HRP is the process by which an organization ensures that it gets the right quantity and kinds of people, at the right places, at the right time and these people can handle performing their responsibilities effectively and efficiently.
This helps the business to attain its overall goals. Two major ways that societal trends impact employment is through consumer markets, which influence the demand for goods and services, and labour markets, which have an effect on the supply of people needed to produce goods and services.
Maintaining a adaptable workforce is the major problem of the HR department
and HRP helps it deal with this concern. HRP is performed at different levels -
corporate, intermediate, and businesses levels and then for short-term activities.
A proper individual source planning exercise should make use of the inputs of all the
departments in the business and enjoy the support of the very best management. A real human tool professional would be better outfitted for human source planning if he has a good understanding of the market dynamics, changes throughout the market, organizational operations and technological trends.
The procedure for HRP consists of three key steps - assessing and making a listing of the current recruiting, forecasting the organization's individuals resource needs and matching the demand and supply of human resources.
Forecasting the entire human reference requirements involves learning the factors affecting the resource and estimating the increase or reduction in the exterior and internal way to obtain recruiting.
New hires, transfers-in, individuals returning from leave etc. raise the internal supply of recruiting, while retirements, dismissals, transfers-out of the machine, lay-off, voluntary quits, sabbaticals, prolonged illness, and deaths reduce the source.
Strategic importance or current, future & anticipated HR Requirement
Strategies concerns for hiring people at time of necessity and laying them off when they are not required. This plan argument distinguish between staff and the recruiting.
Human Resource Need is to control labour costs, looking for the proficient labours or employee's, making up to date business decisions and examining the near future market risks. The top work of the HR people is too place right people for the right job at a right time and with the right price which a business can afford because the employees are the key assets of the organization.
H. R people packages that what the business will need along with his employee's and those employee's can meet up with the needs or the target of your organization's.
The significant problem now is confronted by the H. R people is that may create the gap between your organization's demand and the option of the workforce resource, the organization will develop new strategies or approaches to close these spaces.
Strategies as per the H. R Requirements
Environment Scanning is a kind of business intelligence. If the surroundings of the organization is within good, then it is simple for the new worker to mix up with the environment of the work, which is going to help the business that the staff or employee is giving his/her fullest working skills.
Current Labor force Profile
Current Express is a account of the demand and offer factors both internally and externally of the labor force the business has 'today'.
Future Labor force View
H. R people look towards the near future company that what all the requirements they want for the organization, what all the demand of the market, what desired of trend is going to be there, what will be the necessity of the employees at what price or the necessity of some other resources which might assist in improving in the workforce in future and creates much better Working Environment of an organization. As well thinking about the Quantitative and Qualitative of the product and as well for the employees. (It might be External or internal demand and offer)
Closing the Gaps
The major work of the H. R people is to close gaps between the management and the employees, so that the easy move of working can be there which can only help to the organization for achieving its goals. H. R people work is to encourage the workers and employees at time of they needed, it could be in conditions of money or according to the requirement of the employee or staff member which a business may easily provide while looking to days gone by performance of the employee. There are other activities which an organization necessary to close those gaps, those are
- Learning and Development,
- Industrial Relations,
- Knowledge Management,
- Job design.
HR Planning impacts on the Strategic Plan
"Integrating human source of information management strategies and systems to attain the overall mission, strategies, and success of the firm while getting together with the needs of employees and stakeholders. "
(Source: Herman Schwind, Hari Das and Terry Wagar, Man Source Management: A Strategic Way)
As per the HR plan for the Strategic Blueprints it may Positive or Negative too for an organization's, but we are going to discussed on the positive aspect of the impacts on the tactical plan.
Develop approaches for workforce change.
-List specific goals to handle workforce competency gaps or surpluses.
-Changes in organizational structure
-Career development programs
-Organizational training and employee development.
These are the developments which will impact on the business with the aid of HR planning in the proper plan, these strategies may be for future years or the existing plans according to the requirements of the organization.
Human resources will be the members as also the beneficiaries of financial development process. For the reason that, human resources number on the demand as well as the supply side of development of goods and services throughout the market. On the demand part, goods and services produced are used by the human beings to alleviate poverty, improve health, make better living conditions, enhance basic educational levels and offer better facilities for training. Utilisation of goods and services thus brings about an improvement of quality of recruiting. On the resource side, human resources and capital form essential elements of production systems which transform natural and physical resources into goods and services.
