Firm indulges in a little retail therapyOn 27 Feb 2001 in Personnel Today Related posts:No related photos. Comments are closed. Previous Article Next Article Staff at Windsor-based recruitment consultancy Robert Halfhave received a morale boost after their company installed Tesco’s onlineservice on their PCs.The scheme was the idea of managing director Steve Carter, whoannounced at Robert Half’s New Year meeting that IT engineers would installTesco Direct on to all the company’s computers.Head of HR Fiona Kyle said the scheme helped to improve themood at the company’s 23 offices across the UK. She said, “Many of our staffhave to work long hours and this allows them to spend more time with theirfamilies.”Robert Half was established in 1948 and employs more than400 people across the UK specialising in recruiting for the finance sector.weblink www.rhii.com
Comments are closed. Previous Article Next Article Related posts:No related photos. National gateway opens for Scottish learnersOn 1 Jul 2001 in Personnel Today Saba, a provider of human capital development and management solutions, isteaming up with the Scottish University for Industry to develop a learningmanagement system for Scotland. SUfI was set up to promote learningopportunities via LearnDirect Scotland. The learning portal is based on the scaleable Saba platform, also used inNorway. It manages learning across a network of suppliers, content providers,partners and users. The Saba system aims to improve their employability andenhance the competitive position of Scottish business. www.learndirectscotland.com www.saba.com
Should I move south of the border?On 10 Jul 2001 in Personnel Today Related posts:No related photos. Previous Article Next Article Comments are closed. Icurrently work as a management development consultant in a public sectororganisation in Scotland, a position which I have held for nearly two years.I am a Graduate member of the CIPD and hold other T&D qualifications. Ifeel the need to broaden my experience level and move to a new organisation.However, most of the decent “next step” positions appear to bein England. I have a young family and would be reluctant to uproot them. Canyou advise me on a suitable solution? My current salary package is not at allbad. I would hate in five years time to be thinking “What if I had donethis or that …?”MargaretMalpas, joint managing director of Malpas Flexible Learning, writes:Thisis a predicament I have encountered quite frequentlyrecently when working with employees in the public sector who livein Scotland, Wales or the South West. Many of them tell me thatthey are compromising their pay to live in a beautiful and quietarea. However, I agree with you that this is a good packageand I don’t think you would better it unless you took a job in the City,with all that commuting entails, or a post of much more responsibility. So itis a question of quality of life versus depth of pay packet! Idon’t think anyone can answer this for you as you need to decide what is reallyimportant to you. VicDaniels, director at Carr-Lyons, writes:Ifyou have really undertaken your research and feel that the job for you is inEngland, then you have no choice but to uproot. Life is full of opportunitiesand risks and only you know whether you are prepared to take the gamble. Justbe sure that you explore all opportunities north of the border prior to makingthis major life- altering decision. Good luck.LindaAitken, consultant at Chiumento Consulting Group, writes:Hereare some things you may wish to consider:*Complete any qualifications for which you are currently studying and will makeyou even more marketable to a future employer*Use your training and development experience to move into a commercialorganisation in training and development*Reposition your CV to demonstrate the transferable skills that you could bringto the private sector*Contact your local CIPD branch and make use of their network for exploringopportunities with locally based organisations*Use any leads or other networks that you have to the full*Networking and cold calling work equally as well in Scotland as in England. Relativelyfew vacancies are actually advertised, so don’t rely on them as an indicator ofthe opportunities that exist*Contact specialist HR recruitment consultants
Previous Article Next Article Bosses wake up to the meaning of lifeOn 1 Mar 2002 in Personnel Today Comments are closed. One legacy of the terrorist attacks of 11 September is that managers arelooking for more meaning in their lives. Research by consultants Roffey Park shows a growing awareness of mortalityamong managers, with many looking for the opportunity to perform a moreworthwhile role, at home and at work. The Management Agenda 2002 also shows that more than 70 per cent of the 400managers surveyed are suffering stress due to an inadequate work-life balance,with long-term employees being worst affected. Linda Holbeche, director of research at Roffey Park, said: “Themajority of employees feel less loyal to their employer than in the past. Theyare no longer prepared to put work ahead of everything else. “Work-life balance is becoming such an important issue for managersthat many are prepared to downshift to gain more time for out-of-workinterests. They are no longer prepared to make the heavy sacrifices made in thepast.” www.roffeypark.com Related posts:No related photos.
