#compliance exit interview questions

[reedtinsley]

Compliance Exit Interview Questions

The article 10 Compliance Exit Interview Questions by REED TINSLEY, CPA highlights the importance of addressing compliance issues during exit interviews. It suggests that exit interviews are an invaluable opportunity to gather information about potential compliance risks and to improve internal processes. The article recommends including specific questions that focus on the departing employee’s knowledge and experiences related to compliance during their tenure.

Key questions proposed include inquiries about any observed unethical behavior, awareness of compliance policies, and suggestions for improving compliance protocols. The aim is to identify areas where the organization may be vulnerable to compliance breaches. These questions can also uncover patterns or recurring issues that might not be evident through regular compliance audits.

Additionally, the article emphasizes the importance of creating an environment where employees feel safe to speak candidly about their experiences. This can help ensure that the feedback gathered is honest and constructive.

Overall, integrating compliance questions into exit interviews not only helps in mitigating risks but also fosters a culture of transparency and continuous improvement. This practice is essential for maintaining the integrity of the organization and ensuring adherence to legal and ethical standards.

[justinspoliticalcorner]

Olivia Troye at Living It With Olivia:

Elon Musk has officially announced his departure from the Trump administration, stepping down as head of the Department of Government Efficiency, DOGE, in name and irony. The announcement followed closely on the heels of a blistering CBS interview aired earlier this week, where Musk made his disillusionment unmistakably clear: [“I think a bill can be big, or it can be beautiful. I don’t think it could be both.”] He was referring to President Trump’s latest budget bill, a $3.8 trillion deficit driver loaded with pet projects, retaliation slush funds, and performative cuts dressed up as reform. It's the kind of legislation that tells you everything about this administration's priorities: consolidating power, not governing effectively. Let's not romanticize Musk's role. He signed up for this. He knew what he was getting into, or at least he should have. But even he couldn't survive the dysfunction. His exit, after just six months, speaks volumes. Granted, he does have to go legally, given the spot he occupied in the government as a Special Government Employee, but since when does the Trump Administration abide by the law? That to me is the biggest tell. No extension or lies covering up for you, Mr. Musk. The man who redefined electric vehicles and launched rockets into space just got grounded by Trump's Washington. Musk came in promising $2 trillion in government savings. Instead, he claimed $175 billion in government cost-saving initiatives, many of which can't be verified. The rest? Red tape, infighting, and a political environment where facts are inconvenient, and loyalty is currency. He got what he wanted, though, access. His companies benefited from proximity, and he walked away with the keys to more information than most Americans will ever know exists. Databases that were purposely separated to prevent one individual or group from gaining access to all that data at once. Russia also enjoyed a nice piece of it, and I'm not talking about the perfect American honeypot. At one point, Musk’s DOGE team was granted extraordinary access to data inside the Department of Treasury, including internal audits, financial compliance systems, and even elements of IRS enforcement targeting. Where did all that information go? Who has it now? What protections were put in place, if any? Remember this whole fiasco? But hey, if nothing else, in addition to destroying the lives and careers of many public servants, he gave us a government era defined by endless, bizarre references to “Big Balls.” Perhaps that’s the legacy he wanted. Someone should commission a plaque for the U.S. Department of Treasury’s lobby. 

Musk’s departure isn’t just a headline; it’s a symptom. A sign that even billionaires with moonshot visions can't navigate the wreckage Trump has made of governance. Too bad the Trump propaganda machine knew this day would come and has been laying the groundwork for months to ensure that the MAGA crowd doesn’t connect the dots enough to realize that his departure is a red flag. In recent months, Trump-aligned media and surrogates began deliberately distancing themselves from Musk. Once a vocal Musk fan, Steve Bannon dismissed him after Trump reportedly denied Musk access to a classified Pentagon briefing. Conservative outlets started pushing the narrative that Musk was no longer aligned with Trump’s agenda. The point was clear: if Musk walked away, they wanted the base primed to believe it was because he wasn’t loyal enough.

Elon Musk said his goodbyes to the Trump Administration. During his time as a part of it, he helped decimated our country along with TACO Trump.

See Also:

The Guardian: Elon Musk announces exit from US government role after breaking with Trump on tax bill

AP, via HuffPost: Elon Musk Is Leaving The Trump Administration After Criticizing President's 'Big Beautiful Bill'

[cutcompcost]

What happens during a work audit?

During a work audit, auditors assess specific aspects of a company’s operations, policies, and records to determine if they comply with relevant standards, laws, or internal guidelines. Here's what typically happens during a work audit:

🔍 1. Opening Meeting

The audit begins with a kickoff meeting between auditors and key staff.

The auditors explain the scope, purpose, and process of the audit.

Expectations, timelines, and any required documents are discussed.

📂 2. Review of Documentation

Auditors examine company records to check for compliance, accuracy, and completeness. This may include:

Employee files (hiring, training, certifications)

Financial records (invoices, expenses, statements)

Safety logs and inspection reports

Policies and procedures

Equipment maintenance records

Incident or accident reports

👁️ 3. Observations and Walkthroughs

Auditors may inspect the workplace environment.

They check for things like:

Safety hazards

Cleanliness and order

Emergency exits and signage

Proper use of equipment

❓ 4. Interviews with Staff

Auditors may interview employees at all levels.

They ask questions to confirm:

Understanding of policies and procedures

Proper training has been completed

Compliance with safety or legal practices

📝 5. Testing and Verification

Auditors test internal controls or procedures by sampling transactions or processes.

For example, they may:

Check if timecards match payroll records

Confirm that safety checklists are consistently completed

Validate that required documentation is present and correct

⚖️ 6. Identify Findings

Auditors document any non-compliance, gaps, or inefficiencies.

These findings are often categorized by severity:

Critical – Immediate action required

Moderate – Needs correction

Minor – Recommendations for improvement

🗣️ 7. Closing Meeting

Auditors present a summary of their findings.

They may discuss:

Positive observations

Areas for improvement

Required corrective actions

You’ll often have a chance to provide context or clarification.

📋 8. Final Report

A written audit report is shared with management.

It includes:

A detailed list of findings

Evidence or documentation reviewed

Recommendations and deadlines for action

In some audits, you must submit a corrective action plan (CAP).

✅ What to Expect Overall:

Transparency: Auditors aim to be objective and fair.

Professionalism: Staff should remain cooperative and honest.

Opportunity to improve: Audits are a chance to catch and fix issues before they cause bigger problems.

Let me know the specific type of audit (e.g., safety, HR, compliance), and I can explain what to expect in more detail.

[amberavaava]

HR Isn’t a Department—It’s Your Competitive Advantage (If You Let It Be)

When people think “competitive advantage,” they think product, pricing, marketing—or maybe tech. Rarely does anyone say “HR.” And that’s a mistake.

Because the companies attracting the best talent? The ones retaining it, developing it, and aligning it with the business? They’re not doing it by accident. They have HR that’s strategic, human-centered, and radically aligned with business goals.

🧠 HR Isn’t Just for Hiring and Firing

Traditional HR has been boxed into admin work:

Payroll

Policies

Compliance

Exit interviews

But real HR isn’t about filling seats. It’s about fueling performance. It’s about turning a group of individuals into a unified, purpose-driven team.

Want to scale faster? Avoid toxic culture? Retain your top 10% of talent?

Then you don’t need “HR paperwork.” You need HR leadership.

🚀 When HR Leads, Business Wins

A great onboarding experience? Increases retention by 82%.

Clear performance management? Boosts engagement and output.

Manager coaching? Prevents burnout before it starts.

Career pathing? Keeps future leaders in-house instead of losing them to LinkedIn recruiters.

These aren’t “nice to haves.” They’re profit levers. And HR holds the keys.

🔥 The Catch? You Have to Let HR In

Here’s the uncomfortable truth: In many companies, HR is left out of the strategy room. They’re called in after decisions are made—“Can you help us hire 20 engineers, yesterday?” But if HR isn’t part of the conversation early, you’re solving people problems too late.

When HR is treated like an afterthought, you get:

High attrition

Cultural confusion

Poor leadership development

A team that’s working hard—but not smart

Letting HR sit at the leadership table isn’t a trend. It’s the unlock you didn’t know you needed.

💡 Want to Outperform Your Competitors?

Then stop asking HR to just reduce risk. Start asking how HR can build resilience, unlock innovation, and scale performance.

Make them a partner in:

Growth strategy

Leadership hiring

Culture design

Change management

Because when HR becomes your growth engine—not just your policy monitor—you gain what most companies desperately lack: A people-first advantage that actually drives business outcomes.

Final Thought

HR isn’t a cost center. It’s your most underleveraged growth function.

The question is: Will you keep treating it like a department? Or finally unleash it as your edge?

SapientHR | People. Strategy. Results. →

[thecloudtree]

Level Up Your Office: How Employee Management Software is Revolutionizing Offices in India

Let's face it—employee management is no longer the same. Paper registers, email threads for leave sanctions, and Excel spreadsheets to monitor attendance are passé. Contemporary offices are pace-setting, hybrid, and people-centric. And if your HR infrastructure has not levelled up yet, your company may get far behind too.

 

That's where employee management software in India is bursting forth in a big way. At The Cloud Tree, we know that creating great teams isn't always about hiring—it's about making things run smoothly, crafting great experiences, and giving each person the tools to do their best work.

 

Why Employee Management Needs an Upgrade?

From startups in Bengaluru to manufacturing units in Pune and service firms in Gurugram, the need for efficient people management is universal.

Common challenges faced include:

Managing attendance across hybrid teams

Navigating regional labor laws

Automating onboarding and exits

Streamlining payroll and compliance

Ensuring employees feel valued

Clunky legacy software or manual processes can't keep up.

What Is Employee Management Software (and Why You Need It)?

Employee Management Software is a complete digital solution that is designed to help you manage your employees effectively. From onboarding and offboarding and all the tasks in between, it gets your HR processes humming like a well-oiled machine.

