Sie sind auf Seite 1von 4

Ethics / Standard of Conduct Intro Samples ( Get the part of these one and that one lets give

e it a try.)

Item 1

We are committed to conducting our business with honesty and integrity, in accordance with high ethical
and legal standards, and with respect for each other and those with whom we do business. This Code of
Business Conduct (the Code) sets out the basic rules, standards and behaviors necessary to achieve
those objectives.

All of us are expected to display responsible and ethical behavior, to follow consistently both the meaning
and intent of this Code and to act with integrity in all of our business dealings. Managers and supervisors
are expected to take such action as is necessary and appropriate to ensure that our business processes
and practices are in full compliance with the Code.
The Code applies to all of us, including every director, officer and employee of each company within the
Liberty Global Group.1 In the Code, when we refer to the Liberty Global Group, we are referring to Liberty
Global plc and each company it directly or indirectly controls, and when we refer to our Company, we
mean each and every company, business unit or division within the Liberty Global Group.

Item 2

Liberty Global plc ("Liberty Global") is committed to conducting its business with honesty and integrity. To
further this commitment, Liberty Global has adopted a Code of Business Conduct. Our Code of Business
Conduct applies to Liberty Global and to all other companies in which Liberty Global directly or indirectly
owns and has the right to vote shares or other interests representing more than 50% of the voting power
of such companies (the "Controlled Companies") with respect to the election of directors or similar
officials, and to all directors, officers and employees of each, subject to certain exceptions as provided in
the Code of Business Conduct.

Liberty Global has also adopted the following Code of Ethics specifically for its Chief Executive Officer
and senior financial officers and the chief executive officer and senior financial officers of each Controlled
Company ("Senior Officers"). As with the Code of Business Conduct, unless otherwise determined by the
Board of Directors of Liberty Global (the "Board"), this Code of Ethics will not apply to the Senior Officers
of (i) any Controlled Company if the Controlled Company is an "issuer" as defined in Section 2(a)(7) of the
Sarbanes-Oxley Act of 2002 (generally, a company that files disclosure documents with the Securities and
Exchange Commission) or (ii) any other Controlled Company that is excluded from the application of this

Code of Ethics by the Board; provided, however, that such Controlled Company has its own code of
ethics for senior financial officers or one or more equivalent policies. Any reference to "the Company" in
this Code of Ethics includes Liberty Global and its Controlled Companies, unless otherwise indicated.

HR Information Management
Item 1
We have created this site as a way of bringing together all the the current guidance and information we
have to assist people in recruiting, developing and managing their staff. We aim to develop this site
further over the next few months including the introduction of a set of staff-related reports which will both
support the implementation of policies such as the sickness absence policy but also provide Heads of
Academic Schools with information from the HR system to help with the management of fixed-term
contracts, probation etc.
Item 2
Social and organizational changes in the economic environment are numerous and extensive. According
to that, it is important for human resource management (HRM) to be comprehensive, high in quality, fast,
flexible and in line with upcoming trends, because it is one of the parameters of successful business. Use
of information and communication technology becomes an imperative for HRM, as well as the other
activities in the company. Enterprise Resource Planning (ERP) is very widely applied in HR departments.
For instance, company can track employments life cycle or engagement of the new labor. These changes
can be viewed as transactional data, because employment of workers begin and end within the
organizational structure of one company. As a result of that, HRM with its data is ideal for traditional ERP
infrastructure, thus it has found the appropriate support in ERP systems. However, modern Knowledge
economy and labor statistics impose the need for consistent initiatives in real time, so HRM department
must implement these initiatives before the actual employment of workers. For these reasons, HRIS
systems separate from standard ERP solutions and become stand-alone platforms with wider range of
options, such as adjustable employment statistics for each enterprise.
Compensation and Benefits
Item 1
The Benefits Office in the Human Resources Department of Tufts University serves all Tufts
Employees and Faculty Members paid by Tufts University. A summary of benefits is sent with the
Initial Contract letter to each Faculty Member paid by Tufts University. All benefits policies of the
University may be amended, changed, or discontinued at any time.
Upon beginning employment at Tufts University, all new faculty and staff members are asked
To participate in an orientation at the Human Resource Office covering all benefits plans and important
university policies. Insured benefits offered by the University include a choice of health and dental
Care plans, life insurance, long-term disability, and retirement plan. New faculty members will also receive
a copy of Tufts affirmative action policy, an employee identification card, and information regarding
discounts on commuter T-Passes and the T-NEMC parking facilities. The Human Resources Department
mails informational material to faculty as soon as it receives official notification of a faculty member's
appointment. One-on-one orientation meetings are scheduled at the time of employment to explain in
detail the benefits offered by the University.
Item 2

