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Race group members quit over ‘loss of independence’

first_imgRace group members quit over ‘loss of independence’On 20 Feb 2001 in Personnel Today Related posts:No related photos. Four black members of the Metropolitan police force’sindependent advisory group on race relations have resigned over concerns thattheir role has become purely cosmetic.The independent advisory group was set up by the Met as partof its strategy to tackle its failings on race highlighted by the MacphersonReport into the Stephen Lawrence murder.In a resignation letter, the four said the IAG has becomecontrolled by the police and has lost its independence and credibility. They were also unhappy over a claim by the Met that groupmembers have reviewed the case of Ali Dizaei, one of the force’s top ethnicminority officers, who was suspended last month over allegations of misconduct.They say they were unaware of the IAG’s involvement until they read about it innewspaper reports.The IAG, which was originally billed as being made up of thesome of the Met’s sternest critics, advises the force on internal as well asexternal race relations. A Met spokesman said the force is sad that four of the IAG’soriginal members have thought it necessary to resign. He said, “They have always been among the greatest advocatesof the IAG’s assertion of the need to initiate, not merely validate, policy,procedures and working practices.“We are confident the remaining members of the group and theeight new members who joined yesterday will continue to challenge and provideconstructive criticism of policing in London.”“To have a continually smooth relationship with all IAGmembers would be impossible if their independence is to be maintained.”By Ben Willmott Comments are closed. Previous Article Next Articlelast_img read more

Mixed results for offshore statistics

first_img Previous Article Next Article Related posts:No related photos. Mixed results for offshore statisticsOn 1 Oct 2001 in Personnel Today One more person died working offshore between April 2000 and May this yearthan in the year before, according to the HSE. The provisional incident and injury figures reported three fatalities in theperiod, compared with two in 1999/2000 but a fall in the number of major andover three day injuries, to 50 from 53 and 176 from 193 respectively. However, the number of reported dangerous occurrences was higher than in theprevious year – 713 against 647. The figures come against a backdrop of an increasing number of peopleworking offshore, with the population rising to 23,330 workers, compared with19,000 in 1999/2000. www.hse.gov.uk Comments are closed. last_img read more

Online is the way to go

first_imgOnline is the way to goOn 19 Mar 2002 in Personnel Today Companies are increasingly considering adopting online training, accordingto research carried out for the Open University’s corporate arm Corous. The survey of more than 1,000 organisations shows that more than 30 per centalready used online training and another 30 per cent are consideringintroducing it. Companies surveyed identify the advantages of e-learning as itsflexibility, ease of use, accessibility to distance learners and learning atyour own pace. But respondents also criticised e-learning for being impersonal, allowinglittle interaction with teachers or peers and not offering personal feedback. Marion Baldwin, commercial director for Corous, said the findingshighlighted some of the misconceptions about e-learning. “Well-developed online programmes engage the learner, offer personalfeedback, stimulate interaction with an online tutor and can include groupworking,” she said. The research showed that the percentage of staff with a PC on their desk andaccess to the internet and e-mail ranged from 38 per cent in the wholesale andretail sector to around 90 per cent for staff working for central government. www.corous.com Related posts:No related photos. Comments are closed. Previous Article Next Articlelast_img read more

Costain constructs global workforce for UK projects

first_img Comments are closed. Costain is recruiting overseas staff to help it achieve its businessobjectives. The construction firm has estimated that it needs another 400 staff toachieve its aim of doubling turnover to £1bn by 2006. So far it has recruited 40 overseas staff to work on UK-based projects, fromareas including the Middle East and Asia. It costs Costain £80,000 to recruit eight overseas recruits, includingadvertising and interviewing but not counting relocation costs of around£12,000 per employee. HR director Stephen Hall said skills shortages in areas such as projectmanagement make it cheaper to bring in overseas staff on UK market rates,providing the employee is retained for more than two years. “We must bring in the right people or we will have problems,” hesaid. “It is vital that the person, and their family settle in and want torelocate. We have only had a 10 per cent drop out rate in 18 months.” Overseas recruits are put through six months’ training in their role, aswell as in the company and UK culture to help them settle. Costain is alsocareful to ensure overseas employees’ spouses and partners are happy and, wherepossible, place families close to the homes of other staff, delegates heard. Hall told the conference that the company also recruits staff from countrieswhere the company already has operations, including South Africa, so when theyreturn to their country of origin they can continue to work for Costain. Related posts:No related photos. Costain constructs global workforce for UK projectsOn 5 Nov 2002 in Personnel Today Previous Article Next Articlelast_img read more

Regulation is here to stay, but is beneficial

first_img Previous Article Next Article Regulation is here to stay, but is beneficialOn 5 Nov 2002 in Personnel Today Comments are closed. Regulation has become the taboo word. It never works and obstructsefficiency and free choice, runs the conventional wisdom. You only have tothink of the US labour market – lack of regulation has meant jobs galore. Except the story is a great deal more complicated in the US – evenparadoxically proving the opposite. Regulation works, and if we want efficiencyand justice it may be that the old belief that a mixture of carrot (thebusiness case) and stick (regulation) works, still stands. Take the explosion in women’s jobs in the US. Not only have women won thevast proportion of new jobs that have been generated over the last 20 years,they now hold 49 per cent of managerial and professional jobs, even though theyonly represent 47 per cent of the labour force. This figure will increase. By2030, analysts estimate that American women will constitute 54 per cent ofmanagement and professional occupations. Scaling the corporate ladder has donea lot to narrow the gender wage gap in the US. There is no doubt the US labour market has been opened to women because ofthe acute sensitivity of employers to being sued for discrimination. AnyAmerican business that earns a reputation for being sexist is not only going tobe taken to the cleaners for compensation, but will also suffer in themarketplace. It will lose business and talented female recruits. One of the myths is that the US labour market is lightly regulated. In termsof discrimination, its market is more savagely policed than almost any otheradvanced country’s – the secret of it creating so many jobs for women. Once regulation and litigation prized open the opportunity, American womenhave demonstrated that equal pay is not a cost but a necessity. It is notpossible to construct a high-performance workplace around embedded inequity inpay – and the US has shown the way. The successful business case has been created by the regulatory and legalenvironment rather than emerged as an act of generous voluntarism. It may betrue that the long boom in the US has generated demand for female labour, butit has been regulation that has made sure that so many of the jobs are decentlypaid. It makes a salutary story for employers on this side of the Atlantic whoargue that deregulation is the only way forward, and that all constraint onbusiness is job destroying. Nobody sane is going to argue for burdensome and excessive regulation. Butequally, nobody sane is going to argue for no or minimal regulation either. Wecan’t hope for firms to voluntarily behave properly simultaneously; there istoo much pressure to cut costs and go for immediate profit. Labour market regulation is not only here to stay, it can be verybeneficial. By Will Hutton, Chief executive, The Work Foundation Related posts:No related photos.last_img read more

Conciliation time bomb could lead to more tribunal claims

first_img Comments are closed. Previous Article Next Article Moves by Acas to limit the amount of time it spends on dispute conciliationcould result in an increase in tribunal claims, HR experts are warning. Plans for fixed conciliation periods of seven weeks for fast-track cases and13 weeks for more complex disputes are due to go to consultation shortly. Rita Donaghy, chair of Acas, told Personnel Today complaints not settled inthe time would either be dropped or goto tribunal. “One of the complaints we get is that it takes too long to go throughthe whole process. If we put in a fixed timetable it should make the processrun more quickly.” The move will also focus Acas resources at a time when disputes are expectedto rise following the introduction of statutory grievance and disciplinaryprocedures and equal pay questionnaires under the Employment Act 2002. But the employee relations adviser of the Chartered Institute of Personneland Development, Mike Emmott warned that limiting the conciliation period inthis way could lead to an increase in tribunal cases if the process was rushed.Donaghy also revealed that the voluntary arbitration scheme, which waslaunched by Acas in May 2001 to help resolve workplace conflicts is to bereviewed because of a low take-up from business. “I think people are worried about signing away the right toappeal,” she said. But, she added, it would remain “a tool in the kit” and mightbecome more popular as a way of resolving disputes over flexible working rightsbeing introduced in April. Related posts:No related photos. Conciliation time bomb could lead to more tribunal claimsOn 1 Feb 2003 in Personnel Todaylast_img read more

Employers failing to exploit top talent

first_img Comments are closed. Employers failing to exploit top talentOn 23 Sep 2003 in Personnel Today Previous Article Next Article The vast majority of employers admit they are failing to tap into the fullpotential of their staff. Capitalising on Talent, a report by business psychology consultancy OPP,finds that 84 per cent of companies admit that talent lies undiscovered intheir organisations. Almost 80 per cent of the 400 senior HR professionals surveyed do notactively identify and develop talented staff, even though 94 per cent believeemploying the most talented staff improves profit. The research shows little is being done to capitalise on hidden internalcompany strengths, with 77 per cent admitting that their organisation does nothave an active talent management strategy. A lack of methods to assess talent and potential is causing headaches for HR,with 96 per cent admitting to hiring staff who haven’t lived up toexpectations. Nathan Hobbs, leader of the Talent Management Consulting Team at OPP, isalarmed that so many organisations are not applying talent managementtechniques. “There is no excuse for getting this wrong, particularly given thenumber of proven ways to accurately assess staff potential, such as the use ofassessment centres and psychometric instruments,” he said. “It isperfectly possible to identify underlying potential and capitalise its value tothe business.” Nearly half the respondents define talented people as those who activelyseek new challenges and are keen to take on responsibility. When it comes to attracting and retaining talented staff, competitivefinancial benefits are not key according to the UK’s HR directors. In theiropinion, flexible working options, flexible benefits and holiday entitlementare far more important. Related posts:No related photos.last_img read more

Smart Buyer incentive vouchers contents

first_imgSmart Buyer incentive vouchers contentsOn 18 Feb 2010 in Personnel Today Previous Article Next Article Welcome to the incentive vouchers Smart BuyerIf you’re considering introducing incentive vouchers you will find a raft of resources here to help you assess the sort of vouchers that will work best, guidance on introducing the scheme, and advice on running a scheme and communicating its benefits to your employees. RESEARCHING INCENTIVE VOUCHERS The advantages for employers of giving staff gift vouchers (AVAILABLE NOW)Vouchers do not just have to be given out as rewards; some employers offer them through flexible benefits programmes. Nine steps to setting up a successful reward scheme (AVAILABLE NOW)Setting up a staff motivation scheme that is effective and sustainable is far from straightforward. Andrew Johnson, director general of the UK Gift Card and Voucher Association, offers a nine-step guide. Choose the right voucher scheme for your staffThere are voucher schemes that cover everything from holidays in the sun to zoo-keeping days. But which would be right for your employees? Guide to voucher suppliers and the discounts they offerThe range of reward and benefit providers is wide, and getting wider. There are also many generous discounts available. Our guide explains what schemes the main voucher providers offer, and where to find the biggest savings. Points mean prizes: the benefits of points-based motivation schemesIf you’re a fan of points-based retail schemes such as Nectar, you might like to try something similar to motivate your staff. Paper v plastic – what kind of vouchers would your staff prefer?The march of technology threatens to sweep paper-based vouchers aside. But would your employees be happy receiving their rewards in plastic form? Pre-paid debit cards – taking vouchers to another level? With a wider range of uses than the traditional voucher, pre-paid debit cards are expected to grow in popularity among employers. The advantages of using salary sacrifice for voucher schemes Vouchers do not just have to be given out as rewards; some employers offer them through flexible benefits programmes. Running a voucher scheme and communicating its benefits A voucher scheme only works well if administrated effectively and communicated clearly to your employees. The tax and national insurance implications of voucher schemes Employers can make substantial savings on income tax and national insurance contributions through voucher schemes. Andrew Johnson of the UK Gift Card and Voucher Association explains how.   mktoMunchkin(“589-ITG-580”); Related posts:No related photos. Comments are closed. last_img read more

Getting performance management to work for you (VIDEO)

first_imgOverview Supplier selection Contents Previous Article Next Article Planning your training, learning and development Payment, ownership and major UK suppliers TRAINING Staff buy-in for training Case study: Working [email protected] at Pepsi QTG Managing people’s performance – fact or fiction? center_img Getting performance management to work for you (VIDEO)On 18 Feb 2010 in Personnel Today Smart Buyer is brought to you in association with leading training providers…mktoMunchkin(“589-ITG-580”); Getting performance management to work for you (VIDEO) Related Smart Buyer training contentJeremy Francis of the Rhema Group discusses how performance management can go wrong and what can be done about it. Face-to-face or e-learning? Comments are closed. Was training effective and well delivered? Related posts:No related photos.last_img read more

LinkedIn policy changes – Good, Bad or Ugly?

first_imgRead full article LinkedIn policy changes – Good, Bad or Ugly?Shared from missc on 20 Jan 2015 in Personnel Today Related posts:No related photos. So as most already know, this year Linkedin changed their InMail policy. Instead of getting back all the InMails that didn’t get a response, Linkedin now only credit back InMails that are replied to. They also implemented their new policy around a commercial search limit in which in any given month you can only run a limited amount of searches as beyond a certain number they deem that it is being used for commercial purposes. I’ve seen a number of posts for and against the changes and for what it’s worth, I say bring it on!Here’s why…Sometimes, just sometimes, I shudder when I see some of the activities that are being passed off as “recruiting”. In the last month I have received a number of batch messages that not only are not personalised to me, but have zero relevance to me at all. E.g. I’m an IT/software development sourcing specialist/recruiter and therefore, I have a few technologies listed on my profile. In the greater context of my profile, this is clearly in reference to positions I regularly find myself recruiting and not related to my personal IT experience, YET – I still get messages asking about my interest levels in an exciting and fantabulous open position as a Developer. I’m all for looking at ways to find efficiencies but sending a batch message to anyone with a specific technology(ies) listed on their profile (due to a standard keyword search) is just plain lazy and is certainly not what the vast majority of the recruitment world would identify as effective, solid recruitment/sourcing practice. To date, given the limited InMails available per month on different subscriptions, recruiters were almost incentivised to not be engaging in their InMails and just throw buzzwords in the hope of either a) Quickly engaging a professional who might be actively on the market; or b) being completely ignored, as opposed to opening up conversations with candidates who are not “active” but may be open to discussing other opportunities. If by LinkedIn changing its policies it encourages the careful  and more considered use of InMails as a tool of value and as the medium that could be used to open doors to new networks/candidates/business partners/leads, then I’m all for it and can only see it having a positive effect on the industry.Link to info on new InMail policy: http://sales.linkedin.com/blog/linkedin-changes-inmail-policy-to-improve-quality-of-messages-and-response-rates/On commercial search limits. I believe that the impact on this will be minimal to any recruiter who considers themselves to be somewhat social media savvy as most will be well versed in other online sourcing techniques and know e.g. know how to run x-ray searches via search engines, should they reach their search threshold. The knock-on effect of this is that recruiter who is perhaps not quite as used to other online search methods will have to begin to increase their knowledge of online sourcing methods which surely can only positively affect the recruitment industry?.Link to info on new “commercial use limit”: https://help.linkedin.com/app/answers/detail/a_id/52950/~/commercial-use-limit-on-searchcenter_img Previous Article Next Article Comments are closed.last_img read more