Essay about The Profound Irony of Shakespeares Hamlet

Profound Irony of Hamlet Irony, or the â€Å"hiding what is actually the case† in order to â€Å"achieve special rhetorical or artistic effects† (Abrams 135), is amply demonstrated in Shakespeare’s tragedy Hamlet. In his essay, â€Å"Reforming the Role,† Mark Rose discusses the irony involved with the ghost’s appearance: The ghost binds Hamlet to vengeance, but there is another and more subtle way in which the spirit of his father haunts the prince. It is one of the radical ironies of the tragedy that the same nightmarish figure who takes from Hamlet his freedom should also embody the ideal of man noble in reason and infinite in faculties – the ideal of man, in other words, as free. The ghost of King Hamlet, stalking his†¦show more content†¦Right at the outset of the drama, there is irony exhibited in the manner in which Shakespeare characterizes King Claudius – he is simply stupendous – and yet, shortly hereafter, he is revealed as a truly evil, thoroughly diabolical sort. George Lyman Kittredge, in his book, Five Plays of Shakespeare, describes the Bard’s excellent characterization of Claudius: King Claudius is a superb figure – almost as great a dramatic creation as Hamlet himself. His intellectual powers are of the highest order. He is eloquent – formal when formality is appropriate (as in the speech from the throne), graciously familiar when familiarity is in place (as is his treatment of the family of Polonius), persuasive to an almost superhuman degree (as in his manipulation of the insurgent Laertes) – always and everywhere a model of royal dignity. His courage is manifested, under the most terrifying circumstances, when the mob breaks into the palace. His self-control when the dumb show enacts his secret crime before his eyes is nothing less than marvelous. (xviii) The irony found in the characterization of the antagonist is balanced by an equal irony in the presentation of the protagonist. Hamlet is present at the court gathering -- dressed in black, the color of mourning, for his deceased father. He is not a man of the world, but ratherShow MoreRelated Hamlet Essay examples607 Words   |  3 PagesHamlet Hamlet Critique Hamlet, a play by William Shakespeare, was written in approximately the middle to late 1590s, while Shakespeares work was flourishing, and his company was putting up the Globe Theater. Shakespeare was a profound writer, and Hamlet is considered to be his most prolific writing, and is a favorite among the readers. It is a tragic tale of conspiracy, death, disease, and a young mans struggle to avenge his fathers murder. I would like to set apart Hamlet from theRead MoreEssay on Hamlet – the Irony1973 Words   |  8 PagesHamlet – the Irony  Ã‚        Ã‚  Ã‚   The existence of considerable irony within the Shakespearean tragedy Hamlet is a fact recognized by most literary critics. This paper will examine the play for instances of irony and their interpretation by critics.    In his essay â€Å"O’erdoing Termagant† Howard Felperin comments on Hamlet’s â€Å"ironic consciousness† of the fact that he is unable to quickly execute the command of the ghost:    Our own intuition of the creative or re-creative act that issuedRead MoreDramatic Irony in Hamlet Essay2946 Words   |  12 Pages     Ã‚  Ã‚   Dramatic irony in the Shakespearean tragedy Hamlet has long been the subject matter of literary critical reviews. This essay will exemplify and elaborate on the irony in the play. David Bevington in the Introduction to Twentieth Century Interpretations of Hamlet identifies one of the â€Å"richest sources of dramatic irony† in Hamlet: Well may the dying Hamlet urge his friend Horatio to â€Å"report me and my cause aright To the unsatisfied,† for no one save Horatio has caught more than a glimpseRead MoreHamlet and The Desire-Destiny Paradox872 Words   |  3 Pagesquoted line of Hamlet, of Shakespeare’s works, possibly of all Elizabethan literature, presents a philosophical Hamlet who questions â€Å"Whether ’tis nobler in the mind to suffer, The slings and arrows of outrageous fortune, Or to take arms against a sea of troubles,† Shakespeare does indeed explore the individual’s enduring need to define one’s role or identity within society, but presents the paradox of whether to embrace one’s fortune OR to ‘carve for himself’ a fate and identity. Hamlet spends muchRead More Irony in Hamlet Essay3148 Words   |  13 PagesMany literary critics point to the considerable irony that exists in Shakespeares Hamlet. This paper examines the play for instances of irony and surveys their interpretation by critics. Howard Felperin comments on Hamlet’s â€Å"ironic consciousness† of the fact that he is unable to quickly execute the command of the ghost: Eliot’s unhappy judgments are worth considering here, if only because they are based on an intuition of Shakespeare’s creative process that is so near to and yetRead MoreWilliam Shakespeare s The Ghosts 1116 Words   |  5 Pagesturn up onstage (Greenblatt 151). As the main Renaissance English writers, William Shakespeare completely participates in the prevalent vogue for presenting ghosts onstage. Indeed, â€Å"participates† is an insufficient term: Shakespeare’s celebrated ghost scenes are signs of a profound interest that continue through virtually his entire career (156). Shakespeare saw that he could draw upon a range of traditions, including not only the classical Hades and the popular Hell but also the banished realmRead MoreThe Flaws of the Tragic Hero Hamlet in Shakespeares Hamlet Essay974 Words   |  4 PagesThe Flaws of the Tragic Hero Hamlet in Shakespeares Hamlet With Hamlet being generally labeled as the best tragic hero ever created, it is ironic that his tragic flaw has never been as solidly confirmed as those of most of his fellow protagonists. There is Macbeth with his ambition, Oedipus with his pride, Othello with his jealousy, and all the others with their particular odd spots. Then there is Hamlet. He has been accused of everything and of nothing, and neither seems to stick. Flaws areRead MoreWilliam Shakespeare s The Death Of Claudius 1410 Words   |  6 PagesNo surprise, this final Act of Hamlet is as mysterious, ambiguous, and controversial as those that precede it. The play begins rather straightforwardly, if ironically, as a revenge tragedy – Old Hamlet’s ghost spurs his son to revenge – and it would seem that Act Five, like the Act Fives of all major revenge tragedies preceding Hamlet, should fulfill this initial plotline. Indeed, in Act Five Hamlet kills Claudius – finally. But he does so in such a roundabout, half-cocked, off-hand way, we wonderRead MoreHamlet Soliloquy Analysis968 Words   |  4 PagesThe fear of one’s mortality makes one human. Shakespeares most famous work undoubtedly goes to Hamlet’s â€Å"To be or not to be.† The soliloquy is a speech of despair, anger, and suffering. Hamlet deals with profound concepts and philosophical ideas. Questioning the righteousness of life over death, making death desirable and powerful. The speech covers an idea we all refuse to acknowledge, humans bear the burden and labor of life only to avoid the unknown mysteries of death. For such a powerful soliloquyRead MoreHamlet: No Delay, No Play Essay1708 Words   |  7 PagesWilliam Shakespeare’s Hamlet, title character in the play of the same name, has been criticized for centuries due to his delay in killing his uncle Claudius and the consequences that occurred as a result. But as one critic once pointed out, â€Å"No delay, no play† (Jenkin s 137). The entire plot of Hamlet is based on the events that occur due to Hamlet’s waffling as to whether or not he should, and when he should, avenge his father’s murder. Hamlet, who appears to be a Christian man, would be committing

Machines And The Internet - 963 Words

Machine is determined from a Latin word computare which signifies to compute, to check, to aggregate up or to think together. A Computer is an electronic machine that can take care of distinctive issues, process information, store and recover information and perform figurings quicker and effectively than people. Thus, all the more unequivocally the statement machine implies a gadget that performs calculation. A Computer is modified gadget with a set of directions to perform particular errands and create results at a fast. The main computerized machines were produced between 1940 to 1945. Machines are great method for instruction on the grounds that it helps understudy work on composing, learning and perusing. It bails us†¦show more content†¦Organizations today need workers who have the capacity use machine on the grounds that all organizations use machine with a specific end goal to interface with different organizations. Simple ascertaining gadgets initially showed up in olden times and mechanical computing helps were created in the seventeenth century. The initially recorded utilization of the expression machine is likewise from the seventeenth century, connected to human machines, individuals who performed counts, frequently as vocation. The main machine gadgets were thought about in the nineteenth century, and just rose in their current structure in the 1940s. The primary advanced machines were produced between 1940 to 1945. Charles Babbage is the Father of the Computer. In 1941 Konrad Zuse, created Z3, the first current registering machine. Konrad Zuse is viewed as the innovator of machines. ENIAC (Electronic Numerical Integrator Computer) was the first US-fabricated electronic machine. ENIAC was created by John Mauchly and J. Presper Eckert. The world s initially put away program machine was Manchester Baby created in 1948 (Misenbergas, K.2008). The Manchester Baby was a little scale trial mach ine created in Victoria college of Manchester. In the first era of machines, Computers were assembled with vacuum tubes. In 1957, FORTRAN (Formula Translator) was presented. Machines were manufactured with Transistors in the second era of machines. In the third

