Previous Article Next Article Comments are closed. One in five nurses quit on qualifyingOn 6 Mar 2001 in Personnel Today Training for nurses has to beimproved in order to ensure more students complete courses, according toresearch.Two reports from watchdogorganisations reveal that one in six students training to become nurses,midwives and other healthcare professionals do not complete their courses and20 per cent do not take up posts after they have qualified.The findings are outlined in theAudit Commission’s study Hidden Talents and the National Audit Office’s reportto Parliament, Educating and Training the Future Health Professional Workforcefor England.Other shortcomings identified inthe reports are that one third of NHS staff have not agreed training needs withtheir managers in the previous 12 months and that there are glaringinconsistencies in how much is spent on training staff by different NHS trusts.Sir John Bourn, head of theNational Audit Office, said, “Educating and training increased numbers ofnursing, midwifery and other health professional students is a key way ofovercoming the shortage of staff in the NHS. “The NHS and higher educationinstitutions must continue working together to improve value for money, toensure more students complete courses, to reduce the constraints on providingpractical experience and to invest in new capacity where needed.”http://www.audit-commission.gov.uk/ Related posts:No related photos.
The CIPD has welcomed the launch ofa specialist cyber police unit that will help employers crack down on e-fraud,computer hacking and Internet abuse.The National Hi-TechCrime Unit is the UK’s first countrywide law enforcement organisation to combatcomputer-based crime.As part of theNational Crime Squad, the unit will develop intelligence and support as well asco-ordinate law enforcement operations and offer expert advice to local policeand businesses.Mike Emmott, CIPDemployee relations adviser, said the crime squad will play an important roleadvising employers on best practice and how to counter computer hacking ande-fraud.”The workplace isbecoming increasingly virtual and crime is moving in the same direction so itmakes sense for the police to develop their expertise,” he said.The new body isfunded by £25m over three years and will be headed by Det Chief Supt Len Hynds.Annabel Abbs, HRdirector for Firefly Communications, welcomed the new force but feels itspowers need to be defined. “It signals that the Government is taking theInternet seriously as a form of communication,” she said.”As an HRpractitioner I would like to know what guidelines this force is working to.This squad could have access to personal files, which as an HR person I feelresponsible for. There needs to be a clear understanding of the remit of thesquad.”www.ncis.gov.uk New cybercops force secures backing of CIPDOn 24 Apr 2001 in Personnel Today Previous Article Next Article Comments are closed. Related posts:No related photos.
Related posts:No related photos. Previous Article Next Article Periods of economic pessimism require some motivating messages. Here, Patrick Joiner shares his tips oncoaching teams – and yourselfIn sales as elsewhere in life, there are a few people who for no obviousreason are just more successful than the rest. In sport, you might think of England and Liverpool hero Michael Owen. Hisbasic soccer skills are not appreciably higher than those of many of theplayers on the international stage who are all capable of scoring. But mostcommentators agree that it is his attitude and self-belief that mark him out asa real one to watch. At a recent Institute of Sales and Marketing Management seminar, 150delegates were asked to identify the chief attributes that they would look forin a successful salesperson. While 80 per cent of the words used alluded to attitudes, only 20 per centreferred to skills. Overwhelmingly the words used to describe a successfulsalesperson were persistent, creative, imaginative and so on. Yet a glance at the content of most sales training programmes reveals anoverwhelming bias towards skills-based training. The ingredient that singles out the star performer, however, is attitude.Beliefs shape our attitudes, which in turn drive our behaviours, which thenconfirm and strengthen our beliefs. Successful behaviours By focusing on the behaviours of successful people and by replicating them,it is possible for any of us to break into the virtuous circle of belief,attitude and behaviour. To be successful in selling, as in any discipline, requires specific skillsand knowledge; these are the prerequisites. But individuals who wish to rise above the ordinary need to be taughttechniques and skills that will help them to develop success-oriented attitudesand beliefs which will in turn motivate them to adopt the behaviours thatgovern success. For any sales team to be successful, there are three crucial elements thathave to be in place. Firstly the strategy has to