Recruitment and Training. To be appointed as a public prosecutor, a person must fulfil the following requirements, as mentioned in Article 9 of the 2004 Prosecution Service Law: 85 As Xxxxxx (2001) found, Indonesian street-level bureaucrats use the term Rezeki to describe money obtained via illegal or corrupt activities. See 3.4.4, for further elaboration. 86 The office of the Deputy Chief Prosecutor for Advancement is located on the sixth floor of the Supreme Prosecution Office. Therefore, the expression ‘the 6th floor’ is frequently used by prosecutors to describe the place where their career is at stake. The 6th floor is a very busy place, where prosecutors come from all over Indonesia to lobby top managers and assist them in promoting their careers.
Recruitment and Training. 4.6.1 All PCSOs will be subject to a probation period of 6 (six) months.
Recruitment and Training. 3.1 The Head of Cultural Services will provide the OCU Commander with a list of all staff for whom accreditation is requested with a declaration that all named persons have completed all the required training to a satisfactory standard and are otherwise suitable persons Recruitment
Recruitment and Training. The Contractor shall: be responsible for the recruitment and provision of the Operational Staff; in respect of any member of the Operational Staff: question each such person as to whether he or she has any Convictions; carry out a check of the most extensive available kind with the Criminal Records Bureau; notify the Authority’s Representative of the results of such checks; ensure that no person who discloses any police cautions, Convictions or who is found to have any Convictions following the results of a Criminal Records Bureau check, is employed or engaged as a member of the Operational Staff without the Authority’s Representative’s Approval (such approval not to be unreasonably delayed); advise the Authority’s Representative at all times of any person who, subsequent to his or her commencement of employment as a member of the Operational Staff receives a Conviction or whose previous Convictions become known to the Contractor (or any sub-contractor); and ensure that all members of the Operational Staff receive proper training and supervision in their functions and duties to ensure the proper performance of the Services, such training to be subject to the Authority’s Representative’s Approval (such approval not to be unreasonably delayed). Uniforms The Contractor shall: submit for the Authority’s Representative’s Approval any and all uniforms to be worn by the Operational Staff (including the Escort Custody Officers) at least three (3) Months prior to Services Commencement Date and, in any event, before such uniforms are taken into use; not take such uniforms into use and/or implement its required standards of dress for the Operational Staff without the Authority’s Representative’s Approval; and not change the uniforms or standards of dress without the Authority’s Representative’s Approval. Not Used The standard of dress and appearance of Operational Staff working at the Authority’s Premises and Agency’s Premises shall comply with any requirements determined by the Authority and notified to the Contractor in writing. The Operational Staff shall be readily identifiable, through the use of identification certificates and/or name badges, at all times whilst on duty at the Authority’s or Agency's Premises and when on escort or on a journey in an escort vehicle, in accordance of Schedule 1, Part 2 (Authority’s Requirements, Services Specification). Approval of Contractor’s Staff The Contractor shall: ensure that it obtains the Authority’s Representative’s Ap...
Recruitment and Training. The audit will review the Customer Team’s management decisions in the recruitment, hiring, and training for Customer Care Agents (CCA) as well as attrition rate and factors causing attrition. The analysis will include a review of the CCT’s process of transitioning to a remote work environment for CCA within the relevant time period as well as whether the transition to remote work impacted call center operations. Audit Process: The Customer Team and MAWC employees will cooperate fully with the auditor by timely providing relevant information requested to complete the audit including, but not limited to, connecting the auditors with individuals who can assist the auditor as appropriate. The selected auditor shall be retained by MAWC and provide the audit report exclusively to MAWC, which shall file the audit report confidentially with the Commission, pursuant to 20 CSR 4240-2.135(2)(A) 3 and 5. The audit will express an independent opinion that identifies observations regarding Customer Team operations related to the scope of this audit, which will include analysis of operations that impacted call center performance, with the goal towards informing MAWC, the Staff of the Missouri Public Service Commission (Staff), and the Office of the Public Counsel (OPC) of the status of the Customer Team operations and any recommendations related to the scope of this audit, including improvements to any processes, if any. The audit report shall provide recommendations regarding actions that can be taken to continue to reduce ASA and ACR levels while enhancing customer service. It shall include a prioritization of action items (low, medium, high). It shall also provide recommendations intended to prevent a reoccurrence of the identified issues to the extent possible. The audit firm conducting the audit will provide a confidential status report on the progress of the audit at least twice during the course of the audit’s time frame for completion. This confidential status report will be provided to MAWC, to MO PSC Staff and the Office of the Public Counsel. The audit shall conclude within six (6) months of the auditor being selected.
