Morethan a third of HR directors are unhappy with the quality of their employees,according to research.TheNational Human Resources Directors Survey 2000 reveals that 35 per cent of HRdirectors would re-hire less than 50 per cent of their employees if they couldchange all their staff. However,25 per cent of HR directors would recruit 75 to 100 per cent of theirworkforce, an improvement on last year. MargotKatz, general manager of recruitment and training consultancy DDI, whichcarried out the survey, said the figures reflect the tight labour market andthe skills shortage, particularly in IT.Shesaid, “People say that hiring the right people is so important, but at the sametime employers are under huge pressure to take people on to fill a job, andthen quickly discover they have employed the wrong person.”Thesurvey of 80 leading organisations in the UK also shows that 97 per cent ofrespondents identified connecting HR’s relevance to core business issues as oneof the main opportunities for the profession over the next five years.Asimilar proportion highlights the growth of HR’s internal consulting role asbeing equally important.Thestudy shows that 88 per cent of HR directors think hiring the right people isthe most important issue for employers, followed closely by motivating andretaining the right people at 86 per cent.DDIfound that average staff turnover had risen to 19 per cent in 2000, up 5 percent on 1999.www.ddiworld.comByBen Willmott Third of directors would not re-hire current staffOn 3 Apr 2001 in Personnel Today Previous Article Next Article Related posts:No related photos. Comments are closed.
Related posts:No related photos. Previous Article Next Article M&S wins right to push through cutsOn 25 Sep 2001 in Personnel Today Comments are closed. A court decision in France will give employers more confidence makingredundancies across Europe. Marks & Spencer welcomed the ruling against three French unions lastweek that had challenged the legal validity of its European works council. Thecouncil will now administer staff consultation on the closures. Diane Anderson who is head of personnel for international retail at M&S,said, “We fully believe our European works council is valid – it’s beenrunning since 1995 – and we’re glad that a judge confirmed this. It provides animportant forum for our European staff.” M&S is now going ahead with plans to sell the 18 stores, which employed1,600 staff. Anderson said, “The HR team has been fully involved in our workscouncil and played a key role in discussions with staff. We’ve continued ourprocess of consultation through the whole period.” In the past, UK companies were reluctant to restructure because of thethreat of legal action involving complex labour laws on the Continent,explained European HR consultant Peter Reid. He believes the case will set aprecedent for other employers. Reid said, “It’s extremely good news because it finally clears up theissue of what constitutes a valid agreement. The fact that a French court hasvalidated the M&S works council will be key.” He added, “It finally confirms that just because consultation law inEurope is tough it doesn’t make it impossible. Companies can restructure aslong as they follow correct procedures.” A further case later this year will decide whether M&S announced orproposed the store closures and whether it consulted staff properly underFrench law. Three store managers could face a custodial sentence or fines up toFFr25,000 (£2,404) if found guilty. By Ross Wigham
The British Bankers’ Association (BBA) is introducing an e-learningprogramme for the financial services sector to prevent money laundering. The package is aimed at all levels of staff working in financial services,including banking, legal, insurance and accountancy. As well as information, the programme will provide a facility forself-assessment and will be supported by a formal examination and accreditationprocess. Testing during and after the course records results centrally and givescompanies an audit trail to assess whether they have met their obligation toprovide training in this area. “London is one of the largest financial centres in the world, handlingbillions of pounds worth of transactions every day,” said Ian Mullen,chief executive of the BBA. “Naturally this makes it a target for financial crime and it isessential that every member of staff within all financial institutions isalerted to the possibility of money laundering activities.” The training programme is a joint venture between the BBA and onlinefinancial training provider Absolutely Training and is designed to include alarge proportion of interactive content, explained the company managingdirector Paul Fegan. “This increases an employee’s retention rate and results in moreeffective training. This means that an individual is more likely to be aware oftheir obligations and responsibilities in relation to money launderingprevention and detection.” Previous Article Next Article Related posts:No related photos. Comments are closed. Bankers go online for help in preventing money launderingOn 1 Oct 2001 in Personnel Today
