Thisweek’s training newsConstructionindustry acts to solve skills crisisTheConstruction Industry Training Body is publishing a five-year workforceplanning brief to combat the skills crisis in the sector. The consultativedocument aims to influence the strategies of the new Learning and SkillsCouncils and their local branches, set to replace the Tecs and Lecs from 1April 2001. Tel: 020-7367 9804/3 www.citb.org.ukGovernmentwants stronger role for NTOsTheGovernment has launched a major consultation into the future of NationalTraining Organisations. Lifelong learning minister Malcolm Wicks has called forNTOs to produce annual audits outlining their progress in meeting targets. Theconsultation proposes a stronger role for NTOs to drive up skills in theemployment sectors. The consultation will be backed up by a £45m cash boostover the next three years. Tel: 0870 000 2288. www.dfee.gov.ukPayissue stands in way of recruiting teachersAnew survey on skills has highlighted that pay is one of the factors affectingrecruitment of teachers. The survey by the Further Education National TrainingOrganisation, published this month, reveals that 60 per cent of collegesreported difficulty recruiting IT teachers, with 38 per cent indicating theyface a substantial problem. The largest skills gap among teachers is in the useof IT (52 per cent), followed by the ability to teach online (50 per cent).Tel: 020-7242 4662. www.fento.org Comments are closed. Related posts:No related photos. TrainingOn 30 Jan 2001 in Personnel Today Previous Article Next Article
Comments are closed. Employee fraud rose by 60 per cent in the first six months of this year,according to research. The number of fraud cases going through UK courts involving sums of morethan £100,000 rose from 32 between January and June and 2,000 to 44 for thecorresponding months of this year. The number of fraud cases involving management dropped by 7 per cent, accordingto the research by management consultancy KPMG. The key to combating fraud lies in the recruitment process, said theauthors. Employers should ensure they have systems in place to choose reliablestaff, including following up references by speaking to the organisations thatprovided them. Related posts:No related photos. Previous Article Next Article Employee fraud cases rise to all-time highOn 1 Sep 2001 in Personnel Today
Previous Article Next Article Related posts:No related photos. Falkirk Council has saved £70,000 in its first year of online recruitment,claims its head of HR. Karen Algie implemented the project last October to cut costs and make therecruitment process more user-friendly for both applicants and line managers. It is the first council in Scotland to use a sophisticated onlinerecruitment system, and 10 per cent of job applications currently received byFalkirk Council are over the Internet. Algie said, “Before we had a very manual, costly and time-consumingrecruitment system. It did not provide the quality of service that we wantedfor applicants or line managers. “There was a lot of duplication of efforts and we spent around £10,000a year on stamps and envelopes.” Applicants’ CVs are sent straight to the council’s central database, and theinformation can be manipulated to create shortlists and mailing lists. Algiebelieves that it will also help the council monitor equal opportunitiesperformance among its 7,500 staff. Comments are closed. Scottish council sees huge returns from online hiringOn 6 Nov 2001 in Personnel Today
Comments are closed. Capital ideasOn 1 May 2002 in Personnel Today Sue Weekes previews what’s happening at e-learning London later this monthUK-based companies are at the forefront of the e-learning revolution,spearheading innovations here and internationally. And this is very muchreflected by the first-time involvement of the CBI at this year’s e-learningLondon, on 28-29 May. Prior to the event, the CBI director general Digby Jones is presenting anindustry excellence award to the UK company that has shown the greatestinnovation and leadership in adopting e-learning strategies for organisationaldevelopment. But this year’s event isn’t just about prizes and plaudits, it’s aboutseeing e-learning in action and demonstrating the tangible business andpersonal benefits it can bring. Organised by Venture Marketing and withe-learning custom content provider EBC as main sponsor, e-learning London aimsto do this via a packed conference and seminar programme and concurrentexhibition, featuring more than 90 leading e-learning companies. As usual, the focus at the conference will be on user case studies to showhow e-learning is being applied, featuring a host of blue chip companies andmajor organisations including British Airways, Cap Gemini Ernst and Young,Morgan Stanley, Nokia, Vodafone and the Scottish Executive. The programme is split into four