Six steps to writing a good incident report
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Assignment 2
Six steps to writing a good incident report
When writing an incident report, one should be keen about balancing accuracy with speed. Accuracy is paramount in reducing the risk of the incident recurring while speed helps to make sure that facts are recorded in detail right after the incident. In the absence of a formal reporting form, one should ensure that the format used gives the description of the incident, when and where it took place, and who was present. A record should be made of what the cause of the incident was, whether there were injuries sustained, the kind of injuries, whether the incident was reported, what actions were taken, and what one’s recommendations would be to avoid such incidents in future.
Step 1: Find out the appropriate protocol to filing an incident from the establishment.
Step 2: Begin the reporting process immediately.
Step 3: Follow 3-paragraphs structure and add the main message, the background and the outcome. Put the main message in the beginning of incident report, outlining the primary facts for supervisor.
Step 4: Describe the specifics of the incident in the background paragraph: date, time, location, and participants identification details.
Step 5: Add a conclusion in the outcome paragraph, highlighting what has been done after the incident and how such cases could be avoided in future.
Step 6: Proofread and edit your narration. Make your submission of the report in accordance to the provided protocol.
Thank you letter after the interview
Dear Mrs. Brownlee,
Thank you for allocating time on Friday to interview me for the internship program with Gina Din Associates. Your understanding of the entertainment industry from a public relations’ point of view, and your experience of event organizing at Gina Din Associates offered a particularly resourceful perspective.
I was inspired by your opinions on the integration of social media marketing in revolutionizing events publicity and I found your considerations valuable and renovative. Your obvious enthusiasm about the work you are involved in and the diverse growth prospects at Gina Din Associates are very thought stimulating. Our meeting confirmed my aspiration to be part of the collaborative and supportive team at Gina Din Associates. I strongly feel that my innovative ideas, analytical, marketing and communicational skills make me a perfect candidate for the internship program.
It truly was a pleasure to meet you, thank you again for your time and exceptional courtesy. Should any questions arise, please feel free to contact me. I look forward to hearing from you.
Sincerely,
Merger and Acquisition Employee Survey
Since the questionnaire is aimed at acquiring qualitative responses, as opposed to quantitative ones, the questions are open-ended to ensure that we capture as much information as we possibly can. Data gathered will be used to analyze objective attitude of company employees towards organizational structure changes that relate to the process of merger.
Question 1: What do you like most about the current organizational culture and would want to preserve?
Question 2: Which processes in current organizational culture do you dislike and would wish to improve?
Question 3: From your position or standpoint, what do you perceive to be the main challenges to a successful and smooth merger?
Question 4: How do you feel you can best contribute to the new business environment the merger will move the company to?
Progress report to the supervisor
TO: Linda Campari, Human Resources Manager
FROM: HR Research Assistant
DATE: July 16, 2014
SUBJECT: Pre-Merger Employee Survey – Progress Report
Overview of the Survey
Mergers are usually intimidating to employees. To ensure high retention rate and continued engagement with our employees it will be incumbent on us to recognize and tackle the undesired elements of the transition process. In order to show that our employees are valued and to demonstrate the company’s commitment to an efficient transition, the company HR Department started collecting contributions and feedback from all the employees who might be impacted by the transition process. Importantly, the survey planned is supposed to highlight the specific areas that provoke tension and negativity. We are anticipating that the results will uncover veiled opportunities, provide insights helping to facilitate a smooth merger process, and assist in creating solutions to revealed problems.
Aims and Objectives
The types of questions we have considered to include in the survey will be centered on communications, the organization’s strategy, goals, and the managerial topics, as well as role clarification and support. We will seek to establish the employees’ understanding of the goals of the expected merger, their concerns regarding the process, and gauge their knowledge of how they think they will be impacted. When we comprehend the concerns that employees are faced with in the course of the merger, we will be best placed as an organization that aims to retain valuable staff, address their needs, and make sure employees do not get overburdened during the transition process.
Approach
The timing for the merger survey will depend on a variety of factors, for instance, it would be ideal if, before the survey, we could carry out an employee focus group to acquire insights that define and characterize the existing cultures and get a feel of the concerns up-front. These insights could be very instrumental in designing and conducting the survey in accordance with our objectives.
Using an external set of interviews might help us get results that are more accurate since external resources represent neutrality. This will ensure employees’ psychological comfort in relation to possible anonymity and confidentiality concerns, and therefore this measure could result in more genuine and sincere responses.
Basing on these considerations main survey questions will get developed and offered to focus groups before general survey gets conducted.