Complementarity between human resources and capital is so close that best increases in productivity and hence ideal economic progress is not possible through increases in another of them - either human resources or capital - at the price tag on the other. "Some expansion of course can be got from the upsurge in more regular capital even though the labour that's available is missing both in skill and knowledge. However the rate of development will be significantly limited. It simply is extremely hard to really have the fruits of modern agriculture and the large quantity of modern industry without making large purchases in humans ". There is an optimal ratio of human resources to capital which has to be maintained to attain the attainable rate of financial growth.
In this Unit we will need into account the two dimensions of recruiting: Amount and Quality in context of HRP generally speaking and also in tourism.
Quantitative and Qualitative on the basis of legal requirement of Human Source Planning
Human being is searched as productive electricity which is one of the area of the population of the economy and a different one the individual those are with no productive electricity.
Population of a country, in a generic sense, is used as constituting the totality of all humans of the country. The concept of population, viewed in this manner, appears to be very easy. However, the truth is, the explanations used differ not only from country to country but even in just a country with respect to the reason for enquiry. Broadly, the explanations of inhabitants used may be categorised into de facto and de ju re.
Human resources being an integral part of inhabitants, the progress of human resources is rely upon the development of population. Populace growth is solution by three factors: inhabitants framework, migration and society policies.
Age composition means dividing the populace by age ranges, usually five time age groups. Sooner or later of energy it shows the results of days gone by movements in mortality and in fertility.
In the computation rate of progress of population, future births are usually computed by applying five year age specific fertility rates to the women of child bearing era (10 to 49 years) at the midpoint of every five-years time period.
It is useful in analysing and in computing of the labour resource. Normally the active age-group is being regarded as 15 to 65 years.
Another factor which in turn causes changes in human population is the net migration. If the net migration is positive, the population rise at a level faster than the mentioned by natural progress. If the web migration is negative then it causes decline in the pace of growth suggested by the natural development.
If people changes then it doesn't cause changes as a result in the human resources. Rather than change in the inexpensive active component of population which impacts the expansion in the recruiting. In conditions of economic activity classification, people may be divided into employees and non-workers.
beggars, retired person, full-time students, infants and reliant doing no work, persons engaged in household responsibilities, renters living on lease by using an agricultural or non-agricultural royalty, vagrants as well as others with unspecified sources of income, inmates of penal, charitable and steel companies, unemployed but designed for work, and others.
Labour force is the fact segment of human population whose work is to produce goods and services demanded by the whole population they can be known as economically active human population also, Usually they are really aged between 15-64 years. However, not everyone in the effective age-group is effectively in the labour force.
"According to the accepted classification, labour force comprises all individuals of either making love who furnish the way to obtain labour designed for the development of economic goods and services including:employers, employees, self-employed folks, and those involved in family businesses without pay. "
Education and Training
Education and training is the most affective quality of the recruiting in the terms of skills and knowledge. Educational labour demand is more than the uneducated labour in the market. Education and training provide both communal and individual's ends. Education and Training impacts on the culture and public for the up gradation of a person. Quite simply training and education for the population means to take benefit of the technology which assists with the furthering technological progress.
Depending on the techniques of imparting knowledge and skills, education and training may be categorized into two types: Formal and Casual. Formal education and training, which is imparted through classes and schools, emphasises copy of knowledge. Casual education and training such as on-the-job training and hereditary training lays stress on transfer of skills, i. e. , request of knowledge.
- Choice between research and technology on the one hands, and on the other hands liberal and humanities.
- Choice between quality and amount in education and training.
- Choice between level of education such as higher, secondary and principal education.
- Choice between market causes and incentives to get people into some occupations.
- Choice between the aspirations of individuals and needs of the society.
Health and Nutrition
Health and nutrition status is one of the main position for an individuals source of information as significantly they contribute in building and maintaining a productive individuals potential as well as improving in the common expectation of life and an excellent of life.
Public sanitation, local climate and option of medical facilities.
People's knowledge and understanding of health health and diet.
Education, health insurance and nutrition are inter-linked and they complement each other along the way of recruiting development.
