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Cracking the code

first_img Comments are closed. The draft Data Protection Code, which purports to offer employers guidanceon managing employee’s records, has so far caused more confusion than clarity.Linda Farrell and Alison Hollingsworth take at look at the most likelyscenarios where the code may apply and offer some practical solutionsCCTVC Limited has sustained a series of break-ins recently and has lost asubstantial amount of new computer equipment. The MD suspects that it is aninside job. As access to the premises has been gained through the frontentrance and a skylight on the third floor, the MD arranges for concealed CCTVcameras to be installed in the reception area and also in the open plan officeson the third floor. On reviewing the footage one morning, the MD is surprisedto find a recording of his secretary and the office manager in a somewhat compromisingposition. LF comments The Data Protection Commissioner has issued a code of practice dealing withCCTV in public areas (which could include the reception area in this case ifthe public has largely unrestricted access). A draft code has also been issuedcovering the use of personal data in the workplace, which contains guidance onthe use of various types of surveillance techniques to monitor compliance withemployment contracts. Both codes make it clear that covert monitoring can only be justified invery limited circumstances, for example where use of signage would be likely toprejudice the prevention or detection of crime. In this case, as specificcriminal activity has already been identified and the involvement of employeesis suspected, it is likely that C Limited will be able to justify covertmonitoring for a short period, but this should be restricted to out of officehours when the offences have occurred. CCTV monitoring for the detection of crime will amount to the processing ofsensitive personal data and must be justified by reference to one of theconditions in schedule 2 of the Data Protection Act and one in schedule 3. Inthis case, for schedule 2, C Limited can argue that the processing is necessaryfor the purposes of its legitimate interests, and for schedule 3 that it isnecessary for the prevention/ detection of crime (SI 2000/417). However, as thecameras were sited for the purpose of detecting crime, use of the imagesshowing the amorous antics of the two members of staff for another purpose, forexample, disciplinary proceedings, would not be justified unless the evidencereveals criminal activity or gross misconduct. Access to personal dataJohn has been dismissed by M Limited. A settlement was reached but thecircumstances of his departure were less than amicable and it is well knownthat he and his manager had not seen eye to eye for some time. Over the nextfew months references are provided to other companies to whom John applies forwork. After six months, John is still out of work but has twice received offersonly to have those offers withdrawn for no obvious reason. He becomes highlysuspicious that his former manager may have provided bad references. John sendsan email to the company secretary of M Limited in which he asks to see allrecords that the company holds about him, including any e-mails that exist andany references that have been given about him to prospective employers since heleft. AH comments Under the Data Protection Act, John has the right to make a written requestfor access to personal data held about him. The information requested must besupplied promptly and, in any event, within 40 days of the request beingreceived. However, this does not necessarily mean that John can see all thepersonal data that the company holds about him. The company is not required to supply copies of the information if it wouldinvolve a disproportionate effort to do so. Further, where the request wouldresult in the disclosure of information relating to another individual (forexample, identifying John’s manager as the source of the information), thecompany may not be able to comply, unless the manager’s identity can be removedfrom the documents, or he has consented, or it is reasonable to disclose theinformation without consent. In assessing reasonableness, the company shouldtake account of any duty of confidentiality owed to John’s manager (forexample, if any comments were made by him on the understanding that they wouldremain confidential). John is not entitled to see any references given by the company. However, hemight be able to obtain these by making a subject access request of therecipients of the references. Pre-employment vettingBob has applied for a job with a young offenders’ institution. He has successfullycompleted the interview process, but his prospective employer now intends tocarry out pre-employment vetting, including collecting information about Bob’sfamily members and close associates, before making a firm job offer. AH comments Pre-employment vetting is by its nature an intrusive process, since itinvolves seeking information about Bob from a range of third-party sources. Itshould only be carried out in circumstances where it can be justified, such ashere where security is an issue, and should only take place at this stage, whenthe decision to appoint has been taken. The reason for carrying out the vetting is to reduce the potential risks tothe institution, and so the checks should be proportionate to those risks,taking into account the seniority of the post for which Bob has applied. Bobshould be informed of the range of sources, the nature and the extent of theinformation to be sought and should be asked for his consent to the informationbeing provided by the third parties. The institution is not entitled to pursuea general “fishing expedition” – it should only seek information fromsources which are likely to have information relevant to the decision whetheror not to employ Bob. So, for example, it may need to find out about Bob’s family and friends orassociates in order to make sure, so far as possible, that they do not have anycriminal connections which might cause Bob to compromise the security of theinstitution. Information about criminal convictions or prosecutions relating to Bob’sfamily or friends will be sensitive personal data, so it will be necessary forthe institution to ensure that one of the conditions for the processing of suchdata is satisfied. If the explicit consent of the individuals cannot be obtainedthen the institution may need to rely on one of the other conditions in, forinstance, schedule 3, that the processing is necessary for the institution toexercise its statutory duties. Internet misuseX Limited is experiencing problems with its employees’ use of the Internetand e-mail system. It has become aware of pornographic material beingcirculated among employees, emanating from both inside and outside the company.Some employees are believed to be spending a considerable amount of time on theInternet during working hours, visiting leisure sites and chatrooms. X Limitedhas a basic Internet policy which permits reasonable private use of theinternet outside normal working hours. It is proposing to install new softwarethat will enable it to monitor e-mail and Internet use. LF comments In October 2000 The Lawful Business Practice Regulations came into force,permitting employers to monitor and record communications in certaincircumstances without the consent of their employees (although an employer isrequired to make all reasonable efforts to inform users of the system – whichmay include external contacts – that interception may take place). Theregulations legitimise conduct that would otherwise be unlawful under theRegulation of Investigatory Powers Act 2000. Under these regulations, X Limitedis permitted to monitor its employees’ Internet use for the purpose of theinvestigation or detection of unauthorised use of its computer systems. X Limited must also ensure that it complies with the Data Protection Act,which requires that the processing of personal data must be justified.Employers should preferably obtain their employees’ consent to the monitoringprocess. If the consent route is not taken, they may be able to argue thatmonitoring is necessary for their legitimate interests. The draft Code ofPractice on the use of personal data by employers, states that any monitoringshould operate in such a way that it does not intrude unnecessarily onemployees’ privacy. The code also states that employers should identify the specific businesspurposes for which monitoring is to be introduced at the outset and wherepossible should enforce the policy by technical means rather than monitoringbehaviour. If this is not practicable, the least intrusive method of monitoringshould be adopted. The code emphasises that monitoring should be proportionateto the mischief it is designed to detect and that covert monitoring will onlybe justified in very limited circumstances, that is where specific criminalactivity has been identified and disclosure of the monitoring is likely tohinder detection. X Limited should also regularly review its Internet and email policy toensure that it complies with current legislation and that it is enforceable inpractice. Linda Farrell is a partner and Alison Hollingsworth an associate atBristows Related posts:No related photos. Previous Article Next Article Cracking the codeOn 1 Mar 2001 in Personnel Todaylast_img read more

