Birdwell is an American surf clothing company, headquartered in California, makers of Birdwell Beach Britches. Founded by Carrie Birdwell Mann in 1961, the company manufactures and sells customized heavy-duty swimsuits, which are sold internationally. With four basic models, various fabrics, including Surfnyl, Tectyl, heavy nylon, sailcloth, and canvas, more than 40 colors, and various other options, the combinations that can be created are nearly endless. Justifiably, the company's motto is "We don't build 1000 things. We build one thing 1000 ways."

The swimsuits themselves, which resemble board shorts, are paneled swimsuits, with waistbands resembling boxing trunks, always double-stitched, always with two layers of fabric. These shorts are known and favored among surfers, lifeguards, and paddleboarders, due to their quick-drying design and extreme durability; with an estimated 10 years for average use, and 2–5 for more strenuous use.

On all of the trunks, there is a 2 square inch (50 mm) logo, of a stylized anthropomorphic surfboard, wearing, of course, Birdwell Beach Britches, nicknamed "Birdie


SHRM is a valuable element of organizational success since it aids in achieving the competitive edge in terms of quality, cost and flexibility. There is the need therefore for SHRM to embrace the people whom the organization does business with. It is through this people that sustainability can be achieved whereby the values are created that direct and indirect rivals could not implement (Smale, 2008).

From a resource-based perspective, the various categories that SHRM can build upon include physical, organizational, financial and technological as well as human resources. As assets, the mere existence of human within the organization is inadequate. However, the relationship among them should be controlled towards achieving long-term organizational success. Sustainable competitive advantage potential of the human resources is central to the idea that human resources are valuable, rare, inimitable and non-substitutable (Thite, 2004).

Nevertheless, such a valuable resource, human resources are heterogeneous because of the fact that organizations require different jobs that require different skills and capabilities. The value of the differences among the people could be realized on the contribution of individuals to the organization which means to provide value at diverse degrees. The rarity of high quality and ability workers is because of their skills and competency levels. Included in here is the supposedly normal distribution of skills, competencies, expertise and capabilities

Career Management

Responsibilities of the manager and employer

Career management guidelines:
Along with the employee, the person’s manager and employer both have career management responsibilities.
Guidelines include:

(1) Avoid reality shock
Reality shock refers to the results of a period that may occur at the initial career entry when the new employee’s high job expectations confront the reality of a boring, unchanging job. Perhaps at no other stage in the person’s career is it more important for the employer to be career development-oriented than at the initial entry stage, when the person is recruited, hired, and given a first assignment. For the employee this is a period during which he or she has to develop a sense of confidence, learn to get along with the first boss and with coworkers, learn how to accept responsibility, and most important, gain an insight into his or her talents, needs, and values as they relate to initial career goals. For the new employee, in other words, this is (or should be) a period of reality testing during which his or her initial hopes and goals first confront the reality of organizational life and of the person’s talents and needs

(2) Provide challenging initial Jobs
Most experts agree that one of the most important things you can do is provide new employees with challenging first jobs. In one study of young managers at AT&T, for example, the researchers found that, more challenging a person’s job was in his or her first year with the company the more effective and successful the person was even five or six years later. Based on his own research, Hall contends that challenging initial jobs provide ‘one of the most powerful yet uncomplicated means of aiding the career development of new employees.’ In most organizations, however, providing such jobs seems more the exception than the rule. In one survey of research and development organizations, for example, only 1 of 22 companies had a formal policy of giving challenging first assignments. This imbalance as one expert has pointed out, is an example of ‘glaring mismanagement’ when one considers the effort and money invested in recruiting, hiring, and training new employees. Some firms ‘front-load’ the job challenge by giving new employees considerable responsibility.

(3) Provide realistic job previews in recruiting
Providing recruits with realistic previews of what to expect once they begin working in the organization-ones that describe both the attractions and also possible pitfalls-can be an effective way of minimizing reality shock and improving their long-term performance. Schein points out that one of the biggest problems recruits and employers encounter during the crucial entry stage is getting accurate information in a ‘climate of mutual selling’. The recruiter (anxious to hook good candidates) and the candidate (anxious to present as favorable an impression as possible) often give and receive unrealistic information during the interview. The result is that the interviewer may not form a clear picture of the candidate’s career goals, while at the same time the candidate forms an unrealistically favorable image of the organization. Realistic job previews can boost the survival rate among employees who are hired for relatively complex jobs like management trainee, salesperson, or life insurance agent.

