Related posts:No related photos. DLA’s fulfilling strategy keeps employeesOn 13 Mar 2001 in Personnel Today Previous Article Next Article Staffturnover at law firm DLA has been reduced by a third following the introductionof a training and development strategy that encourages all employees to developtheir potential.RobertHalton, HR director at DLA, said the company had looked at ways of cuttingstaff turnover after it was formed following a merger between Dipp LuptonBroomhead and Alsop Wilkinson in 1997.Haltonsaid, “Everybody who left the firm was asked why so we could find out how wecould make things better. We did not want people to leave because they wantedto build a career, we wanted people to join because they wanted to build a career.”Hesaid the firm had placed a renewed emphasis on career management that wouldenable everyone in the firm to receive the necessary training to progress. Someonestarting work in the post room could qualify as a solicitor if they had theaptitude, he added.DLAemploys 2,500 staff in the UK and Europe. Comments are closed.
Previous Article Next Article The tribunal heard that Pratt, a mother of one, took stepsto raise the profile of women within the company and introduce internalequality policies across Europe. Pratt, who is claiming sexual discrimination against SandenInternational at an employment tribunal, claimed the remark was made bymanaging director Tony Noji to explain her lack of success in implementing anequal opportunities policy. HR manager Christine Pratt is claiming sexual discriminationagainst her former Japanese employer who said that in his country, men areconsidered more intelligent than women. She joined the firm as an administrator in 1998, but wassubsequently promoted to HR manager. Related posts:No related photos. Cultural views lead to race and sex bias claimOn 30 Oct 2001 in Personnel Today Comments are closed. Pratt, who is also claiming racial discrimination, said thebias she suffered was a result of the Japanese attitude towards women. The tribunal was adjourned and is due to be completed inJanuary. “I am saddened when I consider how very proud Sanden isof its origins, its product and of its internal ISO and quality procedures, butthen observe the little emphasis it places on people issues, such as equality,morale and the extraordinarily high labour turnover at their Europeanheadquarters in Basingstoke,” she said. She said she was made to feel sidelined when the companyappointed a male HR general manager above her. Pratt, 46, told the tribunal in Southampton that after beinggiven the managerial position her title was removed and she was undermined byher male bosses in an attempt to make her leave.
Recessions can have a deep impact on the ideas that shape people management.Stephen Overell looks back at how economic hard times have spawned newmanagement theories and asks what will be the casualties of a recession todayThe air hangs heavy with talk of recession. In just two days in mid-October, United Technologies cut 5,000 jobs, Opel axed 2,500, Commerzbankslashed 3,400, Siemens 7,000 and Rolls-Royce 4,000. Many less familiar names did likewise and, for the first time in months,there was a rise in unemployment on some measures. But as well as the personal sadness of people losing their jobs, recessionsoften tend to have another less publicised, but no less profound impact onpeople management. They are the times when the ideas which shape how organisations are run andhow people are motivated tend to undergo something of a shake-up. Dominantmanagement theories in place when a recession bites are going to be perceivedas inadequate to a stultifying business environment – new, and often extremeanswers can seem compelling. Bob Norton, head of information services at the Institute of Management,says, “Recessions can be times when thinking gets a clean-out. It will beinteresting to see if things like emotional intelligence survive unaltered. “Ideas that are more focused on the bottom line, like re-engineeringwill inevitably tend to do better.” There is evidence to support this view. The two biggest fads of the past 25years were born out of major recessions – Tom Peters and Robert Waterman’s”excellence” cult, conceived in 1982, and business processre-engineering (BPR) pioneered by James Champy and Michael Hammer, which firstsaw light in 1990. Recessions can be times for reappraisal – and this one is unlikely to bemuch different. Indeed, the publication of Michael Hammer’s new book last monthcould be seen as prescient. In The Agenda, Hammer defends BPR from its criticsand says that with a few tweaks and a new emphasis on human capital management,there could be life in the old religion. It begs the question, could the hard-won emphasis on people as thefundamental source of value and competitive advantage be diminished ascompanies trim costs? Sol Davidson, a coach with Penna Executive Coaching,believes that is unlikely. “The future – whether there is a recession ornot – is about building intelligent organisations that can cope with change.Hierarchical power is no longer effective – the future is about interconnectednetworks, building partnerships and joint ventures. “What I fear is that while organisations may pay lip service, they willmake decisions around cost and as a consequence lose the intelligence and thecollective memory of their organisation.” The