Staffing Strategies Research Articles

Revising Human Resource Strategy of Telsim after Have Been Acquired by Vodafone Group

When a local firm acquired by international company, the business, marketing, and human resource strategies will be revised accordingly to the company's global mission and goals. An acquisition is long term strategic process, so that it can be very costly and meantime a lots of difficulties are likely to appear. To overcome or minimize that difficulties and reduce the fix and labor cost, the companies in today, take advantages of the low cost hosting countries.In 2006, an acquisition of Telsim, who was number two mobile operator in Turkey, by Vodafone Group is a real example of history that approves the described statements above. As the structure of the company has changed, the strategies were revised relatively to the acquirer company. By expanding to the Turkey market, planning of human resource allocation was an extremely important to the Vodafone Group. Well known successor in the telecommunication industry ex-Vodafone Hungary boss, was appointed as first CEO of Vodafone Turkey. Afterwards, with wisely planning of the human resources, Vodafone Turkey was able to penetrate its global staffing strategy familiar with recruiting the right person, to right job in right place and time.As in this report, the traditional and modern methods of staffing will be explored beside expectations of international companies. Also, accordingly to the key findings, some critical suggestions will be given about revising the existing human resource strategy of firm after becoming an international brand. Roughly, the boundary of this assignment will be set as the process of staffing of the Vodafone Turkey via available tools of recruitment and selection, furthermore realistic examples of human capital plans and activities of the company.

"Opportunity, Threat, and Asymmetric Moderating Effects on Multinational Firms' Staffing Strategies"

Organizations respond to threat and opportunities differently. In this paper we apply the threat-opportunity framework developed in organization studies to understand how an multinational enterprise (MNE) adjusts its expatriate staffing at foreign subsidiaries when faced with both threats and opportunities in a host country. An MNE is likely to appoint expatriates at subsidiaries if its parent competes in a global industry or has sole ownership in the subsidiary. Such relationships are asymmetrically moderated by environmental threat and market opportunity. Specifically, the relationships become stronger when MNEs perceive more threats, but weaker when MNEs perceive more opportunities in a host country. Our analysis on 353 foreign subsidiaries by Japanese firms in the manufacturing industry in China between year 1979 and 2000 largely supports these ideas.

Sentiments That Affect Sociopolitical Legitimation of TNCs in Bangladesh, India, and Pakistan: Sustainable Strategic Management From an Institutional Perspective

The study focuses on TNCs’ sociopolitical legitimation in Bangladesh, India, and Pakistan with a view to ensuring sustainability in the greater institutional context. Taking an institutional perspective as a theoretical lens, using a grounded theory methodology, and employing nine cases as a methodological tool, the study explores and conceptualizes three types of sentiments. They are abbreviated as “REN-sentiments,” and cause tensions between TNCs and sociopolitical actors in the process of legitimation. The REN-sentiments comprise “religiosity and ideology,“”nationalism and patriotism,” and “ecological balance,” and suggest that tensions stemming from these sentiments can be managed and often turned into opportunities if appropriate strategies are applied. Eight types of strategic choices derived from the nine case studies are presented in order to mitigate, manage, and cash in on the REN-sentiments in South Asian markets. Such strategies include collaboration strategy, local development strategy, strategy of alignment with sociopolitical actors, local name and staffing strategy, hibernation strategy, sentiment-focused strategy, isomorphism strategy, and openness strategy.

Hospitalists And Hospitals’ Bottom Line: How Do Hospitals That Use Hospitalists Fare?

Hospitalists are group of hospital-based physicians that specialize in the provision of hospital medicine. Since the mid- 1990s, hospitalists have grown unprecedentedly. Studies on hospitalists have focused for the most part on efficiency as measured by costs and length of stay (LOS). Very few investigations have attempted to explore the relationship between hospitals’ use of hospitalists and hospitals’ bottom line. The purpose of this study is to explore the association between the use of hospitalists and financial performance. The data for this study was extracted from the AHA Annual Survey, the Area Health Resource File (AHRF), and CMS’ costs reports and Case Mix Index (CMI) files. This longitudinal study (2007- 2010) consisted of a national sample of U.S. acute care hospitals. A panel design with facility and year fixed effects regression was performed to assess this relationship. We found that an increase in the use of hospitalists is associated with higher costs and revenue. Our study also showed that an increase in the use of a low proportion of hospitalists is associated with both low costs and revenues while an increase in the use of a high proportion of hospitalists is associated with both high costs and revenues. This increased/decreased costs and revenues offset one another and does not translate into increased profitability. As stakeholders in the health care industry explore strategies to reduce costs, the adoption of hospitalists is a staffing strategy which may necessitate further exploration to determine if this staffing strategy holds its potential promises.

