Bank invests in universityOn 1 Oct 2001 in Personnel Today Comments are closed. Previous Article Next Article High street bank Barclays is opening local branches of learning. The centralBirmingham metro centre opened late last month. It is the first in a network ofregional learning centres for Barclays University, known as “bu”. Bu metro centres will open around the country in the next 18 months, hostedby a learning adviser and offering a full range of learning opportunities frome-learning to more traditional classroom delivery. A wide range of bu trials have been rolling out this year across Barclays,including an e-based learning management system and a £150 cash grant whichemployees can spend on any learning of their choice. The courses can be work-related or for personal interest on any subject butin either case still have to be accessed through one of the centres. “Weact as a filter for such courses,” said a Barclays spokeswoman. “Ouremployees know that all materials are up to our standards.” Barclays is hoping that the bu centres will help employees rise to “thechallenge of personal development”, said deputy chief executive JohnStewart, “and bring us closer to our aim of being the employer ofchoice”. Further metro centres are due to open in Manchester and Bristol soon, withmore opening across the country during 2002. Related posts:No related photos.
Comments are closed. Tribunal reforms are not enough, think-tank claimsOn 16 Oct 2001 in Personnel Today Previous Article Next Article The Government has to dramatically rethink its strategy on disputeresolution if the burden on the tribunal system is to be eased, claims a reportby a leading think-tank. The Institute for Public Policy Research believes the proposed reforms tothe system do not go far enough, and the only way to significantly cutlitigation is by improving staff and employer understanding of rights andduties. While the report, called Worker’s Rights and Wrongs, acknowledges that theGovernment already provides help and information on employment rights, itclaims that it is fragmented and uncoordinated. The centre-left think-tank is calling for the Government to create a singlesource of information on staff rights and employers’ responsibilities.Consultation on the Government’s proposals to tackle spiralling employmenttribunals numbers closed on 8 October (see box). Report author Nick Burkitt is also calling for the Government to set up astronger enforcement agency of the employee rights. He believes the Inland Revenue’s National Minimum Wage Enforcement Agencyshould be developed to investigate a wider range of workplace rights relatingto pay and hours. Burkitt also wants a new task force to be set up to consider how employmentlaw can be better understood and applied. He said, “The Government needs a new approach. It needs to targetnon-compliance, alongside a wider push for better employment practice based onimproved information and support for employers as well as employees.” www.ippr.org.ukBy Mike Broad Government steps to shake up tribunal system– All organisations are to havedispute resolution procedures in place– Claimants will be charged for use of the employment tribunalsystem– Awards will be increased against employers and reduced forstaff if either party has not used internal grievance procedures– All employers to provide a written statement of terms to staff– A fixed period of conciliation will ensure both parties makeevery effort to come to a settlement– A fast-track system will be introduced for certainjurisdictions (such as unlawful pay deductions and breach of contract)www.dti.gov.uk Related posts:No related photos.
