Comments are closed. HRprofessionals never know when they might need to call in an actuary and, if youdo, this site will probably be the quickest route to one. Introduced by the Associationof Consulting Actuaries (ACA), it is cleanly designed and helps pinpointassociation members by location and specialism. Those listed range from toppension advisers and international employee benefit specialists to advisinginsurers and corporate finance and risk experts. There are 1,300 memberscurrently in the association, drawn from over 80 firms. The ACA is evidentlyproud of its no-nonsense approach to the site’s design. No graphics orunnecessary frills mean you can cut straight to the information you need inseconds. As well as the directory of members, the site features discussionpapers, policy statements, news and a press release section.www.aca.org.uk Related posts:No related photos. Previous Article Next Article website of the weekOn 13 Mar 2001 in Personnel Today
Female academics earn less than men as pay gap widens in collegesOn 24 Jul 2001 in Personnel Today The gender pay gap between university academics is widening, according toresearch. Some UK universities are paying women about 75 per cent of the average maleacademic salary and the gap has widened over the last five years. The research, by the Association of University Teachers, names and shamesthe institutions that have poor records on equal pay. The worst offenders are St George’s Hospital medical school in South London,the London Business School and Wye College. At these colleges, female pay lagsup to 30 per cent behind male pay. There are also regional variations. In London universities, men earn onaverage £39,010, whereas women get just £30,735. Wales has the biggestdiscrepancies in the regions between gender pay, with women earning only anaverage of £26,352, compared to the male average of £32,355. David Triesman, general secretary of the Association of University Teachers,said, “Despite continued assurances from universities about the importantrole of equality on campus, we have seen an increase in pay discrimination yetagain. “There is now a very clear and urgent case for the Government anduniversities to work together to end this disgraceful practice.” Four higher education institutions paid women more. The research indicatesthat the Surrey Institute of Art and Design has the best record on equal pay. Angela Fisher, personnel manager at the institute, said, “Although wedon’t have a deliberate scheme to promote equality, our pay scheme is linked toindividual merit and qualifications rather than gender. “Equal values is a key element in any university’s personnel policy,and I think we will see a lot more universities dealing more effectively withthe equality challenge in the future.” The research is based on figures from the Higher Education StatisticsAgency. www.aut.org.By Robert De La Poer Comments are closed. Previous Article Next Article Related posts:No related photos.
Previous Article Next Article Over the past year, it has been impossible to avoid discussing the IT skillsshortage. The press and industry experts have argued that Britain does not have thenecessary technology skills to succeed in the modern economy and it has beenpredicted that the UK could face a skills deficit of 600,000 workers by 2003. According to the simple rules of supply and demand, an IT skills shortageshould cause a marked increase in demand for IT training as companies seek totrain their workers and plug the skills gap. In fact, many IT training organisations, KnowledgePool included, have notexperienced such a steep increase in demand. One could argue that in today’s unstable economic climate, this basic relationshipbetween supply and demand has been skewed and that a fall-off in training couldbe attributed to slashed training budgets. However, I would argue that even in a recession, most companies understandthat they cannot afford to let their staff’s IT skills fall off. Indeed, in recession when redundancies are common, it is even more essentialthat staff are as productive and highly skilled as possible so that companiescan maintain their competitive advantage. Training is not a luxury to be foregone until better times, it is anecessity that companies cannot afford to do without. So, if cut budgets do not explain why there has not been an increase indemand for training courses, there must be another explanation, and I wouldsuggest that it is a simple one. It seems to me that the real reason there hasn’t been a surge in demand fortraining as a result of the UK’s skills shortage is that there is in fact noskills shortage. Indeed, considering the number of skilled employees who have recently beenmade redundant, we are more likely to have an excess of skilled staff. The UK has a highly trained and efficient workforce, ready to take on thedemands of the new economy. Technology is the way of the future and with new technologies being launchedevery week, IT training will always be necessary, but I believe the IT trainingindustry is currently meeting a steady and continuous demand, not seeking totackle a huge skills deficit. I would argue that the law of supply and demand does tell a story and it isone that Britain should be proud of. Our workforce already has the basic skillsnecessary to face the 21st century with confidence. The task now facing UK plc is to ensure that the skills of the workforce aremaintained and developed at a pace that keeps up with the ever changing ITindustry. Paul Butler CEO, KnowledgePool Related posts:No related photos. Is the feared skills crisis merely hype?On 1 Oct 2001 in Personnel Today Comments are closed.
Three out of four HR professionals say they would not employ a friend towork for them directly, because of the difficulties of objective management. The research, by online jobsite Fish4jobs, finds that the problems ofemploying a friend outweighs the advantages. Almost two-thirds of the 200 HR managers surveyed believe it is moredifficult to maintain a professional relationship, and 86 per cent think itwould be awkward to highlight the substandard work of a friend. www.fish4jobs.co.uk Related posts:No related photos. Workplace is no place for friendsOn 12 Mar 2002 in Personnel Today Previous Article Next Article Comments are closed.
Previous Article Next Article Related posts:No related photos. Comments are closed. Levels of staff commitment in the UK are significantly lower than in most ofits global competitors and have a negative impact on profitability. A new International Survey Research (ISR) report shows that fewer than sixout of 10 UK employees want to stay with their current employer or recommend itas a good place to work. The research covered more than 360,000 staff from the world’s top 10 economies.Just 59 per cent of UK employees viewed their firm in a favourable lightwith only China (on 57 per cent) and Japan (50 per cent) having worse figures. The research also found that levels of staff commitment had a direct impacton the bottom line. Over the three years of the study, profit margins amongcompanies viewed favourably by staff rose by 2.06 per cent, but firms with lesscommitted employees experienced a fall of 1.38 per cent. Roger Maitland, deputy chairman of ISR said that the quality of leadershipin an organisation was vital to empower staff and make them feel morecommitted. “Committed employees are more likely to stay with an organisation, gothe extra mile for the company and put maximum effort into their work.” Maitland blames poor leadership. He said: “Too often in the UK, thepeople at the bottom of an organisation are alienated from those at thetop.” He added: “Employees see their leaders as lacking both intellectualcapital and emotional intelligence.” www.isrsurveys.co.ukBy Ross Wigham UK employee apathy hits business profitsOn 10 Sep 2002 in Personnel Today
Another crazy EU ideaOn 1 Jul 2003 in Personnel Today If all things were equal, it would not be such a crazy idea to considerleaner redundancy rules for those employers investing heavily in training (seepage 1). The thinking is that businesses committed to lifelong continuous trainingproduce employees who find it easier to get new jobs, and therefore should beliable to pay less in redundancy compensation. If only life were that simple. This latest rumour to emerge from the EC isjust another example of EU bureaucrats doomed to failure. The stark culturaland regulatory differences between European countries alone are enough to stopthis idea in its tracks. Germany, for instance, has far tighter employment practices than the UK, andits employers face extortionate redundancy bills. The UK, by contrast, getsaway with lighter redundancy costs even though it rarely feels like it at thetime. The recording and reporting of investment in learning and development iswoefully inadequate, so how could you measure it meaningfully and identifythose employers who champion it? Nevertheless, it’s no bad thing that the EU has the confidence to considerthe unthinkable and stimulate a debate. Challenging the status quo is somethingall businesses need to do more often. Want to be in the premier division? Lloyds TSB earns widespread acclaim this week for being the top performer inthe Race for Opportunity league table. This represents a network of 180 UKorganisations working on race and diversity as a business agenda. The achievements of all the organisations in this network highlights theever-widening gap between the ‘haves’ and the ‘have-nots’ on race. The staremployers for Race for Opportunity understand that diversity is aboutcompetitiveness, not just equal opportunities and compliance. But as PersonnelToday and DLA’s research recently showed, there are hundreds of others who havenot bought into the message at all. Join Race for Opportunity now, and start tracking your progress. Thisorganisation will help you monitor, measure, share and learn. See www.raceforopportunity.org.uk Comments are closed. Previous Article Next Article Related posts:No related photos.
HR in practiceOn 9 Oct 2003 in Personnel Today Related posts:No related photos. Comments are closed. HR inpractice is the title of a new series in Personnel Today aimed atsharing best practice in running HR change projects. If you would like to getinvolved, read on What is this?HR inpractice is Personnel Today’s look at best practice in HR. Theaim is to look at how HR teams have driven organisational change to benefittheir business. We wouldlike to hear from organisations that have successfully implemented an HRproject and are willing to talk about how they did it. Projects must have beenrunning for at least six months and must show measurable business benefits.How it worksIf you wantyour HR project to be considered for publication in Personnel Today, then youwill need to provide us with the information listed below. We will also need tointerview the HR person responsible for the project. Thebusiness: Information on the industry sector yourorganisation operates within, its size, recent major events (eg takeovers,growth, job losses, change at the top etc)The challenge: Describe the challenge for the project and thetimescales involved.● Who in the business and HR was involved?● What did they do?● Why was it interesting?● Did they use outside help? ideas from elsewhere?● Issues about getting other people (eg the line) on board?● Cost (if applicable)The outcome:How successful was the project? How was this measured? Any surprising outcomes?How did the business receive the idea? The employeeperspective: We will need to hear from those affected by theinitiative to see what they think. We need to steer clear of HR saying how wellit has done. Learningpoints for HR: If you were to do this again, whatwould you repeat and what would you do differently? Any other hints for HRprofessionals facing the same challenge.Who tocontact at Personnel TodayIf you have aproject that fits these criteria, e-mail MartinCouzins [email protected] Please provide a brief outline of the project andcontact details. In the subject field of the e-mail, please put ‘HR inpractice’. Previous Article Next Article
Marching on: the Army’s role in the world of todayOn 1 Jun 2004 in Military, Personnel Today Comments are closed. Previous Article Next Article Related posts: The head of HR for the British Army occupies the hottest seat in thebusiness. He talks to Michael Millar about bullying, stress and the role of theArmy in a modern worldLieutenant General Sir Alistair Irwin arguably has the most demanding HR jobin the UK. It is a job dogged by constant media analysis and political scrutiny, andpunctuated by thunderous bangs that echo around his base on Salisbury Plain asartillery gunners are put through their paces. The general manages an annual budget of £1.7bn and, as the Army websitesays, looks after its ‘most vital resource – its personnel’. As the Adjutant General, he holds the third most senior position in theBritish Army, and is responsible for the recruitment, training, manning andretention of more than 100,000 officers and soldiers deployed in more than 20countries. His role is becoming more important than ever; no-one could have missed thebarrage of headlines over the war in Iraq, or the deaths at Deepcut barracks inSurrey, where four young recruits apparently committed suicide. A 15-month Surrey Police investigation, published in March, uncoveredrepeated examples of bullying, and failure to learn from the lessons of thepast at Deepcut. Bullying To attract new recruits in a modern environment, the Army now markets itselfas a career that goes beyond shining boots and being shouted at. Instead, the literature and website emphasise not only a demanding andprofessional life, but one also peppered with sport, adventure, world traveland camaraderie. This spotlight on teamwork and ‘friends for life’ is a total contrast tomedia stories of a brutal regime that drove four young soldiers to their deathsat Deepcut. General Irwin is adamant that the Army has been misrepresented by mediareports. “Of course there is bullying in the Army, there is bullying everywhere.It is part of the human condition. I wish it wasn’t, but it is,” he said. “Do we tolerate bullying? Do we pay no attention to it? Of course not,because we realise that bullying is counterproductive. “We have a very clearly defined policy that is written and distributeddownwards and is seen to be distributed downwards to the bottom levels,”he said. “The policy is reinforced by action in terms of specific trainingwhen officers and non-commissioned officers go on courses. They are all toldabout this and tested on it in terms of how they understand it all. “At unit level, where this is the predominant problem, companycommanders are absolutely aware of their duties in these matters and keep aneagle eye. It is a combination of policy at one end, and absolutely practicalhands-on supervision on the other.” The Army today Sitting in his office in the kilt of his regiment, The Black Watch, andsurrounded by portraits of historic military events, the general is the firstto admit the Army faces huge challenges in the modern age. “Like every other employer, we are finding it increasingly difficult toget enough people of the right quality to be interested in what we aredoing,” he said. “There is a suspicion in a lot of people’s minds about what life in theArmy is all about, and until we overcome those feelings, we can’t recruitthem.” Stress From the ‘Thousand Yard Stare’ to post-traumatic stress disorder, stress hasalways been a barrier to recruitment. Recent research by Personnel Today revealed that stress costs UK employersmore than 1.5million days and £1.24bn a year. Few, if any of these face theprospect of sending their staff into a war zone. But the general said the Army is working hard to abandon the masculine,‘stiff upper lip’ approach to stress, whereby soldiers were encouraged to just‘deal with it’. It now offers a UK Army Welfare Service and a network ofinformation centres similar to the Citizen Advice Bureau. The Army also uses a physical assessment programme to make sure the state ofa soldier’s body matches their state of mind. “We have become much more sophisticated about [stress],” thegeneral said. “In training, we include a lot about how people shoulddetect symptoms of soldiers beginning to go over the edge, and what they mustdo to help them sort it out.” Help available to officers even includes a pocket-sized aide-mémoire for themanagement of stress. This states the reasons for stressed staff and how toidentify symptoms, right down to advice on how to create a management plan tocombat it. Training Training goes far beyond the strictly combat. The Educational and TrainingServices (ETS), a branch of the Adjutant General’s Corps, comprises 328officers who act as the Army’s education and training developmentprofessionals. The Army offers a holistic approach to individual training, practising a‘whole life development’ concept, which encompasses professional develop- ment,career management and personal development. No matter where a soldier may be in the world, training continues. Eventhose in Iraq have just been recipients of a mobile Army Learning Centre, oneof 115 online study facilities. Best practice When the general returned to the issue of the ‘myth’ of the uncaring,inattentive and bullying Army, he argued that instead of lambasting the Army,people should look to it as an example of best practice, if only in light ofthe commercial realities it faces. “We don’t look at our people as another resource to be used and thendiscarded,” he said. “We can’t buy and sell labour – we have torecruit somebody and keep them. We can’t let them go and then re-hire them. “The chain of command takes an interest in them and makes them feellike part of the organisation, and they always are. This creates a sense ofbelonging and a sense of loyalty to the Army, which I’m not sure is commonoutside because of commercial pressures at work. “There is a tremendous sense of connecting up from the top to thebottom in a personal sense, which I think is a very strong best practicething,” said the general. Undeniably, the Army has its problems. It’s caught between a proud heritagebuilt on rigid discipline and a modern world. If something goes wrong, theworld finds out and numerous interested parties enter the fray. Only last week, the Ministry of Defence requested that the Adult LearningInspectorate assess and report on training offered to all new recruits in thewake of the Deepcut deaths. As the Army remains firmly in the sights of the British media, and withDeepcut families threatening to request a judicial review of the Government’srefusal to hold a public inquiry into the deaths at the barracks, generalIrwin’s job looks set to remain one of the toughest in HR for a long while tocome. CV Lieutenant General Sir Alistair Irwin KCB CBE2003 AdjutantGeneral2000 General OfficerCommanding (GOC) Northern Ireland1999 Military Secretary1985 – 1999 Aftervarious appointments, including director of land warfare, and project directorin the Procurement Executive, he was appointed as commandant of the RoyalMilitary College of Science1985 Twenty-five yearsafter his father had held the same position, he took command of 1st Battalionof The Black Watch and led it on tours in Northern Ireland, Edinburgh and WestBerlin1970 – 1985 After anumber of regimental and training appointments, he graduated from the RoyalMilitary College of Science, Shriven-ham and the Pakistan Army Staff College inQuetta, and was then posted to the Ministry of Defence. This was followed bycommand appointments in West Germany and Northern Ireland1970 Graduated from StAndrew’s University, and was commissioned into The Black Watch (Royal HighlandRegiment) Features list 2021 – submitting content to Personnel TodayOn this page you will find details of how to submit content to Personnel Today. We do not publish a…
Read full article Has “normal business hours” become a thing of the past? These days, I rarely meet anyone who almost immediately following waking up in the morning, wont grab their phone from the bedside to check their email, or who considers their nights to be personal or family time, which not so long ago seemed the norm. What is it about modern day issues and work problems that are more important than those that we were facing years ago that can’t wait until the next day? Or is it a simple case that our ability to prioritize is being depleted due to such ease of systems access which allows many organisations’ staff to turn any computer, laptop, tablet or mobile device into a make-shift work station?I’m as guilty as the next person of the late night emails and struggling to switch off but I’m one of the lucky ones who enjoys what I do enough that it doesn’t feel like a chore. What about those who aren’t as lucky and feel like they don’t have the pressure release of being able to go home and un-wind?Human nature dictates that if we get too used to something, it becomes habitual and we begin to expect it. This being the case, if this isn’t carefully managed, how long will it be before being “switched on” at all times is an expected part of a job as opposed to it being a sign of an engaged and happy employee who will strive to go above and beyond any contractual obligations? Don’t get me wrong, the huge emphasis which these days is placed on interoperability and mobility of internal systems of course is a great thing and phenomenal feat in technology advancement but with it comes the potential for more risk, more pressure and more un-happy staff if it is not managed well. HR: Does business hours mean all hours?Shared from missc on 9 Dec 2014 in Personnel Today Comments are closed. Previous Article Next Article Related posts:No related photos.
Tags Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink Share via Shortlink Rihanna and her Beverly Hills home (Getty)Rihanna found love — in Beverly Hills.The singer and mogul behind Fenty Beauty and Savage X Fenty dropped $13.8 million on a 7,600-square-foot mansion in the Beverly Hills Post Office area, according to Dirt. It’s Rihanna’s biggest real estate play in Los Angeles of late — or at least the biggest known one.The seller is investor Daniel Starr, who purchased the home in 2016, as documented on Bravo’s “Million Dollar Listing.” He reportedly demolished and rebuilt most of the 1930s structure. In mid-2019, he sued his contractors for several millions of dollars for alleged fraud and poor workmanship.The property briefly appeared on the market last year asking $15 million. The sale to Rihanna was reportedly done off market.ADVERTISEMENTThe interiors were redone with white walls, parquet floors and black accents, a popular style in L.A. in recent years.The kitchen has two large marble islands. There’s a wet bar, and the living room and lounge rooms each have a fireplace. The main bedroom suite has a walk-in closet, a large bathroom with marble just about everywhere and its own outdoor lounge area.Rihanna also owns a vacation home in Barbados, a condo along the Wilshire Corridor in L.A. and a penthouse at “The Century” tower. In 2018, a stalker broke into Rihanna’s Hollywood Hills home, which she later listed as a rental. She was one of several victims of a burglary ring active a few years ago.[Dirt] — Dennis Lynch Beverly HillsCelebrity Real Estate