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democratsunited-blog · 7 years ago

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Democratic strategist launches new firm

https://uniteddemocrats.net/?p=7025

Democratic strategist launches new firm

With David Beavers, Garrett Ross and Daniel Lippman

FIRST IN PI — DEMOCRATIC STRATEGIST LAUNCHES NEW FIRM: Brandon Neal, who was political director for the Democratic National Committee and director of the Transportation Department’s small business office under former President Barack Obama, will launch his own fundraising, political strategy and lobbying firm Tuesday. Neal was most recently a senior adviser and national political director for Rep. Karen Bass (D-Calif.).

Story Continued Below

— In an interview with PI, Neal said that the firm, Pylorus Strategies, will focus on political strategy and planning for candidates running for Congress. “Now is the time, now is the space and opportunity,” he told PI. “You don’t see a lot of African-American firms focused on political fundraising and strategy.” Neal plans to work with various arms of the Democratic Party, as well as with celebrities interested in getting involved in the political process. He will also assist small businesses competing for federal contracts and work on transportation, infrastructure, labor workforce development, and small business and economic development issues for clients. He plans to register as a lobbyist.

— So far, Neal’s clients include two members of Congress, an IT firm and a small business providing professional services to the DoD. He is also in talks to work on political strategy and fundraising for House candidates Antonio Delgado, who is running to represent New York’s 19th congressional district, Lauren Underwood, who is running to represent Illinois’ 14th congressional district, and Mary Scanlon, who is running to represent Pennsylvania’s 5th congressional district. He plans to eventually make the firm bipartisan and bring on a partner with experience fundraising for Republicans.

Good afternoon, and welcome to PI. Did you spend the weekend relaxing on the Eastern Shore with a cold drink and a good book? Just remember there are younger, better-looking lobbyists who work weekends nipping at your heels. Send us your tips: [email protected] and [email protected]. You can also follow us on Twitter: @theodoricmeyer and @marianne_levine.

THE LATEST ON MANAFORT’S TRIAL: Special counsel Robert Mueller’s team filed a motion this morning pushing back against a request from Paul Manafort’s lawyers to exclude more than 50 pieces of evidence from the jury during Manafort’s trial, which is set to start on Tuesday. Mueller’s team argues the exhibits are necessary “to prove the source and amount of Manafort’s income.” (Manafort is facing trial on bank fraud and tax charges in federal court in Alexandria. He’s set to go on trial a second time in federal court in Washington in September on other charges, including violating foreign lobbying law.)

— The motion filed this morning provides a good summary of what Mueller’s seeking to do in the trial. Mueller “expects to prove that Manafort earned more than $60 million dollars from his Ukraine work during the period at issue and failed to report a significant percentage of it on his tax returns. … No ‘pay stub[s]’ or ‘paychecks’ reflect that income … rather, the invoices and bills submitted by various consultants provide proof on that issue. Accordingly, to prove that Manafort earned that much income, the government must be able to show the extent of the work that he performed for Ukraine.”

— Separately, Mueller’s team on Friday afternoon “submitted a roster of 35 witnesses the prosecution may call” during the trial set to start on Tuesday, POLITICO’s Josh Gerstein reports. “The deep dive into Manafort’s pricey tastes is expected to include testimony from a proprietor of a New York boutique where he allegedly spent more than $850,000 on high-end suits, an employee of a car dealership where Manafort’s wife bought a $130,000 Mercedes, the owner of a Florida home-theater company and a manager of season-ticket sales for the New York Yankees.” Full story.

SPEAKING OF MANAFORT: The New York Times’ Jason Horowitz is out with a story on how former journalist Alan Friedman put Manafortin jail. “Documents filed last month by the special counsel, Robert S. Mueller III, as part of the investigation into Russia’s influence campaign in the 2016 American presidential election, showed that Mr. Friedman worked closely with Mr. Manafort in creating the so-called Hapsburg Group,” Horowitz writes. “Neither Mr. Manafort nor Mr. Friedman registered as lobbyists, a potential violation of an American law intended as a bulwark against foreign agents peddling influence in American politics. … When the group was revealed in February, Mr. Manafort desperately sought to give Mr. Friedman a ‘heads up about Hapsburg,’ Mr. Friedman’s lawyer has said. That included messages on WhatsApp saying ‘This is Paul.’ Mr. Friedman told investigators that he considered the messages an effort to ‘suborn perjury.’ A judge agreed and in June revoked Mr. Manafort’s bail for witness tampering.

