Author Archives: Tyler Johnson

Ethics

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The ethical issue at hand was whether children returning to the classroom was the right thing for them due to Covid-19. The two sides were: 1) Children need to be in the physical classroom or else their learning experience would be diluted and 2) Children should continue home-schooling due to safety reasons.

I was arguing for the side that was for children going back to the classroom. Although I am personally on the fence about the issue, I felt that my side had some very valid arguments. The first argument was that at-home or hybrid learning takes away a child’s full learning experience. It takes away their ability to develop interpersonal and social skills. This type of learning is also detrimental because it takes away the ability for the teachers to give individual attention to the children with developmental disabilities, learning disorders, or those who simply need a little extra help. Another concern was that children in lower income families would suffer due to having to learn from home. Some families lack the financial means to provide their children with up-to-date computers and viable internet. Furthermore, many parents depend on school breakfast and lunch to feed their children because they do not possess the financial means. In addition to that, my side was also concerned about the working parents.  Many children come from single parent households or households where both parents work. Many of these households cannot afford babysitters, so there is nobody there to watch the child. Even parents who work from home are too occupied with their work to be able to properly tend to their children. All these arguments are very compelling. If not for the obvious issue of safety, I feel that all these arguments make up a good case for returning children to the classroom.

Risk Management Assignment

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A new risk that many companies were not potentially considering was the pandemic Covid-19. Since early 2020, this pandemic has jilted and even dismantled some companies. Even in 2021, some companies remain crippled due to the ramifications of their unpreparedness for something like Covid-19. Many companies have suffered from the inability to work without their employees being physically present. This unpreparedness comes from a myriad of factors from lack of access to or funds for sufficient PPE to the inability of management to allow proper offsite access to office files and servers. Risks like this are important to focus on because not only do they stunt productivity, but they endanger the lives of all the employees and stakeholders in the company.

Risk management specialists have had ample time to study this virus and the changes that need to be made to the workplace because of it. With the new vaccinations in place, reintegration into the workplace will soon be a serious discussion. Although being physically present in the workplace has become obsolete for some companies, other will not be able to function that way. Those in risk management must address some of the risks that endangered many employees with this Covid-19 Pandemic. For instance, crowded workspaces allowed the virus to be spread more easily. Post-COVID workplaces should be less closed-in and better ventilated. PPE such as hand sanitizer and cleaning supplies should be well-stocked, allowing for frequent cleaning of the workspace. Also, a wheel-based rotating work schedule should be implemented so not everyone is in the office at the same time. This will eliminate the issue of overcrowding and decrease the possibility of the spread of disease.

The threat of Covid-19 and diseases like it that could potentially come can affect a person’s comfort at work or willingness to work certain jobs. For instance, a lot of people who were once interested in pursuing jobs in the medical field are reconsidering due to the dangerous amount of exposure that have affected people already. Also, jobs that do not allow for offsite work access have become less desirable to jobseekers. Jobs such as retail, food service, and hospitality left employees jobless with no income due to the mandated Covid-19 restrictions, so jobs in those fields will also be less sought after.

Retention Assignment

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What do you think is the most demotivating part of Harper’s job?

I think the most demotivating part of Harper’s job is the adjustment that she must make to David replacing Jose. With Jose, she had an attentive supervisor with great communication skills, which made her work environment more enjoyable. With David, she must adjust to someone who has less time to attend to her needs, subpar communication skills, and less time to give both Harper and her work concerns individual attention. This makes for dissonance in the workplace for Harper.

If you were an HR manager meeting with Harper’s supervisor, David, what advice would you give to help them re-engage Harper?

First and foremost, I would express to David the importance of making his employees feel valued. To do this, David would need to establish more open communication with Harper. This cannot be done without David working on his time and workload management. He needs to adjust his managerial workload so that he can prioritize the needs of his workers, as not to decrease morale and, subsequently, productivity. David needs to set aside periodic meeting times in his schedule to address the needs of Harper and his other employees and provide feedback. Many employees are not aware of their supervisor’s expectations, so they end up not meeting them. David should also institute an open-door policy for Harper and the other employees in case any correspondence is necessary between these meetings.

What would be the downside of losing Harper as an employee?

Losing Harper as an employee would be bad for Marketable, Inc because her career trajectory is beneficial for the company. She graduated college at 22 and went straight into employment with them, so she still has the capacity to implement ideas and tactics that are relevant in the modern-day business world. Also, since she has been with Marketable for 4 years already, she would be the best option to replace her supervisor when she is ready for upward mobility. It is better to promote from within the company than to hire an outsider. Harper already knows the inner workings of Marketable and has established a certain level of rapport with the other people in the company.