Features list 2021 – submitting content to Personnel TodayOn this page you will find details of how to submit content to Personnel Today. We do not publish a… Comments are closed. Previous Article Next Article This week’s guruGolf challenge leads to flasher humiliationGuru will never live down the day he fell victim to a fabulous chardonnay atlunch on a golf jolly. As he addressed the first tee afterwards (in wobbly fashion), the seniorexecutives he was playing with changed the rules and implemented the Women’sTee Challenge. To the uninitiated, this involves exposing sensitive body partsfor the remainder of the round if you fail to drive the ball beyond the women’stee. Needless to say it was a long, cold and humiliating round of golf, and Guruis unlikely to be invited back to the country club for an early evening sherry(although he did retain his lucrative consultancy contract with one of thedirectors present). So new research from the US comes as no surprise. In these post-Enron daysof skulduggery, 82 per cent of high ranking corporate executives admit tocheating at golf, 13 per cent have broken a club in anger and 11 per cent thinkgolf is more important than sex. Guru thinks they should be spending more time looking for black holes intheir companies than holes in one down at the club. Highlander fling smashes into WonderwallRock band Oasis has threatened theArmy with legal action after discovering two of its songs had been used on arecruitment video without the permission of songwriter Noel Gallagher.Wonderwall and Hello, from its 1995 album (What’s the Story) Morning Glory,form part of a sound-track for a promotional film for the Highlanders regiment.The regiment has been forced to recall 300 copies after theband’s record label refused to give permission to use the songs.Guru is surprised the band appears to have been so mean-minded– it has never made any excuses about ‘taking inspiration’ from the Beatles.It’s a relief to have bog standardloosGuru is never happier than at 10am ona weekday when he takes his copy of The Times and spends half an hourcompleting his daily ablutions. It is a time to reflect, catch up on worldevents and problem-solve. So he was unsurprised to learn that a Swindon callcentre, which won the title of Britain’s Happiest Workplace, has also won a‘Loo of the Year’ award. Cellular Operations’ staff can choose from five differentstyles of toilet depending on their mood including: hi-tech with rivetedaluminium panels, transparent cisterns and see-through seats with inset mobilephones and a sea green, mosaic space in swimming pool style.These loos sound nicer than Guru’s office. Although he isrelieved his corporate bathroom is purely bog standard. Otherwise the length ofhis bathroom breaks would come under scrutiny.Bunker mentality hasn’t cost DearA double-glazing firm has proved the workplace environment canaffect staff performance after profits soared when its sales office wastransformed into a Second World War operations bunker.Former Royal Signals sergeant Colin Dear gives orders to his salesteam from the office which is covered in aircraft charts and camouflagednetting.Dear also listens to war music and uses a 1940s phone from hissales command post.He charts the position of his sales vans by pushing woodenmarkers around a map of south-east Essex.Sales order have soared by 211 per cent since the office’smilitary makeover and Dear is now thinking of completing its image by addingsand bags at strategic points. Related posts: GuruOn 9 Jul 2002 in Military, Personnel Today
Our resident experts at Pinsents bring you a comprehensive update on all thelatest decisions that could affect your organisation, and advice on what to doabout themBritish Telecommunications Plc v Reid, Court of Appeal Promotion of harasser triggers award of aggravated damages * * * Reid was subject to race discrimination by E. Reid immediately left work and on returningthe next day was subject to a disciplinary investigation for abandoning hisduties. Reid explained his reasons for leaving and an investigation commencedinto E’s alleged conduct which, after 14 months, concluded that E had not madecomments alleged. In the meantime, E had been promoted to a position senior tothat of Reid. Reid was awarded damages for direct race discrimination the sumof £6,000 for injury to feelings and £2,000 by way of aggravated damages. The Court of Appeal held that the Tribunal was entitled to award aggravateddamages on the basis that E had not been punished and had been promoted to aposition higher than Reid. It determined that matters arising out of or following an act ofdiscrimination are relevant to the measure of injury to feelings. Having toundergo an unjustifiable investigation was an indignity that exacerbated Reid’sinjury to feelings. The Court of Appeal also considered the tribunal entitledto take into account stress suffered by Reid in dealing with the aftermath ofthe incident and the fact that he had to wait for 14 months for the conclusionof the investigation. These factors had prolonged the upsetting consequences ofthe discriminatory incident. What you should do – Ensure that allegations of discrimination or harassment are thoroughly investigated and dealt withsensitively – Deal carefully with the aftermath of harassment investigations – Ensure appropriate policies are put in place to handle complaints ofharassment – Make sure that grievances and harassment claims are investigated in atimely manner. Pickering v Summer Bridge Doors Limited, EAT Guidance on disability considerations * * * * Ms Pickering had rheumatoid arthritis that affected her wrist, hipsand knees. This was a disability underthe Disability Discrimination Act 1995. She suffered a fall in July 2000 as aresult of weakness in her knee