Equality of Opportunity
Social discrimination might take either the form of gender discrimination or discrimination among different public categories or both. For example, a few years back mid-air hostesses of a specific airlines petitioned in the court docket because their retirement age was earlier than of their man counterparts. The judge upheld their petition and now the retirement age of both male and feminine air hostesses is same.
Economic discrimination occurs largely among groups of population belonging to different economic strata categorised in conditions of either income generating assets.
Regional discrimination can maintain the proper execution of either discrimination between rural and urban people or discrimination among populace owned by different regions.
These three kinds of discriminations independently and/or jointly lead to inequality of opportunities of differing degree among different parts of population.
Discrimination of any form triggers differential access to education and training, and health insurance and nutrition. This in turn leads to distinctions in quality and production of recruiting owned by different segments of the population - with the privileged benefiting the most and under privileged being deprived of these due show in the development process.
Opportunity costs of discrimination are incredibly high, as it leads to many sociable and economical evils apart from retarding the pace of financial development. It has been confirmed that the countrywide output can be further broadened by improving the typical level of production of each person through appropriate sociable and economic guidelines directed towards equality to opportunity in the areas of education and health.
Tourism has long been recognised as a tool for economic progress and development. However, it can be beneficial to the sponsor economies when it creates careers for the local people. Here qualitative measurements of HRD become an important factor for education and training of local inhabitants as per certain requirements of responsible travel and leisure development.
The dimensions, capabilities and distribution of population the product of whose labour increases national riches constitute recruiting. They are simply thus, the members and beneficiaries of monetary development. The demographic profile, migration and mobility and participation patterns in financial activity determine the quantitative areas of real and potential human resources. Purchases in education and training, health and nutrition, and interpersonal welfare and quality promote quality of recruiting through improved labour efficiency.
While quantitative and qualitative measurements only regulate way to obtain recruiting, the other aspect of recruiting planning particularly the demand for recruiting crucially depends on the performing and overall flexibility of labour marketplaces. Labour market evaluation is a main instrument of human resources planning, as it can help identify skill shortages and also allows a identification of market failure to complement labour resource with demand. To aid labour market examination, there is a need for a comprehensive and regularly updated labour market information system.
Labour force involvement.
Education and training,
Health and nourishment, and
Equality of opportunity.
These each is the things which immediately or indirectly pertains to the current legal requirements of the HR individuals, which they was required to consider while recruiting the people that the proceedings on the market (in terms of population in there country, in terms of education and skills, health of the worker, age factors)
Process for recruiting and selection of new staff
The recruiting and collection of new staff is very sensitive because if HR people recruits any wrong person that can affect great damage to a business and on the other palm if the recruitment has been done properly and HR people recruits right person for the right job then he/she will be useful or profitable for an organisation as well as the person who can achieve the targets of organisation.
"External or internal recruitment is being done.
Successful Internal Recruitment.
Opening Job Position.
HRM role at job interview.
The attractive internal or external job poster.
~ External Recruitment Success factors.
~ External Recruitment Channels.
~ Corporate website as a exterior recruitment job setting tool.
~ External Recruitment Process Key Issues.
~ Alternative Recruitment: Recruitment Organizations.
~ Establishing KPIs for recruiting agencies.
~ Direct Search: The premiere external recruitment service.
~ Job Market Analysis.
~ Basic Exterior Recruitment Measures.
~ Job website structured exterior recruitment.
~ External Recruitment Competitive Edge.
~ SWOT Analysis
~ Recruitment sources
~ Recruitment marketing
~ What is War for Skills?
~ Recruitment Strategy
~ Recruitment Strategy of differentiate
~ Recruitment Process Future
~ Recruitment Process Key Issues
~ Defining recruitment strategy
~ Best Undertaking Recruitment Source
~ Cost of the Recruitment
~ Internal Recruitment Benefits
~ Internal Recruitment Process Weaknesses
~ Internal versus Exterior Job Candidates
~ Right Internal Recruitment Job Posting
~ Quick collection of Job Resumes in Graduates Campaigns
~ Job Curriculum vitae Components to Observe
The Job Interview
~ Job Interview Role
~ APPOINTMENT Preparation
~ HRM Job Interview Questions
Recruitment Process Design and Developments
~ What to learn before recruitment process design?