learning streams (planning, content,implementation and, e-learning in the financial sector). With IT legacy systemsstill a problem for many organisations when it comes to implementing andintegrating an e-learning system, there is also a free seminar programmededicated to this aimed at the IT professional as well as trainers. Return on investment is a subject close to the heart of anyone consideringimplementing an e-learning programme and the two-day conference is being openedby Nick Van Dam, chief learning officer and partner at Deloitte Consulting inthe US and author of best-selling book Change Compass, which looks at changeand performance. He will be suggesting a blueprint for designing anenterprise-wide learning strategy and then looking at how the results of implementationcan be measured against ROI criteria. Fellow American Reinhard Ziegler, managing partner of e-learning &knowledge management at Accenture USA, will be delivering the keynote speech onday two. He will talk about the evolution of e-learning, present a vision ofthe future and address any obstacles that might impede progress. With research by learning solutions provider Wide Learning revealing thatone in three City workers have not received compliance training as required bythe Financial Services Authority, the new financial sector stream will likelybe the source of hot debate. Dr Stephen Rusnak, head of e-learning delivery at emergeSmart, will bechairing a session dedicated to overcoming compliance issues through e-learningand Michael McKee, director, wholesale and regulation at the British Banker’sAssociation, and Dawn Griffiths, European e-learning manager at Marsh, willdiscuss online learning as an e-assessment tool and look at how it couldminimise the impact of N2. Learning management systems, always a subject for debate, will be examinedwith specific reference to the financial sector with Training Magazine’s editorStephanie Sparrow presiding. David Chin, executive director, group education atUBS AG, and Stephen Molyneux, director of the Delta Institute at the Universityof Wolverhampton, will thrash out the key issues. Key exhibitors will include AdVal (featured in our case study this month, onpage 22), blueU, Digital Think, Oracle, LearnDirect, Knowledge Solutions,Hewlett Packard, Skillsoft, TATA Interactive and XOR. The latter has justcompleted its most recent consortia project for the British Council’s newLearning Centre in India. And for the first time IBM will be exhibiting. Walking around exhibition halls isn’t most people’s idea of a good time, butif you’re looking for a shortcut to find out exactly what online learning coulddo for you, e-learning London offers it under one roof – and looks likesupplying some lively debate to enlighten and entertain you along the way. Entryto the exhibition is free, as are selected seminars, including the openingkeynote speech, but you need to book places on the paid-for seminars. Visit www.e-learningevent.comfor more information. To receive the full programme and booking form, call 0208394 5131. Related posts:No related photos. Previous Article Next Article
Previous Article Next Article This week’s lettersResearch base on MBA too limited I read Philip Whiteley’s article in Personnel Today with some frustration(“What about the people?”, 25 June). The article makes some goodpoints – the need to select both candidates and courses with care, for example,and to build the MBA into an overall development plan. It was flawed, however,by being based on a study of just 20 courses, and the article failed todisclose what those courses were. In the UK there are currently more than 90full-time MBA courses – a sample of 20 is hardly a piece of fundamentalresearch. My advice to both companies and potential students is choose your course andmode of study with care – the Association of MBA’s accreditation scheme is agood start as less than 50 courses in the UK are accredited. As you will probably guess I have an MBA and am also a Fellow of the CIPD.Why did I do my MBA? Like most on my course, I was a specialist who wanted toget a better understanding of other aspects of business. Was HR in its various guises included on the course? Yes, but the most importantHR learning experience was via the large quantities of project work that formeda key element of the programme. Am I now a consultant? Yes, but anyone who hasread any of Charles Handy’s views should not be surprised by that as typicallypeople will now move in and out of employment as they seek new challengesduring their working life. In summary, I have worked in HR for more than 20 years and the complaints ofMBA students leaving straight after graduation are just the modern equivalentof those I heard 20 years ago about graduate training scheme students –”we support them for four years and then they just leave”. Any firm spending a lot of money on a training programme for an employeeshould have a career plan for that individual mapped out which will bothchallenge and utilise the new knowledge if they want them to stay. Why shouldMBA students be different from any other employee? Malcolm Green, MBA, FCIPD Wigpool Consultants MBAs: HR should be placed within business modules As a first year executive MBA student I read the article ‘What about thePeople?’ with great interest. Not wishing to blindly jump to the defence of theMBA I took time to reflect and analyse the key issues raised. This, after all,is one of the key skills taught on an MBA programme. I can see a link between issues raised by the Work Foundation research andthe wider position and status of HR. While our function fails to achieve a seatat the ‘top table’ the ‘people’ modules may struggle for attention in theuniversity classroom. A better understanding of HR issues by non-specialists, perhaps throughgreater inclusion on MBA programmes, would certainly raise the profile of thefunction. This is a circular argument and we should be asking how we can breakthat cycle. To me it is not, however, about having a wide range of HR-specific modules.In the longer term I believe it will be more effective to ensure the inclusionof the relevant HR issues within the other business modules – specificallyoperations management and strategic management. The clear business benefits of HR can only really be shown in this context.It is unfortunate that so few HR professionals undertake the qualification astheir input to group discussion could help influence this debate. With regards to the MBA being a ‘badge’ this is surely no different from anytraining intervention, unless, of course, the learning is actually applied backat the workplace. Even in the short time since commencing my MBA studies I havefelt the benefit and feel confident I am learning something of value. Gordon J Marshall Manager, HR Planning, BMW Plant Hams Hallerrylunn Venice prize was truly fantastic I just wanted to let you know that we have just come back from our luxuryweekend in Venice. It was fantastic, the Hotel Danieli was certainly the mostluxurious place I have ever stayed in -and ever likely to. My husband Bill andI were looked after so well. I got married in February and although we had a few days honeymoon then wedecided we to consider our weekend in Venice part of our honeymoon, which madeit all the more special. I’ll be entering them all your competitions from now on! Mandy Anslow Staff development officer, University of Essex Banned terms are a waste of time I’m afraid the word ‘spoon’ has always been a racist term in my book butstretching it to eggs, as Guru does, is tenuous to say the least (18 June). The political correctness that I object to is in job advertising – HRdirectors have obviously taken a leaf from estate agents. Terms that I’ve been told are a no-no include ‘Must be physically fit’ (whenthe job involves heavy lifting) or ‘A good standard of written and spokenEnglish’ (if I wanted German, would it be a problem to say so?). I’m all for equal opportunities and I don’t mind my adverts
At-a-glance guide to managing absenceOn 29 Apr 2003 in Personnel Today Previous Article Next Article Comments are closed. Sally O’Reilly outlines the steps you need to consider to develop bestpractice on managing absenceImproving the bottom line Employers who have introduced effective absence management policies are reportingnoticeable improvements on their bottom line, cutting costs as a result offewer staff taking time off, and improving productivity as a whole. Return-to-work interviews are seen as an important way of managing sicknessabsence, as are formal procedures for notifying absence and disciplinaryprocedures in the case of non-manual staff. Three-quarters of the employers inthe CIPD research, Employee Absence, 2002, who used return-to-work interviewsmade them mandatory for all absences from work, regardless of length. Managers in the Work Foundation survey, Maximising Attendance, believemotivating staff is the key to managing attendance, followed by return-to-workinterviews and accurate monitoring. But only 40 per cent of organisationssurveyed believe they are aware of all absence in the organisation, and in 5per cent of cases, organisations say that less than half of all absence isrecorded. Smaller organisations are more likely to believe that all absence isrecorded. Work-life absence Developing best practice schemes also means taking a holistic approach,according to many participants in the CIPD survey. Home and familyresponsibilities are a frequent cause of absence, and family-friendlyinitiatives are therefore an effective way of cutting absence. However, onlyone-third of organisations have been able to prove that such initiatives havecut