(4) Be demanding
There is often a ‘Pygmalion effect’ in the relationship between a new employee and his or her boss. In other words, the more you expect and the more confident and supportive you are of your new employees, the better they will perform. Therefore, as two experts put it, ‘Don’t assign a new employee to a ‘dead wood’ undemanding, or unsupportive supervisor. Instead choose specially trained, high-performing, supportive supervisors who can set high standards for new employees during their critical first year.



(5) Provide periodic job rotation and job pathing
The best way new employees can test themselves and crystallize their career anchors is to try out a variety of challenging jobs. By rotating to jobs in various specializations-from financial analysis to production to human resource, for example-the employee gets an opportunity to assess his or her aptitudes and preferences. At the same time, the organization gets a manager with a broader multifunctional view of the organization. One extension of this is called job pathing, which means selecting carefully sequenced job assignments.

(6) Do career-oriented performance appraisals
Edgar Schein says that supervisors must understand that valid performance appraisal information is in the long run more important than protecting the short-term interests of one’s immediate subordinates. Therefore, he says, supervisors need concrete information regarding the employee’s potential career path-information, in other words, about the nature of the future work for which he or she is appraising the subordinate, or which the subordinate desires.

(7) Provide career planning workshops and career planning workbooks Employers also should take steps to increase their employees’ involvement and expertise in planning and developing their own careers. One option here is to organize periodic career planning workshops. A career planning workshop has been defined as ‘a planned learning event in which participants are expected to be actively involved, completing career planning exercises and inventories and participating in career skills practice sessions.’ It discusses what is career planning, self assessments, environmental assessments, goal setting for self, and developing career action planning.
A career planning workbook may be distributed to employees either as part of a workshop or as an independent career planning aid. This career planning workbook is ‘a printed guide that directs its users through a series of assessment exercises, models, career directions, discussions, guidelines, actioning planning and other information to support career planning. It is usually self paced, so that the employees can complete the exercise at their own pace.
 
Last edited:

jamescord

MP Guru
Birdwell is an American surf clothing company, headquartered in California, makers of Birdwell Beach Britches. Founded by Carrie Birdwell Mann in 1961, the company manufactures and sells customized heavy-duty swimsuits, which are sold internationally. With four basic models, various fabrics, including Surfnyl, Tectyl, heavy nylon, sailcloth, and canvas, more than 40 colors, and various other options, the combinations that can be created are nearly endless. Justifiably, the company's motto is "We don't build 1000 things. We build one thing 1000 ways."

The swimsuits themselves, which resemble board shorts, are paneled swimsuits, with waistbands resembling boxing trunks, always double-stitched, always with two layers of fabric. These shorts are known and favored among surfers, lifeguards, and paddleboarders, due to their quick-drying design and extreme durability; with an estimated 10 years for average use, and 2–5 for more strenuous use.

On all of the trunks, there is a 2 square inch (50 mm) logo, of a stylized anthropomorphic surfboard, wearing, of course, Birdwell Beach Britches, nicknamed "Birdie


SHRM is a valuable element of organizational success since it aids in achieving the competitive edge in terms of quality, cost and flexibility. There is the need therefore for SHRM to embrace the people whom the organization does business with. It is through this people that sustainability can be achieved whereby the values are created that direct and indirect rivals could not implement (Smale, 2008).

From a resource-based perspective, the various categories that SHRM can build upon include physical, organizational, financial and technological as well as human resources. As assets, the mere existence of human within the organization is inadequate. However, the relationship among them should be controlled towards achieving long-term organizational success. Sustainable competitive advantage potential of the human resources is central to the idea that human resources are valuable, rare, inimitable and non-substitutable (Thite, 2004).