Thisweek Frances Wright, HR director of SHL, and Tim Robinson, HR director UK andIreland of Accenture compare notes on their careers1 What are your main responsibilities? FW Group HR strategy and UK HR strategy and operations; making surethat both group and UK HR is closely aligned to the business objectives andthat internally we are reflecting best HR practice. I am also the directorresponsible for facilities and office services and our management trainingcentre. TR Co-ordinating the overall HR service to 7,000-plus employeesacross the UK and Ireland, including our teams in the consultancy practice,those working on outsourcing deals for clients and our own internal supportpeople. 2 What’s the pay like? FW The breadth of my role makes it difficult to benchmark, but I’mhappy and feel it is appropriate. TR Very competitive. Across all parts of the company, Accenturerecognises that in the competitive market for talent financial packages play animportant part, alongside opportunities and training. 3 How flexible are the hours? FW Very flexible. Being an HR director at this level is certainly nota nine-to-five job. I’m always happy to be contacted at any time if there is anissue that warrants it. As an organisation we try to be flexible about ourapproach to hours and if there’s something on that means I need to leave alittle earlier, I do. It’s all about give and take and trying to maintainbalance. TR I manage my own hours and there is room for flexibility so long asI get the job done and am readily contactable. The hours can be long, but thework is fun and the time passes too quickly. I work from home about one dayeach fortnight. Accenture operates a range of flexible working policiesincluding part-time working, job share and home and teleworking. 4 What do you like about the job? FW Being able to operate at a strategic level and being involved inthe running of the business. The variety of the job with my broadresponsibilities. I also enjoying working with SHL’s products and services,that’s one of the big attractions. TR Accenture’s people are demanding and very bright. I enjoy thechallenge of working with them and with the rest of the HR team, who are outstanding.Supporting our people is a key priority. We have outsourced much of ouroperationalHR activity to e-peopleserve which has freed us up to focus onadding greater value to the business and supportingour people. 5 What are the challenges? FW Balancing the priorities across the business. I also firmlybelieve that in today’s business world, the management of talent is a keystrategic challenge and needs to be dealt with at top level. TR Our business is very dynamic and I have to work hard to ensurethat I understand the latest developments. There can be a lot of technicaljargon in IT consultancy which can be quite disorientating initially. 6 What is your biggest headache? FW Finding the time to do all the things I want to do. TR Accenture’s HR team is constantly developing and rolling out newinitiatives and programmes to make our company a great place to work. Gettingall the right data and systems in place to support these initiatives can be achallenge at times,. 7 What size is your team? FW For the UK an HR manager and two HR advisers, 1.5 administratorsand my indispensible PA. Globally, HR is rolled out via the regional directorsand their teams. TR 160 people across the UK and Ireland 8 Who do you report to? FW UK managing director in respect of the UK, and the CEO for groupHR strategy. TR The head of geographic services for the UK and Ireland(effectively our chief operating officer) and the global HR lead. 9 What qualifications do you have? FW BSc Sociology, Fellow of CIPD, Postgraduate Diploma inOccupational Assessment. TR BSc (Econ), an FCA (I am a qualified Chartered Accountant but Ikeep that quiet in case I’m transferred to finance), FCIPD. 10 What are your career aspirations? FW Enhancing the role of HR in a growing international company. TR I would like to broaden my role to get involved with managing someof our other support functions. 11 What training and development opportunities are there? FW Whatever I need. TR Accenture takes training and development of its employees veryseriously. We are always looking at new ways to develop ourselves and ourpeople. Too often classroom training is seen as the panacea. We are now lookingat how we can better structure our on-the-job learning and we are focusing ondeveloping leadership and coaching skills to facilitate this. 12 What is your holiday entitlement? FW 30 days TR 30 days 13 What’s your work environment like? FW Pretty good. We moved into new offices two years ago. TR Accenture provides good facilities for all its staff. Our HR teamsare also spending much more time now visiting our people at client sites toensure they are in touch and well placed to provide the appropriate support. 14 What other benefits do you get? FW Car, pension contribution (GPP), private medical, privatehealthcare TR Car allowance, share options, insurance, medical benefits, pensionscheme, time off for community and charity work, subsidised gym membership,study leave and parental leave. 15 What’s the best part? FW I know it sounds trite, but my team, my colleagues and peoplethroughout the organisation. Also our products and services and our clientsbeing mainly HR. It’s a stimulating environment to be in. TR Truly partnering with the business and being able to influence ourapproach to all aspects of people management. 16 How does your firm treat work-life balance? FW We consider work-life balance to be extremely important. We areworking hard to help all employees achieve work-life balance in both attitudeand practice. Our policy is to help individuals who have personal or domesticissues and we have a large proportion of people on part-time hours and varyingtypes of contract. TR Two years ago we set up the balanced workforce programme and realprogress has been made. We have maternity and paternity policy above thestatutory requirements and leave of absence allowing for a break of up to twoyears. We have established a working parents network group and discussionprogramme and a ‘returners programme’. However, work-life balance is an areawhere we can never be complacent and we shall continue to seek improvements. Frances WrightHR director, SHLJob at a glanceSize of team 4.5Qualifications BSc Sociology, Fellow of CIPD, Postgraduate Diploma inOccupational AssessmentLeave 30 daysBest part Working with team, colleagues and people throughout the companyCurriculum Vitae 1998 HR director, SHL1992 General manager human resources, Portman Building Society1990 Personnel and training director, Forte Hotels1986 Consultant, SHL1984 Resourcing and development manager, CourageTim RobinsonHR director UKand Ireland, AccentureJob at a glanceSize of team 160Qualifications TR BSc (Econ), an FCA (I am a qualified Chartered Accountant butI keep that quiet in case I get transferred to Finance), FCIPDLeave 30 daysBest part Partnering with the business and influencing people managementCurriculum Vitae 1998 HR director UK and Ireland, Accenture1995 HR lead (process competency) UK, Ireland, South Africa and ScandinaviaAccenture1990 HR manager, Price Waterhouse (Paris)1987 HR manager, Price Waterhouse (London) Related posts:No related photos. Head to headOn 26 Feb 2002 in Personnel Today Previous Article Next Article Comments are closed.