Travel Nurses and 21st Century Nurse Staffng

In the wake of the 2012 US presidential election, hospitals are taking action to mitigate the anticipated financial impact of the 2010 Affordable Care Act. “Over the next 10 years, the federal government will cut reimbursements to hospitals by over $150 billion.” 1 Gralia J Moody's sees affordable care act pressuring hospitals. Reuters Business & Financial News. http://www.reuters.com/article/2012/06/28/us-usa-healthcare-moodys-idUSBRE85R1KD20120628Date: June 28, 2012 Google Scholar According to Moody's Investor Service, the newly expanded Medicaid program for the care of formerly uninsured patients will not balance the scale. 1 Gralia J Moody's sees affordable care act pressuring hospitals. Reuters Business & Financial News. http://www.reuters.com/article/2012/06/28/us-usa-healthcare-moodys-idUSBRE85R1KD20120628Date: June 28, 2012 Google Scholar Financial leaders are merging their expertise with clinical nurse leaders to design new infrastructures for nurse staffing to meet increasingly complex needs of patients via a fiscally sustainable model. Embedded in this activity is a call to action for a new worldview underlying the theories and methodologies of nurse staffing. Stability in nurse staffing supports a practice environment that enables registered nurses (RNs) to maintain a sense of autonomy, to perform productively, and to think more critically. 2 Duffield C Diers D O'Brien-Pallas L et al. Nurse staffing, nursing workload, the work environment and patient outcomes. Appl Nurs Res. 2011; 24: 244-255 Abstract Full Text Full Text PDF PubMed Scopus (302) Google Scholar , 3 Tuttas C Robbing Peter to pay Paul: breaking the RN “recruitment cycle.”. J Nurs Care Qual. 2002; 16: 39-45 Crossref PubMed Scopus (3) Google Scholar Old staffing strategies (“the way we have always done it”) will not suffice in the new milieu of healthcare delivery. With declining reimbursement on the horizon, some hospitals have already initiated preparation. In November 2012, a North Carolina academic medical center announced the elimination of 950 full-time jobs, including full-time nursing positions. 4 Garloch K Wake Forest Baptist Medical Center announces eliminations of 950 positions, 7 percent of staff. Charlotte Observer. http://www.charlotteobserver.com/2012/11/15/3665739/wake-forest-baptist-medical-center.htmlDate: November 15, 2012 Google Scholar An article in News & Record quoted North Carolina State economics professor Michael Walden: “I think this is a bellwether announcement likely to be repeated across the state and nation.” 5 Associated Press Update: Wake Forest Baptist Medical Center to cut 950 jobs. News & Record. http://www.charlotteobserver.com/2012/11/15/3665739/wake-forest-baptist-medical-center.htmlDate: November 14, 2012 Google Scholar In the wake of the 2012 US presidential election, hospitals are taking action to mitigate the anticipated financial impact of the 2010 Affordable Care Act. “Over the next 10 years, the federal government will cut reimbursements to hospitals by over $150 billion.” 1 Gralia J Moody's sees affordable care act pressuring hospitals. Reuters Business & Financial News. http://www.reuters.com/article/2012/06/28/us-usa-healthcare-moodys-idUSBRE85R1KD20120628Date: June 28, 2012 Google Scholar According to Moody's Investor Service, the newly expanded Medicaid program for the care of formerly uninsured patients will not balance the scale. 1 Gralia J Moody's sees affordable care act pressuring hospitals. Reuters Business & Financial News. http://www.reuters.com/article/2012/06/28/us-usa-healthcare-moodys-idUSBRE85R1KD20120628Date: June 28, 2012 Google Scholar Financial leaders are merging their expertise with clinical nurse leaders to design new infrastructures for nurse staffing to meet increasingly complex needs of patients via a fiscally sustainable model. Embedded in this activity is a call to action for a new worldview underlying the theories and methodologies of nurse staffing. Stability in nurse staffing supports a practice environment that enables registered nurses (RNs) to maintain a sense of autonomy, to perform productively, and to think more critically. 2 Duffield C Diers D O'Brien-Pallas L et al. Nurse staffing, nursing workload, the work environment and patient outcomes. Appl Nurs Res. 2011; 24: 244-255 Abstract Full Text Full Text PDF PubMed Scopus (302) Google Scholar , 3 Tuttas C Robbing Peter to pay Paul: breaking the RN “recruitment cycle.”. J Nurs Care Qual. 2002; 16: 39-45 Crossref PubMed Scopus (3) Google Scholar Old staffing strategies (“the way we have always done it”) will not suffice in the new milieu of healthcare delivery. With declining reimbursement on the horizon, some hospitals have already initiated preparation. In November 2012, a North Carolina academic medical center announced the elimination of 950 full-time jobs, including full-time nursing positions. 4 Garloch K Wake Forest Baptist Medical Center announces eliminations of 950 positions, 7 percent of staff. Charlotte Observer. http://www.charlotteobserver.com/2012/11/15/3665739/wake-forest-baptist-medical-center.htmlDate: November 15, 2012 Google Scholar An article in News & Record quoted North Carolina State economics professor Michael Walden: “I think this is a bellwether announcement likely to be repeated across the state and nation.” 5 Associated Press Update: Wake Forest Baptist Medical Center to cut 950 jobs. News & Record. http://www.charlotteobserver.com/2012/11/15/3665739/wake-forest-baptist-medical-center.htmlDate: November 14, 2012 Google Scholar