What price education?

first_imgGaining an MBA can be a real career accelerator and gain you a place on theboard but as Nic Paton discovered, it is also essential to ensure you graspfundamental strategic and business objectivesHeather Salter, HR director at entertainment company Clear ChannelEntertainment, graduated in September as an MBA from the Open UniversityBusiness School. A former secretary, she has worked her way up through GrandMetropolitan (as was), Scottish & Newcastle and Apollo Leisure to a pointwhere, if it wasn’t for the fact Clear Channel is owned by a US parent, shewould now be on the board. For her, securing an MBA on top of her OU degree and IPD qualification wasnot simply an option, it was a necessity. The course, three years of distance learningmodules, tutorials once a month and a residential element, was a tough jugglingact. But if she wanted to have credibility with the people who mattered – theboard – to go onwards and upwards, she felt she needed the qualification. “I now have a language that lets me communicate with them. The MBA hasalso changed my whole way of thinking. I am much more likely to look at whatthe business needs are and tailor the solution to them rather than thinkingsomething is just good to do,” she says. Yet, in the three years of studying, she did not meet a single other HRprofessional. While it is impossible to know with any certainty what percentageof high-level HR professionals hold MBAs, Salter’s experience does not seemunusual. Fewer than 2 per cent of those who studied at Henley ManagementCollege in recent years have HR or personnel backgrounds and just three of the300 people who graduated through the latest London Business School MBAprogramme came from an HR background. The Association of MBAs (AMBA) estimatesthat, out of a total membership of around 11,000 people, fewer than 40 of itsmembers work in HR. “It is true, very few people in HR either have an MBA or intend to doone,” agrees Linda Holbeche, director of research at the Roffey Park Institute.”They tend to get their qualification through the CIPD or an MSc inorganisational development or whatever. But they are reinforcing the usualproblem of HR being apparently disconnected from the business.” The HR profession is increasingly being urged to talk the language ofbusiness. HR professionals in turn often bemoan the fact they are perceived bychief executives, financial directors and chief operating offices as non-core –a useful, if slightly, well, woolly adjunct to the real business of makingmoney. Management often sees HR in much the same way it views public relations– glad it’s there, particularly in a crisis, but for God’s sake don’t let themget too close to the big stuff. For Mike Jones, director general of AMBA, the fact this view still prevailsin many boardrooms around the country, is “a real shame”. But HR canbe its own worst enemy, preferring to focus on “technical”qualifications such as the CIPD and ignoring the need for general businessskills, he argues. “It is essential that the HR director or manager has a very strongunderstanding of the constituent parts of the organisation. In many largecompanies, having an MBA is a prerequisite for getting on the board. It is theonly management qualification that gives a broad perspective on the variousfunctions and functionalities of the business,” he says. Julia Tyler, director of the MBA programme at London Business School,agrees. “What the MBA will do is move you out of the HR ghetto and giveyou knowledge of the general business functions,” she says. Yet in one sense the MBA has become a victim of its own success. The rangeand breadth of courses now offered by a plethora of organisations andinstitutions, some good and others distinctly less so, has devalued thequalification’s currency. It is important, therefore, to pick a well-respectedcourse. Out of 124 schools in the UK offering MBAs, AMBA only accredits 34. Andthese 34 account for two-thirds of all MBA students. “The MBA has lost its exclusivity, but against that it has become themainstream management qualification,” admits Jones. The qualification is increasingly becoming a must-have for the younger,up-and-coming executive, adds Professor Leo Murray, director of the CranfieldSchool of Management. To become a board-level director without an MBA or otherhigh-level business qualification is the exception rather than the norm. HRprofessionals who want to get on should consider studying for an MBA earlierrather than later – perhaps even at HRM level. “If you are about to get on the board of a FTSE company the probabilityis that you are 35 to 40 years of age and are pretty high up your chosenladder. You will probably already have done a general management programme oran MBA. Typically, people who do an MBA are the high-fliers in the 25-to-35 agebracket,” says Murray. An alternative option is the executive MBA, or eMBA. This is the samequalification studied part-time on a modular basis and often throughe-learning. Many colleges have linked up with other institutions around theworld to offer eMBAs that are truly global, designed to attract high-fliersworking for multinationals. Ultimately, though, it is the qualification and theschool it is from, not how you got it, that matters, argues AMBA’s Jones. “AnMBA is an MBA is an MBA.” So, it’s easy, then; an MBA is a passport to the board. Not necessarily.Cranfield’s Murray and LBS’ Tyler agree an MBA can be an enormous careeraccelerator, but getting to the board is a different matter altogether. “You cannot just say that HR directors are not on the board becausethey do not have MBAs – that is deeply far fetched. It is about knowledge,skills and persuasiveness,” says Murray. “An MBA is extremely useful.It gives you a vocabulary, an agenda that lets you relate to the business. Butthe further up you go the less it is about qualifications and the more it isabout your experience, determination and drive.” Neither can the qualification teach an executive what life is really like onthe board, whether from an HR background or not, argues John Weston, head ofthe centre for director development at the Institute of Directors. An MBA willgive you a sound under-pinning of effective management, but the IoD also runs adiploma in company direction that aims to offer clear, distinct guidance on howto lead and be a director. About 300 people a year go through the course. “Most MBAs miss the unique difference of being on the board. Managingand directing are not the same thing. There is the collective responsibility, differentlegal duties and responsibilities. It is about operating beyond your functionand specialism,” says Weston. HR people need to start to emphasise HR’s strategic nature, he adds.”Managing directors and financial directors tend not to understand thatconcept very well. HR professionals really have to blow their own trumpet more.They have to say, ‘This company will not work unless you have an effective HRstrategy in place’. They could be leaking their best people like a sieve andnot know it.” For the HR professional looking to progress up the greasy pole, it appearsthe question of acquiring an MBA is increasingly becoming one of when ratherthan if. Of course, some HR high-fliers will continue to make it to the boardwithout MBAs. But, if HR professionals want to win the battle to become anintegral part of their organisation’s strategic and business objectives, thenthe MBA must become a key weapon in their arsenal. Where MBAs come in THE pecking orderMBA: Gives a credible grounding in general management and administration skills.Graduates will be expected to be able to “think outside the box” whenit comes to their function, be real business players and, probably, on afast-track to the board* * * * *Doctorates: PhDs can be a useful tool for focusing on business issues or problems, butthey are more usually for the serious academic. Nevertheless, they can addgravitas to an already solid CV*Specialised Masters Degree: Graduates should be able to show an advanced  level of academic and conceptual thinking and understand theirfunction inside out. But while they should give a sense of the broader businesspicture, they may also be tightly focused on a specific function or discipline* * * *CIPD: A vital qualification for any self-respecting HR professional, but worthgetting behind you as fast as possible and then moving on * * Management Diploma: Shows you’re thinking widely about your field and how best to work withinyour organisation * * *Key:* * * * * stand for excellent, through to* which has less relevanceMBA skills need continuousupdatingOnce achieved, an MBA will needupdating. Indeed, a central tenet of any good MBA programme is an expectationfor life-long and continuous professional development. Former MBA students are generally encouraged to remain in touchwith their colleges throughout the rest of their professional working life.Four months ago, AMBA launched MBAcademy as a specificinitiative to tap into this need for life-long learning among MBA graduates.The academy offers members a series of five-day refresher courses designed toupdate their management skills with the latest thinking, open them up to newideas and simply allow them time to rethink some of their management beliefs.Among other initiatives, Roffey Park launched its Strategic HRNetwork in September. This forum comprises some 30 HR professionals who can shareviews, contacts, best practice and hold discussions at least twice a year. Themembers will also be given software to allow them to keep in touch throughtheir computers outside the meetings. Previous Article Next Article Related posts:No related photos. Comments are closed. What price education?On 1 Feb 2002 in Personnel Todaylast_img read more

