Categories
Human Resource Management

My section has to do with DHL Compensation. I have included my paper outline, th

My section has to do with DHL Compensation. I have included my paper outline, the topic I need to discuss, and a conclusion. Please review the instructions to understand what the professor is looking for.
Note: I’m supposed to talk about Ryders compensation however I didn’t find any information about it.

Categories
Human Resource Management

Choose an organization to use for this assignment. If can be where you are curre

Choose an organization to use for this assignment. If can be where you are currently employed or a company with which you are familiar. It must be an organization that is researchable; as you will need to gather and analyze information to complete the assignment. You may use the same organization you have used in the previous assignments.
If you choose the organization where you are currently employed, please keep in mind that the analyses you make must be based on facts that can be documented rather than your personal opinion as an employee.
Research the compensation and benefits of the chosen organization. The company is opening a new branch office in London, England. You are planning on filling one executive level position with a U.S. citizen. This employee can be a new hire or an existing one. The term of the initial assignment is two years. You are the new HR manager and must design a compensation package for this position.
Instructions
Create a compensation package for a new expatriate position. Include the following:
Pay or Salary
In this part:
Describe key factors and decisions to make regarding base pay. Specifically, discuss how base pay would be determined, what factors influence base pay, and in what way. Note: You do not need to indicate exact salary figures for this assignment.
Analyze pay considerations specific to expatriate positions. Consider foreign service premium, incentive pay, hardship allowance, mobility premium, and the like.
Benefits
In this part:
Analyze legally required benefits for an employee. Include social security, Medicare, federal and state unemployment, and worker’s compensation. Also, discuss any legally required benefits that may be different in England compared to United States.
Analyze standard benefit offerings. Include health insurance, paid time off, employee assistance programs, et cetera. Also, discuss factors that might influence these offerings such as company size, role of the employee, company location, et cetera.
Analyze the appropriateness of offering additional benefits or resources to employees facing an overseas work assignment that would ease their transition. These types of benefits could include relocation assistance, home leave reimbursement, spousal support for finding work, cultural or language training, among others.
Additional Requirements
Your assignment should also meet the following requirements:
Length: 3–5 typed, double-spaced pages, plus a reference page.
Written communication: Communicate in a manner that is scholarly and professional. Your writing should be:
Concise and logically organized.
Free of errors in grammar and mechanics.
Validation and support: Use a minimum of four relevant and credible scholarly or professional resources such as the Wall Street Journal to support your work.
APA format: Format all citations and references in accordance with current APA guidelines. Refer to the Evidence and APA Campus page for guidance.

Categories
Human Resource Management

Choose an organization to use for this assignment. If can be where you are curre

Choose an organization to use for this assignment. If can be where you are currently employed or a company with which you are familiar. It must be an organization that is researchable; as you will need to gather and analyze information to complete the assignment. You may use the same organization you have used in the previous assignments.
If you choose the organization where you are currently employed, please keep in mind that the analyses you make must be based on facts that can be documented rather than your personal opinion as an employee.
Research the compensation and benefits of the chosen organization. The company is opening a new branch office in London, England. You are planning on filling one executive level position with a U.S. citizen. This employee can be a new hire or an existing one. The term of the initial assignment is two years. You are the new HR manager and must design a compensation package for this position.
Instructions
Create a compensation package for a new expatriate position. Include the following:
Pay or Salary
In this part:
Describe key factors and decisions to make regarding base pay. Specifically, discuss how base pay would be determined, what factors influence base pay, and in what way. Note: You do not need to indicate exact salary figures for this assignment.
Analyze pay considerations specific to expatriate positions. Consider foreign service premium, incentive pay, hardship allowance, mobility premium, and the like.
Benefits
In this part:
Analyze legally required benefits for an employee. Include social security, Medicare, federal and state unemployment, and worker’s compensation. Also, discuss any legally required benefits that may be different in England compared to United States.
Analyze standard benefit offerings. Include health insurance, paid time off, employee assistance programs, et cetera. Also, discuss factors that might influence these offerings such as company size, role of the employee, company location, et cetera.
Analyze the appropriateness of offering additional benefits or resources to employees facing an overseas work assignment that would ease their transition. These types of benefits could include relocation assistance, home leave reimbursement, spousal support for finding work, cultural or language training, among others.
Additional Requirements
Your assignment should also meet the following requirements:
Length: 3–5 typed, double-spaced pages, plus a reference page.
Written communication: Communicate in a manner that is scholarly and professional. Your writing should be:
Concise and logically organized.
Free of errors in grammar and mechanics.
Validation and support: Use a minimum of four relevant and credible scholarly or professional resources such as the Wall Street Journal to support your work.
APA format: Format all citations and references in accordance with current APA guidelines. Refer to the Evidence and APA Campus page for guidance.