Comments are closed. Previous Article Next Article Half of NHS nurses have no access to family-friendly work schemes and asignificant proportion are suffering from poor psychological and physicalhealth, research claims. A survey of 6,000 nurses by the Royal College of Nursing finds that manystaff have no access to arrangements such as childcare, self-rostering,flexible work or dependant’s leave. In response, the RCN has issued recommendations calling for more flexible work,greater consultation with staff and a safer work environment. The poll reveals that most nurses are offered only the very basic elementsof work-life balance, despite two-thirds having children or dependants. It also claims that 25 per cent of nurses don’t even have a staff room or anarea to take breaks in. More than 10 per cent of respondents display signs of poor psychologicalhealth, with symptoms including depression, leading to increased absence. The RCN claims that this type of illness is linked to bullying andharassment. Nearly a third of nurses on long-term sick leave report that theyexperienced bullying, while only 53 per cent received counselling forpsychological problems. Tracy Myhill, president of the Association of Healthcare Human ResourceManagement, believes the situation has improved significantly in the year sincethe survey was carried out. “In general terms I can’t disagree with the recommendations and I amsure the picture would be very different today. Over the past few years therehas been huge emphasis on flexible work after pressure from theGovernment,” she said. “There is top level commitment to improving these things. HR needs tohelp line managers to implement change and there has been an emphasis on policyframework to help achieve this.” www.rcn.org.ukBy Ross Wigham NHS is failing nurses on basic work-life balanceOn 26 Mar 2002 in Personnel Today Related posts:No related photos.
Previous Article Next Article Comments are closed. Related posts:No related photos. As a self-confessed shopaholic, Lisa Bedford has probably found her dreamjob as the head of HR at fashion retailer, Oasis. Her new role is the latest ina series of high street retail posts, following spells at River Island, Searsand Etam. She will run the HR function and implement a new reward system for thebusiness. “Without going into too much HR jargon, I’m responsible formaking sure HR is a credible function that can be inspirational and visionary,but at the same time deliver what our internal customers want,” Bedfordexplains. During her time as HR second in command at River Island, she developed aperformance review system and implemented an online recruitment strategy. Butshe decided to move to Oasis because of the opportunity to have a voice atboard level, and influence the future growth of the company. One of the key challenges of working in the retail sector is recruitingstaff, and Bedford believes the industry needs to better sell itself as acareer option for youngsters. “Unfortunately, retail just isn’t a preferred option for school leaversnowadays. We all need to improve at marketing the fantastic variety ofopportunities retail can offer,” she says. Over the coming months, she hopes to position Oasis as an employer of choicein retail by introducing a range of policies. “It is achievable if everything is in place – from great recruitmentand selection processes to development opportunities that stimulate employees,and proper succession plans that allow for growth.” Bedford enjoys the variety of work in HR, and says retail moves so fast shenever has time to get bored. On the moveClaire Bonar has taken over at software solutions firm ICS Computing as headof HR. She joins from Clandeboyne Lodge Hotel in Northern Ireland, where sheran the HR function. She will oversee the development of 175 staff based atvarious sites across Northern Ireland. One of the company’s main aims of thecoming year is to gain IIP accreditation. Law firm Blake Lapthorn has appointed Alan Burnhams as its new director ofHR. Burnhams rejoins after a four-year stint with legal group Clarke Willmott& Clarke, where he was also HR director. His new remit will beco-ordinating all the company’s HR activity. The firm currently employs around480 staff but is looking to expand. The Learning and Skills Council has appointed Caroline Neville as itsdirector of policy and development. For the past nine years, Neville has beenthe principal of Norwich City College. During her tenure it was selected forCentre of Vocational Excellence status. She is also a member of the Higher EducationFunding Council for England, the Council for Industry and Higher Education anda board member of the Association of Colleges. Rob Wye, who has been thecouncil’s interim director, has returned to his original post as executivedirector at LSC Northamptonshire. PeopleOn 20 Aug 2002 in Personnel Today