~ Designing Recruitment Process: Recruitment Measures
~ Simple Recruitment Process wins
~ Main Recruitment Process steps
~ Recruitment Analysis
~ Recruitment Process Outsourcing"
[(http://hrmadvice. com/hrmadvice/hr-processes/recruitment-and-selection. html) HRM Advice, 2008 HRM advice]
Main steps for the recruitment process are as follows:-
Opening Job position.
Collecting job resumes.
Pre-selection of job resumes
[(http://hrmadvice. com/hrmadvice/hr-processes/recruitment-and-selection/recruitment-process-design-and-development/main-recruitment-process-steps. html) HRM Advice, 2008 HRM advice ]
The effects of the organisation environment on staff
The company environment has been created by the company users itself therefore, the organisation environment results on the staff and labour too, this consists of in the inner environment of the company.
If the staff is no longer working properly in any of the office then, it generates bad environment in the organisation, if that particular person is been not checked out by his/her elderly people, then while looking that particular person others also became sluggish which is not good for an company, it may lead to the inability to attain the goals and focuses on of an company. "As someone acquired rightly said that, in bunch of apple if the apple is spoiled and it's been not throne then it spoils them. "
Person and Knowledge
People those are working in an business they should be correct skilled or knowledge people for the right work, the age of the people impacts the results of the task and in an department the combination people should be included as the knowledge people with the new people.
Materials and Tools
The quality and quantity of the insight materials must be provided for an employees to easily work without squandering time on the collecting of materials e. g. pencil, scale, providing of the internet. The tools can be used for the labour individuals who the various tools must working under the nice condition if any requirement is there that should be told prior to labour supervisor.
The accessories must depend on the time and fit with the objective. e. g. Assignment has been given the faculty and in the school no books are for sale to an particular project if it's available then your books aren't in good shape to learn out and understand it, therefore it is difficult to get ready a good and effective task, which leads to neglect to achieve an objective.
Employees motivation is also affects to an company, if the employees were not motivated properly at time of the desire then it may lead to the failure of an company to achieve goals which impacts to the environment of an organisation which impacts to the other departments and at the end the environment affects on the efficiency of an organisation which fails the whole process of an company.
The Work life balance issue and the changing style of work practices
1) Meet needs of development / downsizing programs.
2) Nature of present workforce in relationship with Changing Environment - really helps to handle changes in competitive forces, markets, technology, products and federal regulations.
3) Focus on Future Employees Needs.
4) Each Organisation needs workers with necessary skills, skills, knowledge, experience & aptitude.
5) Meet manpower shortages scheduled to labour turnover.
6) Need for Replacement of Workers -Updating old, retired or disabled personnel.
Shift popular from ERP to internet programming has increased internet programmers
- evaluate staffing levels to avoid unneeded costs.
- reduce delays in procuring staff.
- prevent lack / excess of staff
- quantify job for producing product / service.
- adhere to legal requirements
- determine future staff-mix
- quantify people & positions required
In organisational development, succession planning is the process of discovering and preparing suited employees, through coach, training and job rotation, to displace key personnel within an organisation if indeed they leave.
All employers need to consider the problem of succession planning to ensure that no area of the business reaches risk should a specific employee leave the company.
With good succession planning, employees are ready for new command roles as the necessity arises. Additionally, when someone leaves, an up-to-date employee is preparing to step up to the dish. Furthermore, succession planning can help create a diverse labor force, allowing decision makers to check out the future make-up of the organisation as a whole.
Develop a succession plan for internal replacements, if you'll need to employ, think about the type of person or skills you will need so that if the problem arises you have previously done a few of the groundwork.
staff interchange - where employees swap jobs within the organisation in order to have experience in multiple positions;
formal or casual mentor preparations;
coaching of personnel;
identification of ideal professional development activities for high-performing staff;
making contracts to introduce adaptable working plans;
creating forward-thinking interior promotion policies;
supporting staff to have increased responsibility;
the allocation of higher-grade duties or projects.
There are four main grievance process steps: breakthrough, conciliation, inside review and arbitration.
It means the time when the member brought up any grievance contrary to the any member or his/her senior, or it may be reasonably discovered, that particular circumstance contributes to the grievance.
In this the grievance between faculty member and the plank sitting in the lowest administrative has been tried to solved as soon as possible, this is actually the informal effort before processing for the formal grievance. That is being assisted by the FA-appointed campus conciliator.