A concept analysis of nursing overtime

To report a concept analysis of nursing overtime. Economic constraints have resulted in hospital restructuring with the aim of reducing costs. These processes often target nurse staffing (the largest organizational expense) by increasing usage of alternative staffing strategies including overtime hours. Overtime is a multifaceted, poorly defined, and indiscriminately used concept. Analysis of nursing overtime is an important step towards development and propagation of appropriate staffing strategies and rigorous research. Concept analysis. The search of electronic literature included indexes, grey literature, dictionaries, policy statements, contracts, glossaries and ancestry searching. Sources included were published between 1993-2012; dates were chosen in relation to increases in overtime hours used as a result of the healthcare structuring in the early 1990s. Approximately 65 documents met the inclusion criteria. Walker and Avant's methodology guided the analysis. Nursing overtime can be defined by four attributes: perception of choice or control over overtime hours worked; rewards or lack thereof; time off duty counts equally as much as time on duty; and disruption due to a lack of preparation. Antecedents of overtime arise from societal, organizational, and individual levels. The consequences of nursing overtime can be positive and negative, affecting organizations, nurses, and the patients they care for. This concept analysis clarifies the intricacies surrounding nursing overtime with recommendations to advance nursing research, practice, and policies. A nursing-specific middle-range theory was proposed to guide the understanding and study of nursing overtime.

Information Technology Skill Management Strategies for Implementing New Technologies: A Case of Service-Oriented Architecture

Managing human resources and skills for information technology (IT) presents a challenging task for executives, more so when new ITs are involved. Lack of familiarity with the technology, the learning curve associated with its incorporation, and the relative paucity of skilled personnel serve to alter the strategies for management of human resources and skills. This paper presents a system dynamics approach for examining alternative strategies for skill management and supporting decisions during the implementation of service-oriented architecture (SOA) in an organization. For projects involving SOA, the initial planning and implementation of the underlying architecture entail higher costs and slower delivery of initial SOA applications. The use of appropriate IT human resource management strategies for SOA projects is critical for successful SOA implementation. The complexity associated with the fluctuating demand for IT skills, coupled with the need for highly skilled senior architects and professional developers in SOA projects, as well as inevitable delays in skill acquisition, makes this a challenging task. This paper examines the impact of alternative staffing strategies under various environmental conditions and provides guidance for staffing decisions. Using a design science methodology, it employs system dynamics as a vehicle for allowing human resource managers to examine the impact of alternative staffing strategies under a variety of environmental conditions.

Coalition Formation Based Staffing Strategy Development

In this paper, we propose game theoretical models for developing staffing strategies, i.e., strategies which support managers’ decision making on hiring, head hunting, staff reassignment, and implementation of staff development policy in enterprises. Our staffing models are hedonic coalition formation games with newly proposed stability concepts calledinvitation based stabilities, in which players’ activities of changing their coalitions are motivated based on invitation from other coalitions. These stabilities capture behaviors of managers, employees, and contractors depending on the balance of power in business situations. We analyze the existence of stable coalition structures under invitation based stabilities, and provide several sufficient conditions with natural interpretations as staffing strategies.

EU's new member states: an untapped (and underappreciated) source of talent for MNCs?

The main purpose of this exploratory research was to study the strategic importance of Central and Eastern Europe (CEE) as an emerging source of professional talent for European and American multinational corporations (MNCs) operating in Western Europe. The findings, based on in-depth interviews with 34 human resource leaders and consultants from 16 firms in the European Union and Switzerland, suggest that the new member states currently hold little strategic importance in the context of recruiting knowledge workers to Western Europe, and that MNCs' global staffing strategies may be excluding a strong and untapped source of professional talent. The less obvious and perhaps most important findings about why most of these MNCs do not systematically recruit from CEE countries lead to perceptions about CEE cultures and the communist legacy that still linger today.

The Effect of Long Term Orientation on Subsidiary Ownership, Expatriate Staffing, and Subsidiary Survival

This paper examines the link between the long term orientation (LTO) dimension of national culture to transaction cost economics and relational exchange theory. Hypotheses were developed on the impact of LTO on multinational corporations’ (MNCs’) subsidiary ownership and expatriate staffing strategies and on subsequent subsidiary survival. We used a sample of 10,244 overseas subsidiaries established by 1,292 Japanese MNCs in 30 host countries to test our hypotheses. Results showed that: i) LTO has a positive effect on ownership and expatriate staffing levels; ii) there is a positive interaction between LTO and cultural distance (CD) on ownership and expatriate staffing levels; iii) LTO has a positive effect on subsidiary survival; iv) the positive relationship between LTO and subsidiary survival is stronger when MNCs assume higher ownership and expatriate levels; and v) there is a positive interaction between LTO and CD on subsidiary survival. The theoretical and practical implications of these findings are discussed in terms of the vital role time orientation plays in theory and practice.

A healthcare case study of team learner style and change management

PurposeThe purpose of this paper is to explore the learner styles of a healthcare institution transition team and its respective members within a change management context. In particular we focus on the role of learner style in the success of change efforts within a team setting.Design/methodology/approachThis paper presents a case study that employs a questionnaire survey, non‐participant observation, and semi‐structured interviews as part of a larger study of healthcare change management.FindingsFindings suggest that a mix of learning styles is ideal for successful healthcare change management. Specifically, this limited study suggests a learner ratio that favors convergers and assimilators over divergers and accommodators may be the most effective staffing strategy for change leadership teams in a healthcare environment.Originality/valueManaging change in healthcare has been researched from a process perspective but few studies examine the individual team members' learner styles and the impact of these learning styles over time. Implications for human resources and change implementation are discussed.

Separating wheat and chaff: age-specific staffing strategies and innovative performance at the firm level

Adopting a dynamic perspective, this paper investigates age-related staffing patterns in German establishments and their effect on innovative performance. First, we investigate how establishments achieve the necessary workforce rejuvenation—from the inflow of younger or from outflows of older workers. In addition, we explore whether certain staffing patterns are more likely to appear under different economic regimes. In a second step, we analyze whether an establishment’s innovative performance is related to the staffing patterns it experiences. The analysis of linked-employer-employee data shows that most of the 585 German establishments covered rejuvenate by inflows of younger workers. Half of the establishments also use the outflow of older workers. Furthermore, workforces are more likely to become more age-heterogeneous in growing establishments. Finally, we do not find evidence that a youth-centered human resource strategy (always) fosters innovation.

Effects of human resource staff ing strategies on organizationalperformance in catering industry

Catering industry used to emphasize the achievement of finance performance. Nevertheless, with the development of information, the competitive bases have changed from previous finance performance into intangible assets and leadership performance so that the promotion of human resource management in catering industry has become crucial. Human resource staff ing strategies, therefore, are regarded as the important factor for the acquisition of competitive advantages and the achievement of organizational performance Toaban House was chosen as the research subject because it is one of the brands in Wang Steak, which is a dining business and one of the largest restaurant groups in Taiwan. With random sampling, this study has questionnaires distributed and collected on-site. The samples were the customers who had been consuming in the restaurants, and the questionnaires were distributed in primary trading areas in Taipei. With convenient sampling, total 300 questionnaires were distributed with 216 eff ective ones and the response rate of 72%. The findings and conclusions are further discussed

Separating Wheat and Chaff: Age-Specific Staffing Strategies and Innovative Performance at the Firm Level

Adopting a dynamic perspective, this paper investigates age-related staffing patterns in German establishments and their effect on innovative performance. First, we investigate how establishments achieve the necessary workforce rejuvenation - from the inflow of younger or from outflows of older workers. In addition, we explore whether certain staffing patterns are more likely to appear under different economic regimes. In a second step, we analyse whether an establishment’s innovative performance is related to the staffing patterns it experiences. The analysis of linked employer-employee data shows that most of the 585 German establishments covered rejuvenate by inflows of younger workers. Half of the establishments also use the outflow of older workers. Furthermore, workforces are more likely to become more age-heterogeneous in growing establishments. Finally, we do not find evidence that a youth-centred human resource strategy (always) fosters innovation.