Given the increasing competition of the global economy and the intense push for talent, the commercial
real estate industry has developed increasingly complex compensation packages to attract and retain top
performers. With the broad range of organizations that make up this industry large and small, private
and public, institutional and entrepreneurial and the variety of functional area positions included in
commercial real estate, the compensation programs vary widely. Furthermore, just as it takes a diverse
mix of talents to acquire, design, finance, construct, lease and manage a property the configuration of
pay plans designed to determine base pay, incentive compensation and other benefits to reward these
skills are endlessly varied in our field. There is limited published information to assist individuals in
navigating the mysteries of compensation plans and openly discussing the subject remains one of the
last taboos of social discourse. It is one of those subjects about which we just dont share information.
Whether participating in an annual salary negotiation with a current employer, or structuring a new
compensation plan with a prospective employer, it is no wonder many women in the industry just dont
ask for enough when negotiating, due to the lack of information available about how to structure the most
advantageous compensation package.

Recruitment
Item 1
In todays business world, organizations face highly competitive markets and rapidly changing
technologies. Change has become a dominant feature of organizational life. In order to succeed,
adaptability and flexibility have become essential characteristics. In meeting these challenges,
organizations have realized that people are valuable assets which need to be maintained and developed.
In fact it is with the help of people that organizations either maintain or advance their competitive edge.
There is wide agreement that recruiting the right people and improving the skills they require through high
quality employee training and development are central to securing future competitiveness. In this respect,
over recent years there has been recognition of the strategic importance of having the right people within
organizations. Having entered the second half of the 1990s, talk of planning for the people we require in
the year 2000 and beyond is no longer crystal ball gazing. It is hard reality. Many individuals who are
today taking up training and education will not have completed it before the year 2000.
For these individuals, the workplace of the future will be quite different from that of the past. For example,
there will be a continuing need to develop and update skills, be more flexible, work in teams empowered
to make decisions and use information technology daily as part of working life. Many of these changes will
have been influenced by external factors, such as increasing competition. All of these changes represent
important challenges for the employees of the future.
This case study focuses upon the commitment of Great Mills, a leading DIY retailer, to the recruitment
and development of its employees. Great Mills is not simply concerned with taking on individuals to fill
specific job vacancies. The Company takes a longer-term view of recruitment and development, which
hopefully will, over a period of time, recruit the individuals who fit in with the wider personnel strategy of
the organization.

Item 2
The recruitment of subjects for clinical trials and research studies can be a laborious and cumbersome
process. At Vanderbilt University, e-mail messages are frequently sent throughout the medical center to
solicit subjects who may be eligible and/or interested in participation. This process could be more efficient
if it were computerized for systematic identification of patients who are eligible and have an electronic
medical record within Vanderbilts StarPanel. The purpose of this project was to determine the feasibility
of computerizing the content of the e-mails for the recruitment of medical subjects.
Replacement
Item 1
Many business owners prepare a business plan before starting their business. However, small business
owners often do not include human resource planning as part of their over-all business plan. They may
start out with only a few employees or none at all. Over time, it is important to properly forecast
employment needs. Just as failing to address potential threats in the marketplace can jeopardize the
viability of your business, failing to anticipate personnel needs can impact on overall business success.
The success of a business is directly linked to the performance of those who work for that business.
Underachievement can be a result of workplace failures. Because hiring the wrong people or failing to
anticipate fluctuations in hiring needs can be costly, it is important that you put effort into human resource
planning. Planning for HR needs will help to ensure your employees have the skills and competencies
your business needs to succeed. An HR plan works hand in hand with your business plan to determine
the resources you need to achieve the businesss goals. It will better prepare you for staff turnover,
recruitment, and strategic hiring and alleviate stress when you have emergency/last-minute hiring
needs. This module provides a detailed outline of how small business owners can develop a human
resource plan. There is also a discussion of issues to consider when developing a succession plan,
The plan that is needed to consider how to carry on the business, or sell the business, when the current
Management / Ownership leaves. Tips for creating a personnel policy manual are also included.
Item 2