HRD 2003: an overview of training potentialOn 1 Apr 2003 in Personnel Today Previous Article Next Article A rolling programme of presentations, workshops and network opportunitieswill demonstrate to delegates what is available and achievable in today’sworkplaceMore than 50 speakers, 40 seminars and 300 suppliers of training, learningand development products and services await delegates at HRD 2003, the CIPDconference and exhibition for training and development professionals. Placingitself firmly within the context of a rapidly changing world – both in terms ofbusiness itself and the technology which now exists to support individual andorganisational development – the event pulls no punches in giving visitors aclear view of what is available and achievable in today’s workplace. This year’s conference consists of four different types of presentationswhich take place concurrently each day. Masterclass sessions give delegates theopportunity to learn about current thinking from industry experts. On day one,there is a specially extended double Masterclass entitled Excelling in aChanging World. Chaired by past CIPD president Don Beattie, the sessionfeatures Robert Cooper, chairman of Advanced Excellence Systems LLC, who waschristened “the ultimate business guru for the new millennium” by USAToday. He starts from the position that most people use only 10 per cent oftheir intelligence and creative talents in their daily work. Cooper will go onto describe ways in which everyone can be encouraged to realise their potentialin all situations. The session promises to be a must for individual advancementas well as learning how to inspire and promote excellence in others. Practical approaches Seminars known as Training Essentials also run throughout each day givingpractical approaches to key contemporary issues. These sessions move furthertowards the design and implementation of effective learning programmes andinclude topics such as Blended Learning, led by Robin Hoyle, chief learningarchitect at multimedia e-learning solutions providers ebc (11.15am on 8April), and Managing Culture Change (9.30am on 9 April), in which Duncan Brown,assistant director-general of the CIPD and Kevan Hall, president of trainingconsultants Global Integration, discuss how cultural differences impact onlearning within a diverse workforce. The third type of sessions are dedicated to case studies, providing insightinto putting theory into practice. HRD 2003 features examples on mentoring fromLaura Hicks, a senior HR consultant with Microsoft, and Making E-Learning Work,including presentations from British Airways and David Laughrin, director ofDefence Management Training. Great importance is still attached to issues such as body language, officepolitics and personal motivation. Paralympic gold medalist Tanni Grey-Thompsongives a Masterclass, Seizing the Day, at 1.30pm on 10 April. Kath-arine Turnerof Towers Perrin is joined by Linda Holbeche, director of research at RoffeyPark, to examine Office Politics at 11.15am on the same day while author andbroadcaster Judi James presents a Training Essentials session on Body Talk on 9April at 3.15. A rolling sequence of practical workshops will also take place throughoutall three days on the subjects of Designing a Training Course, PositiveInfluencing Skills and Facilitation Skills. These sessions, grouped under thebanner Skills Update, are intended to do precisely what they say on the tin,giving delegates the chance to brush up on their own techniques and learn thelatest developments in each area. The conference and exhibition also provides an ideal opportunity to meetwith colleagues from similar functions in diverse industries, to discussexperiences and share ideas. HRD 2003 arranged a number of venues whereinteraction can take place. There is a new Networking Lounge run by CIPD staff,a Welcome Breakfast (free hot drink and pastries included), meeting pointslocated around the venue and a Chill Out Zone for quiet reflection. The conference also offers resources to inform and support delegates as theyreturn to the workplace. The CIPD’s Annual Training and Development Survey 2003will also be available to every delegate in addition to seminar tapes andhandbooks which carry important information, articles, books and websitereferences for trainers to enable them to keep abreast of hot topics. This CIPDdocument gives an immediate overview of key changes and developments intraining provision over the past five years, examining what works, what’s newand how much it costs. Exhibition Delegates have the chance to get up close and interactive with the cuttingedge of learning technology and solutions, and to benefit from enhancedshowcase formats. These include Topic Tasters for instant access to the mostup-to-date content available, the Learning Arena for showcasing drama and role-play based learning techniques and the new Blended Learning showcase dedicatedto future of training and development provision. Exhibitors who had detailsready as we went to press include: – Corporate