absence, says the CIPD. Champions of absence management Organisations which have brought in effective practices include Boots,Transport for London, the Prison Service, the Inland Revenue and VauxhallMotors. Public sector organisations are often very active in this area, becauseof high levels of absenteeism. The CIPD found that five absence-management measures were used by more thanthree-quarters of respondents to their survey. These were: – providing sickness absence information to line managers (81 per cent) – identifying absence triggers (78 per cent) – involvement of occupational health professionals (77 per cent) – reducing sick pay after a specific period of absence (76 per cent) – disciplinary action for unjustified absence (75 per cent). Occupational health involvement The CIPD research found that 59 per cent of organisations involveoccupational health (OH) professionals in absence management. The following OHapproaches to absence management are used: – 32 per cent offer stress counselling – 28 per cent have health promotion schemes – 18 per cent used rehabilitation programmes – 17 per cent have an employee assistance programme – 12 per cent use physiotherapy services. Disability awareness Legislation such as the Disability Discrimination Act 1995 continues toraise employer awareness of disabled employees in the workplace. The managementof individuals who become disabled as the result of sickness may mean employershave to make ‘reasonable adjustments’ before they can return to their job. Absence management The TUC found that early intervention can play an important part inpromoting a successful return to work. Long absence makes a return less likely.With this in mind, 86 per cent of workplaces surveyed by the TUC use absencemonitoring. Case conferences also work well: many organisations with goodsickness absence monitoring now review long term cases regularly, with OHstaff, the line manager and HR being involved. Returning to work Maintaining regular contact with staff who are on long-term sick leave isvitally important in helping them return to work – the CIPD found that some 90per cent of employers were doing this, and 43 per cent said this was the mosteffective method of dealing with long-term sick leave. More than four-fifths of employers also reported the use of return-to-workinterviews, reduced hours (either on a temporary or permanent basis) and/orchanges to the work tasks or workload. And more than two-thirds provided eitherstress counselling or an employment assistance programme. Benchmarking The majority of organisations are still not benchmarking their absence managementperformance against those of other organisations. Public sector organisationsare more likely to do this. The CIPD has found that currently, only 38 per centof organisations overall benchmark their absence management performance againstothers, while only 23 per cent of employers compare absence levels of otheremployers in the same region. However, 68 per cent of public sectororganisations benchmarked absence against other organisations in the sector. Absence management policies These are used by the majority of large employers. Of organisations withmore than 2,000 employees, the CIPD found 94 per cent had a formal
Related posts:No related photos. HSE launches website on latex-related asthmaOn 1 Nov 2003 in Personnel Today The Health and Safety Executive (HSE) has unveiled a website to help raiseawareness about reactions to natural rubber latex, in a bid to combat thisserious cause of occupational asthma. The site is designed to help healthcare professionals avoid gettingoccupational asthma from natural rubber latex products. Health professionals can click on their specific area for advice on the keyissues surrounding latex-based occupational asthma. For occupational health, this includes information on reporting proceduresand the key duties required of OH professionals in this area. Sandra Caldwell, the HSE’s head of occupational health policy, said:”This is a serious problem. We estimate 7,000 cases of asthma are causedor made worse by work each year. Allergy to the proteins in natural rubberlatex is the fifth largest occupational cause of asthma. Raising this issue isimportant because for many people, once sensitised, their lives are a misery andthey have to give up work.” www.hse.gov.uk/latex Comments are closed. Previous Article Next Article
The Rise of the #T-MOOC (Twitter MOOC) – India HR Chat | India HR ChatShared from missc on 16 Apr 2015 in Personnel Today Comments are closed. Previous Article Next Article “Massive open online courses (MOOCs) have gained tremendous popularity over the last couple of years. The New York Times dubbed 2012 -‘The Year of the MOOC,’ and it has since become one of the hottest topics in education. “Read full article Related posts:No related photos.