and was fitted with a fixed brace and crutches.Having briefly returned to work, she found it uncomfortable and returned home.She remained absent with a doctor’s certificate. A medical report obtained by the employer concluded that Pickering would havedifficulty in returning to work unless special provision was made, although asshe became less crutch dependent, she would be able to return. When Pickering indicated a readiness to return, the employer refused toallow her to return. She was not entitled to receive statutory sick pay.Pickering resigned and brought successful applications for constructive unfairdismissal, disability discrimination and unlawful deductions from pay. On appeal, the EAT upheld the tribunal’s finding that the employer’s treatmentof Pickering was for a reason relating to her disability. The disability wasthe reason for the accident and therefore the absence from work. The EAT also found that the employer had not conducted a proper riskassessment. Further, the refusal to allow Pickering to return to work while notbeing paid, was a fundamental breach of contract entitling her to resign andclaim constructive dismissal. What you should do – Beware of the scope of the Disability Discrimination Act. Here theemployer was caught out because the reason for the accident, and therefore theabsence, was disability related – It is safest to assume that disability discrimination will be an issue ifan employee has any medical condition and that condition is at all relevant tothe circumstances in which action is being considered in relation to thatemployee. The crucial thing is to have a good reason for your action so thatany discrimination can be justified – Make sure that when considering reasonable adjustments you always undertakea suitable and sufficient risk assessment under the Management of Health andSafety at Work Regulations 1999. This is an area where tribunals are becomingincreasingly vigilant. Foster v Somerset County Council, EAT Difficult employees must still be dealt with reasonably * * * Foster’s work was unsatisfactory and the council initiated aperformance management procedure. Foster alleged bullying by her line manager.The council determined that Foster should be redeployed but she failed toattend meetings to discuss this. Eventually, she was placed on garden leave butwas signed off on sick leave because of work-related stress. She continuallyfailed to attend meetings at which her position could be discussed and rejecteda formal offer of redeployment. The council lost patience and informed Foster that her continued refusal toseek to resolve the issues amounted to a repudiation of her contract ofemployment. She was denied the right of appeal on the grounds that she had”dismissed” herself. Although an employment tribunal found Foster’s dismissal to be fair, thiswas overturned on appeal. The EAT ruled that just because an employee wasdifficult and unco-operative, an employer could not dispense with a fairprocedure for dismissal. In particular, Foster should have been given a finalwarning that her failure to attend meetings would result in her dismissal. Thefact that Foster was unlikely to have attended such a meeting could not betaken into account when deciding whether the dismissal was fair.What you should do – Whenever you are contemplating dismissal, make sure the employee is warnedof this and offered the right to a hearing before a decision is taken – Remember that it is safer for the employer to terminate after a fairprocedure than to treat an employee as having dismissed him/herself – Always give a right to appeal against dismissal. Give notice of this rightin the letter of dismissal. GMB v Securicor Express Limited, EAT Collective redundancy consultation not required over the businessreasons for redundancies * * * In November 2001, Securicor decided to close two branches and makeredundancies at a third branch. The trade union was advised of that decision inDecember 2001. The union claimed the employer had failed to comply with theobligation to collectively consult in relation to large-scale redundanciesunder Section 188 TULCRA 1992 and claimed a protective award.An employment tribunal concluded that the union had not been consultedbefore the decision to close the branches had been made and ordered theemployer to pay a protective award. This decision was overturned on appeal. The EAT concluded that Section 188 of the 1992 Act did not require theemployer to consult with appropriate representatives about the reasons for the redundancy,in this case whether or not the branch should close. The tribunal’s decisionthat the employer had failed to consult at all was overturned. Although theemployer had decided to close two branches, it had not made any decision aboutthe number of redundancies or who should be dismissed for redundancy. The tribunal should have considered the adequacy of the consultation withthe trade union in relation to the consequences of the branch closure ratherthan the closures themselves. The EAT considered that there had been adequateconsultation and the protective award was set aside. What you should do – Treat this case with some caution as there are conflicting EAT decisionsthat indicate a need to consult over the reasons underlying the redundancy situation– In any event, as a matter of best practice, consult employees and theirrepresentatives at an early stage before any firm decisions are taken that makeredundancies inevitable – Watch out for developments in the implementation of the Information andConsultation Directive. Companies will soon be required to consult nationalworks councils on these issues and you ought to be planning now for this hugechange in corporate decision making. Case of the monthEAT confirms upper age limit on unfair