event organisers Business Pursuits, which will offer a widechoice of services ranging from company fun days and incentive initiatives tomotivational team-building exercises, inspirational conferences and outdooraction-based training. Its key purpose is to ensure provision matches clientneeds. Stand 164. Website: www.businesspursuits.co.uk– Computers in Personnel offers flexible HR software solutions, includingtraining administration, skills matching, employee and manager self-service.The company’s software and support services aim to promote a more efficient,strategic approach to HR management. Stand: 1009. Website:www.computersinpersonnel.com. – The European Centre for Business Excellence offers courses and teachingmodules at management and executive levels. Tailored programmes are also onoffer to help organisations achieve strategic objectives through theimprovement of skills and competencies. Stand: 947. Website: www.ecforbe.com. Blended learning – Blended Learning is also a feature of European and Language Services’approach to corporate language training. The company was founded in 1990 as partof an initiative to deliver French language to Eurostar train drivers and nowdelivers courses to a myriad of customers via diverse media includingface-to-face, self-study materials and satellite TV channels. Stand 728.Website: www.unl.ac.uk/els. – Exhibitors working in the field of Blended Learning include the EpicGroup. which will be showcasing its new model for Blended Learning and givingaway a free White Paper on the subject. The Blender is a spread-sheetconsultancy tool which enables users to create real-time modelling of blendedlearning solutions including information to support the business case. Stand122. Website: www.epic.co.uk. – Henley Management College, the int- ernational provider of executive managementdevelopment programmes is one of many business schools with input into thededicated showcase Focus on Business Schools. Henley continues to provideflexible, high-quality and relevant management development in partnership withindividuals and organisations worldwide. Stand: 502. Website:www.henleymc.ac.uk. – MaST International has researched a new ‘culture and motivation method-ology’, which it claims will help organisations assess their existing culture,understand how employees relate to that culture and assess the impact it has onemployee motivation, satisfaction and effectiveness. The company is set to hosttwo sessions at the exhibition: Thinking the Same – Differently, which looks atcultural influences (8 April, 10.45am Learning Arena) and topic taster Whatgets Measured Gets Results (10 April, 11.45am). Stand 204. Website:www.mast.co.uk. – Blended Learning techniques are also on offer from PMProfessionalLearning, a project management training specialist. E-learning modules andinstructor-led courses are available to flex around students’ work and personalcommitments. KNASTO is a new knowledge assessment tool, designed to assess astudent’s project management capability, ensuring training interventions arerelevant and successful. Stand: 2044. Website: www.pmprofessional.com. How to access HRD 2003HRD 2003 is held at theOlympia Conference Centre and National Hall, Hammersmith Road, London,8-10April 2003.Tube: 2 min walk from Earl’sCourt (District line)Car Parking is available andcan be pre-booked at Olympia on 0800 056 8444. Alternatively, try NCP parkinginformation 0500 845 800.Buses 9, 10, 27, 28, 49 and391. London Transportinformation 020 7222 1234.Conference info and bookingdetails at: www.cipd.co.uk/hrdVenue info at: www.eco.co.uk/website/travel.nsf/main?openframesetProfileLeading through changeTwenty years ago, Kenneth Blanchard wrote a book with SpencerJohnson, The One Minute Manager. Ten million copies and 25 languages later,Blanchard is recognised as one of the most important and influential voices inmanagement today. His publishing credits have extended to more than 20 booksspanning subjects including customer service, ethical management and organisationalchange. Having founded the Ken Blanchard Companies in 1979, he and hisaffiliates across the world have helped corporations realise their fullpotential and achieve organisational excellence. He received the AmericanSociety for Training and Development’s Distinguished Contribution to HumanResource Development Award in 1996 and has a great reputation for speaking fromthe heart with warmth and understanding on his topic .It is fitting therefore, that Blanchard will be at HRD 2003giving a Masterclass on Leading Through Change (8 April, 1.30pm), one of themost important challenges facing development and training professionals and thepeople they aim to support. Exploring the potential of value-based leadership,Blanchard will illustrate how development and training is integral to creatinga successful workplace, with leaders playing a role as facilitator, mentor andcoach. Comments are closed. Related posts:No related photos.