Internal Review Hearing
A informal conference is being called by leader, or the president's designee. The leader listens to the grievance, the responding administrator and their staff as they address the allegations within a timely Notice of Grievance that is submitted with the District. The president creates an Internal Review Experiencing decision about the Notice of Grievance allegations.
Before the formal ability to hear the arbitrator choose seven applicants from the list those are supplied by the state of hawaii Conciliation Service. Both parties and everything testimony as witnesses is under oath by Legal counsel. After reviewing proof, testimony and discussion briefs from both celebrations, the arbitrator makes a written decision that is binding on both gatherings.
Discipline issues that cause dismissals
Disciplinary and grievance strategies give a clear and clear framework to deal with difficulties which might arise within their working romantic relationship from either the employer's or employee's perspective.
Informal oral caution is given to the minor rather than area of the formal disciplinary method.
Formal dental warning
Written alert or sometimes second time written warning.
Final written warning
While given the prior warning there is certainly effect and misconduct continues then we have to move to the next phases of the task. If misconduct is serious but comes lacking the misconduct, then other options are
transfer the employee to some other job
non repayment of bonuses
When the severest problem occurs then the dismissal is necessary. While giving warning it should be clear that the repetition of misconduct will be the dismissal. The dismissal can be carried out without offering any notice at time of the gross misconduct by the anybody or pay instead of notice but we must try to follow the task. We are able to suspend a worker on a full pay however the investigation is being completed. In employment contract the allowing provision of suspension system is an good idea. The suspension should be made on the correct and sensible cause and it ought to be used at the time of extreme and it shows that before we had consider the choice procedure of transfer. (http://www. is4profit. com/business-advice/employment/handling-grievance-and-discipline-procedures/types-of-disciplinary-action. html, is4income, copyright2000-2010 is4revenue)
The role of the Acas Code of Practice
The Acas Code of Practice Disciplinary and Grievance Procedures was revised to reflect the removal of the statutory techniques and a fresh version came into push on 6 Apr 2009. CIPD endorses the Code. Pursuing it is crucially very important to employers: a jobs tribunal will consider whether the employer has adopted the Code and, if indeed they have not, then the tribunal may change any awards made by up to 25% for unreasonable failure to comply.
In situations where the trigger event occurs on or after 6 April 2009, a jobs tribunal will consider if the employer has implemented the Acas Code and, if indeed they have not, then the tribunal may adjust any awards made by up to 25% for unreasonable failure to comply.
CIPD members can find out more on the content of the Code, the legal areas of this matter and likely future advancements from our FAQ on Self-discipline and grievances types of procedures in the Work Law at the job area of our website.
Disciplinary plan and practice
Using the disciplinary process
There are two main areas in which a disciplinary system can be utilized: functionality/performance and carry out.
It happens that the performance of the worker is not up to the mark in the task place, in those days also the workplace faces many challenges and in those days employer can take some tough steps contrary to the employee. Many employers will have a specific capability procedure to deal with such matters and it is good that the employers handles this problem without addressing officially, and when it happen, and the casual options are being tired and there is no alternative of it then the managers get into to the formal disciplinary or capacity procedure.
Situations where a person struggles to do their job because of ill-health may also get caught in this category. In these circumstances a worker should be handled sympathetically and offered support. However, undesirable levels of lack could still bring about the employer making use of warnings.
If a worker behavior is constantly misconducting in sought of failure to follow fair instructions of the management, bullying patterns, fighting with each other and committing unlawful offenses, extended lateness, misuse to the organization computer system or internet access, creating a hostile environment, in all these situations, an company can try to follow the recommendations in the Acas Code.
Stages of the process
If disciplinary action is being considered then there are three main periods to follow that is
The research should be good and full to determine the facts of the circumstance and to determine if further action is necessary. The Acas Code suggests that at least these three steps in nearly all cases should be utilized and however, in some cases a second meeting stage may be appropriate.
All information should be held extremely careful and price sly (meticulously), as this will be vital should an instance be taken to a jobs tribunal. The type of records that needs to be placed by employers are minutes of conferences, notes of calls, messages, copies of correspondence, attendance notes, etc.
Handing disciplinary interviews
To perform disciplinary ending up in their respective clubs the line professionals must be reinforced and trained. The HR should department look after them by giving advice about the disciplinary so that they prepare themselves and relevant legislation and executing the interviews.