Related posts:No related photos. Comments are closed. HR professionals have less than a month to comment on the effectiveness ofthe employment tribunal system. Patricia Hewitt set up the Employment Tribunal System Taskforce last year toinvestigate the service and encourage feedback on how the system could be mademore effective. Comments from members of the public and business are invited until 15 March,when the taskforce will report to the Secretary of State for Trade and Industryand the Chancellor. The taskforce will also consider the Employment Appeals Tribunal and therole of Acas. It will not be recommending legislative changes, but will comment on possibleoperational changes. www.employmenttribunalsystemtaskforce.gov.uk Previous Article Next Article Time running out for your say on systemOn 19 Feb 2002 in Personnel Today
Related posts:No related photos. Comments are closed. Previous Article Next Article LettersOn 1 Aug 2002 in Personnel Today This month’s lettersBullies at workI read with interest your article Bullies at work (April 2002) and howoccupational health nurses have a pivotal role to play in tackling workplacebullying. What happens when it is the OH adviser who is the person beingbullied? This has happened to me over a long period. I did not recognise it asbullying at first but after some intervention from the personnel department itseemed to get better for a short time after an apology was given. However, itnow continues in a very subtle way. I have found it increasingly difficult to go to work. I know it is thoughtthat the victim is a weak person, but one becomes weak through constant ‘putdowns’. There is no eye contact when trying to communicate or have a discussionabout a client’s health, or at meetings. There is a general lack of support. It is very easy to lose confidence in one’s ability to make decisions, andretaining status is certainly difficult. All the buzz words and policies, ie Improving working lives (Investors inPeople) sound great and the hospital where I work is up there with the best ofthem, but nothing is put into practice. Name and address supplied Further criticism of the RCNHaving had a letter published by you in October 2000 (RCN support underscrutiny) I feel I must make a further comment on managing harassment andbullying in the workplace, especially in the NHS, and the poor assistance givenby a particular union. The nursing organisation/ union, the Royal College of Nursing, has issuedpublications on how to tackle the problem of bullying. Also they apparentlytrain their staff and stewards to give seminars to members. Yet at the last branch meeting in Worthing we were informed that a regionaldirector has been suspended from duty with harassment and bullying beingmentioned. And according to the Saturday editions of The Times and the Daily Telegraphon 15 June, apparently another five staff have also been suspended from duty.Confidentiality does not seem to feature anywhere. Surely, as a union, the Royal College of Nursing should know how to manageits own office? If not, then how on earth can it try to overcome poormanagement in the NHS and the enormous problems nurses face? Name and address supplied
Expert’s view Paul Secher on preparing for employment tribunalsOn 28 Jan 2003 in Personnel Today Related posts:No related photos. Comments are closed. Previous Article Next Article Paul Secher sits as an employment tribunal member and is head of JSBTraining and Consulting’s Employment Law Faculty, which runs courses onpreparing for employment tribunals What is HR’s role in and how proactive should it be in preparing foremployment tribunals? HR’s role is crucial. Many disputes before employment tribunals are won orlost before the case begins. HR’s role is key in ensuring that employers takeessential steps to prevent successful actions being brought against them.Simple steps, such as making sure your employment contracts, personnel policiesand procedures are up-to-date, effective and properly implemented. Effectivepractices and procedures are your defence – and your deterrent to a claim beingbrought in the first place. Does HR have a good understanding of employment law? HR has a much better understanding of employment law than it used to – andit definitely needs it. The flow of legislation from Westminster and Brusselshas increased enormously and shows no signs of abating. HR must keep abreast ofthe latest legal developments and ensure line managers are properly briefed.Employment disputes often originate down the line. By the time they get to theHR department, it may be too late – the ‘You did what?!!’ syndrome. Has HR ever made saved the day or made a difference at a tribunal? Loads – and nothing to do with clever tricks or even brilliant advocacy.Usually much more mundane but very effective tactics like: showing not only thatyou had a fair procedure in place – but that you also carried it out properly;you made proper notes of meetings and other events, at the time; youimplemented best practice in your organisation and you trained your managersand staff in how to operate your policies fairly. Top 3 Tips – Documents win cases. Make sure your policies and procedures are up todate. Make notes – and keep them – If you need to take advice – internally or externally – take it earlybefore it’s too late for anyone to help – Make life easy for the tribunal – get your case in order, with sufficientcopies of all key documents.