Hours not to reason whyOn 30 Sep 2003 in Personnel Today Comments are closed. Previous Article Next Article The cause of the British addiction to long hours are much too complicated tobe tackled by legislationThe Working Time Regulations are five years old this week. Limiting thenumber of hours worked was always a strange and foreign notion in the UK, andno-one should be surprised that, for the most part, the regulations seem tohave made little difference. The Government proudly informed its peons they set a new record for hoursworked recently – putting in 8.5 million more hours than the previous quarter.And according to a forthcoming survey from the Chartered Institute of Personneland Development, 26 per cent of workers claim (emphasis on ‘claim’, of course)they work more than 48 hours a week, compared with 10 per cent in 1998. Most businesses have scrupulously ignored the regulations – without muchinterest from officialdom. And since 2001, the Health and Safety Executive, thebody principally charged with policing working time, has issued just 22enforcement notices and only made two prosecutions. Meanwhile, infringements to working time laws have yet to make much of adent on the tribunal system. In 2002-2003, there were 1,403 claims, of whichtribunals eventually agreed with just 106. And where ignorance fails, there is always the next best thing: the opt-out.Employers love the opt-out as much as a means of minimising hassle – allthose nitpicking calculations about 17-week reference periods and equivalentcompensatory rest – as a way of grinding the hours out of the workforce. Not having made much difference, however, is not quite the same as sayingthey might just as well have not existed. The regulations contain many fine things. As a symbolic recognition of theproblem of long hours, with all their associated health risks and socialdestructiveness, the regulations mark a real turning point. With hindsight, it seems scandalous that there was no right to paid holidaysbefore they were introduced (three million workers were expected to benefit in1998). Moreover, the requirement that employers organise work in accord with”the general principle of adapting work to the worker”, as theworking time directive puts it, still sounds fresh and novel. Yet the story so far of regulating UK working time is one of the limitationsof legislation in trying to drag a culture in one direction, when multiplepressures are pulling it in another. The British way with long hours is among the most widely known facts ofworking life. And yet it remains the hardest to explain. The reasons are complex, heterodox and highly diverse among differentgroups. As soon as you start to think through them, it becomes perfectly clearthat tackling the way a society uses time through the clumsy instrument of thelaw is a profoundly tricky enterprise. Probably the biggest single cause is the great British tradition of low pay.To make a decent living, many workers have to put in long hours, preferablywith overtime, and sometimes supplemented with a second job or self-employmenton top. Despite falls in paid overtime, about a quarter of the workforce stillreceive it. And those consistently putting in the longest week are plant andmachine operatives, and workers in transport and distribution. Yet for others, economics is only tangentially related to the time theyspend working. For professionals and managers, it is workload and workintensity, blended with the mysterious cocktail of emotions that breed inoffices, that best explain the hours: the popularity of teamwork imports a‘don’t-let-the-side-down’ diligence; guilt travels fast in open-plan spaces; aninked-out schedule brings kudos; the desire to belong propels employees towardsreplicating the template of long hours. Such subtle promptings are far moreeffective than employers forcing people to sign an opt-out. Then, there is a further tribe of workers concentrated in the self-styledknowledge industries, who put in long hours because a rigid distinction betweenwork and life makes no sense to them. Is thinking about work, work? Is thepost-work schmoozing of contacts work? What about background reading? Or thesending of a quick e-mail? Technology has made it hard to know quite where workends and life begins. A leaky border is a welcome development for employers, but the point here isthat employers are not solely responsible for the culture of long