Prepare to walk the talk

first_img Previous Article Next Article Recently agreed Euro-legislation on “domestic works councils” mayhold little mystery for our mainland neighbours – but it will change UKmanagement practice immeasurably. Stefan Martin and Franklin Gaffney examinethe proposalsThe proposed EU directive on informing and consulting employees will have adeep impact on the culture of UK business, changing once and for all the waymanagement teams communicate with their employees. Few of them are likely to becomfortable with the increasing level of employee involvement in the operationof their businesses but, as we move closer to Europe, it is an issue they willbe forced to come to terms with. The establishment of “domestic works councils” has generated muchpress coverage. Although the UK already has legislation in place governingemployee consultation, principally in relation to business transfers andcollective redundancies, the new directive will significantly extend employers’obligations in this area. But the circumstances in which consultation will berequired are narrowly drawn; the intention behind the directive is not toreplace or consolidate any of the existing obligations on information andconsultation, but to extend their operation to areas of economic and strategicdevelopment that may affect the business. The directive will, for the first time, require UK employers to put in placearrangements to establish a permanent employee representative body. Existing UKlegislation does not require employers to establish standing bodies and sowhile many employers do have some form of employee consultative arrangements,the requirement to establish a permanent system of representation will beregarded by some employers as the imposition of yet another additional andunnecessary cost. Indeed, the UK government originally opposed the measurescontained in the draft directive for this reason. It argued it had no permanentsystem of employee information and consultation and its imposition would imposeadditional costs on UK employers. It is not yet clear what effect the provisions of the new directive willhave on trades union activity. Some commentators have predicted they will offertrades unions a further opportunity to extend their influence in the workplace.Others have suggested that imposing requirements on employers to establishstanding bodies for employee representation will actually weaken the influenceof unions. Implementation of the directive Final adoption of the directive is expected towards the end of this year orearly 2002. Implementation will be in three phases and it will not be fully inplace until 2008 at the earliest. This staged implementation is intended tominimise any disruptive effects the directive may have on small and medium sizedcompanies. Stage one of the implementation will only apply to companies employing atleast 150 employees or, if the Government chooses, to establishments where atleast 100 employees work. Two years later, the directive’s provisions will beextended to cover companies employing at least 100 employees or establishmentsemploying at least 50 employees. Finally, after a further two years, itsprovisions will apply to companies employing at least 50 employees or toestablishments where 20 or more employees work. The directive is unlikely totake effect until the latter half of 2004 at the earliest; it is thereforeunlikely to apply to many employers for some time. Meaning of employee representative The directive will require employers to arrange the establishment of astanding body of employee representatives. The draft states that employeerepresentatives means “the permanent, stable and independent employees’representatives provided for by national law and practice”. Unlike thedefinition of “employee representative” under the Transfer ofUndertakings (Protection of Employment) Regulations 1981 – Tupe – and thecollective redundancy provisions, this definition of employee representativeincludes requirements of permanence, stability and independence. This means that employees’ representatives will not be appointed just on an”ad hoc” basis for specific purposes, such as redundancyconsultations and business transfers, but on a permanent footing, and that theywill enjoy their position without interference from their employer. To thisend, employee representatives will enjoy protection and guarantees, such asprotection against unfair dismissal and training to enable them to perform theduties that have been assigned to them. In what circumstances will obligation to inform and consult apply? It is important to note that the directive does not impose a generalobligation on employers to inform and consult with the standing body ofemployee representatives on any issue that may affect employees. Employers willonly be required to inform and consult with employee representatives in thelimited circumstances set out in the directive. The right to information andconsultation will cover: – The recent and probable development of a business’s or establishment’sactivities and economic situation – The situation, structure and probable development of employment within abusiness and on any anticipatory measures envisaged, in particular where thereis a threat to employment and – Decisions likely to lead to substantial changes in work organisation orcontractual relations. The practical arrangements for information and consultation are to bedefined and implemented in accordance with the law and practice of memberstates, with the opportunity for management and workers to reach agreement onthem. The proposals stipulate that information should be given to the employees’representative at such time, in such manner and with such content, as to enablethem to analyse it and prepare an appropriate response. The representativeswill be entitled to request assistance to analyse the information from expertsspecified by them. Employers will be entitled to withhold information where disclosure wouldseriously harm or be prejudicial to their business. Alternatively, employersmay require that employee representatives keep information confidential. Once information has been provided, management and employee representativesmust enter into “good faith” consultations. Consultations willrequire dialogue and an exchange of views with “a view to reaching anagreement.” However, the right to information and consultation will notextend to the right to veto management decisions. The directive offers no definition of “good faith”. However, theconcept has seen much litigation in other jurisdictions, including Australiaand New Zealand, where it is assumed to require constructive dialogue andpossibly, on a wide reading, concessions on the part of both parties. Penalties for non-compliance with the directive are to be set by individualcountries, but must be “effective, proportionate and dissuasive” tocurrent sanctions. Clearly there is much in these proposals which is alien to the UK way ofconducting business. The directive’s staged implementation is designed to easethe transition, providing sufficient time for employers to adjust to the newworking environment. However, even though the directive will not come intoforce for some time, a wise employer would do well to consider now ways theycan involve employees more generally in decisions that affect them. n Partner Stefan Martin and associate Franklin Gaffney are members ofinternational law firm Allen & Overy’s Workplace Representation andConsultation Group How it works in France and GermanyThe proposals contained in the draftdirective are unlikely to have a significant impact in many other Europeancountries because the type of domestic works councils they provide for havebeen in place there for many years. It is also second nature for many Europeanemployers to inform and consult with employee representatives on a range ofissues, not merely those covered by the new directive. Accordingly, theexisting practice in both France and Germany extends way beyond what will berequired by the new law.In both France and Germany, history and the cultural contextplay an important role in information and consultation provisions.  In France, works councils apply in firms with over 50 employeesand act as a means of disseminating business information to employees. Theworks council is consulted on matters such as redundancies and training, butthe focus is, to a large extent, on the administration of socialactivities.  Since the 1980s, tradeunion involvement in works councils has diminished and been replaced by greateremployee involvement. Employees elect members to work councils although tradeunionists are given preference of nomination. This is a means of avoidingpotential competition between the works council and trade unions. French surveyshave shown that work councils dominated by trade unionists tend to be moreindependent than non-unionised work councils and more proactive when seekinginformation and consulting with management. In Germany, works councils have become identified as importantmechanisms for co-determination in the workplace. The works councils are usedas part of the mediation process between industry level wage bargainingconsultative rights that are enjoyed by employees at the enterprise level. InGermany, works councils are mandatory in firms with at least five employees,but only where employees request their establishment. Currently, two-thirds of German workers are represented by adomestic works council. While the councils have no bargaining power over core issuessuch as wages, they have extensive rights of consultation over matters deemedto involve a “communality of interest”, such as workplace training.They also have legal powers to veto corporate decisions on important matterssuch as restructuring. Related posts:No related photos. Prepare to walk the talkOn 1 Sep 2001 in Personnel Today Comments are closed. last_img read more