Proving that people drive profitsOn 4 Nov 2003 in Personnel Today Previous Article Next Article Investors In People week has just kicked off and its chief executive Ruth Spellmanhas teamed up with actress Joanna Lumley to encourage more companies to applyfor the standard. Ross Wigham reportsActress Joanna Lumley and Investors In People (IIP) chief executive RuthSpellman may seem like an unlikely double act, especially for employers lookingfor advice on leadership and team building. But these two women have teamed up this week to urge employers to invest inpeople management and develop the next generation of leaders. The contrast between Spellman, who once ran for parliament, and Lumley –star of TV series Absolutely Fabulous – is marked, although IIP justifies thebizarre partnership by claiming a mutual passion for teamwork and leadership. The focus of the organisation’s latest campaign leans heavily towardsleadership and Spellman is keen to dispel the myths and traditional stereotypesthat currently dog the UK workplace. “We need to get away from the idea that only leaders lead,” shesays. “The best leaders I’ve met are rarely at the top and business needsto better recognise what good leadership really means.” The depth of the leadership quandary is illustrated by the level of demandfor the IIP’s new stand-alone leadership module, which has attracted 9,000employers in its first eight months of existence. “Leadership is a key area in business and it has become very complex. Thereare so many gurus and experts around that it has clouded an issue that isessentially fairly simple. “It’s a hugely important area because too many businesses areparachuting managers in and failing to develop their own talent,” sheexplains. Spellman believes that many organisations have stuck to old-fashionedleadership virtues, which often bear no relationship to how well people manageothers. She cites the deposed Conservative Party leader Ian Duncan Smith and Englandfootball coach Sven Goran Eriksson – two more unlikely names – as perfectexamples of her point. The former lost his job and failed to lead his party despite a command andconquer management style, while the latter (the original quiet man) inspiredhis team to the finals of the 2004 European Championships. “There’s something very impressive about his [Eriksson’s] leadershipstyle because it’s not about copying the traditional model. You have to be ableto do your own thing and take other people with you. “People often confuse bluster and shouting with leadership. If you havesubstance and offer support, you can lead in a quiet and confident way,”she says. Spellman believes there has never been a better time for employers to investin staff and potential leaders with a new skills strategy under way supportedby massive government investment. Around 34,000 organisations in the UK now have the IIP standard, andalthough this covers more than 10 million employees, Spellman still wants todrive up the numbers. While membership has increased by 47 per cent in the past two years, sheconcedes that IIP needs greater penetration among the FTSE 250 firms and moreawareness of what the standard actually achieves in business terms. IIP hopes to attract a further 11,000 organisations to its ranks and hasdeveloped a four-year strategy to fine-tune its offering and spread the messagefurther. “Initiatives live and die, but the key is what’s being delivered, andthat’s employers investing in people and increasing business success. I don’twant it to become an academic concept because it’s about adding value tobusiness,” she says. The IIP standard is currently going through a major internal review toensure it’s delivering to employers and is relevant in the modern economy. The results will be released in the autumn and used to revamp the standardand help further meet employer needs. Spellman says the evaluation will focus on the measurement aspects of IIP,basic skills and ways of making it more meaningful to modern business. She also hopes the redesigned IIP will be more focused on employees andbecome widely recognised by staff as the hallmark of a good employer. “Employee expectations are changing and we need to meet them as well asmaintaining the benefits for employers.” Communicating the benefits of IIP to individuals and how it works for themwill be another major part of the strategy for the next 12 months. “At larger companies, people may not know about IIP or the process ofachieving it, and we need to work on that to give it more depth,” saysSpellman. This culture of partnership and involvement will become even more importantwhen the EU Information Consultation Directive (ICD) – requiring firms toinvolve staff in business decisions – comes into force for larger companies in 2005.Spellman is convinced the IIP standard can forge a new role for itself anddovetail with the ICD regulations, helping employers to involve staff in thebusiness. “I hope IIP will be able to help organisations to engage with staff andgive employers advice on their options on compliance with the ICD. The standardwill be able to tie staff into the business,” she says. Spellman believes that a fundamental shift in employee relations andbusiness culture will also be necessary once the new rules are introduced. “At the moment, there are lots of requests coming from the top oforganisations, but these also have to come from staff. That’s very difficult toachieve because it has to become part of the culture. In this country I thinkwe’re just starting to scratch the surface,” she says. Companies must also close the gap between perception and application withalmost 96 per cent recognising people as the greatest asset, but significantlyfewer applying good people management policies. The latest IIP research, released later this week, also aims to prove thatpeople drive profit and that HR policy has a measurable impact on the bottomline. IIP is also launching a new scheme to attract CEOs, after identifying thatthe people leading companies are the best way to spread good people management.Spellman also welcomes the recent DTI productivity strategy, but says thereis still much work to be done if the UK is to catch its global competitors. Lambasting UK managers, who are already under pressure, is too simple andSpellman believes the problem is a complex one with many components. She calls on organisations to start measuring productivity year on yearbecause current metrics are disparate and unreliable. Despite this, the route to better productivity and high-performanceworkplaces is essentially HR related and this means a bright future for thefunction. “I still don’t think the alignment between HR and business is quitethere yet,” she says, “but it is becoming a facilitator, making surethings are happening. There’s now a lot more flexibility in the way HR canoffer solutions to employers.” Spellman emphatically refutes any talk of stepping down from the post thatshe’s held for exactly five years. Despite the challenges and criticism the role has brought, she is determinedto continue at a time that she is convinced is HR’s brightest hour. Comments are closed. Related posts:No related photos.