hours. These are perhaps singularly British explanations – the ones stemming fromour history of resisting the regulation of working time and the Atlanticistleanings of our culture (the UK work ethic is still some way short of USstandards). But there are, of course, many more universal factors involved. There is asizable portion of workers – statistics will never really ascertain how many –for whom work is a kind of sanctuary. This category encompasses the lucky fewwho find in their work some expression of their personality; after all,research into the psychological contract has found a striking correlationbetween people who work the longest hours and those who are most satisfied. Yet it must also take into account those who treat work as a refuge from thebedlam of family life. Compared with minding children, work is fairlystress-free. At least its rhythms bring some psychological order to the day. Suffice to say, then, that the British habit of long hours is a deep-rooted,multi-stranded affair that defies easy explanation. Now – blocking out allthoughts of reforming pay structures, or obliging employers to monitorworkloads, or campaigning for workers to work contract hours – just imaginepassing a law restricting working hours. What an ambition. Related posts:No related photos.
Previous Article Next Article Acas to raise awareness of individual arbitration schemeOn 1 Dec 2003 in Personnel Today Related posts:No related photos. Comments are closed. He said that Acas had not been able to relaunch the scheme yet because ithad been caught up in legal problems around its compatibility with Scottishlaw. Wareing defended the overall concept of the system and blamed a lack ofawareness for the low take-up among employers. “The concept is not flawed and it hasn’t been sold enough. Startingfrom scratch is always a long process. We need to raise awareness of the systembecause employers always fear a step into the unknown,” he said. He stressed that in the 41 cases that have taken place, user satisfactionwas very high and that its speed and confidentiality was still attractive toemployers. Cases dealt with by the system are not subject to public record and itsfindings are private, legally binding and not subject to appeal. CIPD employee relations expert Mike Emmott blamed an “inertia ofinterest” from employers and lawyers for its failure to catch on. Engineering Employers Federation head of legal affairs Peter Schofield saidthe scheme’s profile was too low and that lawyers were nervous because theywere unfamiliar with it. However, he said employers were still interested in the tribunal alternativebecause it of its confidentially. l Acas is hoping to relaunch its individual arbitration scheme after itattracted just 41 cases in its first three years of operation. The service, launched in 2000, was supposed to reduce the pressure on theEmployment Tribunal system by offering a faster, confidential and lesslegalistic alternative. However, the majority of people continue to go through the courts and thescheme has failed to attract employers or lawyers. Acas strategy director Andrew Wareing said he hoped the system would berelaunched across the UK once legal problems in Scotland were resolved. He said that Acas had not been able to relaunch the scheme yet because ithad been caught up in legal problems around its compatibility with Scottishlaw. Wareing defended the overall concept of the system and blamed a lack ofawareness for the low take-up among employers. “The concept is not flawed and it hasn’t been sold enough. Startingfrom scratch is always a long process. We need to raise awareness of the systembecause employers always fear a step into the unknown,” he said. He stressed that in the 41 cases that have taken place, user satisfactionwas very high and that its speed and confidentiality was still attractive toemployers. Cases dealt with by the system are not subject to public record and itsfindings are private, legally binding and not subject to appeal. CIPD employee relations expert Mike Emmott blamed an “inertia ofinterest” from employers and lawyers for its failure to catch on. Engineering Employers Federation head of legal affairs Peter Schofield saidthe scheme’s profile was too low and that lawyers were nervous because theywere unfamiliar with it. However, he said employers were still interested in the tribunal alternativebecause it of its confidentially.
