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Archives and Airtable: Using Cloud-based Tools for Archival Survey and Workflow Management
Get PDF[Excerpt] The Special Collections and University Archives Department (SCUA) at the University of Nevada, Reno (UNR) began operation in 1961 as a repository for the many unique resources already held by the University. This included University history and northern Nevada historical materials not collected by the Nevada Historical Society. Some of the department’s earliest collections cover Comstock mining and milling companies as well as Nevada politicians, local associations, and modern authors’ research files. Department holdings over the years have grown to include more than 2,000 cataloged and fully accessible manuscript and archival collections, as well as 131,000 photographs, 1,110 architectural drawings, 28,000 published materials, and 25,000 digital collections objects. Although many of these materials are already available to the public, SCUA faces many of the same challenges as other archives across the country, including a backlog (Greene and Meissner 2005).
A number of changes over the last four years, including the implementation of Archivists Toolkit (AT) and PastPerfect for the description, cataloging, and tracking of manuscript, archival, and photographic collections, prompted us to take a closer look at our holdings. We wanted to gain a greater understanding of the backlog while at the same time identifying physical storage locations of all materials. In June 2017, SCUA, with the assistance of the University Libraries Metadata and Cataloging Department (MCD), undertook a survey of all physical holdings, including maps, books, manuscript and archival collections, and photographs. In order to accomplish these tasks, we needed a tool that enabled us to capture an enormous amount of data in a quick and efficient manner
Don\u27t Abandon the Water Cooler Yet: Flexible Work Arrangements and the Unique Effect of Face-to-Face Informal Communication on Idea Generation and Innovation
Get PDF[Excerpt] Flexible work arrangements (FWAs), especially those offering employees a degree of control over when and where they work, have become increasingly prevalent in recent years.Research has shown that these arrangements generally lead to higher levels of job satisfaction as well as lower levels of stress, work-family conflict, absenteeism, and turnover among employees.At the same time, however, some suggest that FWAs may not be appropriate in all situations, particularly in the context of creative teamwork (i.e., in the prototypical 21st century organization). It is important, in this view, to have all team members face to face in the office to encourage informal interactions that spark insights and innovations. Surprisingly, this supposition has yet to be rigorously tested.
Flexible work arrangements (FWAs), especially those offering employees a degree of control over when and where they work, have become increasingly prevalent in recent years.Research has shown that these arrangements generally lead to higher levels of job satisfaction as well as lower levels of stress, work-family conflict, absenteeism, and turnover among employees.At the same time, however, some suggest that FWAs may not be appropriate in all situations, particularly in the context of creative teamwork (i.e., in the prototypical 21st century organization). It is important, in this view, to have all team members face to face in the office to encourage informal interactions that spark insights and innovations. Surprisingly, this supposition has yet to be rigorously tested. The present study was designed to fill this void, first by examining the effects of remote work (i.e., percent of time team members work outside the office) on the frequency, spontaneity, content, and mode of their communication and, then, by assessing the extent to which variations in team communication patterns influence the level of team creativity (i.e., the degree to which teams generate novel ideas that lead to improvements in work processes and/or to new and innovative products and services). As Figure 1 on page 5 shows, the study primarily distinguished between two types of team communication: (1) formal face-to-face communication (e.g., planned meetings about work-related matters) and (2) informal face-to-face communication. Within informal face-to-face communication, two forms were examined: (2a) spontaneous communication about work-related matters and (2b) non-work-related communication. Further, in examining the efficacy of both forms of informal communication for team idea generation and innovation, the study compared electronic modes (e.g., email, instant message, audio/visual) to face-to-face interactions
Overview of New Forms of Employment - 2018 Update
Get PDFAcross Europe, new forms of employment are emerging that differ significantly from traditional employment. Some of these forms of employment transform the relationship between employer and employee while others change work organisation and work patterns. They often involve locations other than the usual employer’s premises, and or extensive use of information and communications technology. This report identifies nine forms of employment that are either new or have become increasingly important in Europe since the year 2000. All of the nine forms discussed are aimed at increasing flexibility for employers and/or employees. Some may benefit employers and employees equally, but in a few cases there are concerns regarding their impact on working conditions and the labour market. The report highlights the need for awareness of potential problems and of safety nets for workers
What are the Associated Risks of Employee Engagement Surveys and How Can They Be Mitigated?
Get PDF[Excerpt] Over 50% of employers around the world use employee engagement surveys. Companies implement these surveys for the purpose of measuring employee engagement and understanding whether change needs to occur. Survey data has the potential to transform an organization in terms of increased productivity, retention, and employee morale. However, many employers who use employee engagement surveys unintentionally run the risk of decreasing these outcomes.
If a company fails to properly design a survey or respond appropriately to survey data, employees will feel their responses are being ignored by management. 82% of employees believe that managers will not effectively respond to survey data. Further, 47% of employers that do take action only spend minimal time addressing issues presented by the survey results. An overwhelming number of employees recognize that management will not drive change as they want, thus employees don’t see value in completing a survey. Without a holistic representation of employees’ feedback across different positions and levels of the company, the data becomes skewed. In order to prevent risks of a “failed survey,” companies should take action on these key considerations as they develop a strategic employee engagement survey
What Does a Successful Leader Look Like in the Future of Work?
Get PDF[Excerpt] By 2021, four generations will be in the workplace. Each of these generations has unique attitudes, behaviors and approaches that will need to be recognized and managed. In order to be a successful organization and win during the war for talent, companies will need to identify the different needs across generations, and implement competitive strategies to attract and retain both current and future talent. It is a common belief amongst experts and scholars that the most important difference between a successful and unsuccessful organization is that of effective leadership. With the future of work changing, it is critical for companies to identify what successful leaders will need to look like
Health Care for Dependents and Survivors of Veterans
Get PDF[Excerpt] The Civilian Health and Medical Program of the Department of Veterans Affairs (CHAMPVA) was established by the Veterans Health Care Expansion Act of 1973 (P.L. 93 82). CHAMPVA is primarily a health insurance program where certain eligible dependents and survivors of veterans receive care from private sector health care providers. The program is administered by the Veterans Health Administration (VHA), Office of Community Care, located in Denver, CO
U.S. Equal Employment Opportunity Commission vs. Universal Protection Service, LP d/b/a Allied Universal Security Services
Get PDFCounty of Chenango and Chenango County Law Enforcement Association, New York State Union of Police Association
Get PDFWest Babylon Union Free School District and West Babylon Non-Teaching Unit, CSEA, Local 1000 AFSCME, AFL-CIO
Get PDFUnemployment and Employment Programs Available to Workers Affected by Disasters
Get PDF[Excerpt] This report focuses on programs that provide assistance to workers on the basis of job loss due to a disaster. Other programs that may support such disaster affected individuals but do not have job loss as an eligibility criterion are not included. Similarly, this report does not discuss programs that may assist workers who lost their jobs due to a disaster but establish eligibility based on criteria other than job loss, such as being low income