Boost for budgets as firms take action on skills gapsOn 20 Apr 2004 in Personnel Today Related posts:No related photos. Previous Article Next Article Organisations are boosting training budgets as confidence in the privatesector rises and fears of skills shortages grow. The Training and Development Survey 2004, released today by the Chartered Instituteof Personnel and Development (CIPD), shows that while there was little changein the size of training budgets between 2002 and 2003, one in three privatesector training managers expect to see their training budget increase in 2004. Of the 531 organisations surveyed, 81 per cent have a training budget. TheCIPD said this was an indication that organisations accept the ‘training meansbusiness’ case. In a third of organisations, employees receive more than five days trainingper year. However, nearly one in five (18 per cent) receive less than threedays training per year. Despite the positive signs in the survey, the CIPD warned that anticipatedincreases in training budgets must materialise for the sake of the overalleconomy. Jessica Rolph, CIPD learning, training and development adviser, said:”If anticipated increases in training budgets do not materialise, currentskills shortages could translate into wage inflation, leading to adverseimplications for interest rates, growth and the economy as a whole. “Economic uncertainty has led to a ‘wait and see’ approach toinvestment in training,” she said, “but there is a danger thatemployers have not invested nearly enough in anticipation of impending skillsdeficiencies. “A failure to invest now could leave employers in many sectors short ofskilled labour, or needing to offer unsustainable salaries in order to fillvacancies for skilled workers,” she said. The survey also shows a surprising disparity of experience between public-and private-sector training managers. Thirty per cent of those in the publicsector reported that their training budget had decreased in 2003, compared with27 per cent in the private sector, and more than a quarter (26 per cent) of thepublic-sector training managers expect the budget to decrease further in thecoming year, compared with only 17 per cent in the private sector. The survey will be launched today at HRD, the CIPD’s annual learning,training and development conference and exhibition, which takes place at London’sOlympia on 20-22 April. By Quentin ReadeAverage training spend per employeeSize of firm Average training budget Spend per employee25-49 employees £33,833 £884.0650-99 £58,504 £878.82100-249 £111,658 £660.62250-499 £212,132 £602.45500+ £970,429 NotavailableSource: CIPD – Training and Development Survey 2004 Comments are closed.
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… Related posts:No related photos. Previous Article Next Article Do employees benefit from employee benefits?Shared from missc on 17 Jun 2015 in Personnel Today Read full article Comments are closed.
The measure would send $1,400 direct payments to individuals, helping some households make rent and mortgage payments. The Senate passed amendments to block undocumented persons and high-income earners from receiving the checks.The House is expected to swiftly approve the budget resolution, after which Congress can begin crafting Biden’s $1.9 trillion relief bill. Lawmakers estimate the legislation will be completed by mid-March, which means the multifamily market would not see federal rental subsidies for another month.[Washington Post] — Georgia Kromrei Share via Shortlink Vice President Kamala Harris (Photos via Getty/Illustration by Kevin Rebong for The Real Deal)The Senate approved a budget bill that sets the stage for passage of President Joe Biden’s $1.9 trillion relief package.The late-night vote was 51 to 50 along party lines, with Vice President Kamala Harris breaking the tie, although a number of Republican amendments were added, the Washington Post reported.The bill includes $25 billion in rent relief, added to the $25 billion already passed by Congress in December, as well as $5 billion to cover utility costs and another $5 billion for those experiencing or at risk of homelessness.It would also extend federal eviction and foreclosure moratoriums to the end of September.Read moreThe nitty gritty on federal rent reliefCongress came through. Why is real estate not satisfied?Cuomo eases requirements for rent aid TagscongressEvictionsJoe BidenPoliticsWashington D.C. Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink