Saturday, May 23, 2015

France Is Making It Illegal For Grocery Stores To Waste Food | True Activist

France Is Making It Illegal For Grocery Stores To Waste Food | True Activist

China’s ‘left behind’ children will once again join their parents in the...

Giving homeless transgender youth a safe haven from the streets

「幫助需要幫助的人」法國立法禁止超市丟棄食物

http://www.msn.com/zh-tw/news/world/%E3%80%8C%E5%B9%AB%E5%8A%A9%E9%9C%80%E8%A6%81%E5%B9%AB%E5%8A%A9%E7%9A%84%E4%BA%BA%E3%80%8D%E6%B3%95%E5%9C%8B%E7%AB%8B%E6%B3%95%E7%A6%81%E6%AD%A2%E8%B6%85%E5%B8%82%E4%B8%9F%E6%A3%84%E9%A3%9F%E7%89%A9/ar-BBk9uuy

為了遏止食物浪費,法國政府21日立法通過,禁止大型超市隨意丟棄及損毀未售出,且還可食用的食品。根據新法,任何沒有售出但還能吃的食品,必須加以分類,分成捐給慈善機構、當動物飼料,或做堆肥等類別。

不分左右:幫助需要幫助的人

法國議會左右兩黨罕見地達成共識,無異議的通過此法案。中間偏右派眾議員耶果(Yves Jégo)表示:「這件事情有絕對的急迫性,慈善團體急需獲得食物。這個法案能夠真正地幫助需要幫助的人。」前糧食部長,提案的眾議員嘉侯(Guillaume Garot)也表示:「把還能吃的食物和其他廢棄物一起丟進垃圾桶,實在是很可恥的事。」

移除最佳賞味標籤 食物教育宣導

根據規定,面積大於400平方公尺的超市,必須和慈善機構簽訂食物捐贈合約,否則恐面臨高達7萬5000歐元(新台幣300萬元)的罰金,或者2年有期徒刑的重罰。法案內容也包括對於學校和企業的教育宣導,且預估將於明年2月,移除生鮮食品上的「最佳賞味期」標籤。除此之外,超市需先將食品過濾,還可食用的才能捐給慈善團體,後者無須自行篩檢食品好壞。不過,慈善團體也需添購冰箱、卡車等設備,以便接收及保存這些食品。

超市花招多 防止取得丟棄食物

近年來,法國媒體時常報導有關低收入家庭、學生、失業民眾和遊民等,透過撿超市外垃圾桶的食物而過活的故事。那些食物通常只因超過「最近賞味期」,就被淘汰。不過,有些超市會故意將還可食用的食物和廢棄物混在一起,防止民眾因食用淘汰食品而導致食物中毒。還有一些超市會將淘汰食品鎖在倉庫內,防止遊民取得。
不過,撿垃圾桶的食物也不是毫無風險。2011年,一位59歲、育有6位子女的馬賽超市員工,因為被同事發現從垃圾桶裡撿起六顆甜瓜、兩顆萵苣,被以竊盜罪移送法辦,還差點丟掉工作。

引起大眾誤解 重視問題根本

法國有許多壓力團體和環保團體,都致力於提升大眾對於食物浪費、貧窮、資源分配不均的意識。發跡於里昂的行動組織Gars’pilleurs,就曾戴上手套,連夜將被超市丟棄的食物撿出來,擺在街道上,引起民眾的注意。
不過該組織和其他四個壓力團體,在今年初聯合發表了一份聲明,表示若只是單純要求超市將未售出的食物捐給慈善團體,「將對食物浪費導致嚴重且錯誤的見解。」他們認為,這麼做將使大眾產生「超市已經盡了義務」的幻覺,而忽略了問題的根本,也就是過度生產及資源分配不均的問題。

法每年扔560萬噸食物 消費者佔多數

法國政府希望在2025年前將食物浪費減半。根據官方統計,法國每人一年扔掉20到30公斤食物,其中尚未拆封的食品約占7公斤,總計大約560萬噸。相當於全國每年白白扔掉120億到200億歐元(台幣4800億至8000億元)。而在這560萬噸中,消費者佔67%、餐廳15%、超市則為11%。
代表大型超市發聲的法國商業零售業聯合會(Fédération du Commerce et de la Distribution)會長克麗索(Jacques Creyssel)則表達批評。她說:「這項法案的目的和內容都是錯的,大型超市只佔總浪費的5%,卻要接受這些新規範。且有4500間商店早已自行和社福團體簽訂合約,同意捐贈食品。」

「飛根主義」(Freegan)

美國媒體探討飛根現象。
近年來,除了原有的素食者(Vegetarian)和全素者(Vegan),又出現了新的名詞,也就是飛根主義(Freeganism、又譯「免費素食主義」),同時也被稱為垃圾桶尋寶(dumps diving)。這些人不一定是因為貧窮、買不起食物而翻圾垃桶,部份人是為了響應環保意識,也有人是想藉以彰顯資本主義社會的浪費,屬於一種反消費主義的生活方式。

Friday, May 22, 2015

Thursday, May 21, 2015

Call for Papers for Work, Aging and Retirement: “Generations, Age, and the Space Between”

“Generations, Age, and the Space Between” SPECIAL ISSUE GUEST CO-EDITORS:
•           David Costanza – The George Washington University
•           Lisa Finkelstein – Northern Illinois University

SCOPE OF THE SPECIAL ISSUE

In organizations, and among practitioners, consultants, and researchers, interest in generations and the impact that these socially constructed groupings may have on a variety of outcomes is growing. However, as with many organizational phenomena, perception and practice have preceded the science. While organizations try to figure out how to manage what they perceive to be generationally-based differences in their workplaces, and consultants and practitioners offer services and interventions to help organizations do so, research has not kept up. Specifically, researchers have generally not proposed or identified a sufficient explanation for why generations exist or why they should have an impact, have struggled to find empirical evidence actually supporting generationally-based differences, have offered numerous and viable alternate explanations for differences that have been observed, and, similar to their practitioner colleagues, have not conducted systemic assessments on the effectiveness of interventions designed to address any differences.

While it is clear that there are widely held perceptions that there are generationally-based differences among workers, the science so far has failed to convincingly back up these beliefs. That is, the problem may not be just with the generational labels and associated perceptions. Rather, many practitioners, consultants, and popular press journalists, and an increasing number of researchers, are suggesting that there is something unique about a socially constructed generation that not only differentiates it from other generations, but also is the cause of various phenomena and outcomes, work-related and otherwise. These social-history constructions of generations may be useful for descriptive purposes, but drawing the conclusion that they actually affect workplace outcomes in meaningful ways and why they might do so has not been supported conceptually or empirically.

Thus, the purpose of this special issue is to advance our scientific knowledge of the generations concept. Suitable manuscripts may focus on conceptual, theoretical, empirical, methodological, analytical, and/or evaluation issues including but not limited to:

•           Theory building on generational impact on work vs. age, life stage, or other related factors.
•           Methodological advancements in disentangling generations from other concepts.
•           Sophisticated empirical work that goes beyond simply comparing generational groups to test underlying theoretical process models.
•           Alternatives to generational concepts and boundaries that explain the same phenomena.
•           Exploration of reasons for pervasive beliefs about generational characteristics.
•           Scientific evaluation of generational interventions in the workplace.

TIMELINE AND SUBMISSION PROCESS

July 31, 2015                 Initial manuscript proposals due
September 15, 2015      Proposals evaluated, invitations for full manuscript submission sent to authors
February 1, 2016           Full manuscript submission deadline

PROPOSAL PROCESS

Manuscript Proposals
Interested authors should submit a proposal (1000 words maximum) that describes the paper they intend to write. Proposals are due by July 31, 2015. Proposals will be reviewed by the co-editors and evaluated using the following criteria: (a) responsiveness to the call, (b) degree of potential to enhance our understanding of generations, (c) scientific merit, (d) likelihood of successful completion within timeline, (e) fit with other submissions, and (f) applicability to journal mission.

Please send manuscript proposals directly to both co-editors: David Costanza (dcostanz@gwu.edu) and Lisa Finkelstein (lisaf@niu.edu).

Full Manuscripts
Full manuscripts will be limited to 60 standard manuscript pages (including all figures, tables, and references; authors can ask for editorial approval of a longer paper if commensurate to its contribution) and will be due by February 1, 2016. Manuscripts will undergo a regular double-blind peer-review process.

All full-manuscript submissions should be prepared in accordance with Work, Aging and Retirement’s author guidelines and be submitted through the journal’s submission portal. Contributors should indicate in their cover letter that they would like to have the paper considered for the Special Issue on Generations.

http://workar.oxfordjournals.org/

Morocco trains female spiritual guides to fight extremism

Monday, May 18, 2015

如何印3*8, A4 標籤

1. 先建立excel檔:
編號   姓名
001     @@@
002     ###
003     &&&&

2.打開3*8 word file 範本
    (1)選取excel檔
 (2)第一格: 插入合併欄位---下拉選取:編號、姓名
    (3)第二格: 規則---下拉選取 next record---插入合併欄位---下拉選取:編號、姓名
    (4)將第二格複製在其他格

3.預覽結果

4.列印



difference: Senior Executive Service (SES), Scientific and professional (ST), Senior level (SL)

In an agency covered by the Senior Executive Service (SES), SES positions include positions classified above GS-15 that include duties involving one or more of the functional criteria (executive or managerial) identified in law. 

Scientific and professional (ST) positions include positions classified above GS-15 that are not SES positions (i.e., do not involve executive and management responsibilities) and are engaged in research and development in the physical, biological, medical, or engineering sciences, or a closely related field. 

Senior level (SL) positions include positions that are not SES positions and are classified above GS-15 based on other factors. In an agency that is not covered by the SES, either an SL or an ST position may perform duties that involve one or more of the SES functional criteria.

http://www.opm.gov/policy-data-oversight/senior-executive-service/faqs/

績效考核系統通過OPM認証之機關











http://www.opm.gov/policy-data-oversight/senior-executive-service/certification/

Thursday, May 14, 2015

Offices of Inspectors General (OIGs) are expected to establish their own SES appraisal systems and obtain OPM approval and certification of those systems separately from the agency SES system.  To date, 26 OIGs have received certification. 

http://www.chcoc.gov/transmittals/TransmittalDetails.aspx?TransmittalID=3739

Wednesday, May 13, 2015

適用於整體政府之績效要求,Governmentwide SES performance requirements


o Leading Change
Develops and implements an organizational vision that integrates key organizational and program goals, priorities, values, and other factors.  Assesses and adjusts to changing situations, implementing innovative solutions to make organizational improvements, ranging from incremental improvements to major shifts in direction or approach, as appropriate.  Balances change and continuity; continually strives to improve service and program performance; creates a work environment that encourages creative thinking, collaboration, and transparency; and maintains program focus, even under adversity.

o Leading People
Designs and implements strategies that maximize employee potential, connect the organization horizontally and vertically, and foster high ethical standards in meeting the organization’s vision, mission, and goals.  Provides an inclusive workplace that fosters the development of others to their full potential; allows for full participation by all employees; facilitates collaboration, cooperation, and teamwork, and supports constructive resolution of conflicts.  Ensures employee performance plans are aligned with the organization’s mission and goals, that employees receive constructive feedback, and that employees are realistically appraised against clearly defined and communicated performance standards.  Holds employees accountable for appropriate levels of performance and conduct.  Seeks and considers employee input.  Recruits, retains, and develops the talent needed to achieve a high quality, diverse workforce that reflects the nation, with the skills needed to accomplish organizational performance objectives while supporting workforce diversity, workplace inclusion, and equal employment policies and programs.

o Business Acumen
Assesses, analyzes, acquires, and administers human, financial, material, and information resources in a manner that instills public trust and accomplishes the organization’s mission.  Uses technology to enhance processes and decision making.  Executes the operating budget; prepares budget requests with justifications; and manages resources.

o Building Coalitions
Solicits and considers feedback from internal and external stakeholders or customers.  Coordinates with appropriate parties to maximize input from the widest range of appropriate stakeholders to facilitate an open exchange of opinion from diverse groups and strengthen internal and external support.  Explains, advocates, and expresses facts and ideas in a convincing manner and negotiates with individuals and groups internally and externally, as appropriate.  Develops a professional network with other organizations and identifies the internal and external politics that affect the work of the organization.

o Results Driven
This critical element includes specific performance results expected from the executive during the appraisal period, focusing on measurable outcomes from the strategic plan or other measurable outputs and outcomes clearly aligned to organizational goals and objectives.  At a minimum, the performance plan will include performance requirements (including measures, targets, timelines, or quality descriptors, as appropriate) describing the range of performance at Level 3 for each result specified.  It is recommended to also establish the threshold measures/targets for Levels 5 and 2.


http://www.opm.gov/ses/performance/SystemDescription.doc

Performance Standards for Critical Elements, level 1-5

  • Level 5: The executive demonstrates exceptional performance, fostering a climate that sustains excellence and optimizes results in the executive’s organization, agency, department or government-wide.  This represents the highest level of executive performance, as evidenced by the extraordinary impact on the achievement of the organization’s mission.  The executive is an inspirational leader and is considered a role model by agency leadership, peers, and employees.  The executive continually contributes materially to or spearheads agency efforts that address or accomplish important agency goals, consistently achieves expectations at the highest level of quality possible, and consistently handles challenges, exceeds targets, and completes assignments ahead of schedule at every step along the way. Performance may be demonstrated in such ways as the following examples: 
o   Overcomes unanticipated barriers or intractable problems by developing creative solutions that address program concerns that could adversely affect the organization, agency, or Government.
o   Through leadership by example, creates a work environment that fosters creative thinking and innovation; fosters core process re-engineering; and accomplishment of established organizational performance targets.
o   Takes the initiative to identify new opportunities for program and policy development and implementation or seeks more opportunities to contribute to optimizing results; takes calculated risks to accomplish organizational objectives.
o   Accomplishes objectives even under demands and time pressure beyond those typically found in the executive environment.
o   Achieves results of significant value to the organization, agency, or Government.
o   Achieves significant efficiencies or cost-savings in program delivery or in daily operational costs of the organization.

§  Level 4: The executive demonstrates a very high level of performance beyond that required for successful performance in the executive’s position and scope of responsibilities. The executive is a proven, highly effective leader who builds trust and instills confidence in agency leadership, peers, and employees. The executive consistently exceeds established performance expectations, timelines, or targets, as applicable. Performance may be demonstrated in such ways as the following:
o   Advances progress significantly toward achieving one or more strategic goals.
o   Demonstrates unusual resourcefulness in dealing with program operations or policy challenges.
o   Achieves unexpected results that advance the goals and objectives of the organization, agency, or Government.

§  Level 3: The executive demonstrates the high level of performance expected and the executive’s actions and leadership contribute positively toward the achievement of strategic goals and meaningful results. The executive is an effective, solid, and dependable leader who delivers high-quality results based on measures of quality, quantity, efficiency, and/or effectiveness within agreed upon timelines. The executive meets and often exceeds challenging performance expectations established for the position. Performance may be demonstrated in such ways as the following:
o   Seizes opportunities to address issues and effects change when needed.
o   Finds solutions to serious problems and champions their adoption.
o   Designs strategies leading to improvements.

§  Level 2: The executive’s contributions to the organization are acceptable in the short term but do not appreciably advance the organization towards achievement of its goals and objectives. While the executive generally meets established performance expectations, timelines and targets, there are occasional lapses that impair operations and/or cause concern from management. While showing basic ability to accomplish work through others, the executive may demonstrate limited ability to inspire subordinates to give their best efforts or to marshal those efforts effectively to address problems characteristic of the organization and its work.

  • Level 1: In repeated instances, the executive demonstrates performance deficiencies that detract from mission goals and objectives. The executive generally is viewed as ineffectual by agency leadership, peers, or employees. The executive does not meet established performance expectations/timelines/targets and fails to produce – or produces unacceptable – work products, services, or outcomes.
http://www.opm.gov/ses/performance/SystemDescription.doc

http://www.opm.gov/policy-data-oversight/senior-executive-service/basic-appraisal-system/ses-appraisal-performance-plan-template.pdf

Tuesday, May 12, 2015

performance improvement plan (PIP)

There is no requirement for a formal performance improvement plan (PIP), as there is for positions at GS-15 and below.

OPM  (2014) Guide To The Senior Executive Service

http://www.opm.gov/policy-data-oversight/senior-executive-service/reference-materials/guidesesservices.pdf
  

SES Performance Management System Executive Performance Agreement





























http://www.opm.gov/policy-data-oversight/senior-executive-service/basic-appraisal-system/ses-appraisal-performance-plan-template.pdf

What are agencies required to send to Congress?

Under 5 U.S.C. 3319(d) (external link), agencies must include the following information:
  1. the number of employees hired under category rating;
  2. the impact category rating has had on the hiring of veterans and minorities, including those who are American Indian or Alaska Natives, Asian, Black or African American, and native Hawaiian or other Pacific Islanders; and
  3. the way in which managers were trained in the administration of category rating.
The reports are sent to the Speaker of the House and President of the Senate.

http://www.opm.gov/policy-data-oversight/hiring-authorities/competitive-hiring/#url=Category-Rating

Can an applicant appeal his or her rating under category rating?

Yes. Applicants will have the same right of appeal (reconsideration) on an examination rating as they do now. The agency must explain to the applicant why the applicant was placed in a particular category (see 5 CFR 300.104(b) (external link)). Each agency is required to have an appeal/reconsideration procedure in place.

http://www.opm.gov/policy-data-oversight/hiring-authorities/competitive-hiring/#url=Category-Rating

May agencies use category rating to fill any job that uses an assessment(s) that generates a numerical score?

Yes. Agencies may use test scores as part of the job-related criteria used to place candidates into categories, as long as the test assesses job-related KSAs/competencies. When establishing a category definition with numerical scores, agencies must be consistent with the technical standards in the Uniform Guidelines on Employee Selection Procedures (see 29 CFR Part 1607) with respect to the development of any applicant assessment procedure and comply with the laws, regulations, and policies of merit selection (see 5 U.S.C. § 2301 (external link)and 5 U.S.C. § 2302 

http://www.opm.gov/policy-data-oversight/hiring-authorities/competitive-hiring/#url=Category-Rating

Monday, May 11, 2015

2015 Executive & Senior Level Employee Pay Tables

http://www.opm.gov/policy-data-oversight/pay-leave/salaries-wages/2015/executive-senior-level

2015 SES Pay Scale - Senior Executive Service

https://www.federalpay.org/ses/2015

General Schedule (GS) Payscale Table for 2015

https://www.federalpay.org/gs/2015

Sunday, May 10, 2015