Employee evaluation report cause list
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Employee evaluation report cause list
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Please click here to see any active alerts. Figure Illustration of where Step 2. List Candidate Causes fits into the Stressor Identification process. After the case has been defined Step 1 , you begin to consider the candidate causes, or stressors, which may be responsible for observed biological effects Figure Listing candidate causes refines the scope of causal analysis, and provides a framework for assembling available data and determining data needs for the causal analysis.
The initial list of candidate causes should include all stressors that could be causing the biological impairment. These stressors may be chemical e. A candidate cause simply can be a proximate stressor, or the agent that organisms contact or with which they co-occur e. A candidate cause may include more details about how that proximate stressor produces a response e.
A candidate cause can also include details of the precursors of the proximate stressor. For example, increased nutrients can increase algal biomass, decreasing dissolved oxygen levels once the algae die and decompose. More detail is better if it helps identify ways of distinguishing among candidate causes.
After the initial list of candidate causes is completed, conceptual model diagrams can be developed for each candidate cause. These models are simple graphics showing the linkages between potential sources, stressors or candidate causes, and biological effects in the case. These model diagrams can help you think about potential mechanisms causing the observed effects, which can help refine the list of candidate causes.
Because these diagrams can show where different candidate causes may interact, they may be especially useful when multiple stressors contribute to the impairment. The models also provide a framework for keeping track of what data are available and relevant to each candidate cause.
Additionally, they serve as an effective way to communicate to stakeholders the working hypotheses and assumptions about how and why effects are occurring. Once the list of candidate causes has been completed and conceptual models have been drawn, you can begin analysis of the candidate causes. You being this step by starting with an initial list, and then refining it by making a map; drawing on available information on sources, stressors, and exposures; constructing a conceptual model diagram; and engaging stakeholders.
Then continue to assemble relevant references throughout the process. To begin the process of identifying and listing candidate causes, it helps to make a relatively long list of all stressors thought to occur in a waterbody.
Include stressors that stakeholders have good reason to believe may be important. Consult other ecologists for potential causes of the impairment.
Standard lists can provide a useful and consistent starting point, but you should keep in mind that no list is complete. Some causes are unusual and therefore not included on standard lists. In addition, the listed causes are likely to be generic e. The initial list is refined by moving through the process of drawing a map, gathering information, constructing a conceptual model diagram, and engaging stakeholders. Multiple stressors may act together to cause effects or may reflect different steps in the same causal pathway.
Consider whether you should include specific combinations on your list or can combine some to simplify analysis in later steps. Information about point and nonpoint sources near the waterbody can suggest potential candidate causes.
Point sources, such as drainage pipes, outfalls, and ditches, are easily identified as sources. Constituents of the effluent or the effluent as a whole can be listed as candidate causes. Other sources may be located some distance from the resource; for example, motor vehicles and smoke stacks generate candidate causes such as acid rain or nitrogen enrichment.
Particular land uses often generate a consistent suite of stressors. For example, siltation, nutrients and pesticides are commonly associated with agriculture. Locations of sources and stressors should be mapped. Maps or other geographical representations that show the location and severity of impairments are essential for orienting participants, examining spatial relationships, and eliciting information from stakeholders.
Maps can range from simple hand-drawn ones to computer-generated versions. Useful geographic information includes the location of the impairment and known point and nonpoint sources, cities, roads, dams, tributaries, and land uses. You may want to examine your readily available data using exploratory data analysis. Remember you are only exploring the data to see if it suggests any candidate causes.
You are not yet undertaking the full fledged analysis that you will do in Steps 3 and 4. Involving a broad range of stakeholders such as managers, local citizens, and scientists from other disciplines can be crucial for the success of a causal investigation. Involving the managers and other decision-makers ensures that the investigation will be relevant to decisions and actions. Involving scientists from multiple disciplines ensures that important causal pathways are considered.
Involving local citizens helps to ensure that the investigation is inclusive of local knowledge and concerns. Fruitfully engaging stakeholders in not a trivial task. The draft map and conceptual model diagram can provide a useful focus for stakeholders to engage in the discussion easier.
Questions asked of stakeholders may include the following:. After a list of candidate causes is developed, it should be winnowed to the list of candidate causes that will be evaluated further. Listing candidate causes requires balancing two issues. If you include every stressor, the causal analysis will be burdensome—but being too selective in this step may eliminate the true cause. We recommend that you document the rationale for omitting potential candidate causes from further consideration.
The list of omitted causes may best be thought of as a list of deferred or second tier candidate causes. That is, they may be revisited if a probable cause is not identified and an iteration of the process is needed. Generalizations about when to exclude or defer a cause from further consideration is difficult, but it is usually based on historical knowledge of the water body and its watershed, or knowledge of biology and mechanism.
Four general rationales are used, listed below in rough order of decreasing level of confidence for either excluding or deferring analysis of a potential cause.
In most cases, this evaluation is equivalent to analysis and evaluation of spatial and temporal co-occurrence. That is, although the cause could occur, data indicate that it has not occurred at the site. For example, if continuous data loggers indicate that DO concentrations at the impaired location are not lower than those at a reference location during the preceding year, low DO may not be listed as a candidate cause. The degree of quality needed to defend omission from the analysis will vary with the stressor and the level of confidence desired.