Categories
Human Resource Management

I have attached two files. One of them is the case and the other one is the inst

I have attached two files. One of them is the case and the other one is the instructions of the entire report. You only need to write the one part of the report but I’ve attached the whole instructions to give you a clear idea. You need to write about the issues which can be found in the case. I have also highlighted the part you need to write in the instruction’s file with yellow.
You will be preparing a report as if preparing to present to the Board of Directors. You will discuss common challenges with performance management, evaluate the current system, and provide recommendations for improvement of the performance management system implemented at Vitality Health Enterprises Inc.
Vitality Health has recently implemented a new Performance Management system. As the case ends, the VP of HR and his Evaluation Team (you) are evaluating the practical and strategic effectiveness of the new system as they prepare to present their findings and recommendations to the Board.
Again you need to write about the issues, and I have highlighted it in the table on the instructions doc.

Categories
Human Resource Management

For this assignment, you will begin to explore possible topics for your Final Ar

For this assignment, you will begin to explore possible topics for your Final Argumentative Essay. You will analyze two different topics related to your field of study or career and answer the questions below. After completing the two proposals, write a summary paragraph on which topic you are most likely to choose and why.
Each topic must have
two logical sides to the issue (your viewpoint and an opposing viewpoint).
a connection to your career or degree.
Each proposed topic should be organized into a well-developed paragraph using the prompting questions. After evaluating your topics, write a summary paragraph describing which proposal you are most likely to pursue and why by using the prompting questions.
Topic 1 – Paragraph 1
Answer the following in one full paragraph:
What is the issue in your career or field of study?
What two opposing viewpoints are there on what to do about this issue?
What do you think should be done and why?
Who would your audience be? (i.e. who can make a decision)
What objection might this audience raise and why?
Topic 2 – Paragraph 2
Answer the following in one full paragraph:
What is the issue in your career or field of study?
What two opposing viewpoints are there on what to do about this issue?
What do you think should be done and why?
Who would your audience be? (i.e. who can make a decision)
What objection might this audience raise and why?
Summary Paragraph – Paragraph 3
After completing the proposals for the each of the two topics, write a final paragraph including:
Which topic you are leaning towards and why?
What strengths do you bring to this topic?
What challenges are you likely to encounter?
What one question are you asking the audience to consider? (see the video above)

Categories
Human Resource Management

For this assignment, you will begin to explore possible topics for your Final Ar

For this assignment, you will begin to explore possible topics for your Final Argumentative Essay. You will analyze two different topics related to your field of study or career and answer the questions below. After completing the two proposals, write a summary paragraph on which topic you are most likely to choose and why.
Each topic must have
two logical sides to the issue (your viewpoint and an opposing viewpoint).
a connection to your career or degree.
Each proposed topic should be organized into a well-developed paragraph using the prompting questions. After evaluating your topics, write a summary paragraph describing which proposal you are most likely to pursue and why by using the prompting questions.
Topic 1 – Paragraph 1
Answer the following in one full paragraph:
What is the issue in your career or field of study?
What two opposing viewpoints are there on what to do about this issue?
What do you think should be done and why?
Who would your audience be? (i.e. who can make a decision)
What objection might this audience raise and why?
Topic 2 – Paragraph 2
Answer the following in one full paragraph:
What is the issue in your career or field of study?
What two opposing viewpoints are there on what to do about this issue?
What do you think should be done and why?
Who would your audience be? (i.e. who can make a decision)
What objection might this audience raise and why?
Summary Paragraph – Paragraph 3
After completing the proposals for the each of the two topics, write a final paragraph including:
Which topic you are leaning towards and why?
What strengths do you bring to this topic?
What challenges are you likely to encounter?
What one question are you asking the audience to consider? (see the video above)