Nevertheless, such a valuable resource, human resources are heterogeneous because of the fact that organizations require different jobs that require different skills and capabilities. The value of the differences among the people could be realized on the contribution of individuals to the organization which means to provide value at diverse degrees. The rarity of high quality and ability workers is because of their skills and competency levels. Included in here is the supposedly normal distribution of skills, competencies, expertise and capabilities

Career Management

Responsibilities of the manager and employer

Career management guidelines:
Along with the employee, the person’s manager and employer both have career management responsibilities.
Guidelines include:

(1) Avoid reality shock
Reality shock refers to the results of a period that may occur at the initial career entry when the new employee’s high job expectations confront the reality of a boring, unchanging job. Perhaps at no other stage in the person’s career is it more important for the employer to be career development-oriented than at the initial entry stage, when the person is recruited, hired, and given a first assignment. For the employee this is a period during which he or she has to develop a sense of confidence, learn to get along with the first boss and with coworkers, learn how to accept responsibility, and most important, gain an insight into his or her talents, needs, and values as they relate to initial career goals. For the new employee, in other words, this is (or should be) a period of reality testing during which his or her initial hopes and goals first confront the reality of organizational life and of the person’s talents and needs

(2) Provide challenging initial Jobs
Most experts agree that one of the most important things you can do is provide new employees with challenging first jobs. In one study of young managers at AT&T, for example, the researchers found that, more challenging a person’s job was in his or her first year with the company the more effective and successful the person was even five or six years later. Based on his own research, Hall contends that challenging initial jobs provide ‘one of the most powerful yet uncomplicated means of aiding the career development of new employees.’ In most organizations, however, providing such jobs seems more the exception than the rule. In one survey of research and development organizations, for example, only 1 of 22 companies had a formal policy of giving challenging first assignments. This imbalance as one expert has pointed out, is an example of ‘glaring mismanagement’ when one considers the effort and money invested in recruiting, hiring, and training new employees. Some firms ‘front-load’ the job challenge by giving new employees considerable responsibility.

(3) Provide realistic job previews in recruiting
Providing recruits with realistic previews of what to expect once they begin working in the organization-ones that describe both the attractions and also possible pitfalls-can be an effective way of minimizing reality shock and improving their long-term performance. Schein points out that one of the biggest problems recruits and employers encounter during the crucial entry stage is getting accurate information in a ‘climate of mutual selling’. The recruiter (anxious to hook good candidates) and the candidate (anxious to present as favorable an impression as possible) often give and receive unrealistic information during the interview. The result is that the interviewer may not form a clear picture of the candidate’s career goals, while at the same time the candidate forms an unrealistically favorable image of the organization. Realistic job previews can boost the survival rate among employees who are hired for relatively complex jobs like management trainee, salesperson, or life insurance agent.

(4) Be demanding
There is often a ‘Pygmalion effect’ in the relationship between a new employee and his or her boss. In other words, the more you expect and the more confident and supportive you are of your new employees, the better they will perform. Therefore, as two experts put it, ‘Don’t assign a new employee to a ‘dead wood’ undemanding, or unsupportive supervisor. Instead choose specially trained, high-performing, supportive supervisors who can set high standards for new employees during their critical first year.



(5) Provide periodic job rotation and job pathing
The best way new employees can test themselves and crystallize their career anchors is to try out a variety of challenging jobs. By rotating to jobs in various specializations-from financial analysis to production to human resource, for example-the employee gets an opportunity to assess his or her aptitudes and preferences. At the same time, the organization gets a manager with a broader multifunctional view of the organization. One extension of this is called job pathing, which means selecting carefully sequenced job assignments.

(6) Do career-oriented performance appraisals
Edgar Schein says that supervisors must understand that valid performance appraisal information is in the long run more important than protecting the short-term interests of one’s immediate subordinates. Therefore, he says, supervisors need concrete information regarding the employee’s potential career path-information, in other words, about the nature of the future work for which he or she is appraising the subordinate, or which the subordinate desires.

(7) Provide career planning workshops and career planning workbooks Employers also should take steps to increase their employees’ involvement and expertise in planning and developing their own careers. One option here is to organize periodic career planning workshops. A career planning workshop has been defined as ‘a planned learning event in which participants are expected to be actively involved, completing career planning exercises and inventories and participating in career skills practice sessions.’ It discusses what is career planning, self assessments, environmental assessments, goal setting for self, and developing career action planning.
A career planning workbook may be distributed to employees either as part of a workshop or as an independent career planning aid. This career planning workbook is ‘a printed guide that directs its users through a series of assessment exercises, models, career directions, discussions, guidelines, actioning planning and other information to support career planning. It is usually self paced, so that the employees can complete the exercise at their own pace.

Hey buddy,

I am also uploading a document which will give more detailed explanation on Birdwell Files Campus Personal Protection Act.
 

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