hard-won evidence that the way people are managed and developed has adirect relationship with the bottom line is strong. More than 30 differentstudies in both the US and the UK have confirmed it during the course of the1990s. The imperative of good people management remains, come recession or boom time.John Philpott, chief economist at the CIPD, says this potential recession isunlikely to distort priorities as much as previous ones. “Some of the management ideas that have evolved out of recessions havehad a rather tough and unsympathetic character,” he says. “I thinkthat this time there will be a calculated attempt to try and avoid that. Themacho thing that workers can be dispensed with, has, I think, been defeated bya combination of management theory saying just how fundamental people are to businesssuccess and basic common sense.” Philpott says the war for talent will also probably survive the downturn.”Most businesses understand that initiative and flair are important and needto be nurtured. Provided businesses do not lose their heads, the essentialelements of the psychological contract should be preserved.” However, the haemorrhage of knowledge is inevitably the anxiety during timesof recession. During the last recession, in 1993, one Institute of Managementsurvey found that cutting staff was the single most popular response of seniormanagers. Some 50 per cent said they were reducing headcount, while 34 per centwish they had cut back more severely earlier on. The fear of loss of knowledge is just. Already, it appears to beknowledge-based businesses which are suffering the most. Consultancy firmsreport very lean times. Commerzbank of Germany is saving £94m on consultants’costs. Accenture has cut 1,000 jobs while allowing another 1,000 to take asabbatical. PricewaterhouseCoopers plans to cut more than 2,000. However, others are attempting to turn a stagnant market into anopportunity. HR consultancy Barnes Kavelle has launched a new programme calledCorporate Skills Leaseback to prepare employees facing redundancy for a life asindependent consultants. Elsewhere, an active debate has been circling about how to structureincentives to encourage employees fearful of redundancy to share information.Naturally, many are seeking to hoard it to increase their value. While recessions have undoubtedly acted as a spur to some importantmanagement ideas in the past, it is unclear whether companies in difficultcircumstances are unduly conversion-prone. The Institute of Management’s Norton explains, “For the most part,companies are not preoccupied with theory in difficult times. They bracethemselves and get ready to move off when things pick up.” But some commentators believe the “softer”, perhaps more marginalmovements in management are likely to be the first casualties of recession. Professor David Norburn, director of Imperial College Management School,says, “Anything that is less readily perceived to have an impact onbusiness performance is likely to go.” If that is true, there could be a drop in the hunt for meaning at work. Recent years have witnessed a noticeable trend towards management theoryblending into metaphysics, as questions of spiritual purpose and calling becomerelevant or people trying to shift the culture of their organisations. Emotional intelligence has also spawned spiritual intelligence, whilequestions of value are seen as critical to world-class performance. All thismay come to seem a little like the luxuries of boom time – at least for a shorttime. In October, the first of a series of talks laid on by the Industrial Societyentitled The Soul @ Work had to be cancelled due to a lack of bookings. However, Norburn says the craving for big, new solutions to problems in thebusiness environment – solutions that are only ever likely to be part of theanswer – will endure. “The Tom Peters excellence stuff was stunningly good when it came out.People matter, put yourself in the customer’s shoes, Management By WalkingAround, and all that – really good stuff,” he says. “But the problem is they [managers] adopt things with religious fervourand it gets taken out of proportion – the classic magic bullet fallacy. “Most of these theories either come at it from the supply side, likePeters, or from the demand side – how to build new markets like Gary Hamel andCK Prahalad, but they only look through one lens, as it were. There has to be abalance between the two.” In truth, genuine revolutions in business thinking rarely happen. It hastaken the bursting of the dotcom bubble – and with it all the far-fetchedhyperbole – to realise the new economy was really not much different from theold. Still subject to the same logistical pressures, the same customerimperatives and the same laws of finance. According to management expert and author Carol Kennedy’s new book The NextBig Idea, the ideas that take off in the future are likely to be fairly smallones. In the speeded-up world of modern business, she suggests companies may notbe able to afford the time to work management fads through the system as in thepast. Smaller ones can be tried out, adopted or dumped without too muchinvestment – as Idealab and other internet incubators currently do with theirstart-up projects. If the recession aids this movement, many employees might breathe a sigh ofrelief. Why business process re-engineering caught on during the last