Categories
Human Resource Management

Introduction: Staying in compliance with EEO law and making sure diversity is r

Introduction:
Staying in compliance with EEO law and making sure diversity is represented in the workforce is the responsibility of the HR manager and staff as assigned. However, it is not only a good idea and a legal imperative to be fair, it makes good business sense as well. The population is becoming much more diverse in the United States, and thus the customers are much more diverse as well. Having a workforce that represents all the diversity of the U.S. makes good sense as the workforce can more closely relate to the client or customer’s needs.
Read the following scenario and respond in a minimum of 250 words Microsoft Word document concerning the following:
Scenario:
As your company’s HR professional, you have completed a review of the employees’ performance appraisal feedback they have received. You have discovered that there are differences in the type of feedback that men and women receive. Positive feedback for men most often cited specific goals that were met and technical skills for development, whereas feedback for women was in general terms; for example, “good job this year.” Feedback for women often was about a need to improve communication style. This makes it more difficult for women to apply feedback and positively contribute to the company’s performance goals. Since men received specific suggestions, they could more easily identify assignments and opportunities for promotions.
Your manager wants to be sure that the performance appraisal system supports everyone fairly and links to the company’s goals.
Checklist:
– Explain how the current performance appraisal system impacts the company.
– How can the company help managers give feedback that links the goals of the company to the individual’s goals?
– What type of performance appraisal approach would best fit with providing specific, actionable feedback? Why?
**rubric attached **

Categories
Human Resource Management

Introduction: Staying in compliance with EEO law and making sure diversity is r

Introduction:
Staying in compliance with EEO law and making sure diversity is represented in the workforce is the responsibility of the HR manager and staff as assigned. However, it is not only a good idea and a legal imperative to be fair, it makes good business sense as well. The population is becoming much more diverse in the United States, and thus the customers are much more diverse as well. Having a workforce that represents all the diversity of the U.S. makes good sense as the workforce can more closely relate to the client or customer’s needs.
Read the following scenario and respond in a minimum of 250 words Microsoft Word document concerning the following:
Scenario:
As your company’s HR professional, you have completed a review of the employees’ performance appraisal feedback they have received. You have discovered that there are differences in the type of feedback that men and women receive. Positive feedback for men most often cited specific goals that were met and technical skills for development, whereas feedback for women was in general terms; for example, “good job this year.” Feedback for women often was about a need to improve communication style. This makes it more difficult for women to apply feedback and positively contribute to the company’s performance goals. Since men received specific suggestions, they could more easily identify assignments and opportunities for promotions.
Your manager wants to be sure that the performance appraisal system supports everyone fairly and links to the company’s goals.
Checklist:
– Explain how the current performance appraisal system impacts the company.
– How can the company help managers give feedback that links the goals of the company to the individual’s goals?
– What type of performance appraisal approach would best fit with providing specific, actionable feedback? Why?
**rubric attached **