Profiles of mature job seekers: Connecting needs and desires to work characteristics

AbstractThe number of mature job seekers actively pursuing employment is increasing, and it is critical to recognize the variety of needs and desires they want from employment. We hypothesized that mature job seekers would be grouped into meaningful clusters based on their desires for work and that these groups would differ regarding the work features they were looking for in a new job. Using survey data from a sample of 173 mature job seekers over age forty, we identified three clusters: Those who work primarily for monetary and family reasons (which we labeled satisficers), those who seek personal satisfaction and learning opportunities from employment (free agents), and those who seek employment for a broad variety of reasons (maximizers). These three groups differed in their preferences for work schedule, availability of benefits, and developmental opportunities. We conclude by discussing potential individual‐level interventions and organizational recruitment and staffing strategies for different groups of mature job seekers. Copyright © 2010 John Wiley & Sons, Ltd.

Evolution of the coronary care unit: Clinical characteristics and temporal trends in healthcare delivery and outcomes*

To describe long-term temporal trends in patient characteristics, processes of care, and in-hospital outcomes among unselected admissions within the contemporary coronary care unit. Hospital administrative database that records both payment and operation data. Coronary care unit of a large, academic, tertiary-care medical institution. A total of 29,275 patients admitted from January 1, 1989 through December 31, 2006. Unadjusted time-trend plots were created for all variables of interest, and multivariable modeling of coronary care unit death was performed. Temporal trends in Coronary Care Unit and in-hospital mortality, length-of-stay, demographic characteristics, discharge diagnoses, Coronary Care Unit procedures, and Charlson comorbidity scores were evaluated. Admission severity increased significantly over time (p < .001), but hospital length-of-stay decreased (p < .001). The proportion of coronary care unit admissions with non-ST-segment elevation myocardial infarction increased (p < .001), whereas ST-segment elevation myocardial infarction decreased (p < .001). The prevalence of non-cardiovascular diagnoses increased, with the rate greatest for comorbid critical illnesses, including sepsis, acute kidney injury, and respiratory failure (all p < .001). The use of non-cardiac procedures, such as mechanical ventilation and central venous catheterization, also increased over time (p < .001). Unadjusted coronary care unit and in-hospital mortality did not change during the study period, although death did decrease in the adjusted setting. Substantial changes have occurred over time in patient characteristics, diagnoses, and procedures within the coronary care unit of a large, academic medical center. In particular, there have been significant increases in noncardiovascular critical illness, the results of which may be influencing patient outcomes. These findings underscore an existing need to clarify the role of the coronary care unit in contemporary cardiovascular care and to develop strategies for optimal training, staffing, and clinical investigation.

Staffing Challenges and Strategies for Organizations Serving Individuals who have Experienced Chronic Homelessness

Hiring and retaining appropriate staff is essential for programs serving those who have experienced chronic homelessness. This paper describes specific staffing challenges and strategies from the Collaborative Initiative to Help End Chronic Homelessness (CICH), an 11-site, multi-agency Federal program designed to serve people experiencing chronic homelessness who also have a disabling condition such as substance use or mental health problems. This paper addresses approaches to staffing including team structures, staff supervision, and training. Challenges identified include low pay, high rates of burnout and turnover, limited time for supervision, and multiple staff training needs. This paper also explores specific staffing strategies based on the experience of the CICH sites, and concludes with implications for practice, research, and policy, including recommendations for ongoing staff training, suggestions for future mixed-methods research, and a call for an enhanced focus on strengthening the homeless services workforce.

Characteristics of project management at institutions sponsoring National Library of Medicine MedlinePlus Go Local

Through interviews with the National Library of Medicine's MedlinePlus Go Local collaborators, an evaluation team sought to identify process characteristics that are critical for long-term sustainability of Go Local projects and to describe the impact that Go Local projects have on sponsoring institutions. Go Local project coordinators (n = 44) at 31 sponsor institutions participated in semi-structured interviews about their experiences developing and maintaining Go Local sites. Interviews were summarized, checked for accuracy by the participating librarians, and analyzed using a general inductive methodology. Institutional factors that support Go Local projects were identified through the interviews, as well as strategies for staffing and partnerships with external organizations. Positive outcomes for sponsoring institutions also were identified. The findings may influence the National Library of Medicine team's decisions about improvements to its Go Local system and the support it provides to sponsoring institutions. The findings may benefit current sponsoring institutions as well as those considering or planning a Go Local project.