More than half of managers feel obliged to work late

first_imgA culture of working long hours is leading to stress among senior executivesUK businesses are riven by a culture of ‘presenteeism’, increasing stresslevels among managers, research has found. The study by Roffey Park, which specialises in training and developingsenior executives, found 58 per cent of the 400 managers it questioned saidthey felt under pressure to stay in the office considerably longer than theircontracted hours, often regardless of whether their workload demanded it. A total of 90 per cent of managers said they worked an extra hour every day,while 20 per cent admitted working more than three extra hours a day. Seventy one per cent said their heavy workloads led to stress, and thatstress was made worse not better by having access to e-mail. They complained of lack of time, little support and feeling that they didnot have control over their workload. Staff shortages and the pressures of trying to maintain a high level ofperformance all added to stress levels, the survey, Management Agenda 2002,found. Yet authors Linda Holbeche and Claire McCartney added: “Managers arestill experiencing ongoing change and stress levels remain high. But in manycases, the picture is more optimistic than it was last year, which suggeststhat managers are adjusting or finding new ways to cope with change.” Since the events of 11 September, more managers said they felt a growingawareness of their own mortality, with many looking for ‘meaning’ in theirlives and the chance to do something worthwhile, either at home or in theworkplace, they said. European working time directive is being ignored– One in six UK workers is workingmore than 48 hours a week, despite the introduction of the European workingtime directive, according to a survey by the TUC.– Nearly four million employees (16 per cent) were now workingmore than 48 hours a week, 350,000 more than in 1992.– Most were men, with one in four working more than 48 hours.One in 10 men was working even longer hours. – Nearly 1.25 million worked more than 55 hours a week – almosta seven-day week of normal eight-hour days. – One in 25 men (4 per cent) worked more than 60 hours. Previous Article Next Article More than half of managers feel obliged to work lateOn 1 Mar 2002 in Personnel Today Comments are closed. Related posts:No related photos.last_img read more