 

 

 

 

LinkedIn Assignment

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I learned quite a bit from Annie and Tiffany. One of the most important things that I learned was the importance of both having and constantly updating a LinkedIn page. I never thought of it as a necessity, but I learned that in these times, it is pertinent for not only job seekers, but also those looking to network. I learned that a lot of recruiting is done through LinkedIn as well. In terms of things that personally help me with my page, I learned that even though I strive to be an entrepreneur, it is still vital that I include that information in my summary because it can spark interest from potential partners and investors. I also learned that not everything should be super professional. I should let a little bit of my personality shine through on my page to give people an idea of what type of person I am rather than trying to make it a resume.

 

https://www.linkedin.com/in/tyler-johnson-jr-267899160/

Equal Rights Assignment

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For this assignment, I interviewed my grandmother. Her name is Rebecca Bibby and she was born in 1924. (All answers are typed out in full sentences and translated from any slang or shorthand that she used)

 

Q: How old were you when you joined the workforce and what was your job?

 

A: I really started working as a child. I grew up in Jacksonville, Florida. It was normal for children to start working little jobs at about 10 or 11. I would have a lot of different jobs. My uncle had a farm, so I would be in charge of picking the crops like collard greens and yams. We were a poor sharing community, so whatever one person didn’t make or grow was given to them by the next house and so on. My uncle put me in charge of delivering yams and greens to other houses and bringing back sugar or flour or something. When I was 14, I got a job washing dishes at a diner in town. My uncle sent me to New York to live with my daddy when I was 16 and I worked at his car shop when I got here.

 

 

Q: What was it like when you started working?

 

A: For a long time, I didn’t get paid because it was my daddy’s shop. It was more like me working off my room and board. When I got older, he gave me a few dollars here and there. Eventually, I ended up getting married and became a homemaker until my husband and I ended up separating. Then, I had to get a real job to survive.

 

 

Q: What was your first official job?

 

A: My first job was in 1971 at Berkshire Fashions boxing handkerchiefs. I got the job through one of my friends, Janice Lieberman. She was the secretary. I told her that I was looking for a job because Joe and I had separated and she asked her boss to hire me. Eventually, I started doing some bookkeeping and once my bosses found out that I was good at it, they made that my official job.

 

 

Q: Do you feel there was a pay gap between the women and the men in the company?

 

A: At that time, we weren’t concerned with a pay gap. And it wasn’t so much a pay gap. Men and women, at least in Berkshire, didn’t even have the same jobs. The women were secretaries and did clerical stuff, where the men were in high management positions. We didn’t think anything of it. We were just happy to have jobs that paid us.

 

 

Q: How did this affect you?

 

A: I don’t think that it really did. Like I said, I was just happy to have a job. You have to understand that it was hard enough for a woman to get a job that wasn’t cleaning up after someone or minding someone’s child at those times…let alone any job that wasn’t off the books. But for a BLACK woman, it was even harder. This around the time we were still fighting for civil rights. White women didn’t have the same difficulty finding work. We didn’t care about being treated differently because we were women. We weren’t being discriminated against or shrugged off because of our gender. It was the color of our skin. So I was lucky to work for a white man who wasn’t racist toward me. That was what I cared about.

 

 

Q: How do you feel that the workforce is different for women today?

 

A: From what I can tell, women have it a lot better these days. They can hold high positions, get paid a lot more, and even own companies. Am I saying that everything is fair between men and women? No. You can’t unteach the way people are programmed to look at one anther. Women may never get to be equal to men. But they have it better now. We have a woman as a Vice President for God’s sake. I just hope that men stop seeing women as inferior playthings and take them more seriously.

Global HR

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Tyler Johnson Jr.                                                                                 Professor Buckler

BUS 311 – 1900                                                                                   December 1, 2020

 

What are the advantages of choosing a host-country national staffing strategy?

A host- country national staffing strategy has a few advantages. Primarily, this strategy helps eliminate cultural and language barriers within the organization.  Secondly, this strategy allows for a better understanding of the host country’s local rules and laws. This broadens the scope of the organizations cultural diversity and capabilities as opposed to the home-country national staffing strategy, which garners expertise in the local market. Also, a host-country strategy eliminates hiring costs such as visas, moving costs, and any other costs associated with acclimating the employee to the work environment.

 

Develop a compensation plan for each of the two countries, revising the current compensation for managers in the United States, if necessary. The compensation plan should include salary, benefits, and any fringe benefits to attract the most qualified people. The plan should also address any legal compensation requirements for both countries.