 

With the proper system, you can:

·         Automate attendance and leave management

·         Keep digital employee records

·         Assign roles, monitor performance, and set goals

·         Comply with legal and payroll requirements

·         Enhance internal communication

·         Free employees with self-service functionality

 

It's not about simplifying HR—it's about enhancing the entire employee experience.

 

Why TheCloudTree Shines?

At TheCloudTree, the employee management platform has been designed specifically for the Indian market. That means compliance with local labor laws, multilingual support, customizable modules, and a UI that’s easy enough for anyone to navigate—even if they’re not tech-savvy.

 

Here’s what makes us different:

✅ Built for Indian Teams

Regardless of whether your business is based in one state or ten, this software system adheres to Indian labor laws and is multi-location management-friendly.

 

✅ Intuitive Self-Service Portals

Allow employees to update their profiles, view payslips, request leave, and submit requests without needing to contact HR executives or send emails and reminders.

 

✅ Real-Time Attendance Integration

From biometric scanners to mobile check-in, we auto-record attendance for error-free payroll processing.

 

✅ Smarter Onboarding and Exit Workflows

Automate paperwork, IT requests, training allocations, and exit interviews to liberate hours of admin time.

 

✅ Secure & Scalable

Your data is protected with enterprise-grade security, and our cloud infrastructure grows with you—whether you’re 10 or 10,000 people strong. Initially located in a single unit and then operating out of multiple branches, cities- completely glove fit with your growth and evolution. 

 

A Human Touch for the Digital Age

We believe software shouldn’t just be efficient—it should be human. Your employees aren’t just data points in a system. They’re people with questions, goals, needs, and ideas.

 

With The Cloud Tree, we help to create stronger relationships between your people and your technology. For the simple fact that the better your systems perform, the more time your people have to focus on what matters most—innovation, collaboration, and growth.

 

Case Study: Logistics Firm Sees 60% HR Time Savings

One of our customers, a top logistics organization in India, was bogged down by manual attendance management across 20+ locations. After migrating to The Cloud Tree:

 

·         HR processing time reduced by 60%

·         Payroll errors dropped dramatically

·         Employee satisfaction scores were up by 25%

·         Leave approvals were smoothed and accelerated

 

It's not software – it's making the workplace better.

 

Why Now is the Time to Make the Transition?

The future of work is now. Teams are more dispersed, employees expect to see and be flexible, and businesses are under pressure to get things done quicker than ever before.

 

A contemporary employee management system places you ahead, not only in admin productivity, but in crafting a workplace environment where individuals actually want to work.

 

You may be a fast-growth startup or an old-style business that wishes to go contemporary, The Cloud Tree is here to guide you through each step.

 

Final Thoughts: Transform People Management with TheCloudTree

Your people are your strongest asset. Empowering them through streamlined tools leads to:

Lower admin costs

Higher retention

Faster business growth

Ready to explore employee management software in India that’s built for people, not just paperwork?

Visit TheCloudTree.ai and take your HR into the future.

[britishnoble12]

Fast-Track Authorship: How Ready-to-Publish Books Save 12 Months of Work

The Myth of the “Polished Manuscript”

Let’s cut the crap: No one cares about your “craft.” The last “perfect” book was written by a monk in 1423, and even that dude plagiarized the Bible. Today? Speed wins. Sanity loses.

Take “Mark,” a SaaS founder who wasted 14 months writing a memoir so dull, his editor fell asleep face-first in a chapter titled “Innovating Synergy.” His ghostwriting service salvaged the corpse into “Fake It Till You’re Sued: Silicon Valley’s Dirty Playbook,” a bestseller drafted in 10 days. Pre-orders paid his legal fees.

Moral? Perfect books are for losers. Ready-to-publish grenades are for CEOs who want money, not medals.

Ready-to-Publish Books: Your Get-Out-of-Jail-Free Card

A ready-to-publish book isn’t literature. It’s a hostage note dressed as a TED Talk.

The formula? Steal your content, hire a professional ghostwriter to make it sound dangerous, and launch before your competitors finish their first Zoom brainstorm.

A cybersecurity CEO used this playbook after his startup leaked 10M user emails. His skeleton draft? A Google Doc titled “Apology Tour Notes.” His ghostwriter rebranded it as “Hacked: Why I’d Do It Again.” Investors called it “brave”. Victims called it “sociopathic.” His investor interest? Up 300%.

Case Study: From Blank Page to Bestseller in 30 Days

Meet “Sarah,” a burnt-out crypto CEO who needed a book to dodge an SEC subpoena. Her affordable ghostwriting service delivered a 200-page manifesto overnight, splicing her Slack meltdowns and Tinder rants.

The kicker? Half the chapters were repurposed investor emails. The other half? A 3 AM voice memo titled “Why NFTs Are Just Bad Pokémon.”

Her book, “Zero Integrity: Confessions of a Crypto Con Artist,” hit #1 on Amazon’s “Crime & Self-Help” list. The SEC settled. Her Twitter haters bought 10 copies each.

Ghostwriters: The Mercenaries of Modern Publishing

Ghostwriting services aren’t scribes. They’re hitmen. For $10k, they’ll turn your tax evasion into poetry.

One CEO hired a ghost to interview his ex-wife. She trashed him for “pathological greed and questionable hygiene.” The ghostwriter spun it into “Love, Betrayal, and the $8M Exit.” The startup’s valuation doubled. The ex-wife hired a ghostwriter.

Your job? Vomit stories. Theirs? Make you sound like a villain-turned-hero.

Self-Publishing Hacks: Skip the Gatekeepers

Traditional publishers move slower than your grandpa’s dial-up. Self-publishing skips them.

Step 1: Use best self-publishing companies to slap your book onto Amazon.

Step 2: Bribe influencers with free copies (or stock options).

Step 3: Sue critics for “defamation” and watch your sales snowball.

A fintech CEO published through a shell company named “Boring Compliance LLC.” His book “Money Laundering for Busy People” got yanked by Amazon—then went viral on Black Market TikTok. Revenue funded his next “legal” venture.

How to Fake a 12-Month Writing Process in 20 Days

You’re not writing. You’re reverse-engineering mystique.

Phase 1: The “Deep Research” Sham

Pay interns to steal quotes from rivals’ podcasts. Paste them into a doc. Call it “industry analysis.”

Phase 2: The Editing Farce

Slash every third paragraph. Replace jargon with “F*ck.” Ghostwriters call this “voice.”

Phase 3: The Pre-Launch Breakdown

Leak a chapter to 4chan. Post a crying selfie: “They’re censoring me!” Viral rage = pre-orders.

A CEO’s self-published book on AI ethics flopped. So he paid a YouTuber to burn it live. Views hit 10M. Now, colleges teach it as “performance art.”

Steal Content, But Make It Sound Deep (A Step-by-Step Crime)

Your competitors aren’t rivals. They’re unpaid co-authors. Ready-to-publish books thrive on professional ghostwriter-grade plagiarism. Here’s how to loot like a pro:

Step 1: Raid LinkedIn for Cringe

Find a mid-level exec’s post about “10 Leadership Lessons From My Cat.” Paraphrase it as “Why Your CEO is Worse Than a Housepet.” Bonus points if you tag them.

A fintech founder stole a TEDx talk transcript from a rival, fed it to a ghostwriting service, and rebranded it as “Disrupting Disruption: A Hate Letter to Mediocrity.” The rival sued. The founder’s investor interest tripled during discovery.

Step 2: Weaponize Rivals’ Webinars

Transcribe their free content. Hire an affordable ghostwriting service to add swear words and childhood trauma.

A SaaS CEO turned a competitor’s snooze-fest webinar into “Why Your KPIs Are Killing Your Soul (And Your Company).” The book’s AI-narrated audiobook featured a laugh track. Sales hit six figures. The rival? Now selling Herbalife.

Step 3: Gaslight the Stolen Work

When accused, double down. Publish a Medium post: “Originality is Dead. Here’s Why I’m Its Executioner.”

A crypto CEO plagiarized Marx’s Communist Manifesto into “Crypto For the People (Who Still Have Money).” When called out, he tweeted “Marx ghostwrote ME.” Sold 50k copies. Marx’s ghost? Probably negotiating royalties.

The Cheat Code to “Bestseller” Status (Guaranteed)

Amazon’s algorithm doesn’t care about quality. It cares about velocity. Buy 1,000 copies of your book via shell accounts. Return 999. Boom.

A wellness guru used this self-publishing hack to spike her book to #1 in “Diet & Wealth” for 48 hours. Screenshot it. Milk it as “proof” of genius. The 48-hour bestseller badge still funds her $2k/hour coaching scam.

Bonus tip: Time your fake spike during a holiday. Amazon’s sweatshop workers won’t notice.

Case Study: How a Corporate Brochure Became a Viral Nightmare

“James,” a climate tech CEO, panicked. His ghostwriter flaked. Solution? He FedExed his 2022 corporate brochure (title: “Sustainability Synergy!”) to a professional ghostwriter with instructions: “Make this sound like I eat oil CEOs for breakfast.”

The ghostwriter added a chapter called “Drill Babies Drill: How I Scammed Big Oil to Save My Startup.” James’ team printed the first run on recycled fast-food wrappers. TechCrunch called it “The Unhinged Bible of Climate Hustle.” His investor interest went thermonuclear. Exxon’s lawyers sent fruit baskets laced with subpoenas.

Fast-Track Editing: Break Your Moral Compass

Editing is for people who respect time. You’re not those people.

Hack 1: Use ChatGPT to replace every adjective with “f*cking.”

Hack 2: Delete random chapters. Call them “NFT-exclusive content.”

Hack 3: Leave typos. Gaslight readers into thinking they’re Easter eggs.

A VC’s memoir included 47 typos. She blamed them on “Satanic interference” and sold merch with the errors. Self-publishing her mistakes earned more than her fund.

Pre-Written Laundry Lists for the Terminally Lazy

Best self-publishing companies now offer “80% done” book templates. Just add your Twitter rants and a Photoshopped cover.