dismissal claimsSecretary of State for Trade and Industry v Rutherford and Bentley, EATEAT confirms upper age limit on unfair dismissal claims. The ongoing saga ofthe Rutherford case has taken another turn. * * * * * The Employment Rights Act 1996 prohibits claims for unfairdismissal and/or a redundancy payment from individuals over the age of 65 (indefault of a normal contractual retirement age). The issue at the centre ofthis case is whether those provisions should be disapplied as beingdiscriminatory and contrary to European law.The EAT has now held that the rules still apply. Rutherford and Bentley wereboth over 65 when their employment was terminated. The tribunal determined (Case Round Up, October 2002) that theupper age limits were indirectly discriminatory to men and could not beobjectively justified and that the claims could proceed. There were two questions for the EAT to decide. The first question was thepool to be applied in determining whether the upper age limits did indeed havea discriminatory impact on men. The second question was whether anydiscriminatory impact could be objectively justified. The EAT held that the tribunal had failed to identify the correct pool fromthe outset. The correct pool should have been all employees between the ages of16 and 79. The relevant figure was then the percentage of men and women in thatpool able to satisfy the requirement of being between the ages of 16 and 64.There was, in fact, a fraction of 1 per cent difference between the proportionof men and women in the pool who could satisfy that requirement. This in turn fluctuated in favour of men and women dependent on any givenyear that was chosen. It was thereforenot a quantum leap for the EAT to conclude that in fact the upper age limitsdid not have a discriminatory impact on men. The EAT was critical of the tribunal for limiting the pool to an oldercross section of the workforce “for whom retirement has some meaning”as that introduced a subjective element. The EAT also considered the arguments advanced by the Government to justifythe implementation of the upper age limits. Three main policy justificationswere given: the need to predict and plan for future recruitment needs; the needto encourage employment among over 65s; and the need to plan for advancement ofmore junior employees. In relation to redundancy payments, the Government’s justification was basedon the reduced expectation of continued employment after pensionable age. The EAT accepted the Government’s position and concluded that even if theupper age limits were discriminatory, that could be objectively justified. The EAT recognised this case was effectively an attempt to bring a claim forage discrimination within the constraints of a sex discrimination claim. The EAT also expressed sympathy with the Government’s position that it wasactively engaged in consultation in relation to age discrimination legislation(to be introduced in 2006) and it would be premature to take a view on thesocial policy merits of abandoning the upper age limits until those changes hadbeen considered in a planned and systematic way. What you should do – Clearly, this is a helpful decision for employers wanting to dismissemployees over the normal retirement age. Employers should check whether thereis a contractual normal retirement age or whether the default provisions apply – It is clear that the landscape will change with the implementation of agediscrimination legislation. You shouldbe actively looking now at what impact this legislation may have on yourworkforce when it is introduced in three years – Until it is known whether the decision will be appealed to the Court ofAppeal it may still be safer to apply the same procedural safeguards as youwould to employees below the upper age limit. Related posts:No related photos. Case round upOn 1 Nov 2003 in Personnel Today Comments are closed. Previous Article Next Article
Related posts:No related photos. Welcome to the Payroll Software Smart BuyerOn 20 May 2010 in Personnel Today Here you will find links to all content of the Payroll Software Smart Buyer.To help you research and understand your requirements, we’ve split our content into four simple sections… Before you buy In this section, learn from others and understand the decisions you need to take around what you need and why you need it: Seven steps to proving the business case How to handle product demos Calculating ROI Due diligence – minimising risk 10 steps to a final decision CASE STUDIES Accord Payroll implemented for The Opera Group WHITE PAPERS HR and technology: an uncomfortable relationship? HR outsourcing and the credit crunch Guide to achieving buy-in Strategic Use of Technology in HR & Payroll Solutions Market evaluation Learn more about types of software in this section, the options you face in hosting and paying for your new system, and learn from others: Your A-Z guide to payroll software A guide to payroll software suppliers Integrating HR and payroll systems Payroll self-service – pros and cons WHITE PAPERS Changing face of reward: engaging employees through the recession HR and payroll software – to integrate or not? Project roll-out Learn how to implement as smoothly as possible the transition to your new payroll software: Six reasons why IT projects fail Talking to techies Integrating with existing systems Keeping costs down CASE STUDIES Wirral Partnership Homes opts for Frontier Software WHITE PAPERS Reduce your Costs and Increase Efficiency in a Slowing Economy Post purchase Here you can learn how to adapt to your new system and get the most out of your supplier: Using payroll software reporting Service level agreements – managing relationships with your software supplier Training staff to use your new software Comments are closed. Previous Article Next Article
Read full article Staff benefits schemes seem to be a hot topic at the moment so I thought I’d chime in with my thoughts….In years gone by the company car, paid phone bill’s or company credit card were pretty much the in domain of the professionals at the top of their game working in the most generous of companies. Now though, almost akin to my blog post on gimmicky long interview processes, companies seem to be using the benefits they offer as a marketing tool, and the list of what is being offered is getting longer and longer. There’ nothing wrong with that, but let’s dissect it a little.In recent times there has been a lot of debate over what is considered a generous benefits programme and what is going too far. For example, I refer to Facebook and Apple who opted for a very polarizing benefit of freezing any female employee’s eggs (most suggest in a bid to allow feeling more at ease delaying having children). Or Google California, as another example who trucked in snow to create a snowy wonderland for its staff. Times are of course changing and our wants and needs are evolving with the times. I totally get that we are not programmed in the same way that we were 50 years ago where social norms almost pre-defined at what ages children would enter our lives, or when we should be allowed to enjoy a brisk walk in the snow, but is this taking a “company benefit” too far?In a few less extreme examples such-as, orgs employing chefs to cook meals each day for staff, full gym in-house or even sleep pods. These all sound amazing, right? And who wouldn’t want a part of that, but something that is also worth thinking about is – Are we then blurring the lines further between our professional worlds and our personal worlds? And indeed, is this a good or bad thing? We have already seen a huge shift towards technology interoperability and never being too far away from a piece of tech that could see us struggle to “switch off” in our personal time, but we are now looking at a new age where the comforts of home-life are being brought to the office.This is not to say I wouldn’t dive straight into a sleep-pod given the chance – just food for thought and I’d be keen to hear other perspective on where boundaries should be in the creation of a solid benefits scheme… Do employees benefit from employee benefits?Shared from missc on 17 Jun 2015 in Personnel Today Previous Article Next Article Related posts:No related photos. Comments are closed.
A major challenge in ecology is to understand the impact of increased environmental variability on populations and ecosystems. To maximize their fitness in a variable environment, life history theory states that individuals should favor a bet-hedging strategy, involving a reduction of annual breeding performance and an increase in adult survival so that reproduction can be attempted over more years. As a result, evolution toward longer life span is expected to reduce the deleterious effects of extra variability on population growth, and consequently on the trait contributing the most to it (e. g., adult survival in long-lived species). To investigate this, we compared the life histories of two Black-browed Albatross (Thalassarche melanophrys) populations breeding at South Georgia (Atlantic Ocean) and Kerguelen (Indian Ocean), the former in an environment nearly three times more variable climatically (e. g., in sea surface temperature) than the latter. As predicted, individuals from South Georgia (in the more variable environment) showed significantly higher annual adult survival (0.959, SE = 0.003) but lower annual reproductive success (0.285 chick per pair, SE = 0.039) than birds from Kerguelen (survival = 0.925, SE = 0.004; breeding success = 0.694, SE = 0.027). In both populations, climatic conditions affected the breeding success and the survival of inexperienced breeders, whereas the survival of experienced breeders was unaffected. The strength of the climatic impact on survival of inexperienced breeders was very similar between the two populations, but the effect on breeding success was positively related to environmental variability. These results provide rare and compelling evidence to support bet-hedging underlying changes in life history traits as an adaptive response to environmental variability.
Climate change is a major threat to global biodiversity. Antarctic ecosystems are no exception. Investigatingpast species responses to climatic events can distinguish natural from anthropogenic impacts. Climatechange produces ‘winners’, species that benefit from these events and ‘losers’, species that decline or becomeextinct. Using molecular techniques, we assess the demographic history and population structure ofPygoscelis penguins in the Scotia Arc related to climate warming after the Last Glacial Maximum (LGM). Allthree pygoscelid penguins responded positively to post-LGM warming by expanding from glacial refugia,with those breeding at higher latitudes expanding most. Northern (Pygoscelis papua papua) and Southern(Pygoscelis papua ellsworthii) gentoo sub-species likely diverged during the LGM. Comparing historicalresponses with the literature on current trends, we see Southern gentoo penguins are responding to currentwarming as they did during post-LGM warming, expanding their range southwards. Conversely, Ade´lie andchinstrap penguins are experiencing a ‘reversal of fortunes’ as they are now declining in the AntarcticPeninsula, the opposite of their response to post-LGM warming. This suggests current climate warming hasdecoupled historic population responses in the Antarctic Peninsula, favoring generalist gentoo penguins asclimate change ‘winners’, while Ade´lie and chinstrap penguins have become climate change ‘losers’.Climate