…in brief

first_imgRelated posts:No related photos. …in briefOn 5 Mar 2002 in Personnel Today Comments are closed. Previous Article Next Article This week’s news in briefNew Deal disappoints The Government’s flagship New Deal programme, which aimed to get 250,000young people into work, has managed to help only 20,000 into jobs in its firsttwo years, according to a report from the National Audit Office.  The research also suggests candidates aregoing on the £3bn scheme several times and that 33,000 have now becomelong-term unemployed.  www.nao.gov.ukEEF-UK Steel merger The Engineering Employers’ Federation and UK Steel Association are to mergein a bid to provide a more powerful voice for UK manufacturing. Staff from UKSteel will move to the EEF office in Westminster in the next few months.  www.eef.org.ukFall in civil servants The number of permanent Civil Service staff fell by about 2,700 in the sixmonths to the end of 2001, according to the latest Cabinet Office figures. Thenumber of full-time civil servants dropped to 480,000, but there was a rise inthe casual staff with numbers rising by 1,200.  www.cabinet-office.gov.ukHSBC nature backing HSBC is to train 200 scientists and send 2,000 staff on conservationresearch projects as part of a £35m sponsorship deal called Investing inNature. The move will see three charities – the World Wildlife Fund, BotanicGardens Conservation International and Earthwatch – receive their largest everdonations.  www.investinginnature.orgBarclays staff swell Barclays staff numbers grew by 2,400 last year, despite the bank cutting1,800 back-office jobs. A spokesperson for the bank, Chris Tucker, said newtechnology has reduced the need for some back-office staff, but morecustomer-relations positions have been created. The total number of staff atthe bank has risen to 78,600.  www.barclays.comNVQ code of practice The CBI has welcomed the new National Vocational Qualifications (NVQ) Codeof Practice, published by the Qualifications and Curriculum Authority. The codeis designed to strengthen the value of NVQs and their link with nationalstandards of occupational competence.   www.qca.org.uk/nq/scripts/nvq_code_of_practice_2001.pdfJobs helpline success A government helpline for jobseekers has put more than a quarter of amillion people back into work. Employment Service Direct, launched three yearsago, has received more than 8.8 million calls and on average places 2,500people in jobs every week.  www.employmentservice.gov.uklast_img read more

More than a winning smile

first_img Comments are closed. You know it is important to spend time meeting the right people anddeveloping mutually beneficial relationships with them. But that’s not alwaysthe solution for busy training professionals. John Timperley gives his adviceon making the most of your networking opportunitiesInfluencing people, when you get the chance, is critical to your success inwinning the new assignment, or building relationships with those who can helpyou achieve your goals. Some people appear to get along effortlessly with newcontacts, while others struggle to make the right impact. So what’s the secret?In this article, I will reveal some of the techniques of the great‘connectors’. Creating great rapport is about helping the people you meet think they madea good choice. In short, they must immediately see some benefit from investingtheir time with you. You need to maximise those first few minutes they spendwith you, so that you can use it as a springboard to develop a relationship.Use them well and the door will be open for you to build a solid foundation fora mutually beneficial relationship. Use them badly and you may find the doorwell and truly locked. The champion connector knows that they need to cover thebases below when meeting people. As a trainer you will already know that you have, at the most, 15 seconds tomake a fabulous first impression – and first impressions stick. We live in aworld where we have information bombarding us all the time, so we must formquick judgments about people and things. Do you like the look of this person? For the connector, the answer has gotto be ‘yes’ or he will have real difficulty building a rapport with hisconversation partner. Think of a ‘no’ as starting a 100-metre race 10 yardsfurther back than the rest of the competitors – it’s going to be hard work andyour chances of success are slim. Fortunately, there are proven techniques wecan use to give ourselves a head start – the key question is, do you do thesethings? Smiles and panache A smile shows that you are warm, open and friendly. A poker face, rightly orwrongly, sends out a signal that you are serious, possibly cold andunapproachable. A smile carries your personality with it, lights up your faceand puts a sparkle in your eye. Use it to say ‘I’m really happy to see you’,even before you have opened your mouth. They say a picture is worth a thousandwords, so too is a smile to a connector. The way you introduce yourself sends an instant message to your contact. Thewords you use and the way you deliver them speak volumes about the way you feelabout yourself and your position in life. Suffice it to say, a downbeatdelivery shouts ‘boring’. Self-previews are the equivalent of surfing the radiochannels for one you like. Based on what you hear, you decide almostimmediately whether to move on to the next station or to tune in. It’s the samewith introductions. A poor one will have your contact tuning you out evenbefore you have got started. Use names Dale Carnegie described a person’s name as the ‘sweetest sound anyone everhears’. They pay attention when they hear their own name; they love you when youremember it, and you make them feel special when you use it. Be interested Some would-be rapport builders go wrong as soon as they utter their firstwords because their whole attitude to the process is misjudged. They thinkbuilding rapport is about impressing the other with their innate charm and wit.The ‘aren’t I a great guy’ approach seldom works, and is a high risk strategy. The professionals take the opposite, and altogether more successful, route.They become fascinated with the other person by asking them about themselves,finding out about their family, their views, their experiences, their hopes forthe future – in fact, that both parties find of interest. Seek to find out more about others and what makes them ‘tick’. Be interestedrather than trying to be interesting and you will both enjoy the conversation –you’ll be building great rapport as they share information, insights and viewswith you and its less wearing on your nerves than trying to roll out your partypiece one-liners in a desperate bid to entertain. You too! You instantly feel closer to people who have something in common with you,whether it’s your home town, a mutual friend, or the love of the same footballteam. It doesn’t really matter what, people usually love to have things incommon – they are in familiar territory and they like you for it. The implication of this social phenomenon for connectors is obvious. Listenfor areas of common interest or view, and ask questions that will get you onthe road to shared interests. Listen If you don’t listen to what your contact has to say you will surely fail todevelop the full level of rapport possible for the situation. Connectors havetrained themselves to listen, not only to the whole of what their conversationpartner has to say, but also to tune into the big rapport building moments.When they hear their conversation partner start to say ‘I think….I want…viewis’, they know that good material is on its way as they are revealing what isimportant to them. Reveal yourself You can only go so far in building rapport if you don’t tell people anythingabout yourself. The experienced connector’s rule of thumb is to provide enough personalinformation so their conversation partner gets some ‘hooks’ upon which to hangtheir own questions. That means matching your conversation partner’s level of openness – possiblymore if it is a relationship you wish to pursue (it stimulates the conversationand signals sharing) and divulging less if you don’t wish to go any deeper.This is all straightforward common sense, and it usually happens automaticallybecause people become guarded with folk they are unsure of. Nevertheless,consciously knowing what you are doing, and why, is a valuable weapon to use. Social gracesMaking contacts feel special is an attribute of all the great connectors.That means genuinely caring about the well-being of others, and observing, evenstretching, the social graces in order to demonstrate that you like and respectthe person with you. The connector’s red carpet treatment takes the form of including theircontact fully in the conversation, asking their views and listening attentivelyto their opinion. Rapport builders make sure that their companion iscomfortable, fed and watered and administered the range of social gracesappropriate to the situation and culture, from refreshing their drink toopening the door, passing the biscuits, to holding the umbrella – all of themadd up to you saying ‘you are important to me’. HandshakesNot every situation warrants a handshake, a hug, a kiss on the cheek or anykind of physical contact. You need to be guided by your own feelings at thetime and the social ‘norms’ of the particular situation. Nevertheless, if youdo have to shake hands, there are some do’s and don’ts to watch out for. A key aspect of building rapport is a good, firm handshake. Men’s handshakesare usually firm because they naturally have a stronger grip than their femalecounterparts. Your handshake, rightly or wrongly, telegraphs a great deal of informationabout you and your attitude. Many potential relationships have hit the rocksbefore they have begun because of a weak and lifeless handshake, which therecipient has interpreted as the attributes of their ‘co-shaker’. The acceptedprotocol for women is that it’s better to go for a firm handshake rather thanweak. If you go for weak, you will be in danger of having your fingers crushedby some of the more insensitive handshakers. Use space The Neuro Linguistic Programming gurus have pointed out the real importanceof knowing what space does to your rapport-building efforts. When you aresitting next to someone and want to show them something, say a book or report,your best bet for successful rapport building is to sit next to them. When you sit opposite, the reverse can happen. You are eyeball to eyeballwith the other person – a position that adds formality and seriousness to thesituation. You have the space between you, with an invisible line drawn downthe middle of it. Doctors have now moved away from sitting face to face with their patientsbecause it is a halfway between the informality of sitting next to each otherand sitting directly opposite each other with the desk as a barrier betweenyou. Connectors know that one of the great rapport-building secrets is to aligntheir body so that they are pointed in a similar direction to theirconversation partner. As a result, they and their contacts are much more likelyto view things in the same way and be on the same wavelength. Rapport Top connectors have developed a ‘nose’ for whether they are in or out ofrapport with someone. They have heightened their sensitivity to both the obvious and more subtlesigns of what people say, the way they say it, and how they hold themselves. Itis more than recognising a rebuff when asking for a commitment to action; it isabout reading between the lines of body language and noticing what people arereally thinking. What is the red light which warns you that you haven’t got rapport withsomeone? Simple, you will be acting and thinking differently to them. How to get on to their wavelengthYou can smile, use open body language, mirror them and usetouch appropriately to help build rapport, but if you really want to get undersomeone’s skin, you will need to get on their wavelength. And that means askingopen questions about them, using language that they will identify with andreally find out what they want for themselves. In a nutshell, what makes themtick?Much of what is written in sales textbooks can be boiled downto this: no matter what you are selling, if you are dealing with people, it’sall about:– Identifying what they want, and how you or your product orservice can help them get it– Encouraging them to like you, by creating and maintaining rapport– Giving them the ‘feel good’ factor that you are the rightanswerThe many thousands of sales techniques can all be slotted intothese three categories and, leaving aside the whacky and downright manipulativeones, they will all contribute. But whatever profession you are in, recognisethese three stages and plot your position in relation to your key relationships. Previous Article Next Article More than a winning smileOn 1 May 2002 in Personnel Today Related posts:No related photos.last_img read more

Early training helps retailer retain workers

first_img Comments are closed. Related posts:No related photos. Early training helps retailer retain workersOn 7 Jan 2003 in Personnel Today A fast-track training programme that gives graduates management experienceat an early stage has helped supermarket group Budgens compete for staffagainst its bigger rivals. The training overhaul has seen junior management turnover fall from 30 percent two years ago, to about 4 per cent today. HR director Paul Daynes said the high turnover of management staff and alack of available, high-quality replacements led to a greater emphasis oninternal development. “We can’t compete for people with the big supermarket groups in termsof wages, but we can compete in our training and development,” he said. The firm operates small supermarkets and has about 6,500 staff. It needs 100new managers annually to sustain an expansion plan of 20 store openings a year.Daynes said the company put a huge emphasis on developing existing staff andattracting new managers with the promise of high-level experience. The firm nowtakes on 30 graduates a year, and allows them to manage a store within 18months. As a result, the group now has an 80 per cent retention rate for the firstyear, with 65 per cent still around after five years. Previous Article Next Articlelast_img read more

Learning for life: Voice care

first_imgRelated posts: Learning for life: Voice careOn 1 Mar 2003 in Military, Personnel Today LifeLong Learning and Continuing Professional Development (CPD) are the processesby which professionals, such as nurses, develop and improve their practice. Thereare many ways to address CPD: formally, through attending courses, study daysand workshops; or informally, through private study and reflection. Readingarticles in professional journals is a good way of keeping up-to-date with whatis going on in the field of practice, but reflecting and identifying what you havelearned is not always easy. Thesequestions are designed to help you to identify what you have learned fromstudying the article. They will also help you to clarify what you can apply topractice, what you did not understand and what you need to explore further.1.Epidemiology is the study ofa)The outer layers of the skinb) The earth’s crustc) Epic hazardsd) The distribution of disease2.Which countries have reliable evidence of voice problems?a)Sweden & Finlandb) Finland & USc) US & Swedend) US & Turkey3.Which new occupations offer risk factors for the voice?a)Computer programmersb) Paramedicsc) Telemarketersd) Hygiene operatives4.What environmental conditions affect the voice?a)Humidity >40%b) Humidity <40%c) Temperature>26Cd) Temperature <26C5.What are the behavioural hazards to the professional voice?a)Task centred & interpersonalb) One-to-one and task centredc) One-to-one and interpersonald) One-to-one and behavioural6.Communication by telephone limits feedback ofa)Classb) Body languagec) Cultured) Mental ability7.Hoarseness and loss of voice are symptoms ofa)Upper respiratory tract infectionb) Disease of the larynxc) Oesophagal cancerd) Occupational stress8.Sustained exposure to abuse from customers can causea)Anger – leading to swearingb) Amusement – leading to laughingc) Emotional strain – leading to loss of voiced) Boredom – leading to sleeping9.Which of the following is NOT a high-risk occupation for the voice?a)Farmerb) Singerc) Teacherd) Clergyman10.Who had to modify their bark?a)Dog handlersb) Vetsc) Square bashersd) Tree surgeonsFeedback1)d – Refresh your knowledge of epidemiology and discuss with your colleaguesor clinical supervisor why epidemiology is useful in occupational healthpractice. 2) c 3) c – It is interesting to note that so many occupationswhere the voice is needed are not included in this list. Paramedics talk tocasualties and patients all day long, more so than counsellors whose job it isto ‘listen’. 4) b – The comfort zone for humidity is between 40 and 60%.If you have the opportunity to visit the tropical house at Kew Gardens, spendsome time in the arid zone and then the tropical zone and experience thedifference of extremes of humidity. 5) a 6) b – However, thinking of thesuccess of radio for almost a century, the lack of body language does notalways seem to hamper one’s understanding of complex messages. Discuss withyour colleagues any incidents you can remember where you have been mistaken bynot being able to see someone. List the things you can tell by voice alone. 7)d – Although all these answers could be correct. Make notes on all thediseases you can think of that could cause hoarseness or loss of voice andspend some time revising your knowledge. 8) c 9) a 10) c – However, asan ex-military person, I appreciate the importance of being able to hear, andgive clear commands on a parade square. When hundreds of people are marching onconcrete in boots it takes a lot to make them stop. Comments are closed. center_img Previous Article Next Article 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…last_img read more

CBI concerned over lack of skills funds

first_imgThe Confederation of British Industry (CBI) has expressed concern over theGovernment’s failure to reform funding to make post-16 education more flexibleand responsive to local needs when it launched its national skills strategy inJuly. The strategy, which was launched amid fanfare and summer heat on 9 July atthe London Eye came with no immediate promise of extra funds to raise the levelof adult skills in England. The central message of 21st Century Skills: Realising Our Potential was forthe system of post-16 education in England to be truly ‘demand-led’ – plannedstrategically to meet the needs of UK plc. But employers, particularly inengineering, had been hoping for additional money to expand the programme ofModern Apprenticeships. While broadly supporting the strategy, the CBI was disappointed that theallocation of budgets for post-16 education remained highly centralised. CBI senior policy adviser Maniza Ntekim said 80 per cent of individualLearning and Skills Councils’ budgets goes straight to providers. “Locally Learning and Skills Councils only have 1-2 per centdiscretion. To really make a difference that needed to be freed up,” shesaid. “One of the areas we thought the Government could have gone furtherwith was funding reforms,” continues Ntekim. “Funding is key tochanging the system, making it more responsive and more demand-led.” Andrew McCoshan, director of international learning and skills consultancyEcotec Research and Consulting said that funding still goes through users:”If the young people going through the college door want to behairdressers, then the college provides hairdressing courses, even if what thelocal economy really needs is engineers. That means the funding has not been intune with what the local economy needs. “The skills strategy attempts to make the system more employerdriven,” he said. “It’s always been hard to get mainstream fundingmore employer-driven, so if [the Government] can crack that, it would begreat.” By Margaret Kubicek Related posts:No related photos. CBI concerned over lack of skills fundsOn 1 Sep 2003 in Personnel Today Comments are closed. Previous Article Next Articlelast_img read more

News in brief

first_img Comments are closed. Previous Article Next Article Related posts:No related photos. News in briefOn 1 Nov 2003 in Clinical governance, Personnel Today Thismonth’s e-leaning mews in briefUKeUniversities has launched a new BSc third-year top-up degree in HealthSciences developed by the UK Healthcare Education Partnership (UKHEP), aconsortium made up of City University, London, the University of Leicester, theRoyal College of Nursing and the University of Ulster. The first modules willcover areas such as clinical governance and user and carer involvement. Both BAand MA courses will be available.  www.ukeu.comInspiredAge is a new venture led by Nigel Howarth, former vice-president of globalmarketing for NETg. Its four key areas are learning, marketing, performancedevelopment and publishing. Inspired Age will offer complete solutions andsingle branded solutions from each area, which will include blended ande-learning strategies under the brand Learning Age.  www.inspiredage.comCoursefinderis a new training resource and administration system from the Institute of ITTraining (IITT) that allows organisations to source and organise their trainingneeds from a single point. The system, which is accessed online, holds detailsof more than 1,800 IT and 800 management courses available at discounted rates,and it plans to extend the portfolio into areas such as finance, soft skillsand health and safety.  www.iitt.org.uklast_img read more

Small businesses fail to grasp basic employment legislation

first_imgRelated posts:No related photos. Previous Article Next Article Comments are closed. The UK’s smaller businesses are struggling to come to terms with even themost basic employment laws while many believe legislation is actually having anegative effect on employment practices. Research by Consult GEE suggested that many employers are unable to answerquestions about holidays and maternity leave, let alone deal with more complexlegislation such as the Disability Discrimination Act. A poll of 700 small-to-medium employers found that a fifth wrongly believethey can change contracts without consent, while a third is so confused by newflexible working regulations they think anyone is entitled to apply. Only half of those questioned knew how much holiday employees are legallyentitled to each year and just 20 per cent fully understood equal paylegislation. There was also confusion around health and safety laws, with six out of 10bosses unsure of the requirements. More than 90 per cent admitted that their firm found it hard to keep up withchanges in employment legislation and many felt they were too focused on theemployee. A separate report by the Small Business Council (SBC) found widespreadopinion that regulations were too complex for the majority of smaller employersto understand. The research also suggested that rather than driving improvements,employment laws can create discrimination and actively discourage employersfrom recruiting certain types of individuals. SBC chairman William Sargent said: “Policy makers need to consideralternatives to regulation because it does not always work. The research provesthat regulation should be used only as a last resort.” Small businesses fail to grasp basic employment legislationOn 1 Apr 2004 in Personnel Todaylast_img read more

The Cockburn Island Formation; Late Pliocene interglacial sedimentation in the James Ross Basin, northern Antarctic Peninsula

first_imgThe longest-known pectinid-bearing deposit in the Antarctic, the “Pecten-conglomerate” of Cockburn Island in the James Ross Island group, northern Antarctic Peninsula, is herein formally named the Cockburn Island Formation. A detailed account of its lithology, palaeontology, age and depositional environment is given. Deposition is thought to have taken place during a late Pliocene interglacial episode. The Cockburn Island Formation is younger than 2.8 Ma and is a possible correlative of the Scallop Hill Formation in the McMurdo Sound region, East Antarctica.last_img read more

Mobilization of fluidized sediment during sill emplacement, western Dronning Maud Land, East Antarctica

first_imgLarge mafic sills in the Ahlmannryggen region of western Dronning Maud Land were intruded into partially lithified sediments of the mid-Proterozoic Ritscherflya Supergroup. Clastic sedimentary dykes intruding the thick mafic sills have been identified, and show evidence for fluidization of the partially lithified sediments. Previous work had demonstrated in situ fluidization and localized anatectic melting. This study demonstrates mobilization of the fluidized sediments, with penetration at least 50 in into the fractured, intruding sill. Physical features within the clastic dykes (e.g. sediment balls, flame structures) suggest that the sediments were largely unconsolidated, or at most only partially lithified. The presence of a thin zone of anatectic melt along the dyke-sill contact suggests that the mafic sill was still hot (c. 700degreesC) at the time of sedimentary dyke injection.last_img read more

Validation of eight atmospheric reanalyses in the Antarctic Peninsula region

first_imgEight atmospheric reanalyses were compared against observed vertical profiles of temperature, specific humidity and wind speed collected by two research aircraft in February–March 2010 in the Antarctic Peninsula region. These data offered a rare possibility to validate reanalyses against independent in-situ data which have not been assimilated into the reanalyses. The reanalyses had generally too moist profiles with too low wind speeds, but otherwise the errors in the reanalyses had large spatial differences. On the eastern side of the peninsula, the near-surface temperatures were largely overestimated. None of the reanalysis outperformed the others in all variables, at all altitudes and on both sides of the peninsula. Generally, NCEP-CFSR and MERRA had the smallest errors in temperature profiles, JRA-55 had marginally the most accurate specific humidity profiles and NCEP-CFSR had the best wind profiles. The reanalyses were coherent, although biased, on the western side of the Antarctic Peninsula, but on the eastern side the spread was large. All the reanalyses underestimated the variability between the individual profiles of temperature and wind speed. The modern reanalyses with a sufficient spatial resolution and an adequate data assimilation method outperformed the others, especially on the eastern sidelast_img read more

Estimating the recharge properties of the deep ocean using noble gases and helium isotopes

first_imgThe distribution of noble gases and helium isotopes in the dense shelf waters of Antarctica reflect the boundary conditions near the ocean surface: air-sea exchange, sea ice formation and subsurface ice melt. We use a non-linear least-squares solution to determine the value of the recharge temperature and salinity, as well as the excess air injection and glacial meltwater content throughout the water column and in the precursor to Antarctic Bottom Water. The noble gas-derived recharge temperature and salinity in the Weddell Gyre are -1.95 °C and 34.95 psu near 5500 m; these cold, salty recharge values are a result of surface cooling as well as brine rejection during sea ice formation in Antarctic polynyas. In comparison, the global value for deep water recharge temperature is -0.44 °C at 5500 m, which is 1.5 °C warmer than the southern hemisphere deep water recharge temperature, reflecting the contribution from the north Atlantic. The contrast between northern and southern hemisphere recharge properties highlight the impact of sea ice formation on setting the gas properties in southern sourced deep water. Below 1000 m, glacial meltwater averages 3.5 ‰ by volume and represents greater than 50% of the excess neon and argon found in the water column. These results indicate glacial melt has a non-negligible impact on the atmospheric gas content of Antarctic Bottom Water.last_img read more