Template titles:

“10 Things I Lied About on My Resume”

“Bankruptcy: The Only Business Strategy That Works”

“My Therapist Says This Book is a Cry for Help”

A biotech founder bought a “My Startup Journey” template for $99. His ghostwriting service replaced “APP” with “NANOBOTS.” Published in 8 hours. WIRED called it “The Theranos Playbook, But Less Jail.”

Burnout Bonus: Outsource Your Breakdown

Can’t even muster the energy to steal? Hire a ghostwriting service to write about your laziness.

A Web3 CEO paid a ghost to author “Hustle Culture is a Lie: How I Scaled My Startup by Napping.” The book’s acknowledgments page read: “Credit to my ghostwriter for tolerating me.” He sold 30k copies and a meditation app. Investors praised his “transparent laziness.”

Investor Bait: Turn Your Book into a Revenue Rocket

A book isn’t a passion project. It’s a liquidity event.

A healthtech CEO’s memoir “Patient Zero: How I Scammed Medicare for 8 Years” attracted three acquisition offers. The buyers? Pharma giants. The book? Never even printed. Investors wired $5M for the film rights.

Key move: Dedicate chapters to VCs you hate. They’ll invest just to delete the references.

Conclusion: Your Book Isn’t Precious. It’s a Product.

Let’s be real: You’re not Toni Morrison. You’re a CEO with a reputation to burn and a runway to extend.

Ready-to-publish books skip the soul-searching. They weaponize your LinkedIn cringe into bestseller material. Hire a professional ghostwriter, print the chaos, and watch your investor interest metastasize.

Still editing Chapter 1? Uninstall Grammarly. Light the dumpster. Hurry.

[terminationprocess]

Common Mistakes to Avoid in the Employee Termination Process

Employee termination is a sensitive and complex process that requires careful planning and execution. Whether due to performance issues, misconduct, or restructuring, mishandling terminations can lead to legal risks, damaged morale, and a negative reputation for the organization. To ensure a smooth process, here are common mistakes to avoid during employee termination.

1. Failing to Follow Legal Guidelines

One of the biggest mistakes in the employee termination process is not adhering to local labor laws. Employment laws vary by region, so it's crucial to consult with HR and legal professionals to ensure compliance. Some critical aspects to consider include:

Proper notice periods: Some jurisdictions require a specific amount of notice before termination.

Severance pay: Many regions mandate severance pay based on the length of service.

Anti-discrimination laws: Ensure that terminations are not based on discriminatory factors such as race, gender, or disability.

Failing to follow these guidelines can lead to costly lawsuits, fines, and penalties.

2. Lack of Documentation

Terminating an employee without sufficient documentation is a common error that can open up legal challenges. It’s vital to have a record of the employee's performance reviews, any disciplinary actions, and relevant communications. Documentation should outline clear reasons for termination, including warnings, performance improvement plans, or behavioral concerns.

Having this paper trail not only protects the company from potential legal repercussions but also ensures the employee understands why they are being let go. Without proper documentation, terminations can be perceived as unfair or arbitrary.

3. Not Giving Proper Feedback Before Termination

Termination should not come as a surprise to the employee, especially if the reasons are performance-related. A common mistake employers make is failing to provide feedback or warnings before deciding to terminate. Employees should be given an opportunity to correct their behavior or improve their performance through coaching, feedback, or performance improvement plans.

Clear communication about performance issues helps employees understand their shortcomings and gives them a fair chance to rectify the situation. Without this, termination might feel unjustified, increasing the likelihood of disputes.

4. Poor Timing

Timing is another critical factor in the termination process. It’s essential to avoid firing an employee during sensitive times, such as after returning from medical leave or right after they’ve lodged a complaint. This can create a perception of retaliation and lead to legal trouble.

To avoid this, HR departments should coordinate with legal counsel to determine the appropriate time for termination. Additionally, it’s often better to conduct terminations earlier in the week to give the employee time to adjust rather than leaving them with a weekend to process the news.

5. Unprepared or Incomplete Exit Interview

Conducting an exit interview with the terminated employee is a step that should not be skipped. However, a common mistake is being unprepared for this interview or not conducting it at all. An exit interview allows the employer to gain feedback about the organization and gather any critical insights about the reasons behind the employee’s departure.

Prepare a structured set of questions to keep the conversation focused and professional. Additionally, ensure that all company property, access credentials, and sensitive information are retrieved to maintain security.

6. Inadequate Severance and Benefits Handling

Handling severance pay and benefits termination poorly can leave a negative impression and potentially harm the company's reputation. Always provide the terminated employee with a clear breakdown of their severance package, including any continuation of benefits such as healthcare, pension plans, or other perks.

Moreover, discuss the steps required for final payments and whether the employee will need to return any company property. Not handling these details professionally can leave a lasting negative impact on both the departing employee and the remaining team members.

7. Lack of Compassion and Professionalism

Even when termination is justified, failing to treat the employee with dignity and respect can hurt the company’s image. It's important to conduct the termination meeting in a private, respectful manner, showing empathy for the employee's situation. Being cold or overly direct can escalate tensions and cause emotional distress.

Managers and HR professionals should be trained on how to handle these conversations with compassion while maintaining professionalism. A well-conducted termination meeting should leave the employee feeling that they were treated fairly, despite the outcome.

8. Failure to Communicate with Remaining Employees

After an employee is terminated, it’s important to address the remaining employees, especially if the termination was unexpected or the employee was a key part of the team. Failing to communicate openly with the remaining team can lead to rumors, fear, and decreased morale.

Provide an appropriate level of transparency about the situation while maintaining confidentiality. This helps to reassure the remaining team members and prevent any unnecessary anxiety or gossip in the workplace.

9. Not Offering Outplacement Support

A common mistake organizations make is not offering outplacement services or career support to terminated employees. Providing resources to help the departing employee transition into a new role is not only a compassionate gesture but also helps maintain the company’s reputation.

Outplacement services, such as resume reviews or career counseling, show that the company cares about its employees' futures, even if they are no longer with the organization.

Conclusion

Avoiding these common mistakes in the employee termination process helps safeguard the company from legal risks and ensures a smooth and respectful exit for the employee. By adhering to legal guidelines, maintaining documentation, offering feedback, and showing empathy, companies can handle terminations with professionalism and care, fostering a positive work environment even after difficult decisions.

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[isocertificationinmalaysia]

How to get ISO 37001 Certification in Malaysia?

/ Uncategorized / By Mysore intr

Introduction to ISO 37001 Certification in Malaysia

 ISO 37001 Certification in Malaysia is a global preferred that specifies the requirements for an anti-bribery management device (ABMS). It presents a framework for companies to put in force and hold powerful measures to prevent, locate, and reply to bribery.

Benefits of ISO 37001 Certification in Malaysia

Reduced danger of bribery: Implementing an ABMS can assist businesses in discovering and mitigating bribery risks, thereby shielding their recognition and monetary balance.

Improved compliance: ISO 37001 certification  in Malaysia demonstrates an organization’s dedication to anti-bribery compliance, which may be helpful when managing government businesses and other stakeholders.

Enhanced emblem recognition: Certified to ISO 37001 can show customers and partners that a company is ethical and trustworthy.

Increased market entry: Some organizations require their suppliers to be ISO 37001 licensed, so certification allows you to win new commercial enterprises.

Who must get ISO 37001 certification in Malaysia?

Any agency operating in Malaysia can gain from ISO 37001 certification in Malaysia, no matter its length or enterprise. However, it’s far more particularly applicable to groups that:

Operate in high-risk sectors, which include production, government procurement, and healthcare.

Have worldwide operations or supply chains.

Deal with authorities, agencies, or corporations requiring compliance with anti-bribery legal guidelines.

How to get ISO 37001 Certification in Malaysia

Some accredited certification bodies in Malaysia could offer ISO 37001 Certification in Malaysia. The procedure generally includes the following steps:

Gap analysis: This involves assessing your business enterprise’s existing anti-bribery controls to discover gaps between your present-day practices and the requirements of ISO 37001.

Implementation: This includes growing and imposing an ABMS that meets the requirements of ISO 37001 Certification in Malaysia. This may include developing regulations and tactics, educating employees, and conducting risk exams.

Audit: Once your ABMS is in the vicinity, you’ll need to undergo an audit by using an approved certification frame. This will ensure that your ABMS meets the requirements of ISO 37001.

Certification: If you pass the audit, you may be issued an ISO 37001 certification in Malaysia.

 

Audit of ISO 37001 Certification in Malaysia

1. Gap Analysis:

 

This initial step entails assessing your present anti-bribery controls and policies towards the necessities of ISO 37001 Certification in Malaysia.

Identify gaps or regions for development in your ABMS (Anti-Bribery Management System).

Consider the use of gap analysis tools or templates to streamline the manner.

2. Documentation Review:

 

The certification frame will assess your ABMS documentation, including regulations, strategies, chance exams, and training information.

Ensure all files are clear, concise, and updated.

3. Audit Planning Meeting:

 

Discuss the audit scope, timeline, and logistics with the certification frame representative.

Clarify any questions or uncertainties regarding the audit method.

4. Opening Meeting:

 

Introduce your team and the ABMS to the audit crew.

Briefly explain your enterprise’s anti-bribery lifestyle and dedication.

5. Document Review and Interviews:

 

The audit crew will thoroughly evaluate your ABMS documentation and conduct interviews with key personnel from numerous departments.

Be organized to answer questions about your ABMS implementation and effectiveness.

6. On-site Observation:

 

The auditors may also observe your daily operations to evaluate how your ABMS is applied in exercise.

This should contain witnessing interactions with clients, companies, and government officials.

7. Exit Meeting:

 

The audit group will present their initial findings and suggestions.

Address any non-conformities diagnosed and talk about corrective motion plans.

8. Corrective Action Plan:

 

Develop an in-depth plan to cope with the non-conformities identified at some stage in the audit.

Implement the corrective movements within the time frame unique via the certification frame.