Australasian Triage Scale-Free-Samples for Students Myassignment

Question: Discuss about the Australasian Triage Scale. Answer: Australasian Triage Scale The Australian Triage Scale or the ATS is a clinical tool which is being used to determine the maximum waiting time that has been implemented for medical assessments and treatment process of a patient. The prime aim of this system is to provide the patients admitted in the emergency departments with priorities regarding their medical condition (Australian College for Emergency Medicine, 2018). This helps the healthcare professionals to conduct proper treatment and patient assessment. This system was developed back in 1980s and was developed due to the chaos developed while an emergency case arrived at hospitals. Therefore ATS was implemented so that the battlefield decision-making process could be easier and efforts to save most of the lives can be taken. However, there are several misconceptions regarding Triage system in healthcare facilities (Chamberlain et al., 2015). Hence, it should be clarified that the ATS system was not developed to move people away of the healthcare facilit y or determine the importance of emergency ward in patient condition. It just determines the priority of a patient while receiving quality care within the healthcare facility. Depending upon the Australasian Triage Scale, there are 5 categories of it the details of which has been presented in the table below. Australasian Triage Scale Category Treatment Acuity Performance indicator threshold ATS 1 Immediate 100% ATS 2 10 minutes 80% ATS 3 30 minutes 75% ATS 4 60 minutes 70% ATS 5 120 minutes 70% According to this above-mentioned table, the ATS condition 1 is the immediate and life threatening condition in which immediate healthcare facility should be provided to the patient. Further simultaneous assessment and treatment becomes compulsory in this condition. On contrary, the category 5 in the ATS scale is the minor chronic situation that can be assessed and treated within two hours of time. Therefore this is the way, the Australasian Triage system helps to define a patient condition and according to that condition immediate or delayed action are against in patient conditions (Australian College for Emergency Medicine, 2018). This assessment generally takes very less time and within 10 minutes it is esteemed to deliver accurate results regarding patient conditions. Further, during clinical urgency, this measure helps to determine complexity, severity, staffing, workload, and the quality of care needed by patient. There are several experiments that have been carried out by the researchers to determine the effectiveness of this scale in determining patient condition. According to Ebrahimi et al., (2015), in a recent study conducted to determine the validity and reliability of this scale, the scale obtained fair to good range in determining the effectiveness of this scale. Further while using the ATS assessment, the Glasgow Coma Scale can also be used in the process so that patients response to a wide array of categories can be assessed. Hence through this process the responsiveness of a serious patient on the different stressful situation can be clearly understood. Therefore, the ATS level 3 and 4 seems equal if the categorical instructions are followed and enhances confusion related to the process. Further, using ATS, level 5 patients are not also identified carefully as minor or less critical symptoms deviate the assessment towards false positives (Hodge et al., 2013). Matts category In the given case study, Matts category will be category 1 of the ATS scale. While driving the quad bike he met an accident and due to which he developed severe leg and head injuries. The right leg x-ray determines that he has a fracture in his right proximal trivia and fibula. As well as, upon reaching the healthcare facility, he has been transferred into emergency department. Further, according to the case study the neurological assessment, he achieves the score of 15 that determines he will require immediate healthcare service to improve his physical condition (Hodge et al., 2013). In the healthcare department, the emergency team has already started preparing the emergency department of the system for Matt as he has the high chance to loss blood from his body due to injuries. Therefore, matt will be provided the category or the immediate healthcare facility as paramedics and healthcare professionals of the emergency department will be working together to improve the patient condit ion (Chamberlain et al., 2015). Further, Matt is suggested to undergo surgery so that the fracture can be reduced using surgery, hence, action should be taken immediately to improve patient condition. Hence, due to the excessive blood loss, multiple severe trauma, and ability to recovery, matt will be designated as the category 1 in the Australasian Triage Scale so that immediate action can be taken against the healthcare condition of Matt. References Australian College for Emergency Medicine. (2018).ACEM - Triage.Acem.org.au. Retrieved 9 April 2018, from https://acem.org.au/Content-Sources/Advancing-Emergency-Medicine/Better-Outcomes-for-Patients/Triage.aspx Chamberlain, D. J., Willis, E., Clark, R., Brideson, G. (2015). Identification of the severe sepsis patient at triage: a prospective analysis of the Australasian Triage Scale.Emerg Med J,32(9), 690-697. Ebrahimi, M., Heydari, A., Mazlom, R., Mirhaghi, A. (2015). The reliability of the Australasian Triage Scale: a meta-analysis.World journal of emergency medicine,6(2), 94. Hodge, A., Hugman, A., Varndell, W., Howes, K. (2013). A review of the quality assurance processes for the Australasian Triage Scale (ATS) and implications for future practice.Australasian Emergency Nursing Journal,16(1), 21-29

Tobias George Smollett Essays - Picaresque Novels, Tobias Smollett

Tobias George Smollett Tobias George Smollett (1721-1771), Scottish novelist, was born in Dalquhurn, Dumbarton County Scotland. Smollett was born beneath a plane tree at Dalquharn House on the family estate of Bon hill in the Vale of Leven, near the village of Renton, Dumbartonshire. At fourteen Smollett was apprenticed to a Glasgow doctor. He studied medicine at Glasgow University and moved to London in 1740. He was a ship's surgeon in the Carragena expedition against the Spanish in the West Indies, and lived in Jamaica until 1744 when he returned to London and renewed his earlier attempts to stage a play he had written The Regicide, but still met with no success. He also failed to set up his own medical practice. His first novel, the partly autobiographical Roderick Random (1748), was an immediate success. His best novel, The Expedition of Humphry Clinker (1771), has become a classic. It is a story, told in a series of letters, about the travels of a family through England and Scotland. Smollett was troubled by lack of money. He spent his last years in poor health, and died in Livorno, Italy, on October 21, 1771. Two years later, Johnson and Boswell stayed at Cameron House with Smollett's cousin James, who was preparing to erect a Tuscan column in Smollett's memory at Renton. Johnson helped compose the Latin obituary on the plinth, and the column stood in what subsequently became the playground of a school. Some of Tobias Smollett's work consists of The Tears of Scotland (1746). Poem on the defeat of the Scots at the Battle of Culloden. The Adventures of Roderick Random ( 1748 ). Gil Blas. Translation of LeSage's novel. ( 1749 ). The Adventures of Peregrine Pickle ( 1751 ). The Adventures of Ferdinand, Count Fathom ( 1753 ). Don Quixote. Translation of Cervantes' novel. ( 1755). The Adventures of Sir Lancelot Greaves ( 1760 ). Travels through France and Italy ( 1766 ). The History and Adventures of an Atom ( 1769 ). The Expedition of Humphrey Clinker ( 1771 ). Some critics regard Tobias Smollet as more satirist meaning that a work of literature or art that, by inspiring laughter, contempt, or horror, seeks to correct the follies and abuses it uncovers. I don't know what that means though. This is a paragraph from Tobias Smollett's book The Adventures of Roderick Random. Roderick Random is the orphaned, unwanted grandson of a severe old Scots magistrate, exposed by his grandfather's known neglect to the malice of the community. His principal enemies are the schoolmaster and the young heir. It is not long before a deus ex machina appears in the form of a sailor uncle: He was a strongly built man, somewhat bandy-legged, with a neck like that of a bull, and a face which had withstood the most obstinate assaults of the weather. His dress consisted of a soldier's coat, altered for him by the ship's tailor, a striped flannel jacket, a pair of red breeches japanned with pitch, clean grey worsted stockings, large silver buckles that covered theree-fourths of his shoues, a silver laced hat whosecrown overlooked the brim about an inch and a half, a black bob wig in buckle, a check shirt, a silk hankerchief, a henger with a brass handle girded on his thigh by a tarnished laced belt, and a good oak plant under his arm. I picked this paragraph because here Smollett is describing the hero of the story Roderick Random. I believe it is important to have a brief if not full description of characters, so that you can imagine seeing them maybe even being there, in your mind, while they are doing what is described in the book. Tobias George Smollett Essays - Picaresque Novels, Tobias Smollett Tobias George Smollett Tobias George Smollett (1721-1771), Scottish novelist, was born in Dalquhurn, Dumbarton County Scotland. Smollett was born beneath a plane tree at Dalquharn House on the family estate of Bon hill in the Vale of Leven, near the village of Renton, Dumbartonshire. At fourteen Smollett was apprenticed to a Glasgow doctor. He studied medicine at Glasgow University and moved to London in 1740. He was a ship's surgeon in the Carragena expedition against the Spanish in the West Indies, and lived in Jamaica until 1744 when he returned to London and renewed his earlier attempts to stage a play he had written The Regicide, but still met with no success. He also failed to set up his own medical practice. His first novel, the partly autobiographical Roderick Random (1748), was an immediate success. His best novel, The Expedition of Humphry Clinker (1771), has become a classic. It is a story, told in a series of letters, about the travels of a family through England and Scotland. Smollett was troubled by lack of money. He spent his last years in poor health, and died in Livorno, Italy, on October 21, 1771. Two years later, Johnson and Boswell stayed at Cameron House with Smollett's cousin James, who was preparing to erect a Tuscan column in Smollett's memory at Renton. Johnson helped compose the Latin obituary on the plinth, and the column stood in what subsequently became the playground of a school. Some of Tobias Smollett's work consists of The Tears of Scotland (1746). Poem on the defeat of the Scots at the Battle of Culloden. The Adventures of Roderick Random ( 1748 ). Gil Blas. Translation of LeSage's novel. ( 1749 ). The Adventures of Peregrine Pickle ( 1751 ). The Adventures of Ferdinand, Count Fathom ( 1753 ). Don Quixote. Translation of Cervantes' novel. ( 1755). The Adventures of Sir Lancelot Greaves ( 1760 ). Travels through France and Italy ( 1766 ). The History and Adventures of an Atom ( 1769 ). The Expedition of Humphrey Clinker ( 1771 ). Some critics regard Tobias Smollet as more satirist meaning that a work of literature or art that, by inspiring laughter, contempt, or horror, seeks to correct the follies and abuses it uncovers. I don't know what that means though. This is a paragraph from Tobias Smollett's book The Adventures of Roderick Random. Roderick Random is the orphaned, unwanted grandson of a severe old Scots magistrate, exposed by his grandfather's known neglect to the malice of the community. His principal enemies are the schoolmaster and the young heir. It is not long before a deus ex machina appears in the form of a sailor uncle: He was a strongly built man, somewhat bandy-legged, with a neck like that of a bull, and a face which had withstood the most obstinate assaults of the weather. His dress consisted of a soldier's coat, altered for him by the ship's tailor, a striped flannel jacket, a pair of red breeches japanned with pitch, clean grey worsted stockings, large silver buckles that covered theree-fourths of his shoues, a silver laced hat whosecrown overlooked the brim about an inch and a half, a black bob wig in buckle, a check shirt, a silk hankerchief, a henger with a brass handle girded on his thigh by a tarnished laced belt, and a good oak plant under his arm. I picked this paragraph because here Smollett is describing the hero of the story Roderick Random. I believe it is important to have a brief if not full description of characters, so that you can imagine seeing them maybe even being there, in your mind, while they are doing what is described in the book.