recessionWhen re-engineering first appeared inan article in the Harvard Business Review in July/August 1990, the dominant fadof the day was quality or TQM – roughly translated as getting products orservices right first time rather than waiting to check them once they werefinished. The quality movement began to wane precisely because it becameuniversal – it was no longer a source of competitive advantage, merely acommercial necessity. TQM was about doing the same things better. Re-engineeringpromised radical change. When asked what he did for a living, Michael Hammerused to respond, “Reversing the industrial revolution.” The newmovement’s catchphrase was, “Don’t automate, obliterate”. BPR was aimed at breaking an organisation down into itscomponent parts and then putting them back together again to create a newmachine, hence the emphasis on process. Re-engineers favoured tearing up all the old procedures,”functional chimneys” and layers and getting everyone workingtogether in one multi-functional team with computers doing the rest. By the time Champy and Hammer came to set out their ideas morethoughtfully in Re-engineering the Corporation of 1993, the fad was in fullswing. The book sold 2 million copies in 17 languages. By 1994 a survey by Price Waterhouse found 78 per cent ofFortune 500 companies and 68 per cent of British ones were engaged in some formof re-engineering projects. Yet despite its extraordinary success, BPR soon becameassociated with just sacking people.While re-engineering undoubtedly contributed directly tomillions of people working in entirely new ways, millions also lost their jobs.A survey of large US companies carried out in May 1995 foundthat the main reason for wanting to re-engineer was cost cutting (29 per cent)followed closely by “someone important said we should do it” (26 percent). At Lloyds Bank, 2,100 branches became 1,800. There was soontalk of “the anorexic corporation”. According to management expert and author Carol Kennedy,”Re-engineering probably enjoyed the vogue it did because many companiesused it as a cloak for savage downsizing simply to cut headcount in therecession. “They then found they were not equipped to take advantageof growth when it came.”Fads we could do withoutSport as a motivational metaphorFor a brief phase in the mid to late 1990s, everyone becameobsessed with the workplace lessons of touchline and locker room. Footballers,rugby players and round-the-world yacht people leapt on board to the extentthat the business lecture circuit became a retirement paddock for sportsheroes. The problem was that while they had no difficulty enthusing a crowd,the impact on the workforce did not last. It was soon realised that scoring agoal and closing a sale are very different.Paradox ManagementThis attempted to help managers navigate perilous, changeabletimes by making a reference point of the contradictions of modern businesslife. Firms had to be global and local, profit-focused, but sociallyresponsible. Managers needed to be autonomous, but team-players; decisive, butconsultative. Paradox management was an attempt to transcend polar opposites.The problem was, it was far too esoteric. Management has always been aboutnegotiating between conflicting pressures, so it was really just another sillyname.Work as CommunitySome of the crassest cod-psychology developed around the themeof work replacing geographical communities in people’s lives, while providingsome of the functions of the shrinking nation state such as childcare. Thetruth is that so-called concierge services never expanded beyond a clutch ofprofessional service firms in London. Work is back to being work.Ones towatchSpirituality/Meaning/Values/Emotional IntelligenceGuilty of some Class A hocus-pocus around the turn of themillennium, this movement has yet to burn itself out. Work is assuming a largerrole in people’s lives, while there remains a lingering suspicion that thosewho do well at work and are happiest with their lot tend to have”something”. Boiling down that something is likely to preoccupyexecutive development specialists post-recession. Academic research has foundthat the only way to explain the superior performance of some companies overthe long term is through the values by which the firm operates. Change ManagementNothing new about this, of course, but the subtlety, skill anddetermination involved in solid strategic thinking and, more importantly,thorough implementation, will ensure change remains a key issue for executives.The focus is likely to move away from fantastic strategic modelling towards howto secure a new vision, years down the line. Making it work, in short. Ischange going to reduce in life, work and business? Unlikely.Knowledge ManagementSome of the most venal, idiotic thinking has gone into KM,while its tangible contribution to the workplace has been negligible. KM hasbeen guilty of the classical hubris of attempting to replace humans withmachines as organisations gather and distribute corporate knowledge. For awhile everything was being called KM – intranets, libraries, databases. But ithas to be acknowledged that knowledge really is one of the key elements ofcompetitive advantage, which is why KM – hopefully in a more muted form – willsurvive. Related posts:No related photos. Previous Article Next Article Lessons from HistoryOn 13 Nov 2001 in Personnel Today Comments are closed.
Government promises more money to help raise UK’s ailing productivity rateOn 11 Dec 2001 in Personnel Today The Government is to inject an extra £20m into manufacturing to helpstruggling employers. Trade and Industry Secretary Patricia Hewitt announced that the additionalfunds would be split between the DTI’s Partnership Fund, which promotes closerworking between employers and employees, and projects to improve supply chainsand productivity. Hewitt said the £20m was the result of recommendations from the TUC and theCBI, and would be used to spread best practice. The establishment of four more centres of manufacturing excellence was alsoannounced at a “manufacturing summit” in Birmingham to identify thespread of best practice in the East Midlands, South West, North East andYorkshire and Humberside. This additional £20m over the next two years builds on the £20m alreadycommitted to the promotion of best practice and the £5m promised to thePartnership Fund, bringing the total being spent in this area to £45m. Speaking in Birmingham, Hewitt said, “Where business and unions agreeon good ideas to raise productivity then the Government should look to backthem.” www.dti.gov.uk Related posts:No related photos. Comments are closed. Previous Article Next Article
Previous Article Next Article Northerners are the heaviest drinkersOn 2 Jan 2003 in Personnel Today Comments are closed. Northerners are the country’s heaviest drinkers, with about half the men anda quarter of the women drinking above medically recommended safe levels, andyoung people are following in their parents’ footsteps. The State of the Nation report by Alcohol Concern reports that 60 per centof employers said they have experienced problems with employees drinking. One person in 13 is dependent on alcohol, while twice as many are hooked onother substances, including prescription drugs. Death rates from chronic liver disease have soared since the 1970s, with aneight-fold increase among men and a seven-fold rise among women aged 35 to 44. Yet despite the regional difference, a disproportionate number of thecountry’s 507 alcohol counselling and treatment services – 28.5 per cent – werein London and the South-East. Alcohol Concern’s chief executive Eric Appleby said: “We have a historyin this country of dealing with the symptoms of alcohol misuse rather than theroot causes – and this means we have generally been on the back foot, trying torespond to problems as best we can.” www.alcoholconcern.org.uk/publications/stateofnation2002.pdfDrinking above recommended safe levels (%)Region Men WomenMerseyside 46 28North West 45 27North East 44 26Yorkshire and Humberside 42 23East Midlands 43 23South East 39 23South West 35 21East 31 20West Midlands 35 19London 31 19 Related posts:No related photos.