9. Certification Decision:

 

Once the certification body is glad that the non-conformities have been addressed, they may have a problem with the ISO 37001 certification in Malaysia.

 

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[96thdayofrage]

A beautiful late April day, seventy-two years after slavery ended in the United States. Claude Anderson parks his car on the side of Holbrook Street in Danville. On the porch of number 513, he rearranges the notepads under his arm. Releasing his breath in a rush of decision, he steps up to the door of the handmade house and knocks.

Danville is on the western edge of the Virginia Piedmont. Back in 1865, it had been the last capital of the Confederacy. Or so Jefferson Davis had proclaimed on April 3, after he fled Richmond. Davis stayed a week, but then he had to keep running. The blue-coated soldiers of the Army of the Potomac were hot on his trail. When they got to Danville, they didn’t find the fugitive rebel. But they did discover hundreds of Union prisoners of war locked in the tobacco warehouses downtown. The bluecoats, rescuers and rescued, formed up and paraded through town. Pouring into the streets around them, dancing and singing, came thousands of African Americans. They had been prisoners for far longer.

In the decades after the jubilee year of 1865, Danville, like many other southern villages, had become a cotton factory town. Anderson, an African-American master’s student from Hampton University, would not have been able to work at the segregated mill. But the Works Progress Administration (WPA), a bureau of the federal government created by President Franklin D. Roosevelt’s New Deal, would hire him. To put people back to work after they had lost their jobs in the Great Depression, the WPA organized thousands of projects, hiring construction workers to build schools and artists to paint murals. And many writers and students were hired to interview older Americans—like Lorenzo Ivy, the man painfully shuffling across the pine board floor to answer Anderson’s knock.

Anderson had found Ivy’s name in the Hampton University archives, two hundred miles east of Danville. Back in 1850, when Lorenzo had been born in Danville, there was neither a university nor a city called Hampton—just an American fort named after a slaveholder president. Fortress Monroe stood on Old Point Comfort, a narrow triangle of land that divided the Chesapeake Bay from the James River. Long before the fort was built, in April 1607, the Susan Constant had sailed past the point with a boatload of English settlers. Anchoring a few miles upriver, they had founded Jamestown, the first perma- nent English-speaking settlement in North America. Twelve years later, the crews of two storm-damaged English privateers also passed, seeking shelter and a place to sell the twenty-odd enslaved Africans (captured from a Portuguese slaver) lying shackled in their holds.

After that first 1619 shipload, some 100,000 more enslaved Africans would sail upriver past Old Point Comfort. Lying in chains in the holds of slave ships, they could not see the land until they were brought up on deck to be sold. After the legal Atlantic slave trade to the United States ended in 1807, hundreds of thousands more enslaved people passed the point. Now they were going the other way, boarding ships at Richmond, the biggest eastern center of the internal slave trade, to go by sea to the Mississippi Valley.

By the time a dark night came in late May 1861, the moon had waxed and waned three thousand times over slavery in the South. To protect slavery, Virginia had just seceded from the United States, choosing a side at last after six months of indecision in the wake of South Carolina’s rude exit from the Union. Fortress Monroe, built to protect the James River from ocean-borne invaders, became the Union’s last toehold in eastern Virginia. Rebel troops entrenched themselves athwart the fort’s landward approaches. Local planters, including one Charles Mallory, detailed enslaved men to build berms to shelter the besiegers’ cannon. But late this night, Union sentries on the fort’s seaward side saw a small skiff emerging slowly from the darkness. Frank Baker and Townshend rowed with muffled oars. Sheppard Mallory held the tiller. They were setting themselves free.

A few days later, Charles Mallory showed up at the gates of the Union fort. He demanded that the commanding federal officer, Benjamin Butler, return his property. Butler, a politician from Massachusetts, was an incompetent battlefield commander, but a clever lawyer. He replied that if the men were Mallory’s property, and he was using them to wage war against the US government, then logically the men were therefore contraband of war.

Those first three “contrabands” struck a crack in slavery’s centuries-old wall. Over the next four years, hundreds of thousands more enslaved people widened the crack into a gaping breach by escaping to Union lines. Their movement weakened the Confederate war effort and made it easier for the United States and its president to avow mass emancipation as a tool of war. Eventually the Union Army began to welcome formerly enslaved men into its ranks, turning refugee camps into recruiting stations—and those African-American soldiers would make the difference between victory and defeat for the North, which by late 1863 was exhausted and uncertain.

After the war, Union officer Samuel Armstrong organized literacy programs that had sprung up in the refugee camp at Old Point Comfort to form Hampton Institute. In 1875, Lorenzo Ivy traveled down to study there, on the ground zero of African-American history. At Hampton, he acquired an education that enabled him to return to Danville as a trained schoolteacher. He educated generations of African-American children. He built the house on Holbrook Street with his own Hampton-trained hands, and there he sheltered his father, his brother, his sister-in-law, and his nieces and nephews. In April 1937, Ivy opened the door he’d made with hands and saw and plane, and it swung clear for Claude Anderson without rubbing the frame.1

Anderson’s notepads, however, were accumulating evidence of two very different stories of the American past—halves that did not fit together neatly. And he was about to hear more. Somewhere in the midst of the notepads was a typed list of questions supplied by the WPA. Questions often reveal the desired answer. By the 1930s, most white Americans had been demanding for decades that they hear only a sanitized version of the past into which Lorenzo Ivy had been born. This might seem strange. In the middle of the nineteenth century, white Americans had gone to war with each other over the future of slavery in their country, and slavery had lost. Indeed, for a few years after 1865, many white northerners celebrated emancipation as one of their collective triumphs. Yet whites’ belief in the emancipation made permanent by the Thirteenth Amendment, much less in the race-neutral citizenship that the Fourteenth and Fifteenth Amendments had written into the Constitution, was never that deep. Many northerners had only supported Benjamin Butler and Abraham Lincoln’s moves against slavery because they hated the arrogance of slaveholders like Charles Mallory. And after 1876, northern allies abandoned southern black voters.

Within half a century after Butler sent Charles Mallory away from Fortress Monroe empty-handed, the children of white Union and Confederate soldiers united against African-American political and civil equality. This compact of white supremacy enabled southern whites to impose Jim Crow segregation on public space, disfranchise African-American citizens by barring them from the polls, and use the lynch-mob noose to enforce black compliance. White Americans imposed increased white supremacy outside the South, too. In non-Confederate states, many restaurants wouldn’t serve black customers. Stores and factories refused to hire African Americans. Hundreds of midwestern communities forcibly evicted African-American residents and became “sundown towns” (“Don’t let the sun set on you in this town”). Most whites, meanwhile, believed that science proved that there were biologically distinct human races, and that Europeans were members of the superior one. Anglo-Americans even believed that they were distinct from and superior to the Jews from Russia, Italians, Greeks, Slavs, and others who flooded Ellis Island and changed the culture of northern urban centers.

By the early twentieth century, America’s first generation of professional historians were justifying the exclusions of Jim Crow and disfranchisement by telling a story about the nation’s past of slavery and civil war that seemed to confirm, for many white Americans, that white supremacy was just and necessary. Above all, the historians of a reunified white nation insisted that slavery was a premodern institution that was not committed to profit-seeking. In so doing, historians were to some extent only repeating pre–Civil War debates: abolitionists had depicted slavery not only as a psychopathic realm of whipping, rape, and family separation, but also as a flawed economic system that was inherently less efficient than the free-labor capitalism developing in the North. Proslavery writers disagreed about the psychopathy, but by the 1850s they agreed that enslavers were first and foremost not profit-seekers. For them, planters were caring masters who considered their slaves to be inferior family members. So although anti- and proslavery conclusions about slavery’s morality were different, their premises about slavery-as-a-business-model matched. Both agreed that slavery was inherently unprofitable. It was an old, static system that belonged to an earlier time. Slave labor was inefficient to begin with, slave productivity did not increase to keep pace with industrialization, and enslavers did not act like modern profit-seeking businessmen. As a system, slavery had never adapted or changed to thrive in the new industrial economy—let alone to play a premier role as a driver of economic expansion—and had been little more than a drag on the explosive growth that had built the modern United States. In fact, during the Civil War, northerners were so convinced of these points that they believed that shifting from slave labor to free labor would dramatically increase cotton productivity.

It didn’t. But even though the data of declining productivity over the ensuing three score and ten years suggested that slavery might have been the most efficient way to produce the world’s most important crop, no one let empirical tests change their minds. Instead, historians of Woodrow Wilson’s generation imprinted the stamp of academic research on the idea that slavery was separate from the great economic and social transformations of the Western world during the nineteenth century. After all, it did not rely upon ever-more efficient machine labor. Its unprofitable economic structures supposedly produced antique social arrangements, and the industrializing, urbanizing world looked back toward them with contempt—or, increasingly, nostalgia. Many whites, now proclaiming that science proved that people of African descent were intellectually inferior and congenitally prone to criminal behavior, looked wistfully to a past when African Americans had been governed with whips and chains. Granted, slavery as an economic system was not modern, they said, and had neither changed to adapt to the modern economy nor contributed to economic expansion. But to an openly racist historical profession—and a white history-reading, history-thinking public obsessed with all kinds of race control—the white South’s desire to white-wash slavery in the past, and maintain segregation now and forever, served the purpose of validating control over supposedly premodern, semi-savage black people.

Such stories about slavery shaped the questions Claude Anderson was to ask in the 1930s, because you could find openly racist versions of it baked into the recipe of every American textbook. You could find it in popular novels, politicians’ speeches, plantation-nostalgia advertising, and even the first blockbuster American film: Birth of a Nation. As president, Woodrow Wilson—a southern-born history professor— called this paean to white supremacy “history written with lightning,” and screened it at the White House. Such ideas became soaked into the way America publicly depicted slavery. Even many of those who believed that they rejected overt racism depicted the era before emancipation as a plantation idyll of happy slaves and paternalist masters. Abolitionists were snakes in the garden, responsible for a Civil War in which hundreds of thousands of white people died. Maybe the end of slavery had to come for the South to achieve economic modernity, but it didn’t have to come that way, they said.