Valedictory Speech Essay Example

Valedictory Speech Paper We studied in Great Mercy Academy so we could be equipped with adequate knowledge and skills in preparation for important roles we have to play in society someday, and most specially, to turn into reality the prophecy of our national hero, that we, indeed can be the hope of our beloved country, The Philippines. Now, I could simply say that we are empowered and productive student that could face new challenges towards new horizon. For I believe, that we are now equipped of all the things we need based from the experiences and trainings we had undergone from our Alma Mater. My dear co-graduates, the first step has men successful. Aka nag, the roots of education is bitter, but the fruit it bears IS very sweet. The journey is long and laden with thorns but our accomplishments in this school are very rewarding. The patience and dedication each of us has shown throughout our 6 years in the elementary are those what made us heroes like Jose Racial. Our graduation today is the first of the series of accomplishments that we will surely achieve with the guidance of our parents and people around us. Everything in this world has a beginning. In our case, we have just accomplished the beginning. We have started the first right move. Hence, there is no reason why we should fail in our future undertakings. Of course, we will not have been able to reach this stage without the people who helped us and who, without any reservations and expecting nothing in return, guided us in our quest for knowledge. To them, we owe a lot of gratitude. No amount of words can fully express how much we appreciate what they have done for us. We just hope that we will be able to compensate for all their sacrifices. To our dear teachers who taught us not only the lesson in the book but also taught us lessons in real life, we are most thankful to Mrs.. We will write a custom essay sample on Valedictory Speech specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Valedictory Speech specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Valedictory Speech specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Angelina Leafy, our adviser who is very supportive to us; Mr.. Keen Garcia who molded our hidden talents into reality, especially in dancing; Ms. Jocosely Descartes, our Home Ionics teacher who taught us the basics of home life; Ms. Connie Jimenez, our Science and MARE teacher who supported us since we were grade 5 until our graduation today; Mrs.. Emily Castro, our Filipino teacher who guided us in our studies and to Ms. Lira Christie Omaha, the lovely teacher of Naps. We are very thankful to all of you. To our parents, who are always beside us since our first day in school, w share with you our first taste of victory. There will be more years of struggle. But we are confident that we will triumph because we have parents like you. We cannot give financial or material things at this point. We can only give you the joy, happiness, and respect that you deserve. Thank you for being responsible parents to us. We shall not be here in this worlds without you. We know the sacrifices you made just to send to send us to school. To this, we are very grateful. To papa and Mama, Tatty. Anovel, mommy, please raise. I have witnessed your sacrifices and struggles in rearing me. Thank you very much. High school life is the first step in our ladder of success. We do not know what will happen next. But if we have an aim, a goal, it will make our dreams come true.