Categories
Human Resource Management

Prior to beginning this discussion, read Chapter 3, Core Values and Ethics of Or

Prior to beginning this discussion, read Chapter 3, Core Values and Ethics of Organizational Development and Case Study 1: Analyzing Opportunities for Organizational Development Work at Northern County Legal Services (located at the end of Chapter 3). Answer the following questions from the perspective of a human resources manager.
What is it like to work in the environment described in the case study? How do you respond to Julie as a leader? Compare Julie as a leader with some of the descriiptions of leadership styles provided in Chapter 2.
What organization, team, and individual problems can you identify? What opportunities for organizational development work do you see?
How do the opportunities you have identified illustrate the values and ethical beliefs of organizational development identified in this chapter?
Your initial response should be at least 250 words.
Case Study:
“Case Study 1: Analyzing Opportunities for Organization Development Work at Northern County Legal Services
Read the Northern County Legal Services case and consider the following questions:
What is it like to work in this environment? How do you respond to Julie as a leader? Compare Julie as a leader with some of the descriiptions of leadership styles provided in Chapter 2.What organizational, team, and individual problems can you identify? What opportunities for organization development work do you see?How do the opportunities you have identified illustrate the values and ethical beliefs of organization development identified in this chapter?
“Good morning. Northern County Legal Services,” Christina said. “How can I help you? Yes, I see. Okay, why don’t I schedule a time for you to stop by and talk with one of us about your situation and we can see how we can help? I’m free on the 12th at 3:30 p.m. Does that work for you? Excellent. And you know where our office is located? Yes, right across the street. Good. I’ll look forward to speaking with you then.”
It was already packed in the office of Northern County Legal Services (NCLS), a nonprofit organization located just outside the downtown district. In the small waiting room, nearly 20 clients waited for assistance while a team of staff members handled walk-in visitors and made appointments. With no air-conditioning, the room was starting to get hot on the sunny August afternoon as the chairs filled up.
“I’m sorry. Mr. Gaines? I think you’re next.” Christina looked at the growing crowd.
“Oh, no, no, no, no.” A tall woman rose from her chair and stepped forward, raising her voice. “I’ve been here since 10 a.m. and I was here first. I’m next. He needs to wait his turn.” She looked around the room for support, and some heads nodded as those waiting began to look at one another in frustration.
“Yes, I’m sorry that you’ve waited so long, but Mr. Gaines had made an appointment,” Christina said.
“Yeah, for 11:30,” Mr. Gaines scoffed.
“It will only be a few more minutes until someone is with you,” Christina offered.
“You need to get more organized,” the woman said as she rolled her eyes. She returned to her seat, fanning herself with a 2-year-old copy of an entertainment magazine.
Christina looked her watch: 12:20. Her parking meter was already expired. “Have a seat, sir, and I’ll be right with you.” She grabbed her purse and quickly headed to the front door. “And just where do you think you’re going, Miss?” a voice came from the waiting room. “She can’t take it anymore,” another voice offered, as laughter rose from the corner.
Christina ran the four blocks to where her car was parked. There was already a yellow envelope with a $25 parking ticket lodged under her windshield wiper.