Make sure the individual has reasonable notice, essentially more than 72 time, and that they have an opportunity to arrange an appropriate representative if they wish.
Never pre-judge the results of the interview before reading the employee's perspective.
Ensure all the reality are investigated beforehand (including talking to the individual's personal apply for relevant information) and plan the way the meeting is usually to be approached.
Make use of adjournments: always have a respite to consider and acquire any additional information you will need before reaching your choice. You can even take breaks if things become warmed or people are upset through the interview.
It is important that everyone involved in disciplinary action understand the importance of following correct procedure, as even if the circumstance against an employee seems proven, they can be deemed to have been cared for unfairly if the correct procedures aren't followed.
Make sure the staff is aware from the notice inviting these to the assembly why they have been asked to attend and that they have a right to truly have a companion present.
Deliver the decision (and present reasons, considering any mitigating circumstances), confirm review durations and make sure you give details of how to appeal.
Give the employee ample opportunity to submit their aspect of the story and call any accommodating witnesses.
Employers can also call witnesses, however they can only maintain the area for the relevant area of the interview - not the period.
Provide appropriate assertions from people involved with advance of the conference, as well as any key information you intend to rely on.
Start the interview by saying the complaint to the staff and discussing appropriate statements from people engaged.
Confirm the decision in writing.
Make sure another member of management can be there to use detailed notes and help execute the interview.
An individual deserves to be along with a work colleague or trade union public at formal disciplinary and grievance interviews. It might be good practice for an workplace also to offer this at any strictly investigatory conference. Employers don't need to allow other companions (for example family members or law firms) but may do so if indeed they wish.
After the getting together with, the company may determine that no action is necessary. For example, if a worker was not clear about what was expected from him and they agree to try to resolve the issue through additional counseling or support.
verbal/ oral caution (Acas no more recommends this stage within a formal method, but for situations of slight misconduct this will often be a reasonable method to prevent a problem escalating. )
first written warning/improvement notice
final written warning.
first written alert - 6 months
final written warning - 1 year.
It may be appropriate for a warning to continue to be regarded as for a longer period, provided the timescale was given in the organization's disciplinary policy from the outset. The period of time employers select for warnings to stay current, and the penalties imposed, must be realistic in every the circumstances. For instance, they must look at the dynamics of the misconduct, the employee's disciplinary record and be consistent with penalties enforced in similar circumstances. .
There are six fair known reasons for the dismissal of a worker. The employer should be clear or sure about the decision to dismiss a worker should be proper reason and this will be inspected by the job tribunal. The Employer should be reasonable overall and really should follow the Acas code prior to making any decision about the dismissals, for example complying with internal procedures, carrying out a proper analysis and treating employees constantly.
Grievance policy and practice
The senior managers should know about the grievance treatment so the grievances from the employees should be cared for in the good manner.
There are a number of additional factors to note when coping with grievances regarding harassment.
Handling grievances informally
Individuals should be motivated to discuss typical, day-to-day issues informally using their line manager. This can help concerns to be read and taken care of immediately at the earliest opportunity.
Where this has been unsuccessful, or circumstances make this route improper, employers should think about using mediation
If matters remain unresolved, they must be raised officially through the grievance method.
Handling grievances formally
details of the levels of the grievance procedure, for example, how a problem may be raised with another level of management if a reasonable image resolution is not reached.
time-scales within that your company will seek to cope with the issue.
the three stages of the statutory process and any further elements of the organisation's additional procedures
with whom to improve the problem and appropriate resources of support
An worker must be given the to be followed to grievance hearings by the colleague or trade union consultant as explained above.
As in disciplinary matters, record keeping is important and the Acas Code should be implemented.
As in the productive environment, the professionals should ensure that the employees must be cared for fairly rather than allow them to work in a non-hostile environment. Disciplinary and grievance types of procedures are being used when the informal disciplinary and grievance didn't sought out the problems or improper given character of issue arising. These procedures can also assist in preventing pointless absenteeism and personnel turnover, as well as preventing time-consuming and costly tribunal conditions.
It is vital that those putting into action these procedures have the necessary training and information to do so, in line not merely with minimal legal obligations but also with the ideas of fairness and natural justice reflected in the Acas Code.
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