Rpo Challenges and Opportunities Essay Example

Rpo Challenges and Opportunities Essay Example Rpo Challenges and Opportunities Essay Rpo Challenges and Opportunities Essay A research report prepared by HCI Research Recruitment Process Outsourcing: Today’s Challenges and Opportunities A Research Study Conducted by the Human Capital Institute for Futurestep Human Capital Institute | Futurestep | January 2009 Futurestep Futurestep, a Korn/Ferry Company, is the industry leader in strategic talent acquisition, offering fully customized, flexible solutions to help organizations meet specific workforce needs. Strategic RPO from Futurestep combines talent acquisition strategy, global recruiting resources, competency-based methodologies and a flexible service delivery model that enable clients to identify, attract and retain top talent. In addition to Strategic RPO, the company provides a full-spectrum portfolio of services, including: Project-Based Recruitment, Mid-Level Recruitment, Interim Professionals and Consulting Services. With locations on four continents and a record of success in securing top talent around the world, Futurestep provides the experience and global reach to help companies turn talent acquisition into a competitive advantage. In 2008, Futurestep was named as part of the annual Baker’s Dozen list of top RPO providers by HRO Today Magazine. To learn more about Futurestep and its complete array of Strategic Talent Acquisition solutions, visit futurestep. com. Human Capital Institute The Human Capital Institute (HCI) is a catalyst for innovative new thinking in talent acquisition, development, deployment and new economy leadership. Through research and collaboration, our global network of more than 130,000 members develops and promotes creativity, best and next practices, and actionable solutions in strategic talent management. Executives, practitioners, and thought leaders representing organizations of all sizes, across public, charitable and government sectors, utilize HCI communities, education, events and research to foster talent advantages to ensure organizational change for competitive results. In tandem with these initiatives, HCI’s Human Capital Strategist professional certifications and designations set the bar for expertise in talent strategy, acquisition, development and measurement. www. humancapitalinstitute. org Recruitment Process Outsourcing: Today’s Challenges and Opportunities Recruitment Process Outsourcing: Today’s Challenges and Opportunities By Dr. Ross Jones, Senior Researcher/Analyst, Human Capital Institute Executive Summary Organizations outsource recruitment and hiring practices for many reasons. Some may lack the internal resources to address their talent acquisition needs. Others may want to focus on core competencies, or to look for a competitive advantage in competing for talent. Whatever the reasons, Recruitment Process Outsourcing (RPO) is a growing practice. Despite this growth, limited information exists on the trends in RPO use, the specific recruitment practices it includes, and how well it is being carried out. Survey To gain a better understanding of today’s RPO practices, we surveyed 381 business professionals who have insight about their companies’ approaches to RPO. In the survey, we explored current or planned use of RPO, the prevailing definitions of RPO, recruiting practices and employee levels covered by RPO, the business case and drivers, Return on Investment (ROI), and recruiting practices that create the most effective RPO. Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Findings The survey results reveal several trends about the adoption of RPO today, the definition and scope of the practice, and current and future ROI opportunities. Adoption: More than half of companies utilize RPO. 59 percent of organizations sur veyed currently outsource some or all of their recruiting processes. 50 percent say they will use RPO in the next five years. Another 20 percent are unsure. Scope: The majority of current RPO deals cover selective practices for tactical needs. Among users, the most common definition of RPO is the outsourcing of some recruiting activities for some levels of employees, with 36 percent of respondents choosing that specific definition. More generally, 73 percent of respondents accept an RPO definition that includes some form of selected outsourcing of recruiting services for selected levels of employees. The recruiting service considered most important to organizations’ talent acquisition goals, Active Recruiting, is the second most likely service to be outsourced. However, RPO practices that focus on strategic talent needs (for example, talent strategy development/consulting) are outsourced less frequently. ROI: Strategic emphasis correlates with increased RPO value among respondents. Only 39 percent of organizations rate the ROI for their current RPO program as good or excellent. In contrast, organizations that use an RPO approach to encompass longer-term strategic needs, such as workforce planning, employment branding and competency management, are significantly more likely to report excellent ROI for their recruitment outsourcing. An Opportunity for Competitive Advantage The results of our study indicate a widespread use of RPO to focus on tactical recruiting practices. However, they also demonstrate that those organizations using RPO as a talent acquisition approach to address strategic needs are much more likely to capture the full value of RPO, as evidenced by their significantly greater ROI. The underutilization of this strategic approach today means that there is an immediate opportunity for organizations to adopt RPO to achieve a holistic talent acquisition strategy, increase ROI, and improve competitiveness in today’s marketplace. organizations typically begin using RPO by outsourcing tactical practices first and, with growing maturity of the process, will outsource strategic practices later. Survey results show that those organizations that do move toward a more strategic approach to RPO will reap rewards for their efforts. 2 Copyright  © 2009 Human Capital Institute. All rights reserved. Recr uitment Process Outsourcing: Today’s Challenges and Opportunities RPO in Today’s Economic Environment As of late November 2008, the economic climate is changing on a daily basis. To gauge how the ongoing economic crisis will affect RPO over the next two years, we conducted a short follow-up survey of 86 talent acquisition experts working for a wide range of organizations. We asked them the following three questions: 1. Given the current economic downturn, what trend do you predict for the outsourcing of recruiting practices in your organization over the next two years? 2. Assuming that your overall recruiting budget will decrease over the next one to two years, what will be the trend for your spending on Recruitment Process Outsourcing (RPO)? 3. Would your organization outsource strategic recruiting practices (e. . , talent strategy development, employer branding, recruitment planning) IF it resulted in an increased Return on Investment (ROI) for your talent acquisition process? The responses to the first question point to the uncertainty gripping businesses today - both because of the range of responses and by the fact that the largest group of respondents is the uncertain one. 17 percent believe that their outsourcing of recruiting practices will decrease. 30 percent will not outsource recruiting practices. 14 percent believe that their outsourcing will remain unchanged. 6 percent believe that their outsourcing will increase. 3 percent are unsure about future trends. However, many organizations are open to the possibility that RPO, particularly if focused on strategic business needs, can be a tool to compete during difficult economic times. The first indication of this comes out of the answers to the second question above - namely that 44 percent of respondents are open to the possibility that, even if their overall recruitment budget declines, their organization’s investment in RPO may increase. Specifically, while only four percent believe that their RPO budget will increase, 40 percent are unsure about the future of their organization. Again, while highlighting the current uncertainty about what can and will be done in the future, this result points out that many organizations remain open to the possibility of increasing their RPO budget in the future. 3 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Finally, as the figure below shows, the answers to the third question indicate that strategic RPO may be the answer for many organizations looking to optimize their investment in talent acquisition. In fact, 78 percent of our respondents are either using a strategically focused RPO effort now, would definitely use it in the future, or, at least, have not ruled it out. The fact that 52 percent of respondents are unsure if their organizations would move to a strategic RPO, even if it might increase their ROI, again points to the uncertainty of today’s economic environment. However, it also highlights a silver lining - that a vast majority of businesses will remain open to the idea of increasing investment in RPO in general, and strategic RPO in particular, if it helps them compete in the complex environmental climate of the future. Would you outsource strategic recruiting practices if it increased your talent acquisition ROI? Unsure Yes Already use strategic RPO No 0 10 20 30 40 50 60 4 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities I. Talent Acquisition and RPO - The Current State Facing increasing competition for talent and the current economic downturn, many organizations are focusing limited resources on core business needs. As a result, they are outsourcing many key recruiting processes (see Figure 1), fueling the growing trend for services and solutions in the market known as Recruitment Process Outsourcing (RPO). During August and September 2008, we surveyed and interviewed a wide range of HR professionals, from many types of organizations, to determine: The current state and successes of RPO Figure 1. Does your organization outsource some of its recruiting process? The challenges and opportunities facing RPO The best practices and solutions for implementing a winning RPO program 5% Yes No Unsure/Dont Know 50% 75% n 220 147 8 percent 59% 39% 2% n=375 Defining RPO What talent acquisition activities are organizations referring to when they say they use RPO? Our study found a general consensus that RPO is the selective outsourcing of some recruiting activities. Results reveal that 73 percent of responding organizations believe that RPO is the outsourcing of some or most recruiting processes, while only 1 6 percent define RPO as the outsourcing of all recruiting activities for, at least, some levels of employees1 (see Figure 2). Clearly, there is no consensus on the scope of RPO, but the widespread application of RPO on a limited basis suggests a current emphasis on tactical considerations, even though many of our write-in responses suggest a need for a more holistic strategic approach. 5 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Figure 2. What best describes your understanding of RPO? 5% Outsourcing ALL aspects of the recruiting process for ALL levels of employees Outsourcing ALL aspects of the recruiting process for MOST levels of employees Outsourcing ALL aspects of the recruiting process for SOME levels of employees Outsourcing MOST aspects of the recruiting process for ALL levels of employees Outsourcing MOST aspects of the recruiting process for MOST levels of employees Outsourcing MOST aspects of the recruiting process for SOME levels of employees Outsourcing SOME aspects of the recruiting process for ALL levels of employees Outsourcing SOME aspects of the recruiting process for MOST levels of employees Outsourcing SOME aspects of the recruiting process for SOME levels of employees Other n=371 50% 75% n 29 15 15 24 44 28 20 24 134 38 percent 8% 4% 4% 6% 12% 8% =73% % 6% 36% 10% What are some other definitions of RPO? (From the 10 percent that chose â€Å"Other†) â€Å"Outsourcing ANY aspect of the recruiting process for ANY level of employees† â€Å"RPO can be an end-to-end solution for all positions, or a service to take over part of the recruitment process, or be confined to just a certain title-type, such as a highvolume title. RPO can be as flexible as it needs to be for what the client wants. † â€Å"Outsource according to current needs of firm - could be any one of the above at different times or economic conditions. Ability to recruit for needed hires varies, depending on the current workload for in-house recruiters. â€Å"RPO can mean any or all of the above options based on business need. Some organizations choose to keep recruiting higher-level positions within the organization, while outsourcing the candidate sourcing, screening and administrative support up to and some including onboarding (full life cycle). † 6 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Why Use RPO? Now that we know how users define RPO, the next question is: Why do they use RPO? It is unlikely that the decision to turn over parts of such a key talent management process (recruiting) to a third-party service provider is taken lightly. To understand the reasons for this decision, we asked respondents to tell us which of the following were their organizations’ reason(s) for turning to RPO: 1. The existence of pressing staffing needs that they cannot meet themselves 2. The desire to concentrate on their core competencies 3. A lack of internal HR resources 4. The high cost of attracting and recruiting new talent themselves 5. Lack of satisfaction in the new hires they recruited themselves While many organizations chose more than one reason for using RPO, Figure 3 shows that three stand out: 1) Pressing staffing needs that they cannot meet, 2) Desire to concentrate on core business functions, and 3) Lack of sufficient internal HR resources to do the job. The fact that â€Å"the existence of pressing staffing needs† is the most important reason for choosing RPO shows that short-term business necessities can be a powerful motivator for action. This is particularly true if those same organizations also lack the internal HR resources needed to deal with staffing needs themselves - another major reason to outsource. The other main reason to use RPO, â€Å"the desire to concentrate on core competencies,† is one example of a driver that is influenced by the organization’s long-term business strategy rather than immediate responses to staffing needs. It is certainly likely that many of the organizations that initially choose to use RPO to meet short-term goals will, eventually, embrace it for its ability to solve long-term strategic problems. However, our results show that many organizations are already making business strategy a main reason for using RPO. Later in this report, we will show how those organizations may also be generating greater benefits as a result of this decision. 7 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Figure 3: Reasons why organizations turn to RPO Percent that agree/strongly agree 60% 50% 40% 30% 20% 10% 0% Pressing staffing Desire to Lack internal needs could not concentrate HR resources on core be met competencies Cost of recruiting is too high Not satisfied with our recruits 55% 50% 43% 25% 16% What Recruiting Practices Drive RPO Today? Before determining the specific recruiting practices included in most RPO programs today, we sought to discover which practices organizations viewed as most critical. Figure 4 clearly shows that most organizations agree or strongly agree that all of the major practices presented are important. Even the lowest-ranked practice - permanent hiring services - was viewed by most respondents as a critical part of their talent acquisition program. However, our results do indicate that two specific practices, active recruiting and talent strategy development/consulting, are particularly critical to most organizations’ talent acquisition processes - see Figures 6 and 7. These two practices represent the tactical and strategic aspects of recruiting practices, respectively, and they represent the prime components of an effective RPO program. 8 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Figure 4: The following activities are critical to achieving your organization’s talent acquisition goals. Strongly Disagree - - Strongly Agree 1 2 3 4 5 Active recruiting Talent strategy development/consulting Employer branding Measuring success of recruitment process (metrics) Onboarding Skills assessment Applicant tracking management Skills training Talent research (trends, demographics, etc. ) Passive recruiting Employee offboarding Temporary and contingent staffing services Permanent hiring services Some Other Critical Activities Related to Organizational Talent Acquisition Goals As noted by our Survey Respondents â€Å"Alignment with corporate objectives and business strategy† â€Å"Adopting and maintaining a model of continuous sourcing is not only best practice but critical in achieving effective proactive talent acquisition. † â€Å"Employee referrals- good source of applicants† â€Å"Ensuring our Applicant Tracking System is best in class and competitive† â€Å"Market tracking and employment forecasting† 9 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Figure 5: Recruitment practices most likely to be outsourced (ranking of importance in talent acquisition in parenthesis - from Figure 4) 25% Temporary and contingent staffing services (12) Active and passive recruiting (1) Applicant tracking management (7) Permanent hiring services (13) Skills training and assessment (6, 8) Talent research (trends, demographics, etc. ) (9) Employer branding (3) Measuring success of recruitment process (metrics) (4) Talent strategy development/consulting (2) Employee offboarding (11) Onboarding (5) n=273 50% 75% n 166 135 84 67 51 51 50 29 26 24 19 percent 61% 49% 31% 25% 19% 19% 18% 11% 10% 9% 7% In Figure 5, the talent acquisition practice that ranks second in its likelihood of being outsourced, active and passive recruiting, was deemed most critical to the success of a talent acquisition program (see Figures 4 and 6). The practice that ranks third in its likelihood to be outsourced, applicant tracking management, is also one of the three practices (along with active and passive recruiting) that makes up the Tactical Recruiting group of practices identified by our analysis (see next page: Linking Strategic Priorities and Recruiting Practices). Finally, the practice that is most likely to be outsourced, temporary and contingent staffing services, is also another type of tactical recruiting practice. These results highlight the important fact that RPO today is focused mostly on outsourcing a range of tactical practices, some of which are considered critical components of talent acquisition. 10 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Figure 6: Tactical Practice - Active Recruiting 90 percent of respondents agree/strongly agree that this practice is critical to their organization’s talent acquisition process. 25% Strongly Agree Agree Neutral Disagree Strongly Disagree Unable to Rate n=371 50% 75% n 195 139 25 5 5 5 percent 53% 37% 25% 1% 1% 1% Figure 7: Strategic Practice - Talent Strategy Development/Consulting 89 percent of respondents cite this practice as critical to their organization’s talent acquisition process. 25% Strongly Agree Agree Neutral Disagree Strongly Disagree Unable to Rate n=371 50% 75% n 189 141 26 4 7 4 percent 51% 38% 7% 1% 2% 1% 11 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Linking Strategic Priorities and Recruiting Practices Not surprisingly, our analysis showed a high degree of correlation in the value placed on similar types of recruiting practices. For example, organizations that believe talent strategy development/consulting is very critical also tend to choose employer branding as a very critical recruiting practice. To determine if the 13 recruiting practices could be reduced to a smaller number of key â€Å"practice types,† we used a statistical method called factor analysis to assess the pattern of responses from multiple respondents (organizations) to combine various responses into natural groups or components2. The analysis showed that the 13 recruiting practices belong to the following groups: Strategy Analysis: Talent strategy development/consulting, employer branding, talent research, and measuring success of recruitment process (metrics) Tactical Recruiting: Active recruiting, passive recruiting, and applicant tracking management Skill training and skill assessment Permanent hiring services and temporary and contingent staffing services Onboarding is part of both the Strategy Analysis and Skill-based groups, while offboarding is unrelated to the other practices. Most organizations treat it independently from the more recruitment-focused practices. Skill-based: Staffing Services: Miscellaneous: See Appendix 2 for a complete description of the factor analysis method and results. 