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 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 former Oxford University scientist has been jailed after pleading guilty to charges of sexual assault on a toddler and the possession of 20,000 images of child pornography.Andrew Lintern, 55, pleaded guilty to 31 charges at Southwark Crown Court on Monday. These included an indecent assault on a 17-month infant, taking sexualised photographs of his victims and distributing the images.Lintern, who used to work as a chemistry researcher at Oxford, was caught by the London Metropolitan Police’s Paedophile Unit while posing as a 9-year-old girl on an online messenger service.Lintern contacted someone he believed to be a 13-year old girl, who was, in fact, an undercover police officer. Police arrested Lintern after he arranged to meet the “13-year-old.”The former chemist is suspected to have indulged in paedophilic activities for the last 10 years. He has been found to collect stories describing the rape and murder of children. He also wore nappies while at home.Detective sergeant Jason Tunn from the Met’s Paedophile Unit said, “certainly by 2002 he was abusing children hands-on… He is a dangerous sexual predator on children.”Judge Geoffrey Rivlin QC said that the evidence raised “concerns about [Lintern’s] state of mind.” He considered him to be “a significant threat to the public.”He told Lintern, “taken all in all, the charges you have pleaded guilty to amount to such a great catalogue of offences involving child abuse that it is difficult to grasp the scale of your offending.“And it is just as difficult to grasp what has prompted a man like yourself to become steeped in activities involving the serious exploitation of children and the literally immeasurable harm that was done to them.”Lintern was given an Indeterminate Public Protection sentence, with the minimum jail time of three-and-a-half years. He will only be freed if the release is approved by the parole board or the Secretary of State, and will otherwise face an indeterminate sentence. Jason Tunn commented, “the probation officer that assessed him, the judge and the psychologist agreed that the risk of re-offending is high and the fact that he’s been given an indeterminate sentence reflects that.”Some have found the sentence to be insufficient. A second-year medic from Christ Church said, “three and a half years minimum is a disgustingly short sentence for someone who basically was planning to rape a thirteen year old girl. Even if he doesn’t get out that soon, that the minimum was set so low really trivialises rape and that is going to put women and children at risk.”Rosanna McBeath, OUSU VP for welfare, commented, “I’m shocked and disgusted to hear about this case. It is upsetting to hear that someone who was once part of the Oxford community committed such heinous actions. If anyone at the University was affected by this, I would urge them to seek support.”A first year CAAH student commented, “that’s really disturbing. It’s scary that there are people around like that. You think of Oxford as a safe place and put your trust in the people who work here… this news comes and it makes you feel sick.”A third-year Magdalen student added, “it’s horrifying to think that this pervert ever had a connection with a teaching institution; even more horrifying that the institution is the same one I go to. The man was clearly messed up.”The University refused to comment on whether Lintern could have posed a threat to students and staff during his career at Oxford.A National Society for the Prevention of Cruelty to Children spokesperson noted, “we must not forget the fact that behind many abusive images are real children. Receiving or downloading abusive images of children perpetuates its production and reinforces the cycle of sexual exploitation.”
“Serious irregularities” have been discovered in the voting process for the NUS affiliation referendum held between Monday and Wednesday. The official result of the referendum was announced at the King Arms pub at 7.30 on Wednesday with a 1780 to 1652 vote to disaffiliate from the NUS for the academic year 2014-2015 announced. A formal complaint about the referendum has been put forward by the leader of ‘Believe in Oxford’, Jack Matthews, and will be heard by a Junior Tribunal next week.In a post on the ‘Believe in Oxford’ website, Matthews wrote that his suspicions had first been aroused by “the larger than expected turnout, both overall, and for ‘NO’.” Matthews also wrote that “a victory built upon conspiracy and corruption would be hollow, hypocritical, and wrong”, and so as a consequence he would be looking to see the result overturned.Irregularities with the voting process include large clusters of ‘No’ votes that appear to have been cast at the same time, as well as from the same location. Matthews wrote a letter to the OUSU Returning Officer passing on these concerns, in response to which the Junior Tribunal has been called.Cherwell was the first to break the news of the challenge to the referendum result, tweeting:Cherwell understands that the result of the NUS referendum is to be challenged #nusreferendum— Cherwell (@Cherwell_Online) May 24, 2014In a joint statement the leaders of the ‘Yes’ and ‘No’ campaigns Tom Rutland and Jack Matthews commented,“We are both concerned that the result of the referendum did not accurately reflect the views of students. We await the decision of the Junior Tribunal, and will be working together over the coming weeks to ensure that the democratic principles of OUSU are upheld.”OUSU Returning Officer Alex Walker told Cherwell, “The evidence that I have seen is clearly of a very serious nature and I am sure that the Junior Tribunal will make an appropriate decision. If the Junior Tribunal comes to the decision that the referendum should be voided, then I believe that OUSU Council should either pass a motion to affiliate to the NUS or organise another referendum”.Following the challenge, OUSU President and ‘Yes’ campaign leader Tom Rutland has since tweeted that Oxford actually voted to reaffiliate to the NUS. Rutland later tweeted that the real result of the referendum is thought to approximately be a 70% vote in favour of reaffiliation and a 30% vote against, on a 11% turnout.Disappointed by the ballot manipulation but v happy with real result: Oxford voted overwhelmingly to reaffiliate to @nusuk— Tom Rutland (@tomrutland) May 24, 2014
Compass Group is to sell Selecta, its food vending machine business, to the German private equity company Allianz Capital Partners for £772.5m.The group said that approximately £500m of the proceeds will be used for a share buy- back programme over the next 12 to 18 months. Compass will pay £45m from the sale into the UK pension fund and the remaining amount will go towards reducing net debt.Selecta, which was put up for sale in November, has operations in 22 European countries and generated revenue of £476m last year, with operating profits reaching £45m. The company’s earnings before tax, interest, depreciation and amortisation were £87m.
Lawrence D. Bobo dissects police killings of Black men and the history and cognitive forces behind racial bigotry and violence, and why he sees signs of hope Racism, coronavirus, and African Americans The fire this time Why America can’t escape its racist roots Related Orlando Patterson says there’s been progress, but the nation needs to reject white supremacist ideology, bigotry in policing, and segregation Since George Floyd died after police officer Derek Chauvin knelt on his neck for almost nine minutes on May 25, demonstrators across the country have gathered to protest police actions against African Americans. While most of the protests were calm, in several cities police officers have used force against demonstrators and journalists under the justification of crowd control. The sight of officers in riot gear beating marchers, firing rubber bullets and chemical- or pepper-based irritants, and shoving activists has reignited questions about accepted practices in the nation’s law enforcement community.Francesca Gino, Tandon Family Professor of Business Administration at Harvard Business School, studies leadership, the psychology of decision-making, and organizational behavior. She has written about how an organization can develop a culture that can turn harmful to its own people, to the success of its mission, and to its own reputation. In an interview, Gino discussed the circumstances surrounding Floyd’s killing, what they suggest about police culture in Minneapolis, and why it was unsurprising that the other officers on the scene didn’t stop Chauvin.Q&AFrancesca GinoGAZETTE: When a police officer acts inappropriately, a common defense is that it’s “one bad apple,” not an entire department. What are the signs that it’s “one bad apple” in an organization, and when it’s something more systemic?GINO: To me, the fact that no one reacted to the horrific situation, no one decided to help or stop Chauvin is a sign that the story is about more than one bad apple. It is difficult to make generalizations, but given how the other officers reacted, they clearly showed “bad apple” behavior as well.GAZETTE: Have you seen anything in the George Floyd incident to suggest there may be a toxic police culture at work?GINO: Culture is a pattern of beliefs and expectations that organization members share and that produce norms that powerfully shape how people behave. Cultural norms are expectations about appropriate behaviors; they are socially created standards that help us interpret and evaluate behavior. Through their behavior, the officers on site demonstrated that inexcusable behaviors are tolerated — whether just by them or the police more generally is difficult to say. And that makes for a toxic culture. It is every organization member’s responsibility, in their own leadership and work, to cultivate an effective culture.“Why don’t people speak up more often when they see wrongdoing? One reason is the significant perceived risk of doing so,” said Harvard Business School Professor Francesca Gino. Jon Chase/Harvard file photoGAZETTE: One of the chilling aspects of this incident is that three police officers stood by casually or assisted Chauvin while he pinned Floyd down until he died. What is at work psychologically when otherwise responsible people do bad things or allow bad things to happen? Why don’t people speak up more often when they see wrongdoing?GINO: One of the sad phenomena psychologists have studied for years now is the bystander effect. Basically, the research addresses the following question: Why is it that we look away even when atrocities are happening around us? One famous example that is often mentioned is the murder of a 28-year-old woman, Kitty Genovese, outside her apartment in the Queens neighborhood of Kew Gardens in the early morning of March 13, 1964. This case raised so many important questions: How could the neighbors look on and turn away as she was stabbed repeatedly on the street and in her apartment building? What did nobody act in a way that could be helpful? What did that collective inability to act reveal about us as human beings, our communities, and our belief systems?This is not a story in isolation. Though the details of every story are different, and each of them is quite tragic in its own way, they also point to the bystander effect: We continue to look away in the face of danger.The initial research was conducted by social psychologists John Darley and Bibb Latané. They wanted to show why the witnesses to Genovese’s murder, a case both followed avidly, behaved with such apathy, and whether they could quantify a minimum number of people present to create collective indecision. Their research found that the more people who witness a catastrophic event, the less likely any one person will do anything because each thinks someone else will take responsibility. Experiments that other researchers conducted in the years that followed suggest that in a crisis, pointing at a bystander and giving her directions to ask help or complete a task can override the robust bystander effect. Action over apathy is the greater struggle and more difficult choice, but it can prevail.This research, I think, gets to [this] question. The three officers who stood by as officer Derek Chauvin held down George Floyd until he died may have been bystanders. But it is also possible, even in a situation as tragic and horrific as this one, that the inexcusable and immoral behavior of Chauvin became contagious. As I found in my own research, the unethical behavior of a bad apple can, in fact, become contagious. In one study, for instance, we found that when a confederate (a student with acting skills we hired for the study) cheated ostentatiously by finishing a task impossibly quickly and leaving the room with the maximum reward, participants’ level of unethical behavior increased when the confederate was an in-group member (a student just like them), but decreased when the confederate was an out-group member.Why don’t people speak up more often when they see wrongdoing? There is a lot of research in management on why people do not speak up. One reason is the significant perceived risk of doing so. As I wrote recently, challenging the status quo threatens people’s status and relationships with supervisors and coworkers, research shows. Speaking up in organizations can also result in negative performance evaluation, undesirable job assignments, or even termination. Most people are aware of these potential costs; as a result, most stay quiet about bias, injustice, and mistreatment.GAZETTE: Who or what causes an organization’s culture to become toxic? Panel discusses long-festering wounds of racial inequities and possible steps forward GINO: When there’s a toxic culture in an organization, every leader who contributed to using behaviors that are not consistent with the values the organization stands for is to blame. As I always say to executives when teaching about culture, culture is inevitable. A culture will form in any organization. The question is whether it is one that helps or hinders the leaders’ ability to execute their strategy, stay scrappy, and be successful over the long run, however they define success.GAZETTE: What harm does a toxic culture do?GINO: Toxic cultures and workplaces, research finds, cause anxiety, stress, health problems, absenteeism, job burnout, counterproductive work behavior, and ultimately degrade productivity and increase turnover. For effective cultures to produce the effects they are intended to have, everyone has to uphold the culture even when it’s hard, it is not absolutely necessary, and no one is looking.GAZETTE: The Minneapolis police chief said he has been working to reform department culture, but has faced strong opposition from the police union. What can be done to root out a toxic culture once it has infiltrated an organization?GINO: Cultural transformation is possible. It starts with leaders first acknowledging the issues that are present that need to disappear and define how they negatively impact the workplace, and then identifying values to live by and behaviors that are consistent with those values. But it takes discipline. Culture works when it is consistent, coherent, and comprehensive. It is key for leaders to be consistent in communicating and reinforcing the values, and to have a clear vision in everything they do. Those who are aligned will stay while those who are misaligned will filter themselves out or should in fact be fired. Leaders are the ones who set the example and the tone of the organization’s culture through what they allow and what they model. Their actions must match their message. The values and behaviors identified need to be coherent with the strategic goals the organizations have and they need to be comprehensive.This interview has been edited for clarity and length.
Money is a huge source of stress for many people — and more stress is the last thing anyone needs during a global pandemic. It can be easy to avoid checking your finances and dealing with issues, but that avoidance tends to backfire. Cut yourself some slack for not being totally on top of your finances during a time like this. Try discussing your financial anxieties with a trusted friend or family member to help tame your stress. As for handling money issues, start by simply keeping a task list. Then, set aside a short amount of time to check your cash flow or face one specific, pressing problem.
To continue to stay ahead of rising demand for wireless voice, 3G multimedia and Internet access in Chittenden County, Verizon Wireless has expanded its local network with a cell site in Williston.Consumer AdvantagesNew cell site provides increased wireless voice and 3G data coverage for the Williston Village area and along I-89 between exits 11 and 12, as well as the surrounding areaExpanded 3G data coverage in Williston lets more customers using notebook computers or smartphones:Download and use cool apps, from mobile social networking platforms to GPS-enabled mapsRapidly browse the Web to keep up with news, sports, stock quotes, Hollywood gossip and moreWork on-the-go with fast file sharingQuickly download and play music favorites from Top 40 to ClassicalSend e-mails to friends, family and co-workers with picture and video attachmentsDownload and play vivid 3D gamesStream must-see video and customized radio stationsView from Verizon Wireless“People across Vermont are increasingly relying on smartphones and 3G apps to manage their busy lives and stay connected at home or on-the-go,” said director for Network Systems Performance for Verizon Wireless, Richard Enright. “Our network investment in New England has kept us ahead of consumer trends, provided our customers a 3G advantage and underscored our belief that any mobile device is only as good as the network it runs on. Proactive and sustained investment has made Verizon Wireless the 3G leader in New England and nationwide.”Harnessing the Capabilities of a Robust 3G NetworkVerizon Wireless’ 3G network powers many leading mobile multimedia services, including:Mobile Broadband Internet Access: Notebook computer users can access e-mail, download files and browse the Internet at broadband speed, downloading a one megabyte e-mail attachment – the equivalent of a small PowerPoint® presentation or a large PDF file – in about eight seconds and uploading it in less than 13 seconds.V CAST Video: V CAST multimedia services offer customers the ability to play cutting-edge 3D games and stream video clips straight to their phones, as well as to watch dozens of on-demand videos, including breaking news, weather, sports highlights and the hottest entertainment clips.Sustained Wireless InvestmentThe company has invested more than $60 billion since its inception to increase the wireless voice and data coverage of its national network and to add new 3G services like Mobile Broadband and V CAST. As the carrier with America’s largest and most reliable wireless network, Verizon Wireless cell sites in New England provide 3G wireless data connectivity.Engineering America’s Most Reliable Wireless NetworkThe company’s ‘America’s most reliable wireless network’ reputation is based on network studies performed by real-life test men and test women throughout the country. By traversing more than one million miles annually on Interstate, U.S. and state highways, as well as major roads and surface streets in high-population areas – the equivalent of two roundtrips to the moon or 40 trips around the world – the test men and women confirm that voice calls and data connections are successful on the first attempt and stay connected. Vehicles are equipped with computers that automatically make more than 3.5 million voice call attempts and more than 19 million data tests annually on Verizon Wireless’ network and the networks of other carriers. Source: Verizon Wireless. WILLISTON, Vt.–(BUSINESS WIRE)–8.27.2010Verizon Wireless operates the nation’s most reliable and largest wireless voice and 3G data network, serving more than 92 million customers. Headquartered in Basking Ridge, N.J., with 79,000 employees nationwide, Verizon Wireless is a joint venture of Verizon Communications (NYSE, NASDAQ: VZ) and Vodafone (LSE, NASDAQ: VOD). For more information, visit www.verizonwireless.com(link is external). To preview and request broadcast-quality video footage and high-resolution stills of Verizon Wireless operations, log on to the Verizon Wireless Multimedia Library at www.verizonwireless.com/multimedia(link is external).*Verizon Wireless received the highest numerical score among wireless providers in the proprietary J.D. Power and Associates 2010 Wireless Call Quality Performance StudySM—Vol. 1 Study based on 23,373 total responses measuring 4 providers in the Northeast Region (CT, ME, MA, NH, NY, RI, VT) and measures opinions of wireless users about the call quality of their service. Proprietary study results are based on experiences and perceptions of consumers surveyed in July-December 2009. Your experience may vary. Visit jdpower.com
The credit union movement is built on a foundation of collaboration that dates back more than 100 years. And, that cooperative spirit is more important today than ever.Why? One of the industry’s biggest challenges is keeping abreast of the race for new technology, where advances in the financial services marketplace seem to take place daily. Fueled by the innovation of fintech firms and coupled with the need to satisfy the demands of the modern consumer, technology is becoming all important to member service. Credit unions must keep up.In 2012, the Credit Union National Association, Madison, Wis., established the Credit Union Financial Exchange (CUFX) to create a cooperative structure through which credit unions, credit union service organizations and credit union vendors could share existing and new technologies via an open architecture integration standard that would be available to the industry without cost.According to the CUFX website, the group leverages credit union, core and vendor collaboration to develop and maintain an integration standard that – when adopted by credit unions and vendors – will simplify the process of connecting various best-of-breed solutions with whatever core transaction system a particular credit union may be running. continue reading » 2SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr
continue reading » The secret to staying relevant in the fast-changing payments world might be to concentrate on the money coming in, not the money going out.That was the take from Chris Danvers, vice president of payments and digital services at American Airlines Credit Union($7.0B, Fort Worth, TX), during Monday’s Credit Union Summit at PayThink 2018 in Austin, TX.“As long as you maintain that direct deposit and checking account relationship, you’ll still have the money coming in,” Danvers told attendees. “It doesn’t matter as much how the money goes out.”That observation came during a lively discussion about peer-to-peer payments, especially Zelle, the big bank-backed P2P solution that’s expected to pass Venmo in adoption numbers this year. ShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr