recruitment is an extensive subject with many aspects making up the area. A study by Ullman (1966) cited in Breaugh Starke (2000) was one of the first to examine recruitment sources. Finding that new employees who were recruited by means of informal sources (i.e., employee referrals, direct applications) had a lower turnover rate than individuals recruited via formal sources (i.e., newspaper advertisements and employment agencies). Barber (1998) has since concluded that past research has not made a strong case for the importance of source differences. The author is interested in research into the prevalence of the sources used in traditional recruitment, which appears to be research that has not been undertaken significantly. Torrington, Hall and Taylor (2005) identified that employers in the UK recruit over 3 million people each year, in a costly and time consuming exercise to add suitable staff to their organisation. They identify a need to ‘sell jobs to potential employees in order to ensure they can generate an adequate pool of applicants. Organisations are now facing a greater challenge recruiting rather than selecting. (Ployhart 2005) Other researchers having also identified the difficulties organisations have in attracting candidates, identifying selection will only be effective and financially defensible if a sufficient amount of applicants apply to the organisation. (Taylor and Collins, 2000) However according to Barber (1998), It is important that employers do not consider the recruitment process to be completed at this point, It continues during the short listing and interviewing stages and is only deemed as complete when an offer is made. For the purposes of this literature review the author will review thoughts and research on the initial stages of recruitment, that being the attraction of employees and advertisement of vacancies in order to recruit to the organisation, this will allow the author to include the areas of employer branding and e-recruitment in the review. 2.1 Recruitment Difficulties The Audit Commission (2002) has identified that the UK labour market is highly competitive at present with the rate of unemployment at a historically low level. Employers are openly competing harder to attract and retain staff. This is made more difficult, with reports across the country, of recruitment and retention problems affecting local public services, the NHS being no exception. There have been serious concerns about shortages in staff numbers, and fewer young people being attracted to work for the public sector, meaning there is a potential ‘demographic time bomb. It has been identified that 27 per cent of the public sector workforce are now aged 50 or over. (Gulland (2001), Audit Commission (2002)) Recruitment is also expensive, in a recent survey; CIPD (2007) identified the average cost of recruiting a member of staff is  £4,333; however this increases significantly to  £7750 when organisations are also calculating the associated labour turnover. They identified that eighty four percent of organisations have reported difficulties in filling vacancies in 2006, a rise of 2 percent on the previous year. The key challenges faced by organisations in regard to recruitment have been identified from the survey as; attracting and recruiting key staff to the organisation, reducing recruitment costs, enabling the achievement of the organisations strategic goals and addressing skills shortages. CIPD strongly believes that: ‘effective recruitment is central and crucial to the successful day-to-day functioning of any organisation. stating that ‘successful recruitment depends upon finding people with the necessary skills, expertise and qualifications to deliver organisational objectives and the ability to make a positive contribution to the values and aims of the organisation. The Audit Commissions report (2002) also identified there are concerns about ‘skill shortages, not only in terms of ‘basic skill levels in the workforce, but also in key leadership, management and specialist skills that are required. Previous research from the Audit Commission (2001) has showed that, on average, a new employee will perform at only 60 per cent of their productive potential when they are first appointed, only reaching 100 per cent after being in a post for a year. This makes recruitment in these areas and adequate delivery of services even harder to manage. In their extensive report on public service recruitment, the Audit Commission identifies the way the employers can maximise their recruitment practices. They advised: Informed, quick and professional responses to job advertisement enquiries are essential for maximising applications; routine monitoring of recruitment will ensure that recruitment initiatives are driven by the bigger picture rather than just the latest concern; success in addressing diversity issues are to be achieved through efficient, effective targeted recruitment campaigns based on knowledge of the target community; and any initiative to attract a specific group of staff will benefit from being profession-led and in partnership with HR. Audit Commission (2002) Effective recruitment practices and policies are recognised as making a significant contribution to an organisations success, according to Plumbley (1990). He states it is not simply about placing suitable candidates into jobs, but also about building an adept and flexible workforce in order to meet the organisations changing and demanding needs. The first stage of recruitment and selection is to be able to attract an adequate number of appropriate candidates. Prospective employees do not select the organisation they wish to work for on the foundation of job and organisational characteristics such as location, and organisational structure alone. 2.2 Employee Brand The increased competitiveness in the recruitment market has led to organisations spending more time, effort and resources on developing their recruitment brand and expanding the range of advertising methods used, to try and attract quality applicants from as broad and diverse a pool possible. Almost seven in ten organisations describe themselves as having an employer brand according to CIPD (2007), and studies have shown that an organisations reputation and identity is vital in the fight to attract suitable talented applicants into organisations. (Lievens Highhouse, 2003; Cable Turban, 2001). Identifying that in order for the corporate brand to be more successful at attracting suitable candidates there is an importance in promoting and monitoring that brand. (Slaughter, Zickar, Highhouse, Mohr, 2004) Fombrun, (1996) agrees with this stating the reputation of an organisation has been acknowledged as one of the key factors that can affect the probability of potential applicants choosing to apply to work for it. In the same way, organisation reputation has been found to be an important influence on applicants decisions of whether they fit with an organisation and want to join it (Rynes et al., 1991). This researcher has also showed that applicants utilised information on how informative and the ‘recruiter friendliness as an indicator of how an organisation treated its employees. Fombrun (1996) expands this argument to identify that reputation is of particular concern to applicants seeking employment in knowledge-based institutions, such as universities and hospitals, because of the intangibility of the services these organisations provide. Whilst Turban et al. (1998) also found that applicants perceptions of the specific attributes of a post were influenced by their evaluation of the organisation, even if they had been interviewed and were successful. The importance in private/commercial organisations reputation in relation to the recruitment and retention of staff has been well documented in literature, for example: (Turban, 2001) and Cable and Graham (2000), Gray and Ballmer 1998)), there has however been comparatively little consideration on the impact of reputation for public sector organisations. Most people in the course of their life have a need to use the services the NHS provide, some more than others and health is an important issue, not only on a personal level, also in the political arena. The NHS is the UKs largest employer, so many of the UK population are at present working in it, with a great number more many having done so at some point in their lives. In brief, the NHS has a wide range of different stakeholders, who may feel they have a vested interest in the quality; provision of services and ultimately, the reputation. People have varied, and very personal experiences of the NHS and this could mean image and reputation are therefore difficult to manage. The Audit Commission study (2002) study showed that public sector staff thinks that ‘their image in the eyes of the public would discourage potential recruits from entering the NHS. The study analysed a wide sample of the UKs national press to see if the evidence supported this observation. Analysis of the results showed that plenty of stories are told and coverage given to the NHS is extensive. They concur that the picture of public sector work presented to the reading public is often bleak. Of the former public sector workers surveyed, 68 per cent thought that the image of their former profession would discourage people from entering that job. Only 9 per cent thought the opposite and stated that the image would instead encourage people to enter. The NHS is such a well-known organisation that carries out specific roles in society, that when considering a career in the NHS people often have an idea regarding an occupation they would like to pursue. The GTI (2006) conducted a survey to establish the major determinants that influence applicants in their choice of employer. The results show that for 22% of student nurses and doctors, the reputation of a prospective employer (often influenced by media coverage) is a key factor in determining their aspirations. They identify that ‘word of mouth can be damaging to an employers reputation. If employers get things wrong, it can really affect the way they are viewed by potential employees as over half of the survey respondents have shared their bad experiences with their peers. So for some people the images and reputation of the NHS may be crucial to their decision of whether to work for it. 2.3 Traditional Recruitment Methods Traditional recruitment methods are the way in the past, that an organisation announced a job opportunity to the marketplace, through a classified advertisement, a job fair, an external recruiter, or other media. Any candidate who happened to see the announcement would submit his or her CV, ring the company for an application form or submit a letter of interest. Lievens and Harris (2003) have stated that in the past, job searching was a more time-consuming activity. They identified ‘A candidate who wished to apply for a job would need to first locate a suitable job opportunity, which often involved searching through a newspaper or contacting acquaintances. After locating potentially suitable openings, the candidate would typically have to prepare a cover letter, produce a copy of his or her resume, and mail the package with the appropriate postage. Arboledas, Ferrero and Vidal (2001), presented some examples of recruitment methods that organisations have traditionally used. These were identified as newspaper advertisement, faxed/mailed resumes, recruitment agencies or the use of headhunters. Galanaki (2002) similarly identified all these methods and also defines them as ‘traditional recruitment methods. This idea of traditional methods can also be found quoted in numerous HR texts, which have sections dedicated to recruitment and try to identify best recruitment practices. The authors of such texts include Cole (2004), Rayner and Adam Smith, Armstrong (2007) and Mullins (2005). These texts give a useful overview of the concepts of recruitment but again the best practice and evidence of what is most effective is not present. An IDS study in 2006 reported that to maximise their chances of appointing the best candidate, many organisations have utilised a combination of online and traditional approaches. In 2004 Softworld HR and Payroll identified in a study, that 24% of respondents envisaged e-recruitment entirely replacing all traditional methods of advertising in the future, however 76% of the practitioners surveyed, see it as an additional tool to allow the widest possible range of applicants to be accessed. Traditional methods also identify the use of recruitment agencies in the way of recruiting staff. According to an IES study (2005), recruitment agencies remain confident that the growth in e-recruitment technology will not eliminate their role in the process, as many organisations lack the time and expertise to carry out these tasks. Many organisations, especially smaller ones may also lack the technology to carry out their own recruitment online. They state with the low unemployment rate that currently exists, the task of finding quality candidates will remain challenging and this may prompt organisations to continue to use agencies, in particular, for specialised, senior or difficult to fill positions A Demos report (2007) however has identified difficulties in the recruitment business. They point out that the ‘landscape has changed remarkably over the past decade. And identify the recruitment industry has been growing rapidly, and the talent war has led to an increase in outsourcing and much greater efforts being made to reach candidates through on and offline advertising. They identify that recruiters have had to embrace technology, or be left behind. In the 2007 CIPD recruitment and retention survey, it was identified for the first time in the UK; corporate websites have broken even with local newspapers advertisements as the most common method of recruiting candidates. 2.4 E-recruitment E-Recruitment is identified as ‘the use of Internet technology to make the job of recruiting staff more efficient and effective, when used together with traditional recruitment methods; the benefits derived from e-recruitment can be considerable. (E-recruitment Best Practice Guide 2007) Internet usage in recent years has seen the recruitment process transformed. Online recruitment, internet recruitment, web-based recruiting and e-recruitment are terms used to describe the use of the internet to recruit potential employees, and mediums to conduct other elements of the recruitment process. We will use the terms interchangeably in this report. According to Schreyer McCarter (1998) e-recruitment refers to â€Å"The recruitment process, including placing job advertisements, receiving resumes, and building human resource database with candidates and incumbents E-Recruitment is establishing itself as a significant part of the recruitment strategy in a range of organisations across the UK and the world. This is in addition to becoming a progressively more accepted method for job seekers in searching and applying for jobs. The traditional method of recruitment has been transformed by the appearance of the Internet. In the past few years, the Internet has dramatically changed the face of HR recruitment and the ways organisations think about the recruiting function. There is predicted to be a continued dramatic growth in recruiting and hiring via this medium in future years. (CIPD 2007) A survey by the public appointment service in Ireland in 2006, relating to e-recruitment in Irish organisations, has also identified a high level of current or intended future use of e recruitment, this being identified as an area forming an important part of the Irish recruitment strategy. It would seem that e-recruitment has been implemented in many organisations from small companies to large organisations. These organisations are already using e recruitment to advertise jobs and accept CVs on the Internet, and also to communicate with the applicants by e-mail. In the CIPD Recruitment, retention and turnover 2006 survey it was identified that eighty-four percent of respondents have made greater use of e-mail applications in the last three years. Over seven in ten organisations also said they are actively advertising jobs on their corporate websites and using online recruitment applications. Lievens and Harris (2003) have identified the following methods of using the Internet to attract candidates, acknowledging that approaches are continually changing. †¢ Company websites Advertising posts and providing information to candidates through the company website. The facility to apply online is often also provided. †¢ Job Boards Commercial general purpose recruitment portals, (e.g. Yahoo!, Monster.com) and specific industry job boards. †¢ Online Searching Recruiters searching online sources such as company websites and professional chat sites to identify candidates who may not be actively looking for a position. †¢ Relationship recruiting Using the internet to build and maintain long term relationships with passive candidates, through using internet tools to learn more about web visitors interests and experience and to e-mail regular updates about careers and their fields of interest. Kerrin and Keetley (2005) have suggested that the reasons for many organisations to introduce e recruitment have been recruitment cost reduction, speedier processes, access to a wider pool of applicants and better employer branding. In the CIPD Recruitment, retention and turnover survey 2006,  it was identified that the key drivers for e-recruitment were; reducing recruitment costs (cited by 71%), broadening the selection pool (60%) and increasing the speed of time to hire (47%). It was also noted that : ‘over a third of respondents believed it brought greater flexibility and ease for candidates, and over a quarter believed it strengthened the employer brand. This has been further supported by the IRS Employment review (2007). Reduction in costs E-Recruitment has allowed employers to make reductions in advertising costs and remove their dependency on recruitment agencies. Technology in online recruitment is not expensive and the hours saved in the pre-selection process gives HR staff more time. Administration can be significantly reduced in most organisations. This can prove to be extremely important when recruiting involves high numbers of staff or when receiving high numbers of applications. (DTI 2006, Guertal et al 2007). The IRS 2007 study identified 7 out of 10 organisations say administration is easier to perform when utilising online recruitment services and 8 out 10 identified the e- recruitment process as being substantially cheaper. Cappeli (2001) calculated that ‘it costs only about one-twentieth as much to hire someone online as to hire that same person through †¦ other traditional methods. This can again, be achieved through significantly reducing advertising costs and by reducing recruitment related administration according to Elkington (2005) An IDS HR Study in April 2006 identified how the Internet now plays a significant role in recruitment activities of employers. The report examined the use of corporate and third party recruitment websites and identified they are being used to reduce advertising costs and tap into a more diverse candidate base. They also identified that technology is streamlining the application process with the encouragement of online applications, linking into sophisticated application tracking systems and allowing organisations to measure the success of attraction methods. IDS state that over 70% of adults utilise the Internet, and employers are using this medium to attract and recruit much more frequently. They identify significant cost savings for employers and reduced time taken to fill vacancies, but are keen to point out the wariness of employees in missing out on potential candidates and feel that traditional recruitment media is set to retain and important role, particularly when recruiting locally or hard to fill jobs. This supports reservations held by IRS (2007) who identified that e recruitment was considered unsuitable for certain kinds of vacancies. Grout and Parrin, authors of the book, ‘recruiting excellence agree with the assessment by IDS. In an article for HR Director (2006), they identify that online recruitment can improve efficiency by the reduction in man hours involved in the process, and help employers reach a wider and larger audience of jobseekers. They also recognise that it can be a valuable part of a recruitment process, in addition to traditional press advertising and the use of agencies (DTI, 2005). Kerrin and Keetley (2005) however, have stated, that the full cost savings are often only realised if the whole recruitment process is carried out online, a view supported by a number of authors. (Demos 2007, IRS 2007) Reducing time-to-hire With e-recruitment the time taken to recruit can be reduced by as much as 75% and allow the recruitment of the most appropriate employees more quickly into the organisation. Time is also saved by spending a reduced amount of time tracking, communicating with and screening the applicants. Online recruitment also allows organisations to the share best practice and improves the consistency of recruitment processes across the organisation. The Public Appointments Service survey showed that a reduction in administrative workload (cited by 49% of respondents), and reduced timescales for hiring (cited by 40% of respondents), were key drivers in the decision to implementing e recruitment. Hogg (2000) stresses a shorter recruitment cycle can be gained by the speed at which several steps of the recruitment process are carried out online. Elkington (2005) supports this and has identified that the immediate posting of jobs online and the effortlessness of completing online application forms and e-mailing CVs to an organisation has made these steps much faster. Moving further into the recruitment process, the short-listing process can be accelerated by routinely aligning applications dependent on prearranged criteria (CIPD 2005). Applications can be progressed within minutes rather than weeks, saving both recruiters and job applicants time. Widening Talent Pool Internet tools that enable employers/recruiters to reach a wider pool of potential applicants and to fill positions faster with less cost to the organisation are obviously advantageous in such a competitive environment. Online advertising opens up a wider candidate pool, by providing 24/7 access to job seekers, at local, national and international locations, thus providing a better chance of finding the right candidate (CIPD 2005a). As job seekers become increasingly more web literate and the growth of broadband makes web surfing easier and cheaper (IRS 2005), the potential for e-recruitment to attract wider candidate pools is increasing. Enhancing Employer brand Increased numbers of candidates are expecting to apply directly online and they routinely make judgements about employers based on their recruitment process. To combat this employers are adopting increasingly dynamic e-recruitment solutions to allow them to distinguish themselves from others and to professionally manage the recruitment process. (Willock, 2005; Paton 2006). E-Recruitment enables an organisation to raise its profile to potential applicants and promote itself as innovative and forward looking, allow visitors to the website to leave with a positive experience. Kerrin and Kettley (2003) in their report ‘e-recruitment is it delivering identified a key factor for organisations in their adoption of e-recruitment, is the desire to increase their profile as an employer of choice amongst potential candidates and to promote their image as a progressive organisation. This is supported by 7 out of 10 organisations also agreeing that the use of online recruitment was more likely to improve reputation (IRS 2007) E-Recruitment can help to build the image of a brand. Barrow (2005) recommends that organisations build their brand identity very carefully however; warning of a need to ensure substance is beneath the clever name, logo or design, as employees once appointed will see through the facade. This is further supported by Gray and Balmers (1998) term, ‘routine interactions. They state that outsiders have a place in shaping image and reputation when they interact with organisations; communications are likely to be received with scepticism when they do not match personal experience. CIPD (2005) also demonstrated that more detailed information can be provided on the organisations website than in a newspaper advertisements and in recruitment agency literature, reinforcing the employer brand, improving the corporate image and profile whilst also giving an indication of the organisations culture The use of the Internet allows organisations to pass far more information in a much more dynamic and consistent fashion to candidates than was the case in the past (Lievens and Harris 2003). Applicants therefore have much more information at their disposal before they even decide to apply for a job than in the past. In addition, candidates can easily and quickly search for independent information about organisations from various sources, such as internet search engines and libraries. Therefore, unlike in the past, a candidate may have applied for a job based on practically no information; todays candidate may have reviewed a substantial amount of information about the organisation before choosing to apply. Disadvantages of e-recruitment The CIPD Recruitment, retention and turnover 2006 survey revealed some concerns that e-recruitment could increase the number of unsuitable applicants and that it could act as a barrier to recruiting older workers. A factor which seems to be discouraging some employers from making more use of online recruitment systems, is a concern, over the level of internet access and levels of accomplishment with technology, of their target audiences. While usage of the Internet does vary by social group there is evidence to suggest that recruiting online results in at least as diverse an applicant group as those recruited through traditional methods (McManus M.A., Ferguson M.W. 2003). Searle (2003) would dispute this however stating that participation in online recruitment is skewed towards ‘white males from higher socio-economic groups. A further concern in relation to access is the suitability of online recruitment methods for candidates with disabilitie Analysis of Recruitment in the NHS Analysis of Recruitment in the NHS CIPD Management Report Utilising E Recruitment Executive Summary This Management report will look at the Recruitment Processes with an NHS Acute Trust and identify if E recruitment can help with the difficulties experienced in the Trust. Alongside a literature review of Recruitment difficulties, Employer Branding, Traditional recruitment and E recruitment, the author has conducted a benchmarking exercise in order to establish best practice in recruitment in local NHS organisations, A Process Mapping exercise to identify current practice and identify any difficulties or hold ups in the current process and a Managers questionnaire to allow the author to identify current perceptions of the recruitment service in the organisation alongside what expectations are. Appendices. Satisfaction Survey Survey results 1.0 Introduction The Pennine Acute Hospitals NHS Trust was established in April 2002 and manages hospitals in Oldham, Rochdale, Bury and North Manchester. Serving a population of approximately 800,000, the Trust is one of the largest in the country and had an operating expenditure of over  £425 million in 2006/07. It runs services across five hospital sites: Fairfield General Hospital, Bury; North Manchester General Hospital; The Royal Oldham Hospital; Rochdale Infirmary and Birch Hill Hospital, Rochdale and employs a staff of approximately 10,000. The Trust has four divisions identified as Surgery, Medicine, Women and Childrens, and Diagnostics and Clinical Support. It also has directorates providing support to clinical services including Human Resources, Facilities, Planning, Finance, Information and Management Technology, Modernisation and Performance, Governance and Research and Development. The local economy in which the Trust is situated is strong, with a great deal of competition from local organisations for staff. There is little competition within the NHS for staff, as Pennine is ‘the only Trust in town, in each of the 4 areas. Transport links to the Trust are generally good, although access to some peripheral sites is difficult, and car parking can be a problem, especially at the Royal Oldham site. The Trust is concerned, as many Trusts in the Greater Manchester area are, that many of its nurses will retire within the next five years and it is trying to develop a programme to get people to stay on after the normal retirement age. It also attempts to recruit as many student nurses as possible, but positions for newly qualified staff have been reduced in the last few years due to reconfiguration of services and redeployment to avoid redundancy. The Trust has a lower proportion of nursing staff from ethnic backgrounds than the local population, when comparing the 2001 Census with its workforce data; but the percentage of staff as a whole from ethnic backgrounds is higher, due to the numbers of medical staff from ethnic minorities within the Trust. The Trust works hard to recruit staff from ethnic minorities/deprived backgrounds. It has an Equality and Diversity Team who work to promote diversity within the Trust, supporting proactive recruitment where there is a concentration of individuals from ethnic or disadvantaged backgrounds. There is a central HR function, with designated HR Managers for each division. Restructuring of this model has taken place in recent years. Recruitment is managed from the North Manchester General Hospital site and provides a central function. With a workforce of over 10,000 people, the average monthly cost of recruitment at Pennine Acute Hospitals NHS Trust is xxxxxx. Added to this is the length of time it takes to place a new employee in post, which is on average 60 days. This estimate is from measured from the advertised positions closing date to offering that position. Recruitment is currently a major issue in the Trust with days lost in the recruitment process costing money and reducing morale and effectiveness. At present the department is receiving a lot of pressure from the rest of the Trust and the reputation of the department is poor. This management report is being undertaken to identify recommendations that will allow the recruitment process to become more efficient and identify whether utilisation of e recruitment is a viable proposal in the Trust and whether its implementation will increase efficiency and save resources. All employers face the challenge of employing the right staff for their organisation and this often falls under a human resource arena. The recruitment and retention of healthcare professionals has been identified as a key challenge facing the NHS (NHS Plan 2002). High on the agenda at local, regional and national levels is the development of strategies and initiatives to attract suitable people to work in the professions, in order to ensure that services are responsive to patient needs. 2.0 Literature Review Recruitment is an extensive subject with many aspects making up the area. A study by Ullman (1966) cited in Breaugh Starke (2000) was one of the first to examine recruitment sources. Finding that new employees who were recruited by means of informal sources (i.e., employee referrals, direct applications) had a lower turnover rate than individuals recruited via formal sources (i.e., newspaper advertisements and employment agencies). Barber (1998) has since concluded that past research has not made a strong case for the importance of source differences. The author is interested in research into the prevalence of the sources used in traditional recruitment, which appears to be research that has not been undertaken significantly. Torrington, Hall and Taylor (2005) identified that employers in the UK recruit over 3 million people each year, in a costly and time consuming exercise to add suitable staff to their organisation. They identify a need to ‘sell jobs to potential employees in order to ensure they can generate an adequate pool of applicants. Organisations are now facing a greater challenge recruiting rather than selecting. (Ployhart 2005) Other researchers having also identified the difficulties organisations have in attracting candidates, identifying selection will only be effective and financially defensible if a sufficient amount of applicants apply to the organisation. (Taylor and Collins, 2000) However according to Barber (1998), It is important that employers do not consider the recruitment process to be completed at this point, It continues during the short listing and interviewing stages and is only deemed as complete when an offer is made. For the purposes of this literature review the author will review thoughts and research on the initial stages of recruitment, that being the attraction of employees and advertisement of vacancies in order to recruit to the organisation, this will allow the author to include the areas of employer branding and e-recruitment in the review. 2.1 Recruitment Difficulties The Audit Commission (2002) has identified that the UK labour market is highly competitive at present with the rate of unemployment at a historically low level. Employers are openly competing harder to attract and retain staff. This is made more difficult, with reports across the country, of recruitment and retention problems affecting local public services, the NHS being no exception. There have been serious concerns about shortages in staff numbers, and fewer young people being attracted to work for the public sector, meaning there is a potential ‘demographic time bomb. It has been identified that 27 per cent of the public sector workforce are now aged 50 or over. (Gulland (2001), Audit Commission (2002)) Recruitment is also expensive, in a recent survey; CIPD (2007) identified the average cost of recruiting a member of staff is  £4,333; however this increases significantly to  £7750 when organisations are also calculating the associated labour turnover. They identified that eighty four percent of organisations have reported difficulties in filling vacancies in 2006, a rise of 2 percent on the previous year. The key challenges faced by organisations in regard to recruitment have been identified from the survey as; attracting and recruiting key staff to the organisation, reducing recruitment costs, enabling the achievement of the organisations strategic goals and addressing skills shortages. CIPD strongly believes that: ‘effective recruitment is central and crucial to the successful day-to-day functioning of any organisation. stating that ‘successful recruitment depends upon finding people with the necessary skills, expertise and qualifications to deliver organisational objectives and the ability to make a positive contribution to the values and aims of the organisation. The Audit Commissions report (2002) also identified there are concerns about ‘skill shortages, not only in terms of ‘basic skill levels in the workforce, but also in key leadership, management and specialist skills that are required. Previous research from the Audit Commission (2001) has showed that, on average, a new employee will perform at only 60 per cent of their productive potential when they are first appointed, only reaching 100 per cent after being in a post for a year. This makes recruitment in these areas and adequate delivery of services even harder to manage. In their extensive report on public service recruitment, the Audit Commission identifies the way the employers can maximise their recruitment practices. They advised: Informed, quick and professional responses to job advertisement enquiries are essential for maximising applications; routine monitoring of recruitment will ensure that recruitment initiatives are driven by the bigger picture rather than just the latest concern; success in addressing diversity issues are to be achieved through efficient, effective targeted recruitment campaigns based on knowledge of the target community; and any initiative to attract a specific group of staff will benefit from being profession-led and in partnership with HR. Audit Commission (2002) Effective recruitment practices and policies are recognised as making a significant contribution to an organisations success, according to Plumbley (1990). He states it is not simply about placing suitable candidates into jobs, but also about building an adept and flexible workforce in order to meet the organisations changing and demanding needs. The first stage of recruitment and selection is to be able to attract an adequate number of appropriate candidates. Prospective employees do not select the organisation they wish to work for on the foundation of job and organisational characteristics such as location, and organisational structure alone. 2.2 Employee Brand The increased competitiveness in the recruitment market has led to organisations spending more time, effort and resources on developing their recruitment brand and expanding the range of advertising methods used, to try and attract quality applicants from as broad and diverse a pool possible. Almost seven in ten organisations describe themselves as having an employer brand according to CIPD (2007), and studies have shown that an organisations reputation and identity is vital in the fight to attract suitable talented applicants into organisations. (Lievens Highhouse, 2003; Cable Turban, 2001). Identifying that in order for the corporate brand to be more successful at attracting suitable candidates there is an importance in promoting and monitoring that brand. (Slaughter, Zickar, Highhouse, Mohr, 2004) Fombrun, (1996) agrees with this stating the reputation of an organisation has been acknowledged as one of the key factors that can affect the probability of potential applicants choosing to apply to work for it. In the same way, organisation reputation has been found to be an important influence on applicants decisions of whether they fit with an organisation and want to join it (Rynes et al., 1991). This researcher has also showed that applicants utilised information on how informative and the ‘recruiter friendliness as an indicator of how an organisation treated its employees. Fombrun (1996) expands this argument to identify that reputation is of particular concern to applicants seeking employment in knowledge-based institutions, such as universities and hospitals, because of the intangibility of the services these organisations provide. Whilst Turban et al. (1998) also found that applicants perceptions of the specific attributes of a post were influenced by their evaluation of the organisation, even if they had been interviewed and were successful. The importance in private/commercial organisations reputation in relation to the recruitment and retention of staff has been well documented in literature, for example: (Turban, 2001) and Cable and Graham (2000), Gray and Ballmer 1998)), there has however been comparatively little consideration on the impact of reputation for public sector organisations. Most people in the course of their life have a need to use the services the NHS provide, some more than others and health is an important issue, not only on a personal level, also in the political arena. The NHS is the UKs largest employer, so many of the UK population are at present working in it, with a great number more many having done so at some point in their lives. In brief, the NHS has a wide range of different stakeholders, who may feel they have a vested interest in the quality; provision of services and ultimately, the reputation. People have varied, and very personal experiences of the NHS and this could mean image and reputation are therefore difficult to manage. The Audit Commission study (2002) study showed that public sector staff thinks that ‘their image in the eyes of the public would discourage potential recruits from entering the NHS. The study analysed a wide sample of the UKs national press to see if the evidence supported this observation. Analysis of the results showed that plenty of stories are told and coverage given to the NHS is extensive. They concur that the picture of public sector work presented to the reading public is often bleak. Of the former public sector workers surveyed, 68 per cent thought that the image of their former profession would discourage people from entering that job. Only 9 per cent thought the opposite and stated that the image would instead encourage people to enter. The NHS is such a well-known organisation that carries out specific roles in society, that when considering a career in the NHS people often have an idea regarding an occupation they would like to pursue. The GTI (2006) conducted a survey to establish the major determinants that influence applicants in their choice of employer. The results show that for 22% of student nurses and doctors, the reputation of a prospective employer (often influenced by media coverage) is a key factor in determining their aspirations. They identify that ‘word of mouth can be damaging to an employers reputation. If employers get things wrong, it can really affect the way they are viewed by potential employees as over half of the survey respondents have shared their bad experiences with their peers. So for some people the images and reputation of the NHS may be crucial to their decision of whether to work for it. 2.3 Traditional Recruitment Methods Traditional recruitment methods are the way in the past, that an organisation announced a job opportunity to the marketplace, through a classified advertisement, a job fair, an external recruiter, or other media. Any candidate who happened to see the announcement would submit his or her CV, ring the company for an application form or submit a letter of interest. Lievens and Harris (2003) have stated that in the past, job searching was a more time-consuming activity. They identified ‘A candidate who wished to apply for a job would need to first locate a suitable job opportunity, which often involved searching through a newspaper or contacting acquaintances. After locating potentially suitable openings, the candidate would typically have to prepare a cover letter, produce a copy of his or her resume, and mail the package with the appropriate postage. Arboledas, Ferrero and Vidal (2001), presented some examples of recruitment methods that organisations have traditionally used. These were identified as newspaper advertisement, faxed/mailed resumes, recruitment agencies or the use of headhunters. Galanaki (2002) similarly identified all these methods and also defines them as ‘traditional recruitment methods. This idea of traditional methods can also be found quoted in numerous HR texts, which have sections dedicated to recruitment and try to identify best recruitment practices. The authors of such texts include Cole (2004), Rayner and Adam Smith, Armstrong (2007) and Mullins (2005). These texts give a useful overview of the concepts of recruitment but again the best practice and evidence of what is most effective is not present. An IDS study in 2006 reported that to maximise their chances of appointing the best candidate, many organisations have utilised a combination of online and traditional approaches. In 2004 Softworld HR and Payroll identified in a study, that 24% of respondents envisaged e-recruitment entirely replacing all traditional methods of advertising in the future, however 76% of the practitioners surveyed, see it as an additional tool to allow the widest possible range of applicants to be accessed. Traditional methods also identify the use of recruitment agencies in the way of recruiting staff. According to an IES study (2005), recruitment agencies remain confident that the growth in e-recruitment technology will not eliminate their role in the process, as many organisations lack the time and expertise to carry out these tasks. Many organisations, especially smaller ones may also lack the technology to carry out their own recruitment online. They state with the low unemployment rate that currently exists, the task of finding quality candidates will remain challenging and this may prompt organisations to continue to use agencies, in particular, for specialised, senior or difficult to fill positions A Demos report (2007) however has identified difficulties in the recruitment business. They point out that the ‘landscape has changed remarkably over the past decade. And identify the recruitment industry has been growing rapidly, and the talent war has led to an increase in outsourcing and much greater efforts being made to reach candidates through on and offline advertising. They identify that recruiters have had to embrace technology, or be left behind. In the 2007 CIPD recruitment and retention survey, it was identified for the first time in the UK; corporate websites have broken even with local newspapers advertisements as the most common method of recruiting candidates. 2.4 E-recruitment E-Recruitment is identified as ‘the use of Internet technology to make the job of recruiting staff more efficient and effective, when used together with traditional recruitment methods; the benefits derived from e-recruitment can be considerable. (E-recruitment Best Practice Guide 2007) Internet usage in recent years has seen the recruitment process transformed. Online recruitment, internet recruitment, web-based recruiting and e-recruitment are terms used to describe the use of the internet to recruit potential employees, and mediums to conduct other elements of the recruitment process. We will use the terms interchangeably in this report. According to Schreyer McCarter (1998) e-recruitment refers to â€Å"The recruitment process, including placing job advertisements, receiving resumes, and building human resource database with candidates and incumbents E-Recruitment is establishing itself as a significant part of the recruitment strategy in a range of organisations across the UK and the world. This is in addition to becoming a progressively more accepted method for job seekers in searching and applying for jobs. The traditional method of recruitment has been transformed by the appearance of the Internet. In the past few years, the Internet has dramatically changed the face of HR recruitment and the ways organisations think about the recruiting function. There is predicted to be a continued dramatic growth in recruiting and hiring via this medium in future years. (CIPD 2007) A survey by the public appointment service in Ireland in 2006, relating to e-recruitment in Irish organisations, has also identified a high level of current or intended future use of e recruitment, this being identified as an area forming an important part of the Irish recruitment strategy. It would seem that e-recruitment has been implemented in many organisations from small companies to large organisations. These organisations are already using e recruitment to advertise jobs and accept CVs on the Internet, and also to communicate with the applicants by e-mail. In the CIPD Recruitment, retention and turnover 2006 survey it was identified that eighty-four percent of respondents have made greater use of e-mail applications in the last three years. Over seven in ten organisations also said they are actively advertising jobs on their corporate websites and using online recruitment applications. Lievens and Harris (2003) have identified the following methods of using the Internet to attract candidates, acknowledging that approaches are continually changing. †¢ Company websites Advertising posts and providing information to candidates through the company website. The facility to apply online is often also provided. †¢ Job Boards Commercial general purpose recruitment portals, (e.g. Yahoo!, Monster.com) and specific industry job boards. †¢ Online Searching Recruiters searching online sources such as company websites and professional chat sites to identify candidates who may not be actively looking for a position. †¢ Relationship recruiting Using the internet to build and maintain long term relationships with passive candidates, through using internet tools to learn more about web visitors interests and experience and to e-mail regular updates about careers and their fields of interest. Kerrin and Keetley (2005) have suggested that the reasons for many organisations to introduce e recruitment have been recruitment cost reduction, speedier processes, access to a wider pool of applicants and better employer branding. In the CIPD Recruitment, retention and turnover survey 2006,  it was identified that the key drivers for e-recruitment were; reducing recruitment costs (cited by 71%), broadening the selection pool (60%) and increasing the speed of time to hire (47%). It was also noted that : ‘over a third of respondents believed it brought greater flexibility and ease for candidates, and over a quarter believed it strengthened the employer brand. This has been further supported by the IRS Employment review (2007). Reduction in costs E-Recruitment has allowed employers to make reductions in advertising costs and remove their dependency on recruitment agencies. Technology in online recruitment is not expensive and the hours saved in the pre-selection process gives HR staff more time. Administration can be significantly reduced in most organisations. This can prove to be extremely important when recruiting involves high numbers of staff or when receiving high numbers of applications. (DTI 2006, Guertal et al 2007). The IRS 2007 study identified 7 out of 10 organisations say administration is easier to perform when utilising online recruitment services and 8 out 10 identified the e- recruitment process as being substantially cheaper. Cappeli (2001) calculated that ‘it costs only about one-twentieth as much to hire someone online as to hire that same person through †¦ other traditional methods. This can again, be achieved through significantly reducing advertising costs and by reducing recruitment related administration according to Elkington (2005) An IDS HR Study in April 2006 identified how the Internet now plays a significant role in recruitment activities of employers. The report examined the use of corporate and third party recruitment websites and identified they are being used to reduce advertising costs and tap into a more diverse candidate base. They also identified that technology is streamlining the application process with the encouragement of online applications, linking into sophisticated application tracking systems and allowing organisations to measure the success of attraction methods. IDS state that over 70% of adults utilise the Internet, and employers are using this medium to attract and recruit much more frequently. They identify significant cost savings for employers and reduced time taken to fill vacancies, but are keen to point out the wariness of employees in missing out on potential candidates and feel that traditional recruitment media is set to retain and important role, particularly when recruiting locally or hard to fill jobs. This supports reservations held by IRS (2007) who identified that e recruitment was considered unsuitable for certain kinds of vacancies. Grout and Parrin, authors of the book, ‘recruiting excellence agree with the assessment by IDS. In an article for HR Director (2006), they identify that online recruitment can improve efficiency by the reduction in man hours involved in the process, and help employers reach a wider and larger audience of jobseekers. They also recognise that it can be a valuable part of a recruitment process, in addition to traditional press advertising and the use of agencies (DTI, 2005). Kerrin and Keetley (2005) however, have stated, that the full cost savings are often only realised if the whole recruitment process is carried out online, a view supported by a number of authors. (Demos 2007, IRS 2007) Reducing time-to-hire With e-recruitment the time taken to recruit can be reduced by as much as 75% and allow the recruitment of the most appropriate employees more quickly into the organisation. Time is also saved by spending a reduced amount of time tracking, communicating with and screening the applicants. Online recruitment also allows organisations to the share best practice and improves the consistency of recruitment processes across the organisation. The Public Appointments Service survey showed that a reduction in administrative workload (cited by 49% of respondents), and reduced timescales for hiring (cited by 40% of respondents), were key drivers in the decision to implementing e recruitment. Hogg (2000) stresses a shorter recruitment cycle can be gained by the speed at which several steps of the recruitment process are carried out online. Elkington (2005) supports this and has identified that the immediate posting of jobs online and the effortlessness of completing online application forms and e-mailing CVs to an organisation has made these steps much faster. Moving further into the recruitment process, the short-listing process can be accelerated by routinely aligning applications dependent on prearranged criteria (CIPD 2005). Applications can be progressed within minutes rather than weeks, saving both recruiters and job applicants time. Widening Talent Pool Internet tools that enable employers/recruiters to reach a wider pool of potential applicants and to fill positions faster with less cost to the organisation are obviously advantageous in such a competitive environment. Online advertising opens up a wider candidate pool, by providing 24/7 access to job seekers, at local, national and international locations, thus providing a better chance of finding the right candidate (CIPD 2005a). As job seekers become increasingly more web literate and the growth of broadband makes web surfing easier and cheaper (IRS 2005), the potential for e-recruitment to attract wider candidate pools is increasing. Enhancing Employer brand Increased numbers of candidates are expecting to apply directly online and they routinely make judgements about employers based on their recruitment process. To combat this employers are adopting increasingly dynamic e-recruitment solutions to allow them to distinguish themselves from others and to professionally manage the recruitment process. (Willock, 2005; Paton 2006). E-Recruitment enables an organisation to raise its profile to potential applicants and promote itself as innovative and forward looking, allow visitors to the website to leave with a positive experience. Kerrin and Kettley (2003) in their report ‘e-recruitment is it delivering identified a key factor for organisations in their adoption of e-recruitment, is the desire to increase their profile as an employer of choice amongst potential candidates and to promote their image as a progressive organisation. This is supported by 7 out of 10 organisations also agreeing that the use of online recruitment was more likely to improve reputation (IRS 2007) E-Recruitment can help to build the image of a brand. Barrow (2005) recommends that organisations build their brand identity very carefully however; warning of a need to ensure substance is beneath the clever name, logo or design, as employees once appointed will see through the facade. This is further supported by Gray and Balmers (1998) term, ‘routine interactions. They state that outsiders have a place in shaping image and reputation when they interact with organisations; communications are likely to be received with scepticism when they do not match personal experience. CIPD (2005) also demonstrated that more detailed information can be provided on the organisations website than in a newspaper advertisements and in recruitment agency literature, reinforcing the employer brand, improving the corporate image and profile whilst also giving an indication of the organisations culture The use of the Internet allows organisations to pass far more information in a much more dynamic and consistent fashion to candidates than was the case in the past (Lievens and Harris 2003). Applicants therefore have much more information at their disposal before they even decide to apply for a job than in the past. In addition, candidates can easily and quickly search for independent information about organisations from various sources, such as internet search engines and libraries. Therefore, unlike in the past, a candidate may have applied for a job based on practically no information; todays candidate may have reviewed a substantial amount of information about the organisation before choosing to apply. Disadvantages of e-recruitment The CIPD Recruitment, retention and turnover 2006 survey revealed some concerns that e-recruitment could increase the number of unsuitable applicants and that it could act as a barrier to recruiting older workers. A factor which seems to be discouraging some employers from making more use of online recruitment systems, is a concern, over the level of internet access and levels of accomplishment with technology, of their target audiences. While usage of the Internet does vary by social group there is evidence to suggest that recruiting online results in at least as diverse an applicant group as those recruited through traditional methods (McManus M.A., Ferguson M.W. 2003). Searle (2003) would dispute this however stating that participation in online recruitment is skewed towards ‘white males from higher socio-economic groups. A further concern in relation to access is the suitability of online recruitment methods for candidates with disabilitie