2 As our definitions in Figure 2 describe, most organizations view RPO not only as a selective process when it comes to which recruiting practices to outsource, but also when it comes to which level of employees to include in an RPO program. Similarly, as with critical recruiting practices, an initial goal of our research was to determine if the recruitment of certain levels of 12 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Figure 8: Which levels of employees will be most critical to your organization’s talent acquisition effort over the next year? mployees is considered more critical in order to understand how well RPO is meeting the needs of organizations today. As Figure 8 shows, 59 percent of respondents say that recruitment of upper and middle managers is a very important part of their talen t acquisition process - closely followed by executive recruitment (56 percent). Clearly, if an RPO program is to be fully integrated into the talent acquisition process, it needs to be used in the recruitment of these critical employee levels. Very Important Unimportant Important Irrelevant Neutral Irrelevant - Very Important 2 Upper and middle management 3 4 6 7 29 101 207 (59%) Executive 11 16 48 71 192 (56%) 133 (39%) 99 (28%) 93 (27%) 31 (9%) Exempt 22 19 1 122 Entry-level managers 22 21 73 134 Hourly 30 36 72 116 Contract labor 36 58 101 107 Contingent labor 69 56 97 76 35 (11%) 59 percent of respondents = 207 out of 381 total respondents calling â€Å"Upper and middle management† very important to talent acquisition efforts. 56 percent = 192 out of 381 total respondents calling the â€Å"Execuitve† level very important to talent acquisition efforts. 13 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Todayâ€℠¢s Challenges and Opportunities II. RPO - Challenges and Opportunities Results from the survey point to key challenges in the use of RPO in the future. The first challenge is the need to address strategic, rather than tactical, priorities with RPO. Three recruiting practices that comprise the core of a strategic approach to talent acquisition - talent strategy development/consulting, employer branding, and measuring success of recruitment process (metrics) - currently are the least likely practices to be outsourced. For most organizations, the strategic side of talent acquisition remains in-house. This may simply be an artifact of the still-early stages of RPO implementation: organizations typically begin using RPO by outsourcing tactical practices first and, with growing maturity of the process, will outsource strategic practices later. Our survey results show that those organizations that do move toward a more strategic approach to RPO will reap rewards for their efforts. A second major challenge facing RPO is the apparent uncertainty about how to use and benefit from it in the future. This uncertainty is evident in the responses we received when we asked people to tell us if their organizations would be using RPO in the next five years. As Figure 9 shows, 30 percent of respondents told us that their organizations will not be using RPO in the future, and another 20 percent are unsure. This last number, in particular, points to some uncertainty - as well as potential opportunity - for the future of RPO. Figure 9. Does your organization plan to outsource some of your recruiting process within the next 5 years? 25% 50% 75% n 188 111 74 percent 50% 30% 20% n=373 Yes No Unsure/Dont know Why this uncertainty about the future use of RPO? The main reasons for this reluctance are highlighted in Figure 10. It is important to note that these particular results combine both current users and non-users of RPO who say they will not be using RPO in the future. Therefore, most of the 39 percent of organizations that are not using RPO now (see Figure 1) presumably chose 14 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities the â€Å"No need to† reason for why they won’t in the future. However, two other reasons - â€Å"too expensive† and â€Å"we have not found a company that can provide us with the services we need† - are likely to be key reasons why some potential users of RPO may remain wary. Figure 10. Why will your organization not consider outsourcing some or all of its recruiting processes in the next five years? Results only include the respondents who state that their organizations will not be using RPO in the next five years. At the same time, it is important to note that 50 percent of respondents say they will use RPO in the future - indicating that many companies are satisfied with their current RPO services. At the end of this report, we will identify the â€Å"best practices† that create satisfaction and value between organizations and their RPO service providers. When it comes to turning those â€Å"unsure† organizations into RPO users, the challenge, for RPO providers, will be to provide them with those best practices in a cost-effective manner. 25% 50% 75% n 95 26 9 14 percent 66% 18% 6% 10% No need to - we do a good job of recruiting Too expensive to outsource We dont know which parts of the recruiting process should be outsourced We have not found a company that can provide us with the services we need n=144 The third challenge for RPO is one of focus and priority. Organizations consider upper and middle managers, as well as executives, as the levels for which recruiting is most important - see Figure 8. While executive recruitment is the second most likely employee level to be outsourced, turning to a third-party provider for the recruitment of upper and middle managers occurs less frequently than does the outsourcing of contingent and contract workers - two levels of employees for which recruitment is considered a relatively low priority (see Figure 11). These results indicate that RPO today tends to be used most for the recruitment of employees on two opposite ends of the spectrum - temporary workers and executives. The final RPO challenge may also be the greatest opportunity - maximizing the Return on Investment (ROI). As with every other business decision, the success of RPO can be measured by its ROI. While organizations use various payment models to invest in their RPO programs, the â€Å"fee per hire† model 15 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Figure 11: How often do you outsource the recruiting of each level of employee? Most recruiting is outsourced Always Sometimes (but we do most) Infrequently Never Never - Usually 2 Contract labor 3 4 86 47 70 86 41 Executive 92 46 79 87 32 Contingent labor 104 51 49 71 43 Upper and middle management 102 58 112 61 14 Exempt 108 85 99 21 9 Entry-level managers 130 81 91 27 7 Hourly 142 82 63 39 9 dominates (see Figure 12). This is not surprising given the fact that RPO is largely viewed by our survey respondents as a solution to address pressing staffing needs (Figure 3). Organizations that are initially turning to RPO to deal with immediate recruiting problems will likely look for a short-term payment model, given the uncertainty of their future RPO needs. However, as those same organizations become aware of the long-term value of RPO (in other tactical and strategic recruiting areas), they will likely move towards longer-term contractual arrangements with RPO service providers, or a combination of payment models (see Figure 12). 16 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Figure 12. What payment model does your organization use when recruiting is outsourced? Note: the majority of respondents who chose â€Å"Other and/or combination of the above† indicated that they used a combination of fee per hire and short- or long-term contracts for specific levels of employees (e. g. , Contingent and/or Executives). 25% Fee per hire Monthly retainer/management fee Short-term service contract based on services provided, not number of hires recruited Long-term service contract Other and/or combination of the above n=323 50% 75% n 169 23 39 25 67 ercent 52% 7% 12% 8% 21% Regardless of how recruiting is financed, measuring the success of the process is critical to determining ROI - whether for in-house or outsourced recruiting programs. Sixty-four percent of respondents say that they know that their organizations measure some aspects of recruiting success (anoth er 10 percent are unsure). Figure 13 summarizes the results for RPO effectiveness, broken down by specific recruiting metrics. Overall, the results display a moderate level of satisfaction with RPO. The vast majority rank their process as â€Å"average† or â€Å"above average† for each metric, with only a few citing â€Å"poor† or â€Å"below average† satisfaction. However, it is also true that relatively few organizations believe that their RPO is doing an outstanding job as measured by any metric. This means that there are definite opportunities for improving RPO effectiveness. 17 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Figure 13. How effective is your organization’s current RPO for each of the following measures of recruitment success? Above average Below average Outstanding Average Never - Usually 1 Offer acceptance ratio Quality of hire Percent of jobs filled New hire retention rate Staffing efficiency ratio Candidate diversity Time to submission Time to fill Cost per hire 2 3 As a bottom-line question, we asked respondents to rate RPO impact: is there positive ROI, or is RPO a drain on the organization? As Figure 14 highlights, the current level of satisfaction with RPO programs leaves room for improvement. In fact, almost two-thirds of all organizations (61 percent) rank their current RPO program as being only break-even or worse. In contrast, only 39 percent of organizations currently using RPO think their program is providing a good or excellent ROI. Poor 5 8 4 4 4 7 5 5 6 7 6 18 16 19 29 17 33 30 65 70 73 73 69 81 86 93 90 85 101 82 89 44 62 55 60 58 37 32 39 23 19 26 17 24 19 18 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Figure 14. How would you rank the current Return on Investment for your organization’s RPO? Note - only results from organizations currently using RPO. 25% 50% 75% n 13 60 82 80 19 percent 5% 24% 32% 31% 8% Poor - the quality of hires and services does not justify the cost of the process Fair - We want the quality and/or cost of the services to improve to continue with RPO provider Neutral - it is a break-even process at the current time Good - RPO has measurably increased the quality of hires and cost effectiveness of recruiting Excellent - RPO is a critical factor in our organizations current and future success n=254 However, to end the story, we took a deeper look at specific organizations that are experiencing the greatest ROI from their Recruitment Process Outsourcing program. To do this, we differentiated between those organizations that are currently using an RPO approach that outsources talent strategy development/consulting practices (along with other practices that our analysis identified as strategic recruiting practices) and those that aren’t - and looked for how their ROIs differ. The results are striking - see Figure 15. Clearly, those organizations that apply RPO to addressing strategic needs in their talent acquisition process are the organizations that are capturing the full value of RPO. with Excellent ROI Figure 15. Organizations that apply RPO to addressing strategic needs are significantly more likely to achieve an â€Å"Excellent† ROI from outsourced recruiting practices. RPO with Strategic Focus 22% RPO with Tactical Focus 4% 0% 5% 10% 15% 20% 25% 19 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities III. Conclusion Our study confirms the findings of other recent reports on RPO. For most organizations, RPO means the outsourcing of selected recruiting activities for selected levels of employees - the definition used by 73 percent of our survey’s respondents. Given that definition, we found that RPO is an important component of most talent acquisition processes today, with 59 percent of organizations currently outsourcing some or all of their recruiting services. We identified several important reasons for using RPO. However, the two major ones are distinguishable by their focus on tactical goals - the need to meet pressing staffing needs - and on strategic goals - the desire to focus on core competencies. Clearly, most organizations using RPO today are using it for tactical reasons. However, equally evident is the fact that those organizations that have adopted a strategic RPO approach are the ones that are capturing the most value from the process. With 50 percent of our respondents saying that they will use RPO in the future and another 20 percent open to the idea, the future of RPO is positive. For those organizations that want to leverage the full potential of RPO to improve the talent acquisition process, and their overall business strategy, it is critical that they consider making RPO a larger part of their talent management strategy. Then, they may be able to join that group of respondents who manage to more fully benefit from RPO - see RPO Best Practices. What our respondents have to say about RPO Best Practices â€Å"Any organization moving to an RPO should expect to invest its own time in ensuring hiring managers are adequately trained on how to best work with a new system, process, recruiter, etc. in order to make the relationship work effectively. - Manager in a mid-size retail company â€Å"Knowledge and experience in our industry [are important] because we are so niched. Standard approaches just don’t work for us. Our providers must exhibit competence in many different industries †¦Ã¢â‚¬  - HR Director for a large healthcare company with offices in seven countries â€Å"I can buy supplemental recruitment services a la carte to supplement my internal team’s capabilities. RPOs give me an alternative to the traditional outsource contingency and temporary staffing firms. † - Vice President of HR of a mid-size Financial Services company â€Å"[A best-practice RPO provides] good utilization of HR and company resources, good-quality hiring processes, and good metrics on a timely basis. Consistency in processes is important. - Vice President of HR for a large automotive company â€Å"My providers have an understanding of my specific needs and qualifications †¦ [and the] more personality- and attitude-driven qualities that I would like to see in employees. Will the employee fit in with our corporate atmosphere? My providers can key in to attributes that they have learned from doing business with me for so long. † - HR Director for a small high-tech company â€Å"Great communication! † - Recruit er for a mid-size bank holding company 20 Copyright  © 2009 Human Capital Institute. All rights reserved. A report by Dr. Ross Jones, Senior Researcher/Analyst, Human Capital Institute Appendix 1: Methodology and Demographics Methodology We surveyed 381 people, of which more than 50 percent are Director/Vice President or higher, and over 75 percent work in some area of HR or talent management - see demographic breakdown below. The online survey consisted of 33 questions concerning issues related to RPO use, definition, practices outsourced, payment models used, and overall (and practice-specific) effectiveness. The survey took respondents, on average, about 15 to 20 minutes to complete. The 33 questions on talent branding were divided into six main parts: 1. Current or planned use of Recruitment Process Outsourcing (RPO) 2. User definition of RPO 3. Recruiting practices and employee levels included in RPO services 4. Drivers for organizations to use RPO 5. The Return on Investment for RPO 6. Best/worst practices in RPO For part 6 above, we also conducted nine in-depth telephone interviews with selected survey respondents to gain more information on the success and failure of specific RPO practices. A two-step analysis of all quantitative data was carried out: 1) Standard descriptive statistical methods were used to determine the frequencies and/or means (and standard errors) of the current state and future trends in RPO, as well as variation among organizations in RPO practices, payment models and program effectiveness. 2) Various inferential statistical methods (i. e. ANOVA and z-tests) were used to determine whether there are statistically significant differences in the responses for the various groups of respondents, as identified by the demographic shown on the next pages3. The only significant findings in this part of the analysis were the not surprising results that larger organizations wer e more likely to use RPO, as well as the fact that larger organizations place more emphasis on certain recruitment practices- e. g. , employer branding. 3 21 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Demographic Information Industry % 17% 8% 6% Automotive 3% 2% 3% Banking Chemicals Petroleum Consumer Packaged Goods Education Electronics/Technology 5% 3% Financial Markets Government Healthcare Industrial Products 10% Insurance Media Entertainment 4% 1% 3% 1% Pharmaceuticals Professional Services Retail Telecommunications Transportation Logistics Trade Tourism Utilities Other 2% 1% 5% 3% 2% 20% 15% 17% Position 37% Board/C-Level/Principal Director/Vice President 30% Supervisor/Manager Practioner/Other 22 Copyright  © 2009 Human Capital Institute. All rights reserved. A report by Dr. Ross Jones, Senior Researcher/Analyst, Human Capital Institute Functional Area 23% 21% Recruitment General HR or Talent Management Training Development Leadership Succession Workforce Planning Other Human Resources Non-HR 8% 3% 3% 5% 37% 1% 3% 1% 1% 1% 2% 4% 4% 2% Country United States Canada India Australia United Kingdom 7% Brazil Malaysia Other- Europe Other- Asia 72% Other- Central/South America Other 9% 15% 47% Organization Size 1,000 employees 1,001 – 10,000 employees 10,001 – 50,000 employees 29% 50,000 employees 23 Copyright  © 2009 Human Capital Institute. All rights reserved. Recruitment Process Outsourcing: Today’s Challenges and Opportunities Appendix 2: Factor Analysis of Critical Talent Acquisition Practices As discussed in the main text, we performed a factor analysis of the 13 talent acquisition practices in order to determine: 1. If the practices could be grouped into logical functional groups 2. Which groups are most used by RPO today, as well as which groups are underutilized and provide the most opportunity for the future of RPO These factor components are a very powerful method to shrink the number of variables to a more manageable level and provide insights unavailable with the analysis of individual variables (e. g. , specific talent acquisition practices). More importantly, these groupings often allow us to see patterns in the results that are obscured by the sheer number of original variables. In other words, they allow us to identify new, previously unnamed variables that underlie and drive the variables in our survey. We were able to group all 13 of the original questions into one of five factors (groups) that explained 70. 8 percent of the variation in responses - a very high level of explanation. The results are summarized in Table 2, Appendix Two, which shows how much the original questions contribute to each of the groups. The results of the factor analysis are striking: 1) Factor 1 is made up of all the talent acquisition practices associated with talent strategy, metrics and analysis (numbers in red) that are major parts of a strategic RPO. In addition, onboarding is partially included in this group, indicating that onboarding programs play a role in talent strategy, although not as great as the four practices in red. The clear implication is that there is an underlying variable focusing on talent strategy and analysis, of which the four specific practices are parts. 2) Factor 2 is made up primarily of the two skill-based practices- skills training and skills assessment (numbers in green), with a significant contribution from onboarding. This should not come as a surprise ince while onboarding includes other important purposes, skill training for new recruits is certainly a major one. 3) Factor 3 covers the general recruitment practices. They include the major parts of any tactically driven RPO progr am and consist of the active and passive recruiting practices, as well as the associated applicant tracking management practice (numbers in blue). 4) Factor 4 includes the two specific hiring services- permanent hiring and temporary/contingent staffing (numbers in pink). This provides evidence that organizations tend to deal with their permanent and temporary hiring needs in a coordinated fashion- a positive approach to take! ) Factor 5 consists entirely of the employee offboarding practice (in orange) and indicates that most organizations do not integrate this practice with their more recruiting-specific practices. 24 Copyright  © 2009 Human Capital Institute. All rights reserved. A report by Dr. Ross Jones, Senior Researcher/Analyst, Human Capital Institute Appendix 2: Table 1. Factor Analysis of 13 talent acquisition practices to determine recruitment practice groups. The larger the absolute value of the number in each box (the closer it is to 1 or -1), the more important it is to the creation of each group. Factor 1 Talent strategy development/consulting Employer branding Talent research (trends, demographics, etc. Measuring success of recruitment process (metrics) Skills training Skills assessment Onboarding Active recruiting Passive recruiting Applicant tracking management Permanent hiring services Temporary and contingent staffing services Employee offboarding Extraction Method: Principal Component Analysis Rotation Method: Varimax with Kaiser Normalization a. Rotation converged in six iterations . 753 . 736 . 770 . 641 . 220 . 254 . 446 . 208 . 165 . 228 . 225 -. 073 . 071 2 . 241 . 172 . 139 . 244 . 858 . 868 . 513 . 190 -. 072 . 240 . 002 . 051 . 147 3 . 138 . 185 . 167 . 350 . 107 . 088 . 195 . 743 . 811 . 661 . 011 . 141 . 092 4 -. 015 . 003 . 197 . 052 . 003 . 062 . 021 . 133 -. 016 . 118 . 804 . 850 . 152 5 -. 095 . 189 -. 023 . 224 . 174 -. 017 .316 -. 051 . 048 . 224 . 154 . 016 . 916 25 Copyright  © 2009 Human Capital Institute. All rights reserved.