Northern County Legal Service’s mission is to match clients who cannot afford legal counsel with a lawyer willing to offer pro bono services. NCLS specializes in housing and employment law but also matches clients with attorneys who assist with almost any legal need, including domestic violence and family law. The service is free to clients (though some pay for some services on a sliding scale based on their income). The remainder of the funding comes from grants, and the center is staffed almost entirely by a group of 15 volunteers and law school students. Students form the majority of the staff, and they receive internship credit, usually volunteering at the center during their third year of law school. Most students participate in the center only for one semester, and competition among students is tough to receive one of the volunteer slots.
The one full-time employee is a director, Julie, who has been at the center for about 2 years. Aside from running the office, managing volunteers and students, finding attorneys, and conducting training workshops for both students and volunteer attorneys, Julie’s main concern is funding, which is a constant issue.
The small office where NCLS is housed consists of a waiting room and four offices. Julie keeps one of the four offices as her own, and the other three are taken by students or volunteers who work for 10 to 20 hours per week, usually in 4- to 6-hour shifts. Each of the four offices has a computer, and there is one printer shared by the center. At any given time, there might be as many as eight volunteers who share the three offices, meeting with clients to perform the “intake” functions.
The intake process begins with a client who arrives on a walk-in or appointment basis, and the initial meeting usually lasts for about an hour. Depending on the client’s need, the intake paperwork consists of three to six pages of single-spaced questions that the staff members ask clients in order to be able to provide the most help. Intake forms also contain client demographic data, such as household income and household size, which is needed for the center to compile monthly, quarterly, and annual statistics that grant funders require in order to measure the center’s progress.
It was 7:30 a.m. as Julie walked into the office. The phone was already ringing, but she let it go to voice mail as she turned on her computer and quickly sorted through the phone messages that had piled up since she left yesterday afternoon. Nothing that couldn’t wait until later in the morning, she thought. In the waiting room, the staff began to gather for the monthly staff meeting. This is the time when Julie covers the statistics for the prior month with the staff, gives updates, and answers questions.
“Good morning.” Julie looked around the room. About two-thirds of the staff were seated in the uncomfortable assorted chairs, which had been donated or purchased at minimal cost over the past several years. “Today I want to cover a few things. First, the importance of getting the intake paperwork complete; second, scheduling; and third, timely filings.” She looked around the room at the bleary-eyed group, many of whom held coffee cups as they avoided eye contact.
“Fine? Good. Melinda? I noticed that many of you are making the same mistake as Melinda in failing to fully complete page 6 of the housing intake form. For example, here’s the copy of the one you completed last week. Where the form asks for service date, we really need that to complete the filing motion for the client. If we don’t have it, we have to call them to get it. I’ve noticed a few of these that have been blank in the past week or two. Does everyone understand that?” Heads nodded in agreement.
“Where do we put the intake form for housing after it’s done?” Eric asked.
“In the intake inbox on the filing cabinet in Julie’s office,” Monica offered.
“I thought that was only for urgent motions,” Eric said. “I’ve been putting the nonurgent ones in the inbox in the hallway.”
“That’s right,” Julie said. “Actually I’d prefer it if you handed the urgent ones directly to me and put the nonurgent ones in the hallway box. You can put the urgent ones in my box if I’m not here.”
“What’s urgent?” Monica asked.
“Urgent means if it’s been 4 or 5 days since the client received an eviction notice,” Julie said. “The fifth day is the most critical.”
“What do we do if you aren’t here but it’s been 5 days?” Monica asked.
“Then you can either call my cell phone and let me know that it’s waiting, or you can call an attorney from the list,” Julie said. “Or you can do it yourself but wait to file it until I can verify it after you’re done.”
“Do we do that for the domestic violence restraining order requests also?” Annette asked.
“No, those should be filed in the top drawer of the cabinet until another staff member can take the intake form and call a volunteer attorney to take the case,” Julie said.
“Why can’t I just call immediately to get the process started more quickly?” Annette said. “If I’ve done the intake, why can’t I just continue to the next step?”
Julie was beginning to get frustrated. “Look, everyone, we went over this in training. It’s important that this all be handled as we discussed it before.”
Julie continued as, out of earshot, Annette leaned over and whispered to Monica, “Yeah, training was what, like an hour? I still don’t understand why there are so many procedures.”
“I know,” Monica said, “and I feel so incompetent about housing law. My specialty has been family law. I’d rather learn about that part of the center, but I keep getting these eviction intakes. And the paperwork is incredible. I spent an hour with a client yesterday and only got about two pages’ worth of information. I ran over my next appointment trying to get the rest.”
“I had the same experience,” Annette said. “The clients have such detailed histories, and they need to share their whole story. I talked to a woman whose boyfriend shoved her against a wall and broke her wrist. She started to cry, and I was thinking that I can’t very well interrupt her and say, ‘Sorry, ma’am, but that’s Question 65. We’re still on Question 14, so can you tell me your combined annual income?’ And I had three of those same intakes yesterday. I went home completely drained last night.”
Monica nodded. “I’ve heard stories like that, too. The part I hate is when I have to pick up the paperwork out of the inbox and file the motion when I didn’t do the intake. The other day Julie started shouting at me because I missed a note on an intake that Christina did and I had to refile the motion. I almost missed the deadline but I stayed 2 hours later than usual and got it all done. It was gratifying but emotionally exhausting. It’s hard even to come in sometimes. I wonder, are we even making progress here?”
“Now what’s she talking about?” Annette looked up at Julie.
“So that’s why you need to make sure that Dave has your weekly schedule, so he can keep the appointment schedule accurate with hourly time blocks for intakes,” Julie concluded.
Julie returned to her office. There were two messages from the Dylan Foundation president wanting to know about last quarter’s statistics. He had threatened to pull funding for next year unless the center began to show more progress in winning cases where disabled clients were about to be evicted. She knew that the staff had done great work recently, but they had only begun to compile the statistics and she could not yet prove it with charts and graphs. He’d be fine after she met with him, she thought. She made a mental note to bring two recent success story case studies to her meeting with him.
Rafael appeared in the doorway. “Julie, what do we do when the service date on the subpoena doesn’t match the date on the submission form? Can you show me how we address that in the reply?”
“Yes. Well, actually, ask Kyle because I showed him the same thing last week,” Julie answered.
“Kyle’s not here until 3, and I have to have the motion done for the client to pick up at noon,” Rafael said.
“Okay. Just give me a few minutes and I’ll be right there,” Julie replied.
“Thanks,” Rafael said.
Jean was right behind him. “Julie, I have an urgent housing motion here that needs to be filed. Do you want this now?”
Julie took the intake form and looked through it. A woman with a $900 monthly income and an infant son and 2-year-old daughter received an eviction notice for being one day late on her $800 rent. A court filing would be due tomorrow.
“I have a meeting this afternoon and can’t do it today. Why don’t you put it in the hallway box and maybe someone can get to it today? Otherwise, I’ll get to it tomorrow,” Julie said.
Jean paused for a moment. “Okay, I’ll do that,” she said.”

Categories
Human Resource Management

Prior to beginning this discussion, read Chapter 3, Core Values and Ethics of Or

Prior to beginning this discussion, read Chapter 3, Core Values and Ethics of Organizational Development and Case Study 1: Analyzing Opportunities for Organizational Development Work at Northern County Legal Services (located at the end of Chapter 3). Answer the following questions from the perspective of a human resources manager.
What is it like to work in the environment described in the case study? How do you respond to Julie as a leader? Compare Julie as a leader with some of the descriiptions of leadership styles provided in Chapter 2.
What organization, team, and individual problems can you identify? What opportunities for organizational development work do you see?
How do the opportunities you have identified illustrate the values and ethical beliefs of organizational development identified in this chapter?
Your initial response should be at least 250 words.
Case Study:
“Case Study 1: Analyzing Opportunities for Organization Development Work at Northern County Legal Services
Read the Northern County Legal Services case and consider the following questions:
What is it like to work in this environment? How do you respond to Julie as a leader? Compare Julie as a leader with some of the descriiptions of leadership styles provided in Chapter 2.What organizational, team, and individual problems can you identify? What opportunities for organization development work do you see?How do the opportunities you have identified illustrate the values and ethical beliefs of organization development identified in this chapter?
“Good morning. Northern County Legal Services,” Christina said. “How can I help you? Yes, I see. Okay, why don’t I schedule a time for you to stop by and talk with one of us about your situation and we can see how we can help? I’m free on the 12th at 3:30 p.m. Does that work for you? Excellent. And you know where our office is located? Yes, right across the street. Good. I’ll look forward to speaking with you then.”
It was already packed in the office of Northern County Legal Services (NCLS), a nonprofit organization located just outside the downtown district. In the small waiting room, nearly 20 clients waited for assistance while a team of staff members handled walk-in visitors and made appointments. With no air-conditioning, the room was starting to get hot on the sunny August afternoon as the chairs filled up.
“I’m sorry. Mr. Gaines? I think you’re next.” Christina looked at the growing crowd.
“Oh, no, no, no, no.” A tall woman rose from her chair and stepped forward, raising her voice. “I’ve been here since 10 a.m. and I was here first. I’m next. He needs to wait his turn.” She looked around the room for support, and some heads nodded as those waiting began to look at one another in frustration.
“Yes, I’m sorry that you’ve waited so long, but Mr. Gaines had made an appointment,” Christina said.
“Yeah, for 11:30,” Mr. Gaines scoffed.
“It will only be a few more minutes until someone is with you,” Christina offered.
“You need to get more organized,” the woman said as she rolled her eyes. She returned to her seat, fanning herself with a 2-year-old copy of an entertainment magazine.
Christina looked her watch: 12:20. Her parking meter was already expired. “Have a seat, sir, and I’ll be right with you.” She grabbed her purse and quickly headed to the front door. “And just where do you think you’re going, Miss?” a voice came from the waiting room. “She can’t take it anymore,” another voice offered, as laughter rose from the corner.
Christina ran the four blocks to where her car was parked. There was already a yellow envelope with a $25 parking ticket lodged under her windshield wiper.
Northern County Legal Service’s mission is to match clients who cannot afford legal counsel with a lawyer willing to offer pro bono services. NCLS specializes in housing and employment law but also matches clients with attorneys who assist with almost any legal need, including domestic violence and family law. The service is free to clients (though some pay for some services on a sliding scale based on their income). The remainder of the funding comes from grants, and the center is staffed almost entirely by a group of 15 volunteers and law school students. Students form the majority of the staff, and they receive internship credit, usually volunteering at the center during their third year of law school. Most students participate in the center only for one semester, and competition among students is tough to receive one of the volunteer slots.
The one full-time employee is a director, Julie, who has been at the center for about 2 years. Aside from running the office, managing volunteers and students, finding attorneys, and conducting training workshops for both students and volunteer attorneys, Julie’s main concern is funding, which is a constant issue.
The small office where NCLS is housed consists of a waiting room and four offices. Julie keeps one of the four offices as her own, and the other three are taken by students or volunteers who work for 10 to 20 hours per week, usually in 4- to 6-hour shifts. Each of the four offices has a computer, and there is one printer shared by the center. At any given time, there might be as many as eight volunteers who share the three offices, meeting with clients to perform the “intake” functions.
The intake process begins with a client who arrives on a walk-in or appointment basis, and the initial meeting usually lasts for about an hour. Depending on the client’s need, the intake paperwork consists of three to six pages of single-spaced questions that the staff members ask clients in order to be able to provide the most help. Intake forms also contain client demographic data, such as household income and household size, which is needed for the center to compile monthly, quarterly, and annual statistics that grant funders require in order to measure the center’s progress.
It was 7:30 a.m. as Julie walked into the office. The phone was already ringing, but she let it go to voice mail as she turned on her computer and quickly sorted through the phone messages that had piled up since she left yesterday afternoon. Nothing that couldn’t wait until later in the morning, she thought. In the waiting room, the staff began to gather for the monthly staff meeting. This is the time when Julie covers the statistics for the prior month with the staff, gives updates, and answers questions.
“Good morning.” Julie looked around the room. About two-thirds of the staff were seated in the uncomfortable assorted chairs, which had been donated or purchased at minimal cost over the past several years. “Today I want to cover a few things. First, the importance of getting the intake paperwork complete; second, scheduling; and third, timely filings.” She looked around the room at the bleary-eyed group, many of whom held coffee cups as they avoided eye contact.
“Fine? Good. Melinda? I noticed that many of you are making the same mistake as Melinda in failing to fully complete page 6 of the housing intake form. For example, here’s the copy of the one you completed last week. Where the form asks for service date, we really need that to complete the filing motion for the client. If we don’t have it, we have to call them to get it. I’ve noticed a few of these that have been blank in the past week or two. Does everyone understand that?” Heads nodded in agreement.
“Where do we put the intake form for housing after it’s done?” Eric asked.
“In the intake inbox on the filing cabinet in Julie’s office,” Monica offered.
“I thought that was only for urgent motions,” Eric said. “I’ve been putting the nonurgent ones in the inbox in the hallway.”
“That’s right,” Julie said. “Actually I’d prefer it if you handed the urgent ones directly to me and put the nonurgent ones in the hallway box. You can put the urgent ones in my box if I’m not here.”
“What’s urgent?” Monica asked.
“Urgent means if it’s been 4 or 5 days since the client received an eviction notice,” Julie said. “The fifth day is the most critical.”
“What do we do if you aren’t here but it’s been 5 days?” Monica asked.
“Then you can either call my cell phone and let me know that it’s waiting, or you can call an attorney from the list,” Julie said. “Or you can do it yourself but wait to file it until I can verify it after you’re done.”
“Do we do that for the domestic violence restraining order requests also?” Annette asked.
“No, those should be filed in the top drawer of the cabinet until another staff member can take the intake form and call a volunteer attorney to take the case,” Julie said.
“Why can’t I just call immediately to get the process started more quickly?” Annette said. “If I’ve done the intake, why can’t I just continue to the next step?”
Julie was beginning to get frustrated. “Look, everyone, we went over this in training. It’s important that this all be handled as we discussed it before.”
Julie continued as, out of earshot, Annette leaned over and whispered to Monica, “Yeah, training was what, like an hour? I still don’t understand why there are so many procedures.”
“I know,” Monica said, “and I feel so incompetent about housing law. My specialty has been family law. I’d rather learn about that part of the center, but I keep getting these eviction intakes. And the paperwork is incredible. I spent an hour with a client yesterday and only got about two pages’ worth of information. I ran over my next appointment trying to get the rest.”
“I had the same experience,” Annette said. “The clients have such detailed histories, and they need to share their whole story. I talked to a woman whose boyfriend shoved her against a wall and broke her wrist. She started to cry, and I was thinking that I can’t very well interrupt her and say, ‘Sorry, ma’am, but that’s Question 65. We’re still on Question 14, so can you tell me your combined annual income?’ And I had three of those same intakes yesterday. I went home completely drained last night.”
Monica nodded. “I’ve heard stories like that, too. The part I hate is when I have to pick up the paperwork out of the inbox and file the motion when I didn’t do the intake. The other day Julie started shouting at me because I missed a note on an intake that Christina did and I had to refile the motion. I almost missed the deadline but I stayed 2 hours later than usual and got it all done. It was gratifying but emotionally exhausting. It’s hard even to come in sometimes. I wonder, are we even making progress here?”
“Now what’s she talking about?” Annette looked up at Julie.
“So that’s why you need to make sure that Dave has your weekly schedule, so he can keep the appointment schedule accurate with hourly time blocks for intakes,” Julie concluded.
Julie returned to her office. There were two messages from the Dylan Foundation president wanting to know about last quarter’s statistics. He had threatened to pull funding for next year unless the center began to show more progress in winning cases where disabled clients were about to be evicted. She knew that the staff had done great work recently, but they had only begun to compile the statistics and she could not yet prove it with charts and graphs. He’d be fine after she met with him, she thought. She made a mental note to bring two recent success story case studies to her meeting with him.
Rafael appeared in the doorway. “Julie, what do we do when the service date on the subpoena doesn’t match the date on the submission form? Can you show me how we address that in the reply?”
“Yes. Well, actually, ask Kyle because I showed him the same thing last week,” Julie answered.
“Kyle’s not here until 3, and I have to have the motion done for the client to pick up at noon,” Rafael said.
“Okay. Just give me a few minutes and I’ll be right there,” Julie replied.
“Thanks,” Rafael said.
Jean was right behind him. “Julie, I have an urgent housing motion here that needs to be filed. Do you want this now?”
Julie took the intake form and looked through it. A woman with a $900 monthly income and an infant son and 2-year-old daughter received an eviction notice for being one day late on her $800 rent. A court filing would be due tomorrow.
“I have a meeting this afternoon and can’t do it today. Why don’t you put it in the hallway box and maybe someone can get to it today? Otherwise, I’ll get to it tomorrow,” Julie said.
Jean paused for a moment. “Okay, I’ll do that,” she said.”