Recruitment and Training. T2020 will focus on audience development through educational activities, debate, experimental rehearsal techniques, and new as well as traditional forms of performance. This will include the use of the European Music Campus organised by Grafenegg Kulturbetriebsges.m.b.H which has been established to develop the skills of young musicians from pre-teenage and conservatoire students through to young professionals.
Recruitment and Training. Contractor shall be responsible for the recruitment and training of the all third parties required for the purposes of carrying out the Media AgencyPromotional Tour, as agreed upon in writing between Contractor and Sony. Contractor’s responsibilities shall include, but not be limited to, the following: Contractor shall be responsible for paying all fees, including salaries owed to any third parties (including personnel hired by Contractor, including but not limited to the bus driver) for the purposes of fulfilling the Media AgencyPromotional Tour (including, but not limited to, fees owed for hotels, per diems, airfare, gas). The parties acknowledge that Contractor shall be responsible for securing one (1) driver for the Media AgencyPromotional Tour. Contractor shall be responsible for assessing driver’s credentials, safety records, and ensuring that the driver possesses all valid/requisite licensing, including but not limited to all active, valid State and Federal license(s). Contractor agrees that it shall not hire any third party for the purposes of participating in the Media AgencyPromotional Tour, who have been convicted of a criminal offence, including but not limited to, driving offences (i.e., drunk driving). Contractor shall retain at least one (1) brand ambassador to be present during each media agency presentation describedfour (4) brand ambassadors in Section 2(B)(a). Contractor shall supply training of all third parties used in connection with the Media AgencyPromotional Tour. The due date for completion of the recruitment and training of third parties, as set forth above, shall be agreed upon in writing between Contractor and Sony.
Recruitment and Training. (a) Subject to the Recruitment Policy, the OPERATOR shall, on behalf of OWNER, recruit and train the staff of the Hotel through such training programme within or outside the country, including hotel schools, if any, and other training techniques as it shall deem advisable provided that such expenditures in any financial year shall not exceed the Annual Budget.
Recruitment and Training. 11 See 3.3 The Prosecution Service Structure and Hierarchical Control ecutors in handling their various duties. Therefore, their work patterns have changed—they no longer simply have to enforce the law, but instead need to handle the situation as defined by the leader (cf. Xxxxxx, 1989, p. 37). The third reason is corrupt practice within the IPS. Compared to other criminal justice actors, such as the police and judiciary, the IPS receives the smallest budget. Thus, a prosecutor’s salary is lower than that of both a policeman/woman and a judge. Surprisingly (as reported in its annual report), the Prosecution Service is capable of exceeding the government target for handling criminal cases, even though its budget is limited.12 As this thesis found, IPS managers must strategise this limited budget, by: transferring any allocation which cannot be spent in other divisions to divi- sions which lack operational funding; and allowing operators to fund their operations with rezeki (illicit money) donated by those with an interest in the prosecution process.13 The Prosecution Service leadership monitors the overall performance of its operators, from their success in overcoming and processing limitations, to their achievement of organisational goals. Further, since the Prosecu- tion Service adopts military-style bureaucracy, a prosecutor’s career path depends on his/her loyalties. One way of demonstrating loyalty that is common among prosecutors is to provide their leadership with upeti14 (cf. Butt 2012; Lolo 2008; Kristiana 2010). These organisational norms have succeeded, as long as those shaping IPS structure and promoting rule-breaking have stayed in line with the government’s political interests. It is no wonder that public prosecutors prefer to serve their leadership’s interests and reinforce the regime’s values (cf. King 1981, 27; Xxxxxx 1989, 26). In addition to internal barriers imposed by top managers, who benefit from maintaining the current status quo within the IPS, the approach of donor agencies and NGOs seems to ensure that the IPS bureaucracy remains unreformed.15 These all create an image of the Prosecution Service as an institution whose leadership, general culture and institutional dynamics all conspire to protect its own interests, condone corruption, and prevent change.
Recruitment and Training. The licensee shall recruit, hire, and train all individuals required in the performance of the work specified under the terms of this license. Licensee employees must be fully capable of performing the work for which they are employed. The Licensee is required to schedule an employee training program that will continue for the duration of this Agreement and any extensions thereof, to ensure that employees perform their jobs with the highest standards of efficiency and sanitation.