Previous Article Next Article Comments are closed. Related posts:No related photos. … in briefOn 28 Jan 2003 in Personnel Today This week’s news in briefManagers’ skills gap The UK’s four million managers receive less training than their globalcounterparts and have spent less time in education, according to a WorkFoundation report. It shows that the US, Japan, Germany and France all havemore management training and that British managers are the least qualified. www.workfoundation.co.ukTUC appoints women For the first time in its 135-year history, two of the top three jobs at theTUC are to be taken up by women. Frances O’Grady and Kay Carberry have beenappointed as deputy general secretary and assistant general secretaryrespectively. www.tuc.org.ukTeachers deal signed The Secretary of State for Education Charles Clarke has signed a nationalagreement with the teachers’ unions and employers as part of a drive to raisestandards and tackle teacher workload. The move will lead to more support staffin extended roles to give additional help to teachers. www.dfes.gov.ukSocial shake-up The Government is launching a major shake-up of social work training withthe introduction of the Practice Learning Taskforce. A new degree programmewill place greater emphasis on frontline experience as part of thequalification and involve more consultation with service users. www.doh.gov.ukFire talks on again Talks between the Fire Brigades’ Union and local government employers haveresumed in a bid to avert more industrial action. Both sides returned toarbitration body Acas following last week’s one day stoppage but two further 48hour strikes are planned for this week. www.fbu.org.uk
In the warsOn 6 May 2003 in Personnel Today Previous Article Next Article The lure of the worlds far flung regions has been hit by a run of tragicevents, but while it may have lost recent battles, the travel industry isconfident it will bounce back with a healthy glow. Isabel Choat reportsAnyone who works in travel and tourism knows how sensitive the economichealth of the industry is to factors beyond their control. Natural disasters,airline strikes, civil unrest, terrorist attacks, and now severe acuterespiratory syndrom (SARS) – the list of global events that can send a strongholiday booking pattern spiralling downwards goes on and on. But by far theworst thing that can happen is international conflict. While other factors can have a devastating effect on tourism to individualcountries – bookings to Bali, for example, plummeted after the nightclub bombin October last year, causing a $1.3bn drop in tourism income for Indonesia –war knocks consumer confidence, affecting travel to virtually all destinations,regardless of their proximity to the trouble spots. Even the September 11 terroristattacks, which forced several airlines into Chapter 11 bankruptcy and promptedwidespread job losses, turned out to be a short-term crisis. Many companiesadmitted off the record that the job losses had been on the cards anyhow, andby January 2002, bookings were picking up again as cheap airfares and packageslured tourists back to their favourite holiday spots. War, however, is a different story. The 1991 Gulf War led to the collapse of120 travel and tourism businesses, including industry giant InternationalLeisure Group. Those companies that survived did so by making widespreadredundancies – in hindsight, a policy that turned out to be a knee-jerkreaction which caused more problems than it solved. “We were already sliding into recession in the run up to the Gulf Warand when it hit, companies panicked and started to cut staff,” says JuliaFeuell, director of travel recruitment consultancy New Frontiers. “We would put a job ad out and the phone would ring off the hookbecause so many people had been made redundant. From a recruitment point ofview, it meant you would have a fantastic shortlist of candidates for any job.The problem was, when bookings started to come back after the war, there was asevere skills shortage; companies didn’t have the staff to cope.” In the run-up to the 2003 conflict, many people working in travel fearedthat history would repeat itself – another Gulf War, another slew of job cutsand failing businesses. Reports on ailing company MyTravel, one of the ‘bigfour’ travel firms, appeared in the papers every week, if not daily. It isslashing 2,000 jobs worldwide (700 will be lost from the 15,000-strong UKworkforce) as it struggles to keep its head above water. But although there are pockets of redundancy the doom and gloom is notuniversal. TV Travel shop may have made 70 home workers redundant at the end oflast month, and BA has brought forward its downsizing programme (it is making13,000 redundancies, mostly in the UK) from March 2004 to September this year,but most businesses are cautiously optimistic and insist that they are notplanning to cut staff. “MyTravel obviously had its own internal issues for a long time; it wasalready in the low point of its business cycle before the war started,”says Angus Chisholm, director of travel recruitment consultancy, C&MRecruitment. “But generally, the travel industry hasn’t been hit as badlyas last time. As a recruitment firm we are a good barometer of what’s going on.Business is about 5 per cent down, but we’ve only had one slow week sinceJanuary.” His comments are borne out by what the HR directors of the major players aresaying. Holiday bookings may be down by up to 50 per cent to the worst-hitdestinations, but tour operators are doing all they can to avoid slashing jobs.”We are not making collective redundancies; our whole approach has beenabout reducing any discretionary expenditure. We are looking at the number ofjobs directly related to the sales we are making,” says Dominic Mahony, HRdirector of TUI UK, which owns Thomson Holidays. “For example, the currenttrend is towards late bookings, so on our teletext channels we want to maintainnumbers, but in the retail division [high street shops] we need to cut our6,000-strong staff by about 150, and we are doing that through naturalturnover. “We have a general recruitment freeze in place, but we are taking anintelligent approach to it – rather than stopping altogether, we are stillrecruiting for essential roles. For instance, we have just taken on an ITspecialist,” Mahony adds. At TUI UK, job-specific training – such as training holiday reps before theyare posted abroad – will continue, but longer-term development plans have beenput on hold. Face-to-face meetings have been reduced in favour of electronicand written communications, there is an overtime freeze and staff have beeninvited to take unpaid leave of up to five days (those who take fiveconsecutive days get one day paid), but so far jobs are safe. Its rival First Choice has taken similar steps, asking call centre staff tobank hours in quiet periods, offering unpaid leave and halting non-essentialrecruitment. “Our business model, particularly since September 11, has been one of tightcost control and a very prudent approach to capacity [airline seats and hotelbeds] management. Our main focus and message to staff is that it’s business asusual,” says Jacky Simmonds, head of HR for First Choice holidaysdivision. Paul Kennedy, the new group HR director at E-bookers, is equally upbeat. Hismain concern at the moment is ensuring effective communications to avoid staffjumping to their own conclusions about the health of the business. “One of my first tasks is to take on an internal communicationsspecialist for a six- month contract who can put a robust communicationsprogramme in place and ensure consistency across our European and Indianoffices. “The message we are relaying to staff is that the business is in prettygood shape, despite the war and the SARS virus.” Kennedy says there are no plans to reduce headcount. In fact, there are noplans to make cuts anywhere: recruitment, training and working hours have allbeen unaffected. Now in the final stages of a massive reorganisation programme which startedin September 2001, Thomas Cook claims it is in a much stronger position thanmany of its rivals. More than 2,000 of its 14,000-strong workforce were maderedundant at the beginning of 2002 as part of a drive to take £140m worth ofcosts out of the business. Pay and recruitment freezes, salary cuts and shorterworking hours were all imposed at the time; now only the recruitment freezeremains. “We know times are difficult but we want to be ready when bookingsstart to recover. All the information we are getting says customers wereputting off their travel during the war, but they intend to travel later in theyear,” says group HR director of Thomas Cook UK, Fiona Rodford, who joinedthe company in 2001 to oversee the restructuring process. Kennedy agrees one of the primary concerns is how to deal with the expectedinflux of bookings now the Iraq war is over. In a survey carried out byAssociation of British Travel Agents, only 6 per cent of the of 500 respondentssay they will not book a holiday at all this year, suggesting there will be asudden surge once consumer confidence returns. All this positive talk may smack of companies putting on a brave face in thehope that business won’t suffer as much as it did in 1991, but their view isbacked up by comments from the recruitment sector. “Companies looking for staff think it’s a buyers market at the moment,but it’s not. We’ve had two candidates turn down jobs this week because theyweren’t offered enough money,” says Feuell. In March, the World Travel & Tourism Council predicted that a prolongedGulf War would lead to more than three million job losses worldwide and wipemore than $30m from the sector. As holiday bookings start to return, followingthe dip caused by the war, it is becoming clear the industry has been sparedthis fate, although with the Foreign Office still advising against travel toHong Kong and Beijing because of the SARS crisis, a sense of uncertainty andcaution remains. As TUI’s Mahony suggests, travel companies are not out of thewoods yet. “You rarely hear people make blanket statements aboutredundancies. We hope not to, but you can never say never.” Case study – Carlson WagonlitBusiness travel agency CarlsonWagonlit employs 1,400 staff at 60 offices across the UK. Sue Kavanagh, HRdirector, North Europe, says trading was already down at the beginning of thisyear, but the outbreak of war and the SARS virus has forced the business totake stock and look at where savings could be made. The first step was arecruitment ban, although she says if a key position became vacant they wouldreconsider.In April, staff were invited to take unpaid leave – a minimumof a week, a maximum of two. It is a policy that Kavanagh says has worked well.”Take-up has been positive, although obviously we reservethe right to review each case individually.” In addition, staff were asked to take any lieu days in April. One potentially controversial step was a ban on all stationerypurchasing. “We’ve probably got enough in the business to last six months;head office is consolidating all stationery purchasing to avoidduplication,” says Kavanagh. It is the small changes such as the block on new stationerythat can dent morale, says Kavanagh , which is why so much emphasis has beenput on effective communication. The HR department put together an action plancovering all the changes, and issued it to managers. It also asked staff tocome up with their own cost-saving ideas. Kavanagh says the current difficulties have brought the HRfunction’s role into sharp focus.”We have a very important role to play in making surewhatever message we want to communicate comes out centrally and is not aknee-jerk reaction. Staff would be stupid not to be concerned about the healthof the business, but we have been through September 11, and hopefully our staffhave confidence that whatever action we take is for the good of the businessand that we know what we are doing. Redundancy will be the last call.” Comments are closed. Related posts:No related photos.
Previous Article Next Article Agency staff working in the public sector have won ‘significant new rights’to join statutory occupational pension schemes, following a decision in theEuropean Court of Justice (ECJ). The ECJ judgment centred on the case of Debra Allonby, a lecturer sacked byAccrington and Rossendale College in 1996, and re-employed through agencyEducation Lecturing Services. Allonby claimed she was entitled to the same pay as a male lecturer directlyemployed by the college, and that the teachers’ pension scheme discriminatedagainst her by excluding self-employed lecturers. The ECJ ruled against her unequal pay claim, but said the Government’sarrangements – which prevent agency teachers joining the pension scheme – mayhave to be overturned if they indirectly discriminate against women. NATFHE, the university and college lecturers’ union which backed Allonby’scase, said the decision was a significant victory that moves employment rightsforward for agency teachers. Paul Mackney, general secretary, said: “The Government must now actquickly to comply with European legislation and extend full pension and otherrights to all agency teachers.” Brendan Barber, TUC general secretary, said: “Hopefully this will gosome way to curtail the public sector practice of sacking workers only tore-employ them as agency staff on worse pay, pension and otherconditions.” Barber added that the decision highlighted the need for the Government tolift its block on the EU Temporary Agency Worker Directive, which could end instancesof unfavourable pay and conditions for agency workers. Public sector staff win rights for statutory pension schemeOn 27 Jan 2004 in Personnel Today Related posts:No related photos. Comments are closed.
A question that all HR/recruitment professionals get asked on at least a semi regular basis is: “How should I resign?”. The real answer is, there is no textbook answer as there are so many variables and moving parts involved relevant to e.g. company, manager, your professional style etc. but there are definitely a whole lot of wrong ways to do it. Here’s my 4 small tips that hopefully will offer some piece of mind during what in most cases is an awkward conversation (at best), and help it flow with a little more ease and hopefully avoid friction or burned bridges.Tip 1: No matter how much you might feel like it, don’t use the flaws of the company/manager as your reason for leaving. This is not the time or the place to have this conversation. My advice would be that if there is a burning desire inside you to offer some constructive criticism, do so at an exit interview in a rational and balanced manner. Instead use the positive points of why you have chosen to accept the new role as the reason for your departure.Tip 2: I’m firmly of the belief that we never stop learning and thus regardless of if you feel it has been the most fulfilling role or not, think of the lessons you’ve learned and thank your manager/company for the opportunity to have learned and grown as a professional.Tip 3: Unless extenuating circumstances dictate otherwise, wherever possible be willing to work your full contractual notice period. Make arrangements as such so as to make your transition out of the company as smooth as possible.Tip 4: If not already part of process, offer your time to have an “exit meeting/interview” with your line manager with the aim of trying to shed light on where in your opinion, the organisation could improve. This is where you can offer your CONSTRUCTIVE feedback and show that you are not harbouring any ill feelings due to some negative experiences but instead are aiming to offer your opinion to ensure other employees don’t feel the same thing.These are by no means complicated steps and is relatively “back to basics” kind of stuff but I hope it will give some piece of mind to anyone who may be looking for a little direction on ways to part ways in a positive light. Related posts:No related photos. Read full article Comments are closed. Previous Article Next Article HR: Positive Resignation – How to hand in your noticeShared from missc on 8 Jan 2015 in Personnel Today
More updates from HR Tech Europe 2015Shared from missc on 15 Apr 2015 in Personnel Today Read full article Comments are closed. Related posts:No related photos. Previous Article Next Article