Key players form strategic allianceOn 1 May 2004 in Personnel Today Investors in People (IIP) and government learning agency Ufi haveestablished a three-year agreement which aims to realise both organisations’aims of increasing productivity of the UK economy by developing the skills ofthe workforce. Ufi is the organisation responsible for Learndirect, now the biggestgovernment-backed e-learning development in the world with more than 2,000centres across England, Wales and Northern Ireland. A practical framework for joint working in key areas is being mapped out andthe agreement will formalise a number of shared principles. “Working in partnership with Investors in People UK gives Ufiopportunities to share resources in key areas like research,” said Ufichief executive Ann Limb. “It will also give us increased access toemployers allowing us to further develop good practice and reach even morelearners.” Joint promotional initiatives are likely to include raising awareness duringAdult Learners’ Week and research projects into business improvement and therole of e-learning. The alliance will also be focusing on two key areas identified by theGovernment: increasing take-up of Skills for Life courses covering literacy,numeracy and IT, and building relationships with small- and medium-sized enterprises(SMEs). “Ufi has a strong track record in helping improve people’semployability and organisations’ productivity, particularly with SMEs and newand excluded learners,” said Limb. “With more than 1.2 million peoplein the UK having taken a Learndirect course, it is clear that supportede-learning is now an extremely effective tool in addressing the UK skillsdeficit.” Investors in People UK chairwoman Ruth Spellman said the agreement markedthe start of a new direction for its Investors in People (IIP) standard, whichaims to provides a framework for improving performance and competitivenessthrough good practice in people development. “We hope the relationship will further promote the take-up of the IIPstandard, increase productivity and improve the bottom line for UKbusinesses,” she said. www.learndirect.co.uk www.iipuk.co.uk Previous Article Next Article Comments are closed. Related posts:No related photos.
Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink Email Address* Yaakov Zar and Justin Piasecki (Photos via Lev Capital)Lev Capital, a new commercial real estate finance brokerage, has lured debt broker Justin Piasecki from Avison Young as one of its first big hires.Piasecki was among Canada-based Avison’s first New York recruits when it expanded here in 2012. He’ll join Lev Capital as a managing partner, and will help lead the tech-focused firm’s strategic growth, said founder Yaakov Zar.Read moreVTS launches office listings marketplace Tech-driven commercial brokerage comes to Queens Can Compass compete on commercial? Message* Full Name* Zar started Lev Capital in 2019 and has raised nearly $5 million in seed funding, according to Crunchbase. He sold a prior startup, Dispatch, a logistics management software firm, to Vista Equity Partners in 2018.ADVERTISEMENTLev, which facilitates financings ranging from first mortgages to complex capital raises, bills itself as combining the expertise of traditional brokerage with an AI-powered database. “We can identify lenders that might not come up otherwise, predict lender pricing, tell sponsors or owners how to optimize their portfolio,” Zar said.“Too many people are focused on trying to build technology to get rid of the humans in the transaction,” he added. “The transaction is too complex and nuanced to do that.”Prior to Avison, Piasecki spent eight years as a principal in its debt, joint venture and structured capital group. Before that, he worked at the Carlton Group and Zurich Mortgage Solutions.Along with Piasecki, Aaron Prager and Avi Zukerman will join Lev.Zar said he couldn’t overstate the importance of the new hires. “It helps confirm that we have the foundation of technology, and commercial real estate knowledge, to execute here,” he said.According to Zar, Lev closed $100 million in transactions last year. He projected the 22-person firm would do $1 billion to $2 billion in 2021. The firm is raising a $10 million Series A to accelerate growth.Piasecki said he was happy at Avison, but came to realize commercial real estate needed to adopt technology. Joining Lev, he said, was an opportunity to overlay new tools with his career experience.“This is something I see the rest of the industry all trying to solve,” he said. “Lev has figured it out.”Contact E.B. Solomont Tagsavison youngdebt financingProptech Share via Shortlink