—“Now Mr. Friedman, 62, has gone uncharacteristically silent on the issue even as he travels around Italy promoting his book, ‘This Is Not America,’ which begins with his 2016 interview with Donald J. Trump, then a presidential candidate. Mr. Manafort and his associate Rick Gates had a hand in arranging the interview, which was outside the usual media channels and led campaign aides to question its purpose, according to a person familiar with the issue who was granted anonymity to discuss internal deliberations.” Full story.

LAW FIRMS GIVE RAINMAKERS ACCUSED OF BAD BEHAVIOR MULTIPLE CHANCES: “Law firms stand out in a corporate landscape where rainmakers accused of bad behavior often receive second and third chances, according to interviews with dozens of lawyers, legal recruiters, consultants and leaders at some of the country’s largest firms,” the Wall Street Journal’s Sara Randazzo and Nicole Hong report. “Firms’ sole assets are lawyers and their client relationships. As demand for work from the biggest law firms has softened since the financial crisis, poaching top partners has become one of few ways to boost revenue. Many firms ask about prior complaints in new-hire questionnaires but do nothing to vet the answers, lawyers say. Firms rarely ask partners for references at their old firm, for fear of alerting competitors a star lawyer is in play.

— “Gibson, Dunn & Crutcher partner Jeffrey Reeves departed in December after an investigation into sexual-harassment allegations, the firm said. Mr. Reeves was the partner in charge of the firm’s Orange County, Calif., office in October 2015 when co-workers saw him making out with a junior associate at a Las Vegas nightclub during an office retreat, current and former Gibson lawyers said. … Mr. Reeves, who had worked at Gibson Dunn for 26 years, quickly joined litigation boutique Umberg Zipser in January. The next month he moved to a different boutique, Theodora Oringher.” Full story.

DISPATCH FROM KOCH DONOR RETREAT: “Billionaire industrialist Charles Koch extended an olive branch to Democrats during a weekend donor confab, saying Sunday that he wants to work with lawmakers regardless of party — so long as they work on issues he cares about — and admitting he has regrets about politicians his powerful network supported in the past,” POLITICO’s Maggie Severns reports. “‘I don’t care what initials are in front or after somebody’s name — I’d like there to be many more politicians who would embrace and have the courage to run on a platform’ that embraces the values he espouses, Koch told reporters when asked how he would feel about Democrats flipping the House of Representatives.

— “The Kochs’ political network has been bombarding the 2018 midterm elections with millions of dollars to help Republicans keep their seats in Congress, but the tone of the weekend was a departure from previous years, when the Kochs engineered tea party opposition to Obamacare and positioned themselves as the archnemesis of the Democratic Party. Charles Koch said he has sometimes regretted his network’s financial support for Republican lawmakers in the past and will be more careful with how he spends money going forward.” Full story.

SPOTTED: On Air Force One Sunday, according to a White House pool report, Matt Schlapp, chairman of the American Conservative Union. Schlapp is married to Mercedes Schlapp, White House director of strategic communications.

JOBS REPORT

— Stan Garnett and Greg Brower will co-chair Brownstein Hyatt Farber Schreck’s government investigations and white collar defense group. They are both shareholders at the firm.

— Patrick Ronk has left Cornerstone Government Affairs, where he was a senior associate. He is headed to the London School of Economics in September for a two-year Master of Public Administration program.

— Michael Fields is now executive director of Colorado Rising Action. He was previously state director for Americans for Prosperity Colorado.

— TJ Chase is a senior associate at Glen Echo Group. He was previously a graphic designer at the Association for Psychological Science.

NEW JOINT FUNDRAISERS:

Illinois Democrats 2018 (Betsy Dirksen Londrigan for Congress, Casten for Congress, Lauren Underwood for Congress, Brendan Kelly for Southern Illinois, Tammy for Illinois, Friends of Dick Durbin Committee) Lizzie Fletcher Victory Fund (Elizabeth Pannill Fletcher for Congress, Texas Democratic Party)

NEW PACs:

America Fighting Back PAC (PAC) Wisconsin Beer (PAC)

NEW LOBBYING REGISTRATIONS:

None.

NEW LOBBYING TERMINATIONS:

Aegerion Pharmaceuticals, a Novelion Therapeutics Company: Aegerion Pharmaceuticals, a Novelion Therapeutics Company Christie Strategy Group: Columbia Southern University Sobba Public, LLC: Gephardt group on behalf of Bayer AG The Chertoff Group: Veritas Capital The Nardelli Group: Alexium, Inc.