New technology will catch angry callers

first_imgNewtechnology will be able to identify nuisance callers who ring call centres toharass staff or cause problems.Iratemale customers could also be directed straight to a female operator, where theyare more likely to be polite.Thenew software, being developed in the US, will allow angry callers, trapped by amaze of automated questions, to be directed straight to specially trained staffwith experience of conflict resolution.Thenew system works by identifying customers who jab at telephone keys tooquickly, shout down the phone too loudly, talk in a stressed tone or use swearwords.Thetechnology is being developed by communications firm Mitel in response to theneed for improved customer service at call centres.www.mitel.comBy Ross Wigham New technology will catch angry callersOn 8 Jul 2002 in Personnel Today Related posts:No related photos. Previous Article Next Article Comments are closed. last_img read more

New product update

first_imgNew product updateOn 18 Feb 2003 in Personnel Today Related posts:No related photos. Comments are closed. Previous Article Next Article SnowdropSystems is using Softworld HR & Payroll, at ExCel in London on 26-27February, and Eastenders’ Todd Carty, aka Mark Fowler, to launch its OrchardPayroll product (if you are struggling with the link, you’re obviously not asoap fan: Fowler plays a greengrocer). Orchard comes in ‘three flavours’ saysSnowdrop: ‘Orchard Hosted’, where the payroll product is accessed on theinternet via an ASP; ‘Orchard Bureau’, where the client outsources the payrollprocess entirely to Snowdrop; and ‘Orchard’, where the product is installeddirectly on the client’s IT system. Free apples, oranges and pears will beavailable on Stand 250 so get yourself down there.–Individual teams within large organisations can create and administer their owninternet portal without any technical knowledge using Auxilium’s ‘CommunityBuilder’ software. Typically, users can post content such as FAQs (frequentlyasked questions), product descriptions, proposal drafts and sales plans, as theportals are designed to disseminate knowledge and information to a group withcommon interests. ‘Revenue Builder’, for instance is configured to supportsales and marketing teams while ‘Loyalty Builder’ is designed to supportcustomer service and technical support teams.–PeopleSoft is introducing four new products for its HRMS suite. They include‘ePerformance’, which aligns all employees with an organisation’s goals andobjectives; ‘Help Desk for Human Resources’, which offers a 360-degree view of everyemployee’s case history; and ‘Mobile Time Management’, aimed at those employeesthat connect to their time reporting systems remotely. ‘Global Payroll’,meanwhile, administers and consolidates pay information across multiplegeographic boundaries and workforces on a single database.  www.peoplesoft.comlast_img read more