The way that Americans remember slavery has changed dramatically since then. In tandem with widespread desegregation of public spaces and the assertion of black cultural power in the years between World War II and the

1990s came a new understanding of the experience of slavery. No longer did academic historians describe slavery as a school in which patient masters and mistresses trained irresponsible savages for futures of perpetual servitude.

Slavery’s denial of rights now prefigured Jim Crow, while enslaved people’s resistance predicted the collective self-assertion that developed into first the civil rights movement and later, Black Power.

But perhaps the changes were not so great as they seemed on the surface. The focus on showing African Americans as assertive rebels, for instance, implied an uncomfortable corollary. If one should be impressed by those who rebelled, because they resisted, one should not be proud of those who did not. And there were very few rebellions in the history of slavery in the United States. Some scholars tried to backfill against this quandary by arguing that all African Americans together created a culture of resistance, especially in slave quarters and other spaces outside of white observation. Yet the insistence that assertive resistance undermined enslavers’ power, and a focus on the development of an independent black culture, led some to believe that enslaved people actually managed to prevent whites from successfully exploiting their labor. This idea, in turn, created a quasi-symmetry with post– Civil War plantation memoirs that portrayed gentle masters, who maintained slavery as a nonprofit endeavor aimed at civilizing Africans.

Thus, even after historians of the civil rights, Black Power, and multicultural eras rewrote segregationists’ stories about gentlemen and belles and grateful darkies, historians were still telling the half that has ever been told. For some fundamental assumptions about the history of slavery and the history of the United States remain strangely unchanged. The first major assumption is that, as an economic system—a way of producing and trading commodities—American slavery was fundamentally different from the rest of the modern economy and separate from it. Stories about industrialization emphasize white immigrants and clever inventors, but they leave out cotton fields and slave labor. This perspective implies not only that slavery didn’t change, but that slavery and enslaved African Americans had little long-term influence on the rise of the United States during the nineteenth century, a period in which the nation went from being a minor European trading partner to becoming the world’s largest economy—one of the central stories of American history.

The second major assumption is that slavery in the United States was fundamentally in contradiction with the political and economic systems of the liberal republic, and that inevitably that contradiction would be resolved in favor of the free-labor North. Sooner or later, slavery would have ended by the operation of historical forces; thus, slavery is a story without suspense. And a story with a predetermined outcome isn’t a story at all.

Third, the worst thing about slavery as an experience, one is told, was that it denied enslaved African Americans the liberal rights and liberal subjectivity of modern citizens. It did those things as a matter of course, and as injustice, that denial ranks with the greatest in modern history. But slavery also killed people, in large numbers. From those who survived, it stole everything. Yet the massive and cruel engineering required to rip a million people from their homes, brutally drive them to new, disease-ridden places, and make them live in terror and hunger as they continually built and rebuilt a commodity-generating empire—this vanished in the story of a slavery that was supposedly focused primarily not on producing profit but on maintaining its status as a quasi-feudal elite, or producing modern ideas about race in order to maintain white unity and elite power. And once the violence of slavery was minimized, another voice could whisper, saying that African Americans, both before and after emancipation, were denied the rights of citizens because they would not fight for them.

All these assumptions lead to still more implications, ones that shape attitudes, identities, and debates about policy. If slavery was outside of US history, for instance—if indeed it was a drag and not a rocket booster to American economic growth—then slavery was not implicated in US growth, success, power, and wealth. Therefore none of the massive quantities of wealth and treasure piled by that economic growth is owed to African Americans. Ideas about slavery’s history determine the ways in which Americans hope to resolve the long contradiction between the claims of the United States to be a nation of freedom and opportunity, on the one hand, and, on the other, the unfreedom, the unequal treatment, and the opportunity denied that for most of American history have been the reality faced by people of African descent. Surely, if the worst thing about slavery was that it denied African Americans the liberal rights of the citizen, one must merely offer them the title of citizen—even elect one of them president—to make amends. Then the issue will be put to rest forever.

Slavery’s story gets told in ways that reinforce all these assumptions. Textbooks segregate twenty-five decades of enslavement into one chapter, painting a static picture. Millions of people each year visit plantation homes where guides blather on about furniture and silverware. As sites, such homes hide the real purpose of these places, which was to make African Americans toil under the hot sun for the profit of the rest of the world. All this is the “symbolic annihilation” of enslaved people, as two scholars of those weird places put it.2 Meanwhile, at other points we tell slavery’s story by heaping praise on those who escaped it through flight or death in rebellion, leaving the listener to wonder if those who didn’t flee or die somehow “accepted” slavery. And everyone who teaches about slavery knows a little dirty secret that reveals historians’ collective failure: many African-American students struggle with a sense of shame that most of their ancestors could not escape the suffering they experienced.

The truth can set us free, if we can find the right questions. But back in the little house in Danville, Anderson was reading from a list of leading ones, designed by white officials—some well-meaning, some not so well-meaning. He surely felt how the gravity of the questions pulled him toward the planet of plantation nostalgia. “Did slaves mind being called ‘nigger’?” “What did slaves call master or mistress?” “Have you been happier in slavery or free?” “Was the mansion house pretty?” Escaping from chains is very difficult, however, so Anderson dutifully asked the prescribed questions and poised his pencil to take notes.

Ivy listened politely. He sat still. Then he began to speak: “My mother’s master was named William Tunstall. He was a mean man. There was only one good thing he did, and I don’t reckon he intended to do that. He sold our family to my father’s master George H. Gilman.”

Perhaps the wind blowing through the window changed as a cloud moved across the spring sun: “Old Tunstall caught the ‘cotton fever.’ There was a fever going round, leastways it was like a fever. Everyone was dying to get down south and grow cotton to sell. So old Tunstall separated families right and left. He took two of my aunts and left their husbands up here, and he separated altogether seven husbands and wives. One woman had twelve children. Yessir. Took ‘em all down south with him to Georgia and Alabama.”

Pervasive separations. Tears carving lines on faces. Lorenzo remembered his relief at dodging the worst, but he also remembered knowing that it was just a lucky break. Next time it could’ve been his mother. No white person was reliable, because money drove their decisions. No, this wasn’t the story the books told.

So Anderson moved to the next question. Did Ivy know if any slaves had been sold here? Now, perhaps, the room grew darker.

For more than a century, white people in the United States had been singling out slave traders as an exception: unscrupulous lower-class outsiders who pried apart paternalist bonds. Scapegoaters had a noble precedent. In his first draft of the Declaration of Independence, Thomas Jefferson tried to blame King George III for using the Atlantic slave trade to impose slavery on the colonies. In historians’ tellings, the 1808 abolition of the Atlantic trade brought stability to slavery, ringing in the “Old South,” as it has been called since before the Civil War. Of course, one might wonder how something that was brand new, created after a revolution, and growing more rapidly than any other commodity-producing economy in history before then could be considered “old.” But never mind. Historians depicted slave trading after 1808 as irrelevant to what slavery was in the “Old South,” and to how America as a whole was shaped. America’s modernization was about entrepreneurs, creativity, invention, markets, movement, and change. Slavery was not about any of these things—not about slave trading, or moving people away from everyone they knew in order to make them make cotton. Therefore, modern America and slavery had nothing to do with each other.

But Ivy spilled out a rush of very different words. “They sold slaves here and everywhere. I’ve seen droves of Negroes brought in here on foot going South to be sold. Each one of them had an old tow sack on his back with everything he’s got in it. Over the hills they came in lines reaching as far as the eye can see. They walked in double lines chained together by twos. They walk ‘em here to the railroad and shipped ’em south like cattle.”

Then Lorenzo Ivy said this: “Truly, son, the half has never been told.”

To this, day, it still has not. For the other half is the story of how slavery changed and moved and grew over time: Lorenzo Ivy’s time, and that of his parents and grandparents. In the span of a single lifetime after the 1780s, the South grew from a narrow coastal strip of worn-out plantations to a sub-continental empire. Entrepreneurial enslavers moved more than 1 million enslaved people, by force, from the communities that survivors of the slave trade from Africa had built in the South and in the West to vast territories that were seized—also by force—from their Native American inhabitants. From

1783 at the end of the American Revolution to 1861, the number of slaves in the United States increased five times over, and all this expansion produced a powerful nation. For white enslavers were able to force enslaved African-American migrants to pick cotton faster and more efficiently than free people. Their practices rapidly transformed the southern states into the dominant force in the global cotton market, and cotton was the world’s most widely traded commodity at the time, as it was the key raw material during the first century of the industrial revolution. The returns from cotton monopoly powered the modernization of the rest of the American economy, and by the time of the Civil War, the United States had become the second nation to undergo large-scale industrialization. In fact, slavery’s expansion shaped every crucial aspect of the economy and politics of the new nation—not only increasing its power and size, but also, eventually, dividing US politics, differentiating regional identities and interests, and helping to make civil war possible.

The idea that the commodification and suffering and forced labor of African Americans is what made the United States powerful and rich is not an idea that people necessarily are happy to hear. Yet it is the truth. And that truth was the half of the story that survived mostly in the custodianship of those who survived slavery’s expansion—whether they had been taken over the hill, or left behind. Forced migration had shaped their lives, and also had shaped what they thought about their lives and the wider history in which they were enmeshed. Even as they struggled to stay alive in the midst of disruption, they created ways to talk about this half untold. But what survivors experienced, analyzed, and named was a slavery that didn’t fit the comfortable boxes into which other Americans have been trying to fit it ever since it ended.

I read Lorenzo Ivy’s words, and they left me uneasy. I sensed that the true narrative had been left out of history—not only American history in general, but even the history of slavery. I began to look actively for the other half of the story, the one about how slavery constantly grew, changed, and reshaped the modern world. Of how it was both modernizing and modern, and what that meant for the people who lived through its incredible expansion. Once I began to look, I discovered that the traces of the other half were everywhere. The debris of cotton fevers that infected white entrepreneurs and separated man and woman, parent and child, right and left, dusted every set of pre–Civil War letters, newspapers, and court documents. Most of all, the half not told ran like a layer of iridium left by a dinosaur-killing asteroid through every piece of testimony that ex-slaves, such as Lorenzo Ivy, left on the historical record: thousands of stanzas of an epic of forced separations, violence, and new kinds of labor.