United States Mexico United Kingdom
Salary $55,084 MXN$384,288 or $19,403 £24,756 or $33,444
Benefits Medical

Dental

Vision

PTO/ESL/FMLA

Retirement

Child Care

Education Reimbursement

 Medical

Dental

Vision

PTO/ESL/FMLA

Retirement

Child Care

Education Reimbursement

 Medical

Dental

Vision

PTO/ESL/FMLA

Retirement

Child Care

Education Reimbursement
Addt’l Benefits 2% Profit Sharing

Uniform Allowance

Discounts at restaurant

 

 2% Profit Sharing

Uniform Allowance

Discounts at restaurant

 

 2% Profit Sharing

Uniform Allowance

Discounts at restaurant

 

Restaurant Manager Salary | Salary.com (US)

Restaurant Manager Salary Mexico – SalaryExpert (MX)

Restaurant Manager Salary in United Kingdom | PayScale (UK)

 

Develop an outline for a training plan, making reasonable assumptions about the information a new manager would need to know at Fish to Go.

Pre-Employment Training/Certifications On-The-Job Training/Certifications (Recurring)
Food Safety/Food Handling EEO
Health Department Compliance Customer Service Optimization
Leadership & Management Leadership & Management
Customer Service Optimization Health Department Compliance

 

Benefits & Services

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Tyler Johnson                                                                                    November 8, 2020

 BUS311 – 1900                                                                                    Prof. Brielle Buckler

 

Assignment 9 – Benefits

 

For this assignment, I interviewed two of my friends: Rebecca and Nicole.

 

Rebecca’s Interview

 

Q:             Where do you work, when did you start, and what made you want to work there?

A:            “I work at a postgraduate center for mental health as a program director. I began working there in March of 2020. I only began working there because the agency that I was previously working for was closing down.”

  

Q:             What benefits do you receive at your job?

A:            “I receive medical insurance, partial dental insurance, an unmatched 403(b), and free counseling services.”

 

 Q: Which of your benefits is most favorable to you?

A:            “The medical insurance is most favorable to me because I have a lot of medical issues and I am not sure that I would be able to pay for proper quality medical treatment if not for my job insurance.”

 

 Q: Are you satisfied with your current job benefits? If not, what would you change or add?

A:            “No, I am not completely satisfied with my benefits. First, I would add FULL dental and vision. Paying out-of-pocket for these things becomes tiresome. I would also make them match my 403(b). Furthermore, I would add tuition reimbursement. Upward mobility in this field relies on continued education. The salaries that they pay us don’t allow us to pay bills, take care of ourselves, and obtain further education. There’s always a sacrifice. Finally, I would add commuter benefits.”

 

 

Nicole’s Interview

 

Q: Where do you work, when did you start, and what made you want to work there?

A:            “I work at NYC Parks. I started working there in October 2013. At the time of my hiring, I had a goal of working somewhere that would help me contribute to the concept of social well-being. I looked to Parks as a place where I was able to connect people to resources to improve their physical, mental, and social health.”

 

Q: What benefits do you receive at your job?

A:            “My job offers pension, 401K, commuter benefits, counseling, free in-house courses & certification, health insurance, dental, and discounts for entertainment and hospitality services.”

 

Q: Which of your benefits is most favorable to you?

A:            “Before this pandemic, my most favorable benefit was the commuter benefit. The benefit was taken out of my pay pre-tax, so I could see a significant difference in my take-home pay. Now that I work remotely, I don’t use it.”

 

Q: Are you satisfied with your current job benefits? If not, what would you change or add?

A:            “I’m mostly satisfied with the offerings. I would, in fact, add paid lunch, improved maternity/paternity leave, more career development opportunities, and more information and help regarding signing up for benefits.”

 

Both of these interviews were very interesting. Rebecca’s situation shocked me. I’ve known her for a while and I know how risky it is to work with mentally ill individuals. One would think that such a high-risk job would be afforded any benefit possible. Aside from passion, there’s not much incentive for people to put themselves in that position. I was also very surprised to learn that her workplace doesn’t offer tuition reimbursement, especially when their employees are constantly handling delicate situations in which mental health education, which is always evolving, can be the key to escalating or deescalating these situations.

 

Nicole’s situation is much more familiar to me because I am a fellow city worker. I have very similar benefits. On thing that resonated with me was when she stated that she would like more information and help regarding signing up for benefits. During my onboarding process, I was given little to no direction regarding signing up for anything. I found out about most of these things from senior coworkers. I think there should definitely be a program or orientation that has a segment to guide us so that we can utilize our benefits.

Tyler Johnson Jr

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Hey everyone! My name is Tyler Johnson. I am a Business Management major and this is my last semester at BMCC. I will be going on to pursue my Bachelor's in Management and Small Business Entrepreneurship at Baruch College. I enjoy cooking (and eating) and I hope to open a catering business as one of my ventures. I look forward to meeting and networking with you all!