A matter of life and death

first_imgRelated posts:No related photos. A matter of life and deathOn 1 Mar 2003 in Personnel Today Previous Article Next Article The correct recollection of first aid training can save lives. So theteaching and reinforcement of these skills should be a high priority for allemployers, by David Arnold It’s 3:37 in the afternoon; Jane, the accountant, is sitting in anoverly-warm office fighting to keep focused on the latest management figures,when the door flies open. “John’s having a heart attack!” yells a pale messenger. Jane’s workplace rarely sees more than the odd painful paper cut. Today,however, is different. Jane is going to forgo her roll as an accountant andrecall the skills she learned on a first-aid course just over two years ago –John’s life depends on it. This scenario illustrates the importance of first aid as ahighly-responsible activity, and the challenge of retaining first aidknowledge. First aid is defined as the initial assistance given to a casualty for thetreatment of any sudden injury or illness, until professional help arrives. The provision of first aid is a legal requirement under the Health & Safety(First Aid) Regulations 1981. The degree of this provision is based on aworkplace assessment carried out by the employer. It should not only takes intoaccount workplace hazards and risks, but also such factors as out of hours workor shift variations, and the unscheduled or annual leave of first aiders. Guidance on this can be found in a HSE associated Approved Code of Practice(ACoP) publication1. The three most frequently cited obstacles to assessing and implementingfirst aid requirements are shown in the box on page 22. Training requirements At a minimum, an ‘appointed person’ (AP) is selected to take charge in anemergency situation, and to summon the emergency services where required. The HSE recommends that an AP is given some first aid training. This,however, is not a statutory requirement, and even with this training, an AP isnot a qualified first aider. Larger organisations, or firms where the risks are greater, requireperson(s) holding a valid First Aider in the Workplace qualification (FAW).This qualification is obtained by attending a four-day course delivered by aHSE-approved training provider. Other training may also be undertaken to address more specific companyhazards or requirements. Such courses will not be HSE approved, as approval islimited to the FAW course itself. Training must be considered as on-going. After obtaining the initial FAWqualification, re-qualification is required every three years by attending are-qualification course. This course not only refreshes skills, but also coversany new procedures that may have since been introduced2. Costs and benefits No specific figures are available as to the actual costs to employers offirst aid provision. However, making basic assumptions based on the number ofemployees in the UK, the cost of establishing and maintaining first aid coveris in the region of £82m-£88m a year. With the additional cost of first aidkits, refills and so on, this adds up to a total industry cost of approximately£100m a year. The cost for a first aider, however – based on a six-year period whichincludes initial and refresher courses, and taking into account typicalemployee costs per hour – is just £505 a year, or £128 a year for an appointedperson. These figures do not take into account the consequential disruptions thatmay occur when an employee is absent on training. There is likely to be afurther additional cost for first aiders of up to £80 for insurance, asemployers’ liability insurance is unlikely to cover medical malpractice – anarea which needs to be clarified if you are unsure. Benefits to employer First aid intervention should hopefully reduce or limit the severity of theillness or injury, which in turn is likely to reduce the duration of theemployee’s absence. This can be readily calculated and compared against thecost of the first aid provision (above). Additionally, less tangible benefitsarise – for example, an improved workplace reputation. Rewards First aid is a life skill and not limited to the workplace. Being able toeffectively administer CPR to a family member must surely be consideredpriceless. For a more tangible financial consideration, first aiders tend to berewarded a token amount, say £100 a year by their employers, but this is farfrom universal. Training providers In the first instance, one might think of the big three Voluntary AidServices (VAS) when seeking training – St. John Ambulance, Red Cross and StAndrew. However, there are 1,500 other HSE approved providers, some offering a morepersonal or broader service, for example health & safety training. When selecting a provider, discuss your requirements, talk to the trainer(s)and check their experience. Trainers tend to originate from the VAS, but somemay have experience more closely related to your own industry – an obviousbenefit, especially if you are considering a broader spectrum of training. Training course prices will also vary, but keep in mind that the cost oftraining is only a fraction of the overall cost when considering a three- orsix-year cycle of provision. Addresses of training providers can be supplied bycontacting the