Read full story here

#Democrats

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horrornewsnet-blog · 8 years ago

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ramascreen · 8 years ago

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INTERVIEW: Michael Nardelli Talks To Me About Acting, Filmmaking, Harrison Ford, And Game-Based Movies

I recently had the opportunity to interview actor/director/producer, Michael Nardelli, (“Another Happy Day,” “Circle”) who can currently be seen starring the indie western thriller ’The Tribe’ which was released on February 10, 2017 on iTunes, Amazon Instant, Google Play, Vudu, Xbox Live, Sony Playstation and Vimeo on Demand. Michael also produced, wrote and starred in his new digital series,…

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#Dark/Web #Michael Nardelli #The Tribe

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lightningwolf66 · 8 years ago

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Roles And Functions Of The Human Resource Department

New Post has been published on http://app2chart.com/roles-and-functions-of-the-human-resource-department/

Roles And Functions Of The Human Resource Department

Introduction

The Human Resource Department deals with management of people within the organisation. There are a number of responsibilities that come with this title. First of all, the Department is responsible for hiring members of staff; this will involve attracting employees, keeping them in their positions and ensuring that they perform to expectation. Besides, the Human Resource Department also clarifies and sets day to day goals for the organisation. It is responsible for organisation of people in the entire Company and plans for future ventures and objectives involving people in the Company. (Handy, 1999)

Research has shown that the human aspect of resources within an organisation contributes approximately eighty percent of the organisation’s value. This implies that if people are not managed properly, the organisation faces a serious chance of falling apart. The Human Resource Department’s main objective is to bring out the best in their employees and thus contribute to the success of the Company.

These roles come with certain positive and negative aspects. However, the negative aspects can be minimised by improvements to their roles and functions. These issues shall be examined in detail in the subsequent sections of the essay with reference to case examples of businesses in current operation.

Positive aspects of roles and functions of the Human Resource Department

Recruitment of employees

This is one of the most fundamental roles of the HR department. This is because this function ensures that the Company under consideration selects the most skilful and competent person from a sea of applicants at that time. This function involves evaluation of ability and competency of potential employees in relation to what the Company needs. This role falls under the Staffing role of management. If this function is performed well, then the organisation will increase value consequently being on the right pathway to achieve its organisational and departmental goals and objectives. (Hyde, 2004)

Effective recruitment can be done through a number of ways. First of all the Company can conduct educational and psychological measurements. This task will involve assessment of abilities, skills and character evaluation of applicants. Through psychometric evaluation, the Company can ensure that employees have the right attitude necessary to fit into the organisation. Another method Companies use to recruit members of staff is through interviews. Here, the Human Resource Department can ask applicants questions that evaluate their decision making abilities and how they would deal with certain situations if presented with them. The Department can also employ the use of written interviews where applicants answer questions addressing key issues in the organisation. Through these channels, the Department contributes towards organisational performance.

An example of a Company that performs this role well is Tesco Ireland. The Company notifies the public about vacancies. It then posts a questionnaire online and interested parties fill it at that time. This is then evaluated and those who fall within their minimum requirements are invited for an interview. In the interview, applicants are asked a number of questions and those who did extremely well are further analysed and retained. Those who did moderately well are not immediately eliminated; instead, their interview questions are kept on file then these are reviewed after six months. By so doing, the Tesco Ireland makes sure that its employees are highly capable and that they will enrich the organisation. (Hyde, 2004)

Improvement of compensation packages

One of the major functions of the HR department is to motivate employees. This can be done through rewards especially for those who have done well. The HR department needs to evaluate performance of employees and those who have exceeded expectations should be compensated for their actions. Research has shown that rewarding employees for good performance is the number one incentive for keeping up this trend. These compensation packages can come in the following ways;

Holiday offers

End of year bonuses

Equities

Awards

Salary increments

Provision of flexible working hours

Straight forward promotion schemes and career developments

If the HR department includes these incentives, then it will ensure that employees are satisfied with the Company. It will also contribute towards good staff retention rates. This is especially crucial in increasing stability within the organisation. It also makes employees identify with the firm and instils a sense of loyalty. (Handy, 1999)

Planning in the organisation

The Human Resource Department is placed with the responsibility of ensuring that it plans adequately for all the organisation’s future engagements that will involve people. One important aspect of this is planning for employees in the organisation. It is important that the organisation ensures that all the employees under its wing are just enough to increase value to the organisation.

The Department must ensure that staff members are not too many because if they exceed this amount, then the organisation stands too lose. It must plan adequately to ensure that staff members are not too few either, otherwise they will be overworking those who are already in place. Consequently, there will be poor motivation resulting from fatigue.

The HR department is also bestowed with the responsibility of planning future organisational goal in relation to people or clarifying these same goals to staff members. This function of the department ensures that people in the organisation have a general direction which they are working towards. Organisations that have a clear direction are always more effective; those members of staff will be more result oriented rather than just working for the sake of it. The Department is also responsible for setting day to day objectives necessary for streamlining activities within the organisation and thus ensuring that work is not just done haphazardly. (Hyde, 2004)

Negative aspects of functions and roles of the Human Resource Department

There are a number of problems that arise as the department goes about its activities

Problems in recruitment

The department may sometimes be unable to adequately coordinate and incorporate all the employees needed in the Company’s operations. One such example is the NHS. In the year 2004, the organisation was found to be wanting in its human resource department’s functions. The Company was recruiting a large proportion of its employees; 40% from Asian and African countries. This means that the organisation was draining medical personnel from those needy countries and using them for themselves. (Katherine, 2002)

Such a practice showed that the HR department had exercised bad judgement in its staffing function. Instead, it could have used these foreign nurses as temporary measure and put in place a strategy to train local nurses such that it could stop depending on those poor countries for supply of nurses.

Problems in enumeration

In the process of trying to motivate members of staff to perform better, the Human Resource may make deals that eventually cause problems. A case in point is the Home Depot. This Company has an employee Compensation policy that requires that one should be rewarded for the time they have served the Company.

The Home Depot Company offers an end of year bonus, basic salary and grant on stock shares as an incentive for some of its employees The CEO of the Company Robert Nardelli lost his job in the year 2007. This was because the company has experienced a lot of losses under his leadership; its shares fell by eight percent in the stock exchange and he deserved to leave the Company. However, because the Human Resource Department had put in place a policy that requires all members of staff to be given the incentive mentioned above, he left with a lot of money. It was reported that he had with him about two hundred and ten million dollars. The Company had no way out of this payment because HR had already passed that policy and they were bound by the law. This goes to show that sometimes policies made by the HR department do not benefit the Company especially if the parties involved are considered as losses to the Company. (Michael, 2007)

Problems in planning

Sometimes the HR Department can employ people who may not contribute towards organisational principles. A classic example is the Arthur Andersen Company that fell apart in the year 2002. This was an American Company that dealt with audits. It was initially very successful in its operations prior to that fateful year. But in the latter years of its operations, the Company was involved in two accounting scandals that tarnished its name and subsequently caused failure.

The Company failed to plan well for the kind of employees it recruited. This was witnessed when one of its employees in the Legal Department called Nancy Temple was fined in the Court of law for non adherence to accounting laws. This problem could have been prevented if the HR department had evaluated this employee before hiring her and also evaluation should have been done during her performance. If HR had been extremely critical, then they would have realised that the employee did not adhere to Company principles and would therefore have terminated her employment.

Beside this, the Arthur Andersen Human Resource department also failed in its communication function to employees. The department should have ensured that they constantly communicate to members of staff about the goals and objectives of the Company on a day to day basis. This would have made them very clear in the minds of employees and would have prevented the downfall of the Company.

Strategies to improve Human Resource Department’s value to the organisation

Training and internships

It is not necessarily a guarantee that a candidate who did well in the recruitment exercise is the best in performing an organisation’s functions. New employees need orientation into the Company’s functions and can also improve some inefficiency that these new employees may have in relation to their skills. This is the purpose of placing them on internships. (Norbert, 1967)

Training is also essential for members of staff who have been working for the organisation for a long time. This is especially so in the wake of technological advancements, legal changes and changes in service delivery. It is important for an Organisation to keep up with industry trends otherwise it faces the danger of becoming obsolete; especially in the background of increasing competition.

Training need not be restricted to improvement of skills; it can also involve improvement of attitudes. This is normally characterised by attendance of workshops and other forms of talks. Training also increases motivation of employees and gives them that extra boost of energy needed to get them through tough times in their jobs. All the above tasks are placed under the Department of Human Resource because it is the one that will asses when training is needed, who needs the training, where and by whom. This aspect is a sure to improve value of the HR Department in the organisation.

An example of a company that adheres to this principle is Marks and Spencer retail chain outlet. The Company offers training for twelve moths. Here new employees are taught all that is necessary to meet organisational goals and objectives then they can start work when they are ready to do so. (Norbert, 1967)

Making better use of time

The Human Resource is conferred with the responsibility of ensuring that all members of staff perform to their best ability. It could improve this area by facilitating better use of time in all departments within the organisation. Time is one of the most crucial yet intangible assets of the Company. The proper use of this resource could maximise production and achievement of organisational goals. (Harold, 2003)

The Department can do this by planning activities to be carried out in the organisation. It can make schedules for the various activities that have to be done in the organisation and thus facilitate better flow of information. In addition to this, the Company can also ensure that all members of staff are held accountable for not performing a certain task. This is especially in regard to maintenance of the schedules. In so doing, human the Human Resource Department will be ensuring that employees do not simply report to work and that the time spent at work is directly proportional to output.