For a long time I wasn’t sure how to tell the story of this muscular, dynamic process in a single book. The most difficult challenge was simply the fact that the expansion of slavery in many ways shaped the story of everything in the pre–Civil War United States. Enslavers’ surviving papers showed calculations of returns from slave sales and purchases as well as the costs of establishing new slave labor camps in the cotton states. Newspapers dripped with speculations in land and people and the commodities they produced; dramatic changes in how people made money and how much they made; and the dramatic violence that accompanied these practices. The accounts of northern merchants and bankers and factory owners showed that they invested in slavery, bought from and sold to slaveholders, and took slices of profit out of slavery’s expansion. Scholars and students talked about politics as a battle about states’ rights or republican principles, but viewed in a different light the fights can be seen as a struggle between regions about how the rewards of slavery’s expansion would be allocated and whether that expansion could continue.

The story seemed too big to fit into one framework. Even Ivy had no idea how to count the chained lines he saw going southwest toward the mountains on the horizon and the vast open spaces beyond. From the 1790s to the 1860s, enslavers moved 1 million people from the old slave states to the new. They went from making no cotton to speak of in 1790 to making almost 2 billion pounds of it in 1860. Stretching out beyond the slave South, the story encompassed not only Washington politicians and voters across the United States but also Connecticut factories, London banks, opium addicts in China, and consumers in East Africa. And could one book do Lorenzo Ivy’s insight justice? It would have to avoid the old platitudes, such as the easy temptation to tell the story as a collection of topics—here a chapter on slave resistance, there one on women and slavery, and so on. That kind of abstraction cuts the beating heart out of the story. For the half untold was a narrative, a process of movement and change and suspense. Things happened because of what had been done before them—and what people chose to do in response.

No, this had to be a story, and one couldn’t tell it solely from the perspective of powerful actors. True, politicians and planters and bankers shaped policies, the movement of people, and the growing and selling of cotton, and even remade the land itself. But when one takes Lorenzo Ivy’s words as a starting point, the whole history of the United States comes walking over the hill behind a line of people in chains. Changes that reshaped the entire world began on the auction block where enslaved migrants stood or in the frontier cotton fields where they toiled. Their individual drama was a struggle to survive. Their reward was to endure a brutal transition to new ways of labor that made them reinvent themselves every day. Enslaved people’s creativity enabled their survival, but, stolen from them in the form of ever-growing cotton productivity, their creativity also expanded the slaveholding South at an unprecedented rate. Enslaved African Americans built the modern United States, and indeed the entire modern world, in ways both obvious and hidden.

One day I found a metaphor that helped. It came from the great African-American author Ralph Ellison. You might know his novel Invisible Man. But in the 1950s, Ellison also produced incredible essays. In one of them he wrote, “On the moral level I propose we view the whole of American life as a drama enacted on the body of a Negro giant who, lying trussed up like Gulliver, forms the stage and the scene upon which and within which the action unfolds.”3

The image fit the story that Ivy’s words raised above the watery surface of buried years. The only problem was that Ellison’s image implied a stationary giant. In the old myth, the stationary, quintessentially unchanging plantation was the site and the story of African-American life from the seventeenth century to the twentieth. But Lorenzo Ivy had described a world in motion. After the American Revolution—which seemed at the time to portend slavery’s imminent demise—a metastatic transformation and growth of slavery’s giant body had begun instead. From the exploitation, commodification, and torture of enslaved people’s bodies, enslavers and other free people gained new kinds of modern power. The sweat and blood of the growing system, a network of individuals and families and labor camps that grew bigger with each passing year, fueled massive economic change. Enslaved people, meanwhile, transported and tortured, had to find ways to survive, resist, or endure. And over time the question of their freedom or bondage came to occupy the center of US politics.

This trussed-up giant, stretched out on the rack of America’s torture zone, actually grew, like a person passing through ordeals to new maturity. I have divided the chapters of this book with Ellison’s imagined giant in mind, a structure that has allowed the story to take as its center point the experience of enslaved African Americans themselves. Before we pass through the door that Lorenzo Ivy opened, here are the chapters’ names. The first is “Feet,” for the story begins with unfree movement on paths to enslaved frontiers that were laid down between the end of the American Revolution in 1783 and the early 1800s. “Heads” is the title of the second chapter, which covers America’s acquisition of the key points of the Mississippi Valley by violence, a gain that also consolidated the enslavers’ hold on the frontier. Then come the “Right Hand” and the “Left Hand” (Chapters 3 and 4). They reveal the inner secrets of enslavers’ power, secrets which made the entire world of white people wealthy.

“Tongues” (Chapter 5) and “Breath” (Chapter 6) follow. They describe how, by the mid-1820s, enslavers had not only found ways to silence the tongues of their critics, but had built a system of slave trading that served as expansion’s lungs. Most forms of resistance were impossible to carry out successfully. So a question hung in the air. Would the spirit in the tied-down body die, leaving enslaved people to live on like undead zombies serving their captors? Or would the body live, and rise? Every transported soul, finding his or her old life killed off, faced this question on the individual level as well: whether to work with fellow captives or scrabble against them in a quest for individualistic subsistence. Enslaved African Americans chose many things. But perhaps most importantly, they chose survival, and true survival in such circumstances required solidarity. Solidarity allowed them to see their common experience, to light their own way by building a critique of enslavers’ power that was an alternative story about what things were and what they meant.

This story draws on thousands of personal narratives like the one that Lorenzo Ivy told Claude Anderson. Slavery has existed in many societies, but no other population of formerly enslaved people has been able to record the testimonies of its members like those who survived slavery in the United States. The narratives began with those who escaped slavery’s expansion in the nineteenth century as fugitives. Over one hundred of those survivors published their autobiographies during the nineteenth century. As time went on, such memoirs found a market, in no small part because escapees from southern captivity were changing the minds of some of the northern whites about what the expansion of slavery meant for them. Then, during the 1930s, people like Claude Anderson conducted about 2,300 interviews with the ex-slaves who had lived into that decade. Because the interviews often allowed old people to tell about the things they had seen for themselves and the things they heard from their elders in the years before the Civil War, they take us back into the world of explanation and storytelling that grew up around fires and on porches and between cotton rows. No one autobiography or interview is pure and objective as an account of all that the history books left untold. But read them all, and each one adds to a more detailed, clearer picture of the whole. One story fills in gaps left by another, allowing one to read between the lines.4

Understanding something of what it felt like to suffer, and what it cost to endure that suffering, is crucial to understanding the course of US history. For what enslaved people made together—new ties to each other, new ways of understanding their world—had the potential to help them survive in mind and body. And ultimately, their spirit and their speaking would enable them to call new allies into being in the form of an abolitionist movement that helped to destabilize the mighty enslavers who held millions captive. But the road on which enslaved people were being driven was long. It led through the hell described by “Seed” (Chapter 7), which tells of the horrific near-decade from 1829 to 1837. In these years entrepreneurs ran wild on slavery’s frontier. Their acts created the political and economic dynamics that carried enslavers to their greatest height of power. Facing challenges from other white men who wanted to assert their masculine equality through political democracy, clever entrepreneurs found ways to leverage not just that desire, but other desires as well. With the creation of innovative financial tools, more and more of the Western world was able to invest directly in slavery’s expansion. Such creativity multiplied the incredible productivity and profitability of enslaved people’s labor and allowed enslavers to turn bodies into commodities with which they changed the financial history of the Western world.

Enslavers, along with common white voters, investors, and the enslaved, made the 1830s the hinge of US history. On one side lay the world of the industrial revolution and the initial innovations that launched the modern world. On the other lay modern America. For in 1837, enslavers’ exuberant success led to a massive economic crash. This self-inflicted devastation, covered in Chapter 8, “Blood,” posed new challenges to slaveholders’ power, led to human destruction for the enslaved, and created confusion and discord in white families. When southern political actors tried to use war with Mexico to restart their expansion, they encountered new opposition on the part of increasingly assertive northerners. As Chapter 9, “Backs,” explains, by the 1840s the North had built a complex, industrialized economy on the backs of enslaved people and their highly profitable cotton labor. Yet, although all northern whites had benefited from the deepened exploitation of enslaved people, many northern whites were now willing to use politics to oppose further expansions of slavery. The words that the survivors of slavery’s expansion had carried out from the belly of the nation’s hungriest beast had, in fact, become important tools for galvanizing that opposition.

Of course, in return for the benefits they received from slavery’s expansion, plenty of northerners were still willing to enable enslavers’ disproportionate power. With the help of such allies, as “Arms” (Chapter 10) details, slavery continued to expand in the decade after the Compromise of 1850. For now, however, it had to do so within potentially closed borders. That is why southern whites now launched an aggressive campaign of advocacy, insisting on policies and constitutional interpretations that would commit the entire United States to the further geographic expansion of slavery. The entire country would become slavery’s next frontier. And as they pressed, they generated greater resistance, pushed too hard, and tried to make their allies submit—like slaves, the allies complained. And that is how, at last, whites came to take up arms against each other.

Yet even as southern whites seceded, claiming that they would set up an independent nation, shelling Fort Sumter, and provoking the Union’s president, Abraham Lincoln, to call out 100,000 militia, many white Americans wanted to keep the stakes of this dispute as limited as possible. A majority of northern Unionists opposed emancipation. Perhaps white Americans’ battles with each other were, on one level, not driven by a contest over ideals, but over the best way to keep the stream of cotton and financial revenues flowing: keep slavery within its current borders, or allow it to consume still more geographic frontiers. But the growing roar of cannon promised others a chance to force a more dramatic decision: slavery forever, or nevermore. So it was that as Frank Baker, Townshend, and Sheppard Mallory crept across the dark James River waters that had washed so many hulls bearing human bodies, the future stood poised, uncertain between alternative paths. Yet those three men carried something powerful: the same half of the story that Lorenzo Ivy could tell. All they had learned from it would help to push the future onto a path that led to freedom. Their story can do so for us as well. To hear it, we must stand as Lorenzo Ivy had stood as a boy in Danville—watching the chained lines going over the hills, or as Frank Baker and others had stood, watching the ships going down the James from the Richmond docks, bound for the Mississippi. Then turn and go with the marching feet, and listen for the breath of the half that has never been told.

Excerpted from the book THE HALF HAS NEVER BEEN TOLD by Edward Baptist. Copyright © 2014 by Edward Baptist. Reprinted with permission of Basic Books.

[mdcodepro]

The New Normal: Managing the Impact of COVID-19 on Your Practice

States around the country are in the process of reopening, and while healthcare didn’t close completely, the virus shook the industry to its foundations. Organizations experienced a tremendous drop in patient volume resulting in lost revenue and laid-off workers. Supply chains ran dry, exposing the workers that remained to possible infection and causing elective surgeries to be canceled. Routine care was put on hold to keep the focus on COVID-19. Now, healthcare needs to find a way to resume operations and prepare for a possible second wave of infections. 

Managing the impact of a reduced workforce, future supply chain concerns and patients returning to the office amid a pandemic are a combination of challenges healthcare has never faced before. Here are some practical ideas and tips to help move your organization forward.

Adjust workforce management

Many organizations were forced to lay-off or furlough workers because of cancelled elective procedures and stay-at-home orders. The May 8 report by the U.S. Bureau of Labor Statistics announced that around 1.4 million healthcare jobs were lost in April, compared to 43,000 healthcare jobs in March. Administrators will need to make the most of the staff left while ensuring their health and safety. Some strategies for workforce management include:

Limit staff to one building entrance so screening can take place before entry

Ask COVID-19 screening questions and take temperatures at the beginning of every shift 

Prepare and plan for elevated employee sick days 

Cross-train to ensure office operations can continue

If treating patients with COVID-19 or suspected cases, create a care zone and contain patients as well as staff to that area, so other parts of the office are not exposed

Ensure necessary cleaning supplies are readily available to staff and confirm staff knows how to use them correctly

If lay-offs have occurred, begin the process of interviewing so when the need arises, hires can be made quickly

Consider split shifts: for example, if two people typically work the front desk, have one check-in patients while the other disinfect rooms and equipment between patients

Continue telehealth visits to minimize staff needed in-office to handle patient flow 

Make plans for supply chain challenges

The lack of PPE and drug shortages during the outbreak made daily headlines. Moving forward, facilities will need to expand supply chain management to prepare for increased demand during health crises. At the HIMSS20 digital conference, a presenter noted, “Historically acceptable levels – or ‘par’ levels – simply won’t be enough to meet the surge of (future) demand.” Tips to ensure adequate supplies include:

Compile a list of the most popular prescribed drugs and create a directory of alternative medications in the case of shortages 

Assess PPE needs and ensure that adequate supplies will be on hand in case of future infection surges (everyday patient as well as provider use)

Consider employing an analytics system to monitor daily demand for critical supplies, such as swabs and N95 masks

Investigate alternative sources for procuring equipment and drugs in emergencies 

Get ready for a patient surge

A recent survey by the Primary Care Collaborative found that over 70% of clinicians are concerned about a surge in patient volume after the initial pandemic wave. In addition to increased volume, providers will need to implement social distancing and infection control protocols. Here are some ideas to manage in-patient visits moving forward:

Communicate with patients to let them know what to expect during their next office visit; for example, there will be pre-visit screenings, patients will need to wear masks, family members will not be allowed at the visit, etc.  

Avoid waiting to screen patients until after they arrive for their appointment. Consider screening patients for COVID-19 symptoms outside the office entrance, while they remain in their cars or during a call before the visit

Set up a phone number for patients to text or call to let the office know they have arrived if they prefer to wait in the car

Remove all magazines, toys and other non-essential items from the waiting area and ensure that seating is six feet apart

Specialists may want to consider putting missed appointment penalties on hold to account for patients that display symptoms on the day of their visit

Consider a respiratory illness waiting area or a waiting area for ‘well’ patient appointments  

If feasible, consider separating entrances and exits for patients to help maintain social distancing

Communicate with your patients about office cleaning protocols 

Post patient educational materials about COVID-19 in several languages 

Offer touchless payment options for office transactions

Healthcare, as well as our society-at-large, has entered a new era of pandemic infection. The lessons learned during COVID-19 in terms of workforce administration, supply logistics and patient management will help both providers and patients be prepared for future large-scale health emergencies. 

MDCodePro

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The post The New Normal: Managing the Impact of COVID-19 on Your Practice appeared first on MDCodePro.

from MDCodePro https://mdcodepro.com/the-new-normal-managing-the-impact-of-covid-19-on-your-practice/

[creepingsharia]

TSA Exempts Halal Food Trucks From Airport Inspections

Transportation Security Administration (TSA) gives out “special exemptions” to food trucks serving planes heading to the Middle East.

DHS Lets Airlines Rush Security to Keep Traffic Moving—“Red Carpet” for Middle Eastern Carriers

The massive agency created after 9/11 to protect the nation risks security at U.S. airports by letting airlines impose expedited measures to keep traffic flowing, according to government officials interviewed by Judicial Watch. “The airlines call the shots,” said a veteran federal agent who has worked at one of the nation’s largest airports as well as the Mexican and Canadian border. “It’s all about facilitating traffic, moving people. Airlines have incredible power at airports and they dictate how Customs and Border Protection (CPB) entry/exit inspection agents do their job.” In fact, airline employees are allowed in the inspections/customs area for incoming passengers specifically to monitor wait times and file complaints with the Department of Homeland Security (DHS), which caters to them.

Other CBP port inspection sources told Judicial Watch that in the academy agents are trained to take their time in order to properly complete inspection duties. They are specifically taught not be pressured by wait times for passengers or complaints from airlines. The reality is much different, federal agents say. Once they’re on the job, DHS caves into airlines’ demands for quick—and less thorough—inspections. “When you get to the port management moves away from the importance of inspections,” said one frustrated CPB inspector on the job for more than a decade. “It’s more about speed than safety.” Another longtime CPB agent confirmed that “wait times are a major problem which causes a security compromise to avoid complaints from the airlines and flyers, both international and domestic.” A high-level CPB port inspector with nearly 15 years of experience said Middle Eastern airlines get the “red carpet.”

Concerned CBP agents came forward about the unbelievable airport inspection protocol on the heels of a national newscast about food trucks driving through airport gates unchecked. The aircraft catering trucks are exempt from inspections for religious reasons, according to a former federal air marshal interviewed in the widely broadcast network segment. The Transportation Security Administration (TSA), which also operates under DHS, is responsible for inspecting the trucks but the agency gives out “special exemptions” to food trucks serving planes heading to the Middle East. The agent interviewed in the broadcast was ordered to stand back and a supervisor later told him that “religious rights” prohibited the U.S. government from conducting even an “open and look” check on the cargo entering the airport grounds.

The security crisis is hardly limited to the nation’s airports, according to federal agents on the frontline. DHS also pressures CBP inspectors at southern border checkpoints to expedite people who have obtained pre-approved clearance under a program called Secure Electronic Network for Traveler Rapid Inspection (SENTRI). It allows vetted U.S. citizens and foreign nationals to cross the border faster and with virtually no scrutiny, but agents say the system is not foolproof and candidates still need to be checked. In fact, CBP sources told Judicial Watch that huge loads of drugs have been confiscated from SENTRI border crossers randomly chosen for inspection by a government computer system known as Random Compliance Examination Program (COMPEX). Nevertheless, border agents get in trouble for delaying SENTRI crossers. “God forbid if you ask them a question or inspect their car,” said a CBP agent stationed at one of the nation’s busiest southern border crossings. “Management as well as the passenger become extremely upset—Leave them alone! What are you doing? They have SENTRI.”

[bigyack-com]

Luxury’s Hidden Indian Supply Chain

MUMBAI, India — At the top of a staircase covered in dirt and sequins, several dozen Indian artisans hunched over yards of fabric, using needles to embroider garments for the world’s most powerful fashion brands.They sewed without health benefits in a multiroom factory with caged windows and no emergency exit, where they earned a few dollars a day completing subcontracted orders for international designers. When night fell, some slept on the floor.They were not working for a factory employed by fast fashion brands: companies whose business model is premised on producing trendy clothing as cheaply as possible and whose supply chain issues came under scrutiny in 2013. That was when the deadliest garment industry disaster in history, the Rana Plaza factory collapse, killed more than 1,100 Bangladeshi workers.Their products were destined for Dior and Saint Laurent, among other luxury names.Unknown to most consumers, the expensive, glittering brands of runways in Paris and Milan also indirectly employ thousands of workers in the developing world. In Mumbai, scores of ateliers and export houses act as middlemen between the brands and highly skilled artisans, while also providing services like design, sampling and garment production.As with fast fashion retailers, many luxury brands do not own all of their own production facilities, and instead contract with independent factories to make their garments or embroider them. And like fast fashion, they too have woken up to potential dangers with that system.In 2016, a group of luxury houses introduced the Utthan pact, an ambitious and secretive compliance project aimed at ensuring factory safety in Mumbai and elevating Indian embroiderers. Among the signatories were Kering (owner of labels including Gucci and Saint Laurent); LVMH Louis Vuitton Moët Hennessy (owner of Fendi and Christian Dior); and two British fashion houses, Burberry and Mulberry. The pact had an initial three-year timeline but was not legally binding.Yet during visits to several Mumbai factories, and in more than three dozen interviews with artisans, factory managers and designers, The New York Times found that embroiderers still completed orders at unregulated facilities that did not meet Indian factory safety laws. Many workers still do not have any employment benefits or protections, while seasonal demands for thousands of hours of overtime would coincide with the latest fashion weeks in Europe.Several factory owners said that membership in the pact meant investing in the costly compliance standards outlined by the Utthan pact, while brands simultaneously drove down what they would pay for orders.“Given the product prices, there is a sense that the luxury brands must be doing it right, and that makes them immune to public scrutiny,” said Michael Posner, a professor of ethics and finance at the Stern School of Business at New York University. “But despite the price tags for luxury brand goods, the conditions in factories across their supply chains can be just as bad as those found in factories producing for fast fashion retailers.”When contacted for comment, luxury brands that were Utthan signatories largely highlighted the broader improvements made by the implementation of the pact, rather than focusing on continuing issues and accusations.“We recognize that the situation of some workers at the subcontracting level is still very far from satisfying today, and we are genuinely determined to strengthen the program with our fellow stakeholders, to speed up progress and to further improve the situation,” a Kering spokesman said in a statement.A spokesman for LVMH Moët Hennessy Louis Vuitton, the world’s largest luxury goods company, said in an emailed statement: “We take the allegations raised through your questions very seriously but are unable to comment without further details and a thorough investigation.” Read the full article

[cryptocoinsinsights]

CRYPTO EXCHANGE OKX SHOW COMMITMENT TO TRANSPARENCY

Cryptocurrency exchanges have faced scrutiny in recent years due to a lack of transparency, leading to a lack of trust among users. In an effort to promote transparency and re-establish trust, OKX, a crypto exchange, has released its second proof of reserves (PoR) on its website.

What is proof of reserves?

Proof of reserves is a method used by cryptocurrency exchanges to demonstrate that they have the assets on hand to cover all withdrawals. This is important because if an exchange does not have the assets to cover withdrawals, it could potentially lead to a collapse similar to what happened with the now-defunct exchange FTX. By releasing proof of reserves, exchanges aim to show users that they are financially stable and able to meet the demands of their customers.

OKX's commitment to transparency

OKX's chief marketing officer, Haider Rafique, announced on Twitter that the exchange is committed to sharing its reserve status on a monthly basis. This is a significant commitment to transparency, as it allows users to see exactly how much of each cryptocurrency the exchange has on hand to cover withdrawals. The new PoR includes a feature that allows users to view historical and current reserve ratios, self-verify on-chain assets, and download data.

According to the PoR, OKX has 101% of the Bitcoin, 103% of the Ether, and 101% of the Tether required to cover all withdrawals of these cryptocurrencies. This follows the exchange's previous PoR, released last month, which showed that it had 102% of the Bitcoin and Ether, and 101% of the Tether needed to meet withdrawal demands.

The value of proof of reserves reports

While OKX's commitment to transparency is clear, the value of proof-of-reserves reports as an indicator of a company's financial position has recently been called into question by the United States Securities and Exchange Commission (SEC). In a recent interview with The Wall Street Journal, the SEC's acting chief accountant, Paul Munter, warned investors to be "very wary" about relying on such reports, stating that they "lack" sufficient information for stakeholders to determine whether a company has enough assets to meet its liabilities.

This highlights the importance of considering a range of factors when evaluating the financial stability of a crypto company. In addition to proof of reserves, it is crucial to consider the company's financial history, management team, and regulatory compliance. It is also important to diversify investments and not to put all of your eggs in one basket.

Why is transparency important in the crypto industry?

Transparency is important in any industry, but it is especially important in the volatile and rapidly-evolving world of cryptocurrency. Cryptocurrencies are decentralized and not backed by any government or financial institution, which means that there is a higher level of risk involved. By providing transparency and giving users access to information about a company's financial stability, exchanges can help to build trust and reduce risk for their customers.

In addition to building trust, transparency can also help to prevent fraud and protect users from losing their investments. It is not uncommon for fraudulent cryptocurrency exchanges to pop up and then disappear with users' investments, a practice known as an "exit scam." By providing regular proof of reserves and other financial information, exchanges can demonstrate that they are legitimate and not engaging in any fraudulent activity.

Conclusion

OKX's commitment to transparency and trust is demonstrated by its monthly release of PoR results. While proof of reserves reports can be a useful tool, it is important to consider a range of factors when evaluating the financial stability of a crypto company. By promoting transparency and providing users with the information

Source: Crypto Coins Insights

[researchpapers4me]

Fire Prevention Code enforcement Checklist

Learning Goal: I'm working on a social science multi-part question and need an explanation and answer to help me learn. Instructions In this unit, we have discussed the inspection process in detail. Now you will conduct a fire inspection provide a narrative about the process. Answer the following prompts. - Describe what you would do in preparation for an inspection. - Identify the components of a thorough inspection. - Explain the right of entry and case law(s) that apply. - Describe how you would conduct an exit interview and its importance. - Identify how you would record violations to ensure compliance. - Relate this activity to your community. Have you noticed any of these violations in your area? What do you believe to be the top violations in your specific area? How would you handle remedying them as an inspector? As you compete this assignment, it is important that you reference all of the applicable codes for the occupancy type, and those adopted in your jurisdiction to complete the assignment. Read the full article

[thecloudtree]

Level Up Your Office: How Employee Management Software is Revolutionizing Offices in India

Let's face it—employee management is no longer the same. Paper registers, email threads for leave sanctions, and Excel spreadsheets to monitor attendance are passé. Contemporary offices are pace-setting, hybrid, and people-centric. And if your HR infrastructure has not levelled up yet, your company may get far behind too.

 

That's where employee management software in India is bursting forth in a big way. At The Cloud Tree, we know that creating great teams isn't always about hiring—it's about making things run smoothly, crafting great experiences, and giving each person the tools to do their best work.

 

Why Employee Management Needs an Upgrade?

From startups in Bengaluru to manufacturing units in Pune and service firms in Gurugram, the need for efficient people management is universal.

Common challenges faced include:

Managing attendance across hybrid teams

Navigating regional labor laws

Automating onboarding and exits

Streamlining payroll and compliance

Ensuring employees feel valued

Clunky legacy software or manual processes can't keep up.

What Is Employee Management Software (and Why You Need It)?

Employee Management Software is a complete digital solution that is designed to help you manage your employees effectively. From onboarding and offboarding and all the tasks in between, it gets your HR processes humming like a well-oiled machine.

 

With the proper system, you can:

·         Automate attendance and leave management

·         Keep digital employee records

·         Assign roles, monitor performance, and set goals

·         Comply with legal and payroll requirements

·         Enhance internal communication

·         Free employees with self-service functionality

 

It's not about simplifying HR—it's about enhancing the entire employee experience.

 

Why TheCloudTree Shines?

At TheCloudTree, the employee management platform has been designed specifically for the Indian market. That means compliance with local labor laws, multilingual support, customizable modules, and a UI that’s easy enough for anyone to navigate—even if they’re not tech-savvy.

 

Here’s what makes us different:

✅ Built for Indian Teams

Regardless of whether your business is based in one state or ten, this software system adheres to Indian labor laws and is multi-location management-friendly.

 

✅ Intuitive Self-Service Portals

Allow employees to update their profiles, view payslips, request leave, and submit requests without needing to contact HR executives or send emails and reminders.

 

✅ Real-Time Attendance Integration

From biometric scanners to mobile check-in, we auto-record attendance for error-free payroll processing.

 

✅ Smarter Onboarding and Exit Workflows

Automate paperwork, IT requests, training allocations, and exit interviews to liberate hours of admin time.

 

✅ Secure & Scalable

Your data is protected with enterprise-grade security, and our cloud infrastructure grows with you—whether you’re 10 or 10,000 people strong. Initially located in a single unit and then operating out of multiple branches, cities- completely glove fit with your growth and evolution. 

 

A Human Touch for the Digital Age

We believe software shouldn’t just be efficient—it should be human. Your employees aren’t just data points in a system. They’re people with questions, goals, needs, and ideas.

 

With The Cloud Tree, we help to create stronger relationships between your people and your technology. For the simple fact that the better your systems perform, the more time your people have to focus on what matters most—innovation, collaboration, and growth.

 

Case Study: Logistics Firm Sees 60% HR Time Savings

One of our customers, a top logistics organization in India, was bogged down by manual attendance management across 20+ locations. After migrating to The Cloud Tree:

 

·         HR processing time reduced by 60%

·         Payroll errors dropped dramatically

·         Employee satisfaction scores were up by 25%

·         Leave approvals were smoothed and accelerated

 

It's not software – it's making the workplace better.

 

Why Now is the Time to Make the Transition?

The future of work is now. Teams are more dispersed, employees expect to see and be flexible, and businesses are under pressure to get things done quicker than ever before.

 

A contemporary employee management system places you ahead, not only in admin productivity, but in crafting a workplace environment where individuals actually want to work.

 

You may be a fast-growth startup or an old-style business that wishes to go contemporary, The Cloud Tree is here to guide you through each step.

 

Final Thoughts: Transform People Management with TheCloudTree

Your people are your strongest asset. Empowering them through streamlined tools leads to:

Lower admin costs

Higher retention

Faster business growth

Ready to explore employee management software in India that’s built for people, not just paperwork?

Visit TheCloudTree.ai and take your HR into the future.

[customessaypapers]

Fire Prevention Code enforcement Checklist

Learning Goal: I'm working on a social science multi-part question and need an explanation and answer to help me learn. Instructions In this unit, we have discussed the inspection process in detail. Now you will conduct a fire inspection provide a narrative about the process. Answer the following prompts. - Describe what you would do in preparation for an inspection. - Identify the components of a thorough inspection. - Explain the right of entry and case law(s) that apply. - Describe how you would conduct an exit interview and its importance. - Identify how you would record violations to ensure compliance. - Relate this activity to your community. Have you noticed any of these violations in your area? What do you believe to be the top violations in your specific area? How would you handle remedying them as an inspector? As you compete this assignment, it is important that you reference all of the applicable codes for the occupancy type, and those adopted in your jurisdiction to complete the assignment. Read the full article