Why providers need to get more worried about employer ignorance of OHBy Nic Paton on 7 Jun 2019 in OH service delivery, Research, Occupational Health, Wellbeing and health promotion, Personnel Today Many employers remain woefully ignorant about what occupational health can do, its value (versus its cost) and the benefits it can bring to the workplace, government analysis has suggested. And OH’s own lack of marketing and advertising savvy may, in part, be to blame. Nic Paton reportsFor occupational health practitioners it is often the profession’s lack of capacity, or what we might term “boots on the ground”, that is perceived to be the key barrier to spreading the word about, and access to, occupational health.Simply put, with occupational health historically a relatively small specialty, there are just not enough OH practitioners to meet demand from employers that want to access support, let alone those “hard to reach” corners of the workplace such as small and medium-sized employers or self-employed workers.But, as is made clear by two recent reports from the Department for Work and Pensions and Department of Health and Social Care, cost, concerns about value for money and a lack of knowledge about what OH involves are other significant barriers that prevent employers from investing in occupational health.However, alongside this, occupational health providers may be doing themselves few favours by adopting a laissez faire (at best) approach to marketing their wares to employers and individuals or educating the wider public about the value of their expertise.The reports – Employers’ motivations and practices: a study of the use of occupational health services and Understanding private providers of occupational health services: an interim summary of survey research – from the two departments’ Work and Health Unit (WHU) were published in April.The complementary reports are, of course, very timely, what with the WHU leading the government’s ongoing review of occupational and workplace health, and with the industry keenly awaiting the government’s proposed consultation on occupational health, which is expected (Brexit turmoil permitting) to be announced any day.Both also feed into the wider ongoing debates within government and the profession around the state and role of occupational health provision in the modern workplace, both within the NHS and in terms of what (if anything) employers should be expected to fund or contribute towards maintaining a healthy workforce.Indeed, as Dr Richard Heron, chief medical officer at BP and former president of the Society and Faculty of Occupational Medicine, commented in response to our online news story on the Employers’ motivations and practices report, the findings underpinned “the need for a nationally organised and available service for healthy workers, employers and economy”.Basic understanding of OHSo, what did the WHU find on both counts? This analysis intends to provide a snapshot of the conclusions but both reports are freely available to view on the government’s website (and see the references at the end).Taking the Employers’ motivations and practices survey first, WHU through research firm Ipsos MORI conducted 35 in-depth telephone interviews with employers during October and November 2018. Participants were business owners, office managers, or HR representatives.Employers, this concluded, had a shared, albeit basic, understanding of occupational health services. “Fundamentally, they understood the benefits of consulting a qualified expert for situations they felt unable to handle alone, either through lack of expertise or due to a need for an independent third party.”Situations for which OH support was commonly used, included:To support staff with mental or physical ill healthTo supporting a return to workTo attract and retaining talentTo investigate under-performance or poor conductTo verify medical statements or health surveillanceOH services commonly used for these situations included:CounsellingPhysiotherapyWorkstation assessmentCBT (cognitive behavioural therapy)Physical health screening or assessmentEmployers by and large split into three types of purchasers. First, “reactive”, or where the employer was simply seeking ad hoc support, commonly piece work without an ongoing contract. Second, “proactive in office-based environments” with an ongoing contract in place. And, third, “proactive in manual environments”.Employers provided access to OH services for three broad reasons. First: to comply with legal and regulatory obligations (or what the survey called the “legal” reason). Second: to reduce costs and improve business efficiency (or “cost”). Third: to support and improve employee health and wellbeing (or “moral”). “Whilst one of these motivating factors was a priority in certain cases, in general they were usually interlinked,” the research added.Misconceptions and lack of
cebreakers are best defined by their primary uses: to break sea ice, to manœuvre in heavy concentrations of pack ice, and to clear channels through which other ships can pass in safety. Ice-strengthened ships, in contrast, are normally cargo transport ships strengthened for use in ice. Heavily reinforced hulls, a sloping forefoot and a ratio of horse-power to displacement of more than unity are characteristics common to both types; the icebreaker being usually distinguished by more powerful engines, higher ratio of beam to length, smaller cargo capacity and such distinctive features as heeling tanks. Icebreakers designed for use in regions other than the Arctic or Antarctic, e.g. in the Baltic or Gulf of St Lawrence, may possess one or two forward propellers, which are not found in polar icebreakers.