Brown’s 3-pointer lifts Celtics to 97-94 win over Jazz

first_img FacebookTwitterLinkedInEmailSALT LAKE CITY (AP) — Jaylen Brown made a 3-pointer with 0.1 seconds left to lift the Boston Celtics to a 97-94 victory over the Utah Jazz on Wednesday night.Brown scored 21 points and Jayson Tatum added 16 for the Celtics, who won their fifth straight despite a short-handed roster. Terry Rozier chipped in 13 points.With Kyrie Irving out after knee surgery, and Marcus Morris and Al Horford both sidelined with ankle injuries, the Celtics finished a 4-0 trip to the West in what would have been Gordon Hayward’s return to Utah had he not been injured in the season opener.Donovan Mitchell scored 22 points for Utah. Ricky Rubio tallied 14 points, 10 assists and eight rebounds, and Jae Crowder added 16 points off the bench. The Jazz (42-33) lost for the third time in five games.Utah seemed in control in the third quarter, forcing 10 turnovers and turning them into 15 points. It helped the Jazz rip off a 15-0 run, also fueled by three 3-pointers from Rubio and Crowder, to take a 69-58 lead.Boston charged back in the fourth quarter. Back-to-back 3-pointers from Rozier and Shane Larkin helped trim the deficit to 85-84. Crowder and Mitchell answered with back-to-back layups to keep the Jazz in front.Boston kept coming and tied it at 94 on Tatum’s dunk with 1:09 left.Utah had a 13-0 run in the first quarter. Boston missed 14 of 17 shots and scored six total points over the final 8:53 of the quarter.The teams reversed roles during the second quarter. Boston found its shooting rhythm and shut down Utah on the other end of the court. The Celtics surged in front behind a 16-2 run, taking a 46-34 lead late in the quarter. Brown put Boston in front with back-to-back baskets and capped the spurt with his second 3-pointer of the game. Utah missed six of seven shots during the run.TIP-INSCeltics: Boston committed 18 total turnovers and gave up 24 points on those turnovers. . Rozier scored 11 of his 13 points in the fourth quarter.Jazz: Utah made five 3-pointers in the third quarter after shooting 4 of 16 from the perimeter in the first half. . Mitchell set up the third quarter Jazz rally by scoring 10 points in the first four minutes of the second half. . The Jazz shot 20 free throws in the second half after attempting one free throw before halftime.UP NEXTCeltics: Host the Raptors on Saturday.Jazz: Host the Grizzlies on Friday. March 28, 2018 /Sports News – Local Brown’s 3-pointer lifts Celtics to 97-94 win over Jazz Tags: Basketball/NBA/Utah Jazz Associated Press Written bylast_img read more

Eight Run Inning Lifts Utah Baseball over Utah Valley, 12-6

first_img FacebookTwitterLinkedInEmailOREM, Utah – An eight-run fifth inning lifted the Utah baseball team to a 12-6 win over Utah Valley on Tuesday evening.The Utes had 14 hits on the night, with DaShawn Keirsey, Jr., and Erick Migueles each recording three hits for Utah. Migueles, Wade Gulden and Shea Kramer each drove in two runs. Keirsey and Gulden both homered for Utah.Jacob Rebar pitched 3 2/3 innings for the Utes in the start, allowing two runs on four hits with two walks and a strikeout. Austin Moore surrendered one unearned run and two hits with two walks over 2 1/3 innings, earning the win to raise his record to 2-1 on the year. Trenton Stoltz pitched the final three innings for his seventh save of the season, allowing three runs on three hits.Utah took an early 1-0 lead in the first inning. After a hit batter and walk, Utah got its first run of the game after a throwing error on a ground out. Utah Valley rallied back with two runs in the fourth to take a 2-1 lead after three hits.Utah’s eight-run fifth inning featured six hits, three errors and two walks. Migueles hit a two-RBI double and Kramer also drove in two runs on a single for the two big hits in the inning for the Utes.Both teams added runs in the late innings. After Utah Valley put up a run in the bottom of the seventh following a leadoff triple, Gulden hit a two-run home run in the top of the eighth for the Utes, his third of the season to put Utah ahead 11-3. The Wolverines put up three runs in the eighth. Keirsey hit his fourth home run of the season in the top of the ninth, a two-run bomb to center field to give the Utes a 12-6 advantageUtah plays its final home series of the season against Washington this weekend with the three-game series beginning on Thursday, May 17, at 11:30 a.m. MT May 15, 2018 /Sports News – Local Eight Run Inning Lifts Utah Baseball over Utah Valley, 12-6 Written by Tags: Baseball/Utah Utes/UVU Wolverines Robert Lovelllast_img read more

BYU Women’s Tennis Coach Steps Down

first_img Written by July 16, 2018 /Sports News – Local BYU Women’s Tennis Coach Steps Down Brad James Tags: BYU Women’s Tennis/Lauren Jones-Spencer/West Coast Conference FacebookTwitterLinkedInEmailPROVO, Utah-Monday afternoon, per a report from byucougars.com, BYU women’s tennis head coach Lauren Jones-Spencer is stepping down from her position, effective immediately.She is leaving so that her husband, Kirk, may pursue an important business opportunity in southern California.Jones-Spencer has been with the Cougars’ women’s tennis program for 15 years, starting as an athlete and then rising up the ranks as an assistant coach and became the head coach in July 2011.In her playing days, Jones-Spencer was a four-time All-Mountain West performer from 2004-2007 in singles and a two-time all-conference honoree in doubles competition.After going 85-51 in singles competition and 81-35 in doubles play, she graduated from BYU in 2007 with a degree in graphic design.As the Cougars’ head coach, she went 77-97 (35-33 in West Coast Conference play) and guided 23 student-athletes to WCC all-conference honors.During the 2013-14 season, Jones-Spencer was named as the WCC Coach of the year and the Cougars had their first undefeated season at home in 16 years.Before her departure, Jones-Spencer will oversee the BYU tennis camps on July 16, July 23 and August 6.The athletic department will immediately commence their search for a new coach for the program.last_img read more