Multinational running and competitive situation study of Accor SA 188 Essay

Multinational running and competitive situation study of Accor SA 188 - Essay Example hotel operation and franchising where the company aims at offering Accor experience to consumers and enhance the overall impact of the hotel’s brands. On the other hand, Hotel Invest is focussed on hotel renovation and development. Hotel Invest not only comprises owned property of the company but also leased and franchised hotels for development (Accor, 2014a). From the perspective of this paper, Accor was considered appropriate due to its ubiquitous existence in global hotel industry. The paper is mainly related to management of business in multinational companies and study of their competitive situation. Presently, the hospitality industry, especially the hotel industry is experiencing strong growth and it was ascertained that a company with global presence will justify the purpose of this paper. Another reason behind selection of Accor SA is to access the role of the international hotel brand in social responsibility and corporate citizenship. The hotel chain is unique in its offerings and is present in all the prominent continents across the world. Accor has a vast brand portfolio that comprises luxurious upscale, midscale and economy service offerings. The brands in this regard are- luxury brands: Sofitel, Pullman and MGallery, midscale brands: Novotel, Suite Novotel and Mercure and economy brands: ibis and Formula 1 (Accor, 2014b). The brands together target almost all consumers ranging from international to domestic, middle income group to elite class, tourists to businessmen and so on and so forth. The diversified offerings of the company further make it one of the leaders in the hotel industry from consumers’ view point. The majority of the hotels of Accor are present in Europe and Asia pacific, comprising about 85% of total number of hotels and resorts. It was observed that the company is involved with 194 projects in 40 countries since 2008. Presently the company has more than 3600 hotels all over the world (approximately 92 countries) and it

American government Essay Example | Topics and Well Written Essays - 750 words

American government - Essay Example Age is another factor where the young tend not to vote considering perhaps that their voting would not make a difference showing a lack of understanding or trust in the system. Older voters, over the age of 45, tend to vote more as an age group. More recently, statistics have shown that citizens over the age of 60 have voted more than in the past (Cummings and Wise 328). Religion plays a role in voter participation as religious groups tend to reach out to their communities in organized action (Cummings and Wise 328). Finally, another socioeconomic factor is behavior of marginalized groups, who like religious groups, would gravitate towards community based campaigns. Also, a number of marginalized groups may feel disenfranchised and not participate in voting at all (Hay 20). Objectivity and bias in the press and the Court’s protection of its freedom: Objectivity in reporting means that the reporter strips away any personal bias and produces a report which is based on facts, is convincing, espouses human values, presents a fair context and has views from all parties concerned. In practice, however, it is easier said than done. When the founder of Christian Broadcasting Network, CBN, Pat Robertson, lost in his bid to win Republican nomination for presidential candidate in 1988, he came back to his network and accused the â€Å"liberal media establishment† of â€Å"masking their basic bias† while claiming objectivity (Vaughn 98). CBN is a network that appeals to the Christian right and conservative political agenda. The â€Å"establishment† he referred to were the three major networks considered liberal, ABC, CBS and NBC. So which side was biased ? It seems the answer lies in what the reader or viewer himself believes in but it is still important for a journalist associated with any organization to have made an attempt to be objective (Hachten XV). On another

Evaluation sheet of key research studies Essay Example for Free

Evaluation sheet of key research studies Essay I decided not to revise anything for the essay part of the exam paper. This was because I felt that I had done enough research for my specialist modules and would be able to recall it when needed. In the weeks leading up to the exam I spent about 30 minutes a day going over various chapters in my study skills folder, and if there was a particular item I had trouble with I would make a note of it and go over it again the next day. Finding time at home to revise was a bit of a problem and I found that the best time was in the evening when the children had gone to bed. This meant that I was sometimes quite tired when I tried to revise and wasted some sessions simply because I could not absorb any information. In future I may choose to do my revision somewhere other that at home, for example, the library. This means I will be away from the distractions of children and phone calls. I will also give my friends and family a copy of my revision time-table so that they know not to bother me. I felt that we were given enough information before the exam to know what to expect though I would have liked to have seen a copy of an old paper and perhaps given the opportunity to have a go at completing one. When we were allowed to look at our paper I read it through once before answering any questions. Once I had done this I first answered the questions I did not need to think about too much before going on to the others, and if there were any I did not know then I left them blank. I then went onto the essay question and decided which to do, though I found making a choice difficult as I did not know how I would get on once I had started. Once I got started on the essay I realised the mistake I had made by not revising my specialist modules. I wanted to be able to include examples, statistics or case studies in my essay by could not remember any. Once I had completed the essay I went back to the questions and any that I did not know the answer to I guessed. I then proof read the whole paper and corrected some errors which I had missed. If I could have done thing differently I would have planned my revision better to avoid distractions. I found that spending 30 minutes a day trying to revise while cooking dinner and running around after the children does not work. Before the exam I was not nervous but I think this was to do with the fact I did not have time to think about it too much. I also think that I did not take it as seriously as I should have and therefore did not revise enough. While waiting outside the exam hall I seemed to catch nervousness from other people but cannot see any way to avoid this. During the exam I was more nervous than I expected and was really aware of how quickly the time was passing. I wanted to work out how much time I could spend on each section, but this seemed to make me feel worse as I could not remember how many points would be awarded for each. After the exam I felt a bit disappointed as I feel my lack of revision meant I could not do my best. Dealing with stress during my revision sometimes helped. It made feel more awake sometimes, though this was often short lived and I usually ended up feeling worn out. Stress often meant I could not concentrate properly and I would try to do too much in one session. In future I will try to avoid the negative affects of stress by taking regular breaks, planning my revision better, finding a better location for my revision, not revising when I am tired and taking revision more seriously. I also think that revision is something that should be a continuous process not only used just before an exam. Reviewing work monthly or termly is something that I will try in the future.

Factors Affecting Hospitality Graduates Career Perception

Factors Affecting Hospitality Graduates Career Perception Abstract The purpose of this research is to investigate the key attributes, which affects the hospitality graduates to take up a career in hospitality industry. The research is mainly focused on the students in university studying hospitality and to conduct this research in more effective manner past research is also been studied for detailed understanding. The methodology used to conduct this research will be quantitative method, asking students on campus to fill out the questionnaire, which will answer questions about factors affecting and their perception about taking up career in hospitality industry. In addition to identifying the key reasons, this research will also address the specific issues related to employment in hospitality industries for instances long working hours, no benefits and poor work life balances. The outcome of this research will be more beneficial for the tutors to understand the importance of providing right exposure to students about hospitality culture. It will als o benefit managers and hospitality recruiters to understand their employees and address the current issues related to job satisfaction. Overall this research will contribute to increase customer satisfaction and assist with one of the major challenge which is high employee turnover rate. Introduction Hospitality is one of the fastest growing and popular industries around the world. Customer service is the backbone of hospitality and to customer satisfaction we need manpower. According to (Noone, Kimes, and Mattila, 2007) customer satisfaction is directly linked to customer retention. Unhappy and dissatisfied guest will never return and hence we may end up loosing the business. However it is important to understand the vital aspect in providing great customer service to the guest is staff. Without great staff it is impossible to run the hospitality industry. It is requires more manpower, compare to any other sectors, as customer service is the vital task and it cannot be replaced by machines, therefore lot of employees are required to run the operation (Hayes and Ninemeier, 2009). With its rapid growth, it is in high demand of skilled manpower and which is why many universities have started offering courses in hospitality and tourism. The positive part is many universities and col leges have different level of courses to support the growing industry, at the same time it is also creating a negative impact on the students who are currently enrolled in the courses. The previous research have founded that students usually do not join the industry after completing their courses (Pavesic and Brymer, 1990). There are many reasons behind lack of commitment from students such as long working hours, low salaries, fewer benefits and poor working atmospheres (Roney and Oztin, 2007). This negative impact further can be seen in the customer service offered at the different hospitality organization, which then leads to employee turnovers. Therefore it is very essential that students should enter the organization in right frame of mind. Students believe to have wrong impressions either from their tutors or sometimes due to their personal experience at work. Eventually they may end up leaving the industry forever and hence it is important for the tutors and also managers to i dentify these issues to avoid problems and future benefits for both employees and employers. Literature Review There were several research carried out in past to determine the student perceptions about taking hospitality as career. To conduct this research previous research on these issues was been reviewed to help understand the issue in better way. Working Atmosphere It has been noticed over the period that hospitality industry is changing generations by generations according to (Gursoy, Maier and Chi, 2008) hospitality industry has always seen a vast difference between previous and current generation. One of the issues with students in taking up career in hospitality is the working atmosphere as they prefer to work in the environment which is more challenging, change and goal driven, they also love to have feedbacks (Chen and Choi, 2008). Previously employees had no connection with their managers directly as managers would dictate the jobs to supervisors and then the same would be conveyed to the employees. This cycle of communication hence lead to lack of interaction with the managers and since the employees were not qualified enough, they would perform the task as taught by their line supervisors, without understanding the importance or putting in some efforts to enhance it with their own creativity. But as the time passed and hospitality indu stry started booming around the globe, it changed the entire concept of customer service skill. Earlier it was just basic accommodation and food service but today it is more about the guest experience, customer service and retaining them. This is when lot of institution came up with hospitality courses to learn the skills and gain knowledge about hospitality. After taking up the education in hospitality students who entered the industry with skills and qualification found problems to work with older generation (Gursoy et al., 2008). Hospitality industry is totally dependent on manpower and therefore it is very important to have positive attitude people, who can motivate others. Staff can only be positive if the working atmosphere is pleasant and healthy and really matters to people when choosing their career paths (Sibson, 2011). Therefore (Gursoy et al. 2008, p. 454) states that The hospitality industry will need to develop new standards of human resource management in order to successfully connect with a multi- generational workforce. It is possible that a top-down and bureaucratic management and leadership style may not be effective with younger generations of employees. Social Status According to many students hospitality industry is glamours industry and their misconception about the same leads them to disappointment. This happens when the reality strikes after completing education and entering into the industry for their first job experience. As per (Bashar et al, 2013) some student also felt that choosing career in the hospitality will have great impact on the social status and will have good job opportunities. However in reality after completing studies, they have to start from the base positions like waiter/waitress or housekeeper. This really disappoints them because according to them they do not need qualification or education of so many years for this kind of jobs (Tan, 2016). Past Experiences As mentioned above it is one of the important aspects for the students to have right mindset when they are entering into actual job. Most often tutor educating students have no physical experience in the industry and fail to provide realities of the industry (Brown, 2015). It has also been noticed in past researches that students who take up studies in hospitality is required to have some work experience in form of on job trainings or internships to experience the industry culture. Also some students during their studies take up part time jobs to gain field experience. However these experiences sometimes do not turn out to be positive due to lack of correct exposure and guidance from right people. This leaves students with a negative impression and makes them to change their perception about career in hospitality (Richardson, 2008). Long Working Hours and Low Wages Hospitality industry is totally dependent on the manpower as it involves customer service as a main task and it cannot be replaced by machines. Since it is labor intensive industry it usually requires working for long hours. This is another attribute which affects the students perception about hospitality as a career. Study which was conducted by (Richardson, 2010) is that students believes that working hours in hospitality industry are always more than 8 hours which affects the work life balance and also there was less scope to develop the career. Low wage is also one of the major issues as per students (Lu and Adler, 2008). As per (Wong and Kos, 2009) factors which can drive students in taking up hospitality as a career are flexi working hours, work life balance, rewards for working extra hours and should have freedom to reduce the working hours as per their convenience. Some studies carried out on students of generation Y by (Choi and Kwon, 2013) prove that students expect their w orkplace to be fun loving and relaxed compare to strict environments. Finally to conclude it seems that above reasons are the main reasons for students changing their mind about career in hospitality. This gap should be addressed by tutors if they make students aware about the reality of the hospitality and give them a clear understanding. Also it is essential that tutors providing education about hospitality must have some industry experience at least, to have a realistic approach during teaching. Other strategy would be inviting guest speakers to colleges for addressing doubts of student on working in hospitality related to long working hours, work life balances and working atmosphere. However this is not the complete solutions to the factors stated above to change the students perception about hospitality as a career. Hence further investigation is required to understand the issue and expert advice on the same will be beneficial. Methodology As the research is focused on students, the ideal location for this research will be college campus. Pilot study will be carried out in order to cut down the cost and time, to derive the outcome from limited participants. Participants for this research will be students mostly undergraduates students who are studying hospitality or post graduate students who have taken hospitality as a specialization. To conduct this research approach of quantitative methodology will be applied for collecting data. A set of questionnaires will be designed keeping in mind the research topic. It will consist questions about their perception about career in hospitality, barriers in hospitality industry which can influence them to leave the industry, what are the positive aspects which can make them stay and necessary improvements which can be implemented to the current job structure. In addition to this questionnaires will also include demographic information of the students, age, sex, and gender. Timeline Schedule Objective Week 1 Conducting research to select topics related to the contemporary issues in hospitality and finalizing the topic. Week 2 Researching on the scholarly journal articles related to the topic for drafting literature review. Week 3 Start writing introduction about the topic and literature review to support the research topic with the help of selected scholarly journal articles. Week 4-5 Developing questions related to research topic and analyzing possible approaches to gain maximum response. Week 6 Connecting with field experts for doubts and questions about the research topic for more knowledge and findings. Week 7 Refining and designing research questions and distributing them to students on campus. Week 8 Analyzing the data collected from questionnaire for results and findings. Week 9-10 Working on data collected to draft report with findings achieved from questionnaire. Week 11-12 Assembling all the data together, formatting and finalizing the report. References Bashar A.A.M., Hamam T.A. (2013). Motivation of students to study tourism hospitality programs. International Journal of Asian social science, 3(7), 1637-1647. Brown, E. A., Thomas, N. J., Bosselman, R. H. (2015). Are they leaving or staying: A qualitative analysis of turnover issues for Generation Y hospitality employees with a hospitality education. International Journal of Hospitality Management, 46, 130-137. Chen, P., Choi, Y. (2008). Generational differences in work values: A study of hospitality management. International Journal of Contemporary Hospitality Management, 20(6), 595-615. Choi, Y.G., Kwon, J. (2013). Effects of attitudes vs. experience of workplace fun on employee behaviors. International Journal of Contemporary Hospitality Management, 25, 410-427. Gursoy, D., Maier, T.A., Chi, C.G. (2008). Generational differences: An examination of work values and generational gaps in the hospitality workforce. International Journal of Hospitality Management, 27(3), 448- 458. Hayes, D. K., Ninemeier, J. D. (2009). Human resource management in the hospitality industry. Canada, United States of America: John Wiley Sons, Inc., Hoboken, NewJersey. Lu, T., Adler, H. (2008). Career goals and expectations of hospitality and tourism students in China. Journal of Teaching in Travel Tourism, 9, 63-80. doi: 10.1080/15313220903041972. Noone, B. M., Kimes, S. E., Mattila, A.S. (2007). The effect of meal pace on customer satisfaction. Cornell Hospitality Quarterly, 48, 231-245. Pavesic, D. V., Brymer, R. A. (1990). Job Satisfaction: Whats Happening to the Young Managers? The Cornell H.R.A. Quarterly, 31(1), 90-96. Richardson, S. (2008). Undergraduate tourism and hospitality students attitudes toward a career in the industry: A preliminary investigation. Journal of Teaching in Travel Tourism, 8(1), 23-46. doi: 10.1080/15313220802410112 Richardson, S. (2010). Tourism and hospitality students perceptions of a career in the industry: A comparison of domestic (Australian) students and international students studying in Australia. Journal of Hospitality and Tourism Management, 17(1), 1-11. Roney , S. A., Oztin, P. (2007). Career perceptions of undergraduate tourism students: a case study in Turkey. Journal of Hospitality, Leisure, Sport Tourism Education, 6(1), 4-17. Sibson, R. (2011). Career choice perceptions of undergraduate event, sport and recreation management students: An Australian case study. Journal of Hospitality, Leisure, Sports and Tourism Education (Pre-2012), 10(2), 50. Tan, Z. M. A., Baharun, N., Wazir, N. M., Ngelambong, A. A., Ali, N. M., Ghazali, N., Tarmazi, S. A. A. (2016). Graduates Perception on the Factors Affecting Commitment to Pursue Career in the Hospitality Industry. Procedia-Social and Behavioral Sciences, 224, 416-420. Wong, S. C., Ko, A. (2009). Exploratory study of understanding hotel employees perception on work-life balance issues. International Journal of Hospitality Management, 28, 195- 203. doi: 10.1016/j.ijhm.2008.07.001

Love Me If You Dare †Movie Analysis Essay

Love Me If You Dare is a French love-story film that released in 2001. It doesn’t have the typical arragement of plot that is commonly used in Hollywod cinema, so this film is categorized as Non-Classical Narative Structured film. The narrative structure itself is engaged with the content of a story and the form used to tell the story. In order to analyze the narrative structure of Love Me If You Dare, here we are going to discuss more about â€Å"what†, â€Å"where†, â€Å"who† and â€Å"how† the story is. 1. Where is the story set? The story takes setting in France. It is not only the language used in this film that can be apply as a reason to prove, but also many French words that explicitly appear on the scenes. Such as ‘capus’ that printed on the body of school-bus, and ‘M.Le Directeur’ that hangs on the door of principal’s room. 2. What event begins the story? The story begins by depicting a block of cement whose a can of merry-go-round is planted on the top of it, then the voice of narrator starts playing to explain about the story behind that game. 3. Who are the main characters? The main characters are Jullien Janvier, a guy whose Mom has a serious illness and really adored to play ‘game-or-dare’ with his merry-go-round can; and Sophie Kowalsky, a naughty girl that always enjoys to play ‘game-or-dare’ with Jullien through years. 4. What conflict do they face? The conflict begins when both of Jullien and Sophie grow older and they have been realized by people around them that time has changed; it is not a time to do such a childish game anymore. Jullien has to pass an exam, Sophie too. The last time they see each other, Sophie forces Jullien to admit that the feeling they have is not only game, but Jullien refuses his own feeling. However, Jullien’s life after that goes much easier than Sophie’s. He becomes a success youg executive (proven by his vehicle and suits), while Sophie becomes a waitress in a cafe, and also has to deal with many junk guys. They finally meet again for over four years promise not to see each other. Jullien comes with the gesture of proposing Sophie, but actually what he’s done is asking Sophie’s permission to marry another woman. That’s when the story begins more complicated. 5. What happens to the character as they face conflict? Jullien fails to marry with the woman he choose because Sophie comes and messes it up. Jullien is angry, then he tries to kill Sophie by asking her to stand in the middle of railway. Sophie can survive herself and she’s angry to Jullien in return. They agree not to see each other again in ten years. 6. Who wins the conflict? In a particular time when Jullien and Sophie decide to separate, each of them tries to have their own life. But when the ten years has come to an end, they prepare themselve to see each other. From this scene, the audience can infer that none of them are win or lose the conflict. Because it reaveals that they actually miss, and still need each other. 7. What reward do they achieve? After getting unite and admitting that actually they made for each other, they decide to live togeteher forever by sinking theirself into flan mud of cement, so that they will be statued forever. 8. How is the major conflict in the story set up? Stressing how important the game for Jullien and Sophie ïÆ'   showing that much things is need to be thought seriously by the goes of the time ïÆ'   Jullien’s dad refusal towards Sophie ïÆ'   major conflict begins. 9. How are the main character introduced? Jullien as the first speaker and narrator ïÆ'   introduces who are around him 10. How is the story moved along so that the characters must inevitably face the film’s central conflict? Condition forces them to separate ïÆ'   Jullien changes in the first meeting after four years ïÆ'   Sophie tries to make Jullien be her again ïÆ'   fails ïÆ'   Jullien hates her ïÆ'   Jullien tries to kill her ïÆ'   they hate each other. 11. How is the dramatic confrontation set up as the film draws to its close? Jullien and Shophie hate each other ïÆ'   emptyness while they are apart ïÆ'   problems with their ow wife/husband appear 12. How does the film resolve most of the major conflicts set up at the outset? They prepare a meeting after ten years ïÆ'   Sophie traps Jullien ïÆ'   thing beyond their control happens ïÆ'   Jullien traps Sophie back ïÆ'   they reveal and admit their feeling.