HSE or at,which holds a searchable directory of more than 1,500 providers. Retention of knowledge and ‘skill-fade’ The prime reason for the FAW re-qualification course, which is requiredevery three years, is to refresh the first aiders’ skills and knowledge. The three-yearduration between courses, however, is often considered excessive – especiallyif you consider the skills may not have been exercised during that period. Videos, workbooks and internet sites are available to assist with knowledgeretention. Some workplaces take training further to reduce skill-fade byincreasing the frequency of the courses. In all cases, it is based on a balance between costs, probability andseverity of an illness or injury. First Aider in the Workplace Training Course The First Aid at Work (FAW) course is the only course approved and monitoredby the HSE. Quality assurance, course content, trainer qualifications andexperience are closely checked to ensure a high standard and consistent levelof training. The initial FAW course is typically a four-day course and covers thefollowing main skill areas: – Managing an incident – Resuscitation and recovery – Wounds and bleeding – Burns and scalds – Unconsciousness and shock – Fractures The FAW re-qualification course covers the same subject areas, but isdesigned to refresh and update the first aiders’ knowledge. As the course isbased on the trainee having successfully completed the initial FWA course, thiscourse only lasts three days. It should be noted, however, that this course must be taken before the firstaiders FAW qualification has expired (three years), otherwise the initial FAWcourse would need to be retaken. Appointed Person Training Course Not covered by the HSE, the Appointed Person course content is less rigidthan the FAW. A typical one-day AP course is likely to cover the followingsubjects: – Incident management – Casualty care/management – CPR – Bleeding Further training First aid training is not limited to the FAW, re-qualification and AP courses.Technological developments in first aid equipment in recent years,specifically the automatic external defibrillators (AED) have produced trainingcourses for their application and use. AEDs, used to treat sudden cardiac arrest, are becoming a reality outside ofthe hospital environment. Their ease of use and reduction in cost have madethem available in many public places including airports, train stations andshopping complexes. It is expected that as the cost of AEDs fall, more and more workplaces willhold them as part of their first aid provision, especially in light of anageing workforce population. Because retention of knowledge and ‘skill-fade’ during the three-yearre-qualification period is a significant concern, annual refresher courses arecommonly available and taken up by many employers. These courses however, donot extend or affect the FAW qualification. HSE-funded report The HSE has recently released a funded report3 aimed at evaluating TheHealth & Safety (First Aid) Regulation 1981 and the effectiveness of theACoP and Guidance. With the regulations now more than 20 years old, the report takes intoaccount the changing workforce, technology and application. The report, some 90 pages in length, is difficult to summarise in just a fewlines. However, a few relevant recommendations made in the report are worth noting:– To achieve greater proportionality to the assessed risk, the introductionof a more basic first aid level to that of the full current first aider isrecommended – The use of HSE approved trainers for Appointed Person and Basic Level(above) courses – To address ‘skill-fade’ by increasing the frequency and duration ofadditional training. (The report further states that this should be the subjectof review and should not seek to increase the cost burden on employerssignificantly.) – Improve the current guidance, specifically the Approved Code of Practice – Improve guidance in the application of the regulations to companies withless than five employees and ‘small’ companies Conclusion The HSE-funded report will certainly produce interesting changes in thefuture. This, together with technology and research, should make first aid moreeffective and relevant to the workplace. First aid training courses will filterthese advances and changes to the first aiders. However, for this to happen, employers must be committed to ongoingtraining, and where possible, in excess to that of the legal requirements. References: 1. HSE Approved Code of Practice and Guidance 74 1997 ISBN 0 7176 1050 0 2: Arnold D (2002) First Aid Changes Occupational Health 54 (9) 12 3. Health & Safety (First Aid) Regulations 1981 & GuidanceEvaluation – Final Report (4270/R58.060) – The HSE website is agood reference, but does not cover any medical information  – A community of 1,500 first aid trainingproviders Obstacles to assessing & implementing first aid– Providing first aid cover forshifts, long working hours, out of hours work or shift variations– Providing first aid cover across diverse workplaces, workservices, working practices, work buildings and on sites with wide geographicalareas– Obtaining enough volunteer employees to take up a first aidrole and/or finding the right calibre of staff for the role Comments are closed. last_img read more

Crunch time for biscuit debate

first_img Previous Article Next Article Related posts:No related photos. Crunch time for biscuit debateOn 24 Jun 2003 in Personnel Today Comments are closed. Renowned business theorist Meredith Belbin has joined Personnel Today’sdebate on the link between choice of biscuit and behaviour, led by our ownmanagement academic, Guru. What started out as a light-hearted look at what your biscuit choice saysabout you, based on behavioural psychologist Gladeana McMahon’s interpretationof Belbin’s work, has now spiralled out of control (see p50). Belbin, however, took time out from his busy schedule to explain his biscuitpriorities. “My favourite biscuits used to be Jaffa Cakes. My wife, Eunice, whomonitors my book writing, favours Rich Tea. So far so good,” said Belbin.”But now the theory comes into question. Recently, I have opted for‘organic’ ginger biscuits,” he said. “A possible explanation is that I feel the need to ‘ginger things up’in an attempt to reform static and bureaucratic male hierarchies that currentlydominate large organisations. ” last_img read more


first_imgLettersOn 24 Aug 2004 in Personnel Today Previous Article Next Article Related posts:No related photos. Comments are closed. This week’s lettersWe’re a nation in danger of neverfinishing a thingSo, as a country, we are 30 per cent less productive than the French (News,10 August)? The French? Are we talking about those same mesdames et monsieurs who take at least an hour off for lunch insteadof wolfing down a baguette at their desks? The very people who do a 35-hourweek, and would, allegedly, rather have a good time than work? Apparently, we Brits have to work more than 10 hours more per week toproduce the same outcome as the French. And it doesn’t stop there.Unfortunately, we are less productive than most of the nations in the developedworld. Various theories have been put forward to explain this: the UK hasn’tinvested so much in technology; our weather isn’t as good; we work longer andmake up the productivity, so it doesn’t matter; we have the fourth largesteconomy on the planet, so why worry? Well, we should worry, a lot. We are becoming a nation of ‘starters’ –people who are outcome-driven, and not input-led. Everyone wants to do theexciting bit. Fewer people want to do the unexciting bit of seeing the jobthrough to the very end. Too many people are ‘wowed’ by the ‘ra-ra‘ andflag-waving that surrounds exciting ideas. But then they lose sight of theoutcomes and whether, or what, they have actually achieved. Two-thirds of business strategies fail. This is reflected from the top down,and we are developing a frightening culture of never getting anything done. To all of you leaders out there: let us make it our business to praise thepeople who produce the outcomes. Reward those who finish the job. We could, forexample, bring people out from behind the PCs and recognise their achievementsin keeping the database in good order. For without the people who actuallyfinish the job, the starters simply wouldn’t get anywhere. The truth is, too many ‘gonna do this and that’s’just spoil the broth! Jane Sunley,Managing director, Learnpurple New laws drowning voice of smallfirms Since 1997, more than 30 significant individual employment rights have beenintroduced in the UK.It is, therefore, perhaps not surprising that small businesses, often withno separate HR function, feel that it is becoming increasingly difficult toemploy, manage, discipline and sack people without being put to significantexpense. And the latest of these rights will even require employers to extendtheir grievance procedure to ex-workers. Many smaller employers feel their voice has been left unheard in the debateabout employment rights between the so-called social partners – the Government,unions and the CBI. After all, what business case is there for requiring anemployer to extend its grievance procedure to ex-workers? This right is anattempt to get the employer and ex-employee to resolve issues outside thetribunal. It is a cost-cutting exercise likely to have little or no impact onthe seemingly inexorable rise in tribunal claims. Isn’t it time for a more balanced approach to the creation of employment rights,even if that is limited to a clear delineation of the principle that employeerights should come with employee obligations – a crucial, but some would say,missing part of the employment equation. Martin Brewer Partner, Mills & Reeve Gimmicks will not stop absenteeism The recently announced Royal Mail scheme to reward staffwho don’t take any sick leave for six months by entering them into aprize draw for a car is nothing short of discrimination against genuinely illemployees. How can offering a car for attendance help the health of theworkforce? If employees are genuinely ill, they need to take time off to fully recover– enticing them to keep working with the possibility of winning a prize isreally not the way to manage the problem of absenteeism. Malingerers whoregularly take ‘sickies‘ are the only ones to benefitfrom this scheme. It could also have legal implications for the Royal Mail. Managing absence is a complex process that cannot be addressed withpromotional gimmicks. The only way to effectively manage absenteeism is througha combination of early medical advice, and accurate, systematic managementinformation. Alan AldridgeManaging director, Active Health Partners Young guns never really get fair shotIn all the debates and discussions about age discrimination, I have noticedvery few references to discrimination at the opposite end of the age scale inrelation to the employment of young people. We are overlooking a very important aspect of the debate on the consequencesof the ageing workforce, and its impact on the economy. The main thrust of the Government’s initiative to address the impact of anageing and shrinking workforce (birth rates are falling across Europe) – and,of course, to go some way to address the pension deficit – is to encourageemployers to extend working life. While this is very important and will helpslow the tide of exits from the workforce, it overlooks the very important needto renew and replenish the workforce at the opposite end of the spectrum. It seems to have become increasingly difficult for young people to breakinto the job market around the age of 15-16, when they start looking for someindependence from their parents and want to establish themselves asindividuals. I know this from my 15-year-old’s experience in trying to get a Saturdayjob. Many of her friends are desperate to work but cannot get jobs becauseemployers are not interested in employing them. When I spoke to the store manager of our local supermarket recently (a largenational food retailer), I was told that they do not take anyone on under theage of 18, because the whole focus is on employing mature people who alreadyhave work experience. I had been expecting the reason to be the more onerousregulations around the employment of young people. I followed this up withcalls to three other employers and received a similar response. Howshort-sighted! It is imperative we give young people an opportunity to work early on. Apartfrom the obvious waste of talent and a chance to channel their energy, we arealso denying them the opportunity to develop an interest in work and itslong-term rewards. Even more importantly, and worryingly, we are not preparinga workforce for the future. Deirdre Golden Head, ORC Worldwide Make sure you pick the right staff totrain I read with interest the piece ‘Training opportunity passes by one in fiveworkers’ (News, 10 August). I agree companies should regard training as an investment, and staff shouldmake the most of courses offered. But it is vital to take time out to ensurethe right staff are sent on the right courses. Before a company implements a training programme, it’s worth taking a stepback to undertake a needs analysis to examine the company/ individualrequirements to maximise the return on investment. This will involveidentifying how an individual undertakes their job, how long it takes tocomplete the task and the quality of the end result. The analysis will alsolook at the additional tools that the individual needs to help them in theirrole. It’s just as important to check that the candidate is committed and ready tobe trained. DTI research reveals that 85 per cent of employees don’t make themost of training opportunities. There’s little point spending money on thosewho don’t want to learn. Michael Graham Managing director, Pitman Training last_img read more