To Keep Staff, Evaluate and Educate

Susan Birk is a freelance writer in Chicago. CHICAGO — High turnover and staffing shortages are undeniable realities of long-term care, but providers can begin to tackle the issues by taking stock of what their organizations are doing right, according to a leader of a large retirement-services organization. Although staffing issues in long-term care can be daunting, “be patient and celebrate the small successes” instead of focusing on the problems, said Vickie Ragsdale, MSN, RN, director of education at Buckner Retirement Services in Fair Oaks, Tex. “It's really important to look at what does work,” said Ms. Ragsdale in an educational session at the annual meeting of the American Association of Homes and Services for the Aging. Noting that no single staffing strategy will meet the needs of all providers, Ms. Ragsdale offered the following suggestions, based on her experience at Buckner, to help administrators frame their own approaches to staffing issues: ▸ Evaluate the needs and strengths of the individual units and campuses within your organization in addition to looking at the organization's needs as a whole. Although demographic variables might make it impossible to apply the same retention strategies at all facilities, identify what is working at each and use what you can at other locations. “Look at the organization as a whole, but break it down from that point by campus, by team, and then by individual,” Ms. Ragsdale said. ▸ Facilitate regular communication. Despite busy schedules and physical distance, the nursing directors at Buckner's five campuses set aside an hour each month to share ideas and problem solve, with Ms. Ragsdale serving as facilitator and mentor. “Have everyone sit down and brainstorm. Have an agenda, direct the conversation, and bring up ways to help them figure things out for their team and for the residents,” she advised. ▸ Develop a person-centered career ladder. Buckner has developed its own year-long professional-development Webinar series for certified nursing assistants (CNAs). A mentor at each campus provides face-to-face, on-site support for staff. The four-level program covers such issues as stress management, motivation, conflict resolution, and clinical topics. The key is content that helps CNAs develop their personal skills as well as their patient-care knowledge, Ms. Ragsdale said. ▸ Consider new technologies and resources. Buckner has implemented paperless technology for all CNAs at its skilled-care campuses and has done an extensive no-lift, injury prevention program. “Budget sometimes stops you, but look at the end result,” Ms. Ragsdale said. “Sometimes the benefits are so helpful, you'll end up saving more money than what you spent up front.” ▸ Provide continuing education to nurses at no cost. Following completion of an 8-month program sponsored by the Texas Nurses Association, Buckner earned status as an approved provider of continuing nursing education in the state. As a result, the organization can provide continuing education to its nurses on site and at no cost. Although the time commitment involved in becoming an approved provider is considerable, the effort pays off, said Ms. Ragsdale. Nurses can earn their continuing education credits through Webinars provided by the organization. “It is a lot of footwork, but it is awesome to be able to say you provide that for your staff,” said Ms. Ragsdale. ▸ Provide educational opportunities for the night staff. Since 2008, Buckner has offered monthly Webinars at 2 a.m. for the night staff at all of its campuses, and this small effort has helped staff feel valued, said Ms. Ragsdale. “Be sure when looking at education that you do a needs assessment,” she advised. “We developed a one-page survey that we look at on hire and then annually, so [education] is not just according to regulations” but also reflects the staff's interests.

On the Prevention of Fraud and Privacy Exposure in Process Information Flow

Our work addresses internal information breaches that emanate from organizational workflows. Information breaches are particularly piquant in organizational workflows, as the underlying tasks constitute natural points where private information on individuals is accessed to execute the workflows. Our work builds on and extends the widely used role-based access controls by considering processwide security considerations to both optimize the efficiency of workflow staffing and minimize data exposure in complex workflows. We employ a Jackson queueing network modeling framework, which allows both predictable and stochastic variability as well as varied employee skill sets. This framework enables the modeling of internal security threats that emanate from cross-task and cross-personnel assignments and the development of optimal staffing strategies that meet security requirements at minimum operational costs. Our detailed implementation analysis reveals that the model developed is not demanding in terms of required parameters and that the proposed approach is practical and adaptable to evolving business, regulatory, and workforce conditions. Our model is applicable to any digital transformation that involves confidential data sequences that carry security vulnerability, as is often the case in many settings such as health care, online banking, electronic payment systems, and interorganizational data interchange.