In general, long-term e. Since the data are available and must be analyzed in order to omit the potential cause, we suggest that you include these less likely candidate causes in the strength-of-evidence analysis Step 3. By including rather than omitting these candidate causes, they can be compared relative to other candidate causes, making the assessment more complete and transparent and decreasing the likelihood of overlooking a cause. Indisputable evidence that a cause would not occur at the site e.
This type of information is sufficient to omit a potential cause from the list of candidate causes. When available, evidence that demonstrates a candidate cause is impossible is discussed in the Sources, Stressors, and Responses Volume. A lack of the observations that usually accompany a biological effect due to a particular cause. We provide check lists of factors that suggest that a potential cause be listed see the Sources, Stressors, and Responses Volume. If these sources, site evidence, or biological effects are absent, then the cause is either unlikely or you are lacking information.
For example, if the watershed of an impaired stream is undisturbed forest, if sediment accumulation is not observed at the impaired site, and if known sediment-sensitive species are present, then sediment may be omitted from the list of candidate causes. Use it with great caution, because it could be that the relevant evidence is present but just has not yet been observed. For example, you may have observations from the autumn, but the exposures may occur in the winter.
No data are available or available data are untrustworthy for evaluating the potential cause. In these situations, you may decide to defer analysis until data become available or until analysis is not needed because a probable cause was identified, remediated, and the biological condition improved. By deferring a potential candidate cause rather than excluding it, you demonstrate scientific awareness and lack of bias.
These products are used to focus assembly and analysis of data when you proceed to Steps 3 and 4. Skip to main content. Contact Us. Step 2. List Candidate Causes. In-Depth Look. Results and Next Steps At the conclusion of Step 2, you should have the following products: A list of candidate causes, A map showing possible sources and other geographic features, and A conceptual model diagram of the candidate causes.
Example products from Step 2 These products are used to focus assembly and analysis of data when you proceed to Steps 3 and 4. Define the Case Step 2. List Candidate Causes Step 3. Evaluate Data from the Case Step 4. Evaluate Data from Elsewhere Step 5. Sources, Stressors and Responses Vol 3. Examples and Applications Vol 4. Data Analysis Vol 5. Causal Databases Glossary.
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Case report list
Case selectors review the entire list, practice profiles based on the list, and complications and use this information in selecting 12 cases for the examination. The American Board of Medical Specialties ABMS , which sets standards for 24 boards, requires a process for Diplomates to personally review their performance in practice. The ABOS fulfills this requirement with case lists. Case List collection begins on January 1st of the calendar year that you plan to submit your Recertification Application, which are due by December 1. You can complete the Case List as early as year four but must complete it by December 1 of year nine of your year Maintenance of Certification cycle.
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Besides the disruption of losing a good worker and the hard costs to recruit, hire and train a replacement, when a longtime employee leaves, institutional and customer knowledge walk out the door as well. The upshot is that even a modest investment in keeping your talent can pay off in tangible and intangible ways. Tracking employee turnover rates is a data-driven way to gauge how many people are leaving the company and under what circumstances. Turnover refers to total separations from the company and includes both voluntary and involuntary turnover. Voluntary turnover represents people who left the company on their own accord—for a new job, for personal reasons, to pursue educational opportunities or to retire, for example. Involuntary turnover accounts for people who were terminated for performance issues or behavior as well as those who are part of a seasonal layoff or overall reduction in force. High voluntary turnover impacts profitability and, often, customer satisfaction. You can use this worksheet to do a back-of-the-envelope calculation of your costs. There are both internal and external expenses.
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Terminating an employee on a whim can be a risky move for your business. You need a practical and fair process to help reduce your liability. And, because recruiting, hiring, onboarding and training a new employee can be very costly, the extra effort may prove fruitful — provided the employee transforms their behavior. Documentation is key. Even informal conversations written in a notebook can be helpful and count toward documentation.
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Job Analysis is a primary tool to collect job-related data. The process results in collecting and recording two data sets including job description and job specification. Any job vacancy can not be filled until and unless HR manager has these two sets of data.
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Try the cause lists first. They are the schedule of cases to be heard by a court in the near future. By using the cause list you can be the creator of an exclusive report, you start digging it out yourself instead of rechewing what is in the news anyway. The cause lists contain information such as the court station, the court number, the name of the judges or magistrate and the quorum where applicable , the time of mention or hearing, the names of the parties and the advocates and firms representing them. The cause list also contains various abbreviations that guide the reader on the type of case criminal, civil, advisory opinion or judicial review involved. These abbreviations are part of the case number which precedes each case in the cause list. Here is the direct link to the Cause Lists.
Cases only appear here a few weeks before the appeal is due to be heard by the Court. Lists of cases seeking permission to appeal to the Court appear on the monthly lists published on our Permission to appeal page , once such an application is determined. They denote a party in receipt of legal aid - the former in respect of cases from England and Wales and from Northern Ireland and the latter in respect of cases from Scotland. The Current cases table below can be sorted either in ascending or descending order by clicking on the following title headings:.