Improving organisational culture

The Human Resource Department can try to improve organisational culture through a three step procedure.

The first step of the process is observation. In this step HR finds out what makes ups or what the company’s culture is like. HR should also be very intense on the organisational needs. Here, HR should realise that personal fulfilment works better and therefore should try to ensure that the change is relevant to every staff member. In this stage, HR should try to explain to all staff members or stakeholder the advantage of transforming the culture in the organisation. This should be made clear so that all can see the advantages at the individual level and not simply at the organizational level. (Erica, 2006)

Then HR should try to eliminate all inhibitions in staff member’s minds. It is possible that some may claim that they tried one or two strategies before and it did not succeed. This are what are called ‘cries of despair’ and HR should try its best to explain to staff members the need of changing the culture of the organisation.

The next step is the analysis of various aspects. Here, there is collection of data needed in making certain that culture changes. This stage involves checking out the success features or the factors that can facilitate its success. There should be calibration of data collected. Staff members should be made to understand that there are no perfect situations for implementation of changes. The analysis should involve assessing whether the information is sensible or not. Whether data gathered will be helpful or not and if it is too little or too much. Staff members should be requested for data that will help change the culture.

Of course when trying to bring in change HR Department should have perceived benefits, a deadline for execution and also the realised gains in relation to the change in culture. In this step, there should be reality checks which should be done often. There should also be continuous integration. Through this scheme HR Department should be able to change the culture in the organisation and add value to it. (Harold, 2003)

Conclusion

The Human Resource Management team’s main function is to manage people. There are positive and negative aspects of this function; first of all, the HR department enriches the organisation through recruitment procedures and an example an effective HR team in this area is Tesco Ireland. HR department also ensures that members of staff follow a general direction by frequently clarifying and reminding them of the organisation’s goals. Besides this, they are also responsible for organising incentives or compensation packages to motivate employees. All these functions contribute towards organisational effectiveness. However, there are some negative aspects of HR; it has to bear the burden of blame if an employee performs poorly like the Arthur Andersen Company. Besides this, some policies made by the department may be detrimental to the Company like in the Home Depot Company’s case. Improvements to their role can be done by arranging training for staff members, organising activities for the organisation and changing organisational culture. (Erica, 2006)

Reference:

Katherine, W. (2002): From County Hospital to NHS Trust: the History and Archives of NHS Hospitals; Harvard Press

Michael B. (2007): Embattled Chief Executive Resigns at Home Depot. New York

CNNMoney.com

Harold, K. (2003): Project Management: A systems approach to planning, scheduling and controlling; Blackwell publishing

Erica, W. (2006): Strategic public relations management planning; University of York Publishers.

Norbert, E. (1967): Management planning: a systems approach; Melbourne publishers

Handy, C. (1999): Understanding Organizations fourth edition; Penguin

Hyde, J. (2004); Managing and Supporting People in organization, Bailliere Tindall

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zuranimukherjeenudexn · 8 years ago

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Roles And Functions Of The Human Resource Department

New Post has been published on http://app2chart.com/roles-and-functions-of-the-human-resource-department/

Roles And Functions Of The Human Resource Department

Introduction

Positive aspects of roles and functions of the Human Resource Department

Recruitment of employees

Improvement of compensation packages

Holiday offers

End of year bonuses

Equities

Awards

Salary increments

Provision of flexible working hours

Straight forward promotion schemes and career developments

Planning in the organisation

Negative aspects of functions and roles of the Human Resource Department

There are a number of problems that arise as the department goes about its activities

Problems in recruitment

Problems in enumeration

Problems in planning

Strategies to improve Human Resource Department’s value to the organisation

Training and internships

Making better use of time

Improving organisational culture

The Human Resource Department can try to improve organisational culture through a three step procedure.

Conclusion

Reference:

Katherine, W. (2002): From County Hospital to NHS Trust: the History and Archives of NHS Hospitals; Harvard Press

Michael B. (2007): Embattled Chief Executive Resigns at Home Depot. New York

CNNMoney.com

Harold, K. (2003): Project Management: A systems approach to planning, scheduling and controlling; Blackwell publishing

Erica, W. (2006): Strategic public relations management planning; University of York Publishers.

Norbert, E. (1967): Management planning: a systems approach; Melbourne publishers

Handy, C. (1999): Understanding Organizations fourth edition; Penguin

Hyde, J. (2004); Managing and Supporting People in organization, Bailliere Tindall

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