Part 1 Minnesota's Permit to Carry Laws As explained in this module, the statutes regarding Permit to Carry identify three (3) types of violation. In the box below, you will find a very limited description about an officer encountering a female with a gun. Working from this base-scenario, you will need to invent additional details about the scenario in order for it to portray each of the three (3) types of violation. In the end you will have 3 versions of the scenario-description.Base-Scenario: You are investigating a suspicious person complaint.While speaking with the suspicious female, you observe a handgun in a holster on her belt. The handgun is not concealed; both the holster and handgun are visible with the clothing she is wearing.The female informs you she has a valid Permit to Carry in her purse.In a 1-2 page paper, written using proper spelling and grammar, address the following:Describe the three (3) types of Permit to Carry violations.In the Base-Scenario above, state whether the female is violating one of the Minnesota Permit to Carry statutes and explain why.For each of the three (3) types of Permit to Carry violation:Enhance the base-scenario presented above by inventing additional, specific details about the incident so that it meets the requirements for that type of Permit to Carry violation.Provide the statute number being violated and the resulting penalties.Part 2 POST Board WorksheetThe term and concept regarding the POST Board has been tossed around a lot, however have you really looked to see what the POST board is? First off, POST – is the Peace Officer Standards and Training Board which was developed in 1977 though has its roots as far back as 1967. Dive in and take a look a little further behind the curtain.Answer the following 10 questions using the POST Board website, as well as the MN Revisor webpage searching under the Chapter 6700 of Minnesota Administrative rules. Pay special attention to 6700.0700 and 6700.1600.Please insert your answers to the questions on this Word document; just be sure to list your name in the header portion. No cover page or reference page is required.Provide all of the information posted on one current licensed officer job posting.List three of the statutory or administrative law minimum selections standards for LE officers in MN.What is the POST Board contact phone number and what are their office hours?At what point does your POST license become active?How long is your POST eligibility good for after taking the exam?The Reinstatement of License Eligibility Exam is offered when and where?What are the four broad categories of the POST Learning Objectives?Does the POST Board offer a Police Academy? If so, when and where?According to the POST Board, how many total active police officers are in the state of MN?Per the MN Administrative rules, list and explain two of the “Standards of Conduct” outlined by the MN Post Board.Submit your completed assignment by following the directions linked below. Please check the Course Calendar for specific due dates.

PLease review the attached document for scenario and instructions on how to complete the assignment.

Many Chief Executive Officers (CEO's)  and Chief Financial Officers (CFO's) complain that their Human Resource  professionals do not report metrics about Total Rewards or otherwise that matter  to the organization or share relevant information. We want you to be  able to provide metrics that are relevant to the organization - metrics  that matter. After selecting a metric for this  discussion, ask yourself what does the metric that I am proposing tell  me about the effectiveness of the Total Rewards program? It must relate  to Total Rewards to be a relevant metric for this discussion and for  your next presentation. Revenue, profit, customer satisfaction are good  data to know, but they are not good metrics for this assignment. Further, the percentage of turnover is not important by itself as a metric,  but the metric of the percentage of the highly valued employees who are  leaving the organization and why they are leaving is helpful to know  since the data should tell us if the rewards currently offered are a  factor in those valuable employees leaving. Whether employees are happy is not a helpful metric  (nothing against having happy employees but the organization would be  better informed if it knew whether the employees are engaged in their  work because of the total rewards). A metric that reports the percentage  of the employees who are satisfied with the organization is not as helpful as knowing by individual segment of employee which benefit is of most value, through a forced ranking of the benefits.  Please keep this information in mind  as you answer the following questions and design your second  presentation, due this Sunday by midnight. The second presentation and  your final assignments will continue to use the organization you used in  your first PowerPoint presentation. 1.  Give an academic definition of the term metric (with an in-text citation and full reference) 2.  Discuss why, in general, metrics  are important for HR professionals to report. For example, they can  assist the HR professional in achieving their goals and objectives while  also assisting the whole organization. For example if innovation is a  core capability of the organization, tracking the level of turnover of  the individuals who have had the most success innovating would be  important along with knowing why these individuals are leaving. This  metric would allow the organization to change incentives or other  rewards, if needed, or look for other ways to retain the needed talent.  3. Share an example of one metric you  are considering for your second MS PowerPoint presentation when you will  present three metrics to evaluate the success of the total rewards  program. Assignment 2 is due at the end of this week.   State or describe: A metric you are considering for the  next assignment (typically a metric is an outcome and is presented as a  percentage or index). What the metric tells the organization about the effectiveness of the total rewards program How the metric aligns with the organizational capabilities (what it does best)  How the metric aligns with the employee competencies (the knowledge, skills, and abilities)  How the data for the metric will be  collected (for example, through an electronic survey, exit interviews,  data from the Human Resource Information System (HRIS), focus groups or  something else)