A question of evidence: behaviour-based interviews (VIDEO)

first_imgMANAGEMENT TRAINING The cost A question of evidence: behaviour-based interviews (VIDEO) Overview Supplier selection The course – delegates and content Making appraisals work Related Smart Buyer training contentScott Bradbury outlines its behaviour-based interviews content.mktoMunchkin(“589-ITG-580”);center_img A question of evidence: behaviour-based interviews (VIDEO)On 18 Feb 2010 in Evidence-based management, Personnel Today Related posts:No related photos. Previous Article Next Article Comments are closed. Smart Buyer is brought to you in association with leading management training providers… Contentslast_img read more

The Rise of the #T-MOOC (Twitter MOOC) – India HR Chat | India HR Chat

first_img “Massive open online courses (MOOCs) have gained tremendous popularity over the last couple of years. The New York Times dubbed 2012 -‘The Year of the MOOC,’ and it has since become one of the hottest topics in education. “Read full article Comments are closed. Related posts:No related photos. The Rise of the #T-MOOC (Twitter MOOC) – India HR Chat | India HR ChatShared from missc on 16 Apr 2015 in Personnel Today Previous Article Next Articlelast_img read more

Charter school takes 85K sf in Queens condo building

first_img Message* Share via Shortlink Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink Contact Akiko Matsuda Central Queens Academy’s Ashish Kapadia and United’s Chris Jiashu Xu with a rendering of 88-08 Justice Avenue (Linkedin, iStock)A charter school is expanding its footprint in Elmhurst.Central Queens Academy Charter School is taking an 85,000-square-foot space in the Justice Avenue Tower at 88-08 Justice Avenue, according to Transwestern Real Estate Service, which brokered the deal.The school will take the first, third and fourth floors of the 340,000-square-foot building, which is being developed by United Development & Construction Group. The new facility will allow the school to consolidate three existing locations and to double its students, according to Ashish Kapadia, the academy’s interim executive director.The new facility, which can accommodate 900 students, is scheduled to open for the 2021-2022 academic year. The expansion plan also includes a 4,000-square-foot gymnasium that’s due to open in 2024.The 32-year deal is structured as a leasehold condominium, a legal structure that allows nonprofits to take advantage of its tax-exempt status.“By commencing negotiations during construction, we are able to achieve the benefits of a purpose-built facility in half the time of a traditional ground-up construction project,” said Stephen Powers, who, along with Lindsay Ornstein, led the Transwestern team for the transaction.Justice Avenue Tower is a mixed-use building with residential units along with four floors of retail and office spaces. Construction is almost completed, but sales for its 184 condos haven’t launched yet, according to the developer. The building owner was represented by Steve Zhu of Urban Compass for the transaction.Read moreNYC’s 10 most active developers of 2020Chris Xu lands financing from Taiwanese bank for Queens condo projectChris Xu secures $502M construction loan for tallest condo in Queens Tags Full Name* Email Address* Commercial Real EstateelmhurstQueenslast_img read more