be right, secondly thesalespeople need to have the right skills, and finally they have to have theright attitude. There are numerous excellent training courses, books, workshops and seminarsthat cover the first two, but all too often the human ingredient is taken forgranted. Responsibility American business speaker, Larry Winget, speaking at an ISMM-promoted eventat Aston Villa Football Club, took this idea a stage further. While agreeing that attitude is important, he pointed out that it achievednothing in itself, attitude without action is pointless. He also stressed thatwe all need to be prepared to take responsibility for our own success. Winget recounted how at numerous workshops all over the world he has made arecord of all the factors that people blame for their lack of success. The mostcommon excuse, he has discovered, is geography. He has spoken in all American states as well as many other countries, andregardless of where he is, the main reason delegates cite for under-performanceis where they are. All of his audiences provide lengthy lists of factors that limit theirachievements – product, pricing, management, politics etc. “I take a long look at the list,” he says, “then I look atthe audience, and say I have a problem with your list… you ain’t on it!” Making it happen Winget argues that it is no good going through life looking for reasons whywe are not doing well, it’s up to us to make things happen for ourselves. He also maintains that there is no secret recipe for success, and that eachof us knows enough to be successful, or can very easily learn the things thatwe don’t know. The problem, he maintains, is never that we don’t know enough,it’s that we don’t do what we already know. This kind of message is often uncomfortable for us to hear. It’s easy whenwe can blame our lack of success on factors outside our control. The idea that when we don’t succeed we have only to look in the mirror tosee the cause of our failure is not a pleasant one to accept. At the same time, however, it’s also good news. The one thing in this worldover which we do have complete control, for which we have to assume fullresponsibility – and for which we can take full credit – is ourselves. Think yourself successfulOn 1 Oct 2001 in Personnel Today Comments are closed.
Previous Article Next Article Turnover of full-time teachers reaches all-time highOn 19 Feb 2002 in Personnel Today Comments are closed. The annual turnover of full-time teachers has risen to its highest levelsince records began, reveals research by the Employers Organ- isation for LocalGovernment. According to a survey of teacher resignations and recruitment the turnover ratefrom LEA schools has risen from 9.8 to 12.8 per cent – the highest figure sincethe survey started in 1990. A total of 46,000 teachers moved on, with 23,000 going to other teachingposts, 7,000 retired, 2,600 left the education sector, and 13,000 left to go tounknown destinations. The South East and London were the worst hit areas with turnover rates of 35and 33 per cent respectively. “The particularly high turnover rates in London and the South East arepartly due to the ease with which teachers can commute to a number of LEAs andother employers within a relatively compact geographical area,” explaineda spokesperson for the National Employers Organisation for School Teachers. Female teachers were more likely to move on than their male counterparts. www.lg-employers.gov.uk Related posts:No related photos.
Comments are closed. …in briefOn 12 Mar 2002 in Personnel Today Previous Article Next Article This week’s news in briefEqual pay audit call Trade union Amicus is calling on the Government to introduce compulsoryequal pay audits. The move comes after three-quarters of the 6,000 companies itapproached to complete a pay audit refused to do so, while 25 per cent failedto respond. In all, only 50 firms agreed to carry out an audit. www.aeeu.org.ukSteel tariff jobs risk The general secretary of Amicus, Sir Ken Jackson, claims more than 5,000jobs could be lost in the UK because of the US tariffs on steel imports. Hesaid the US decision to load a 30 per cent tariff on imports could cost 18,000steel jobs in the European Union and 5,000 in the UK. The union estimates thatthe losses will occur as cheap steel imports flood into the EU. www.aeeu.org.ukKitemark launched Barbara Roche, Minister for Women, last week launched a gender equalitykitemark. The aim of the Castle Award, named after Barbara Castle whointroduced the Equal Pay Act in 1970, is to reward employers’ work in tacklingequal pay issues. www.womenandequalityunit.gov.uk/castleawardsRenaming trend Staff are being given fancy job titles instead of cash, research claims.According to the survey of 1,700 workers by Reed.co.uk, companies are using‘uptitling’ to motivate and retain staff when budgets are tight. Almost half ofthose questioned thought a new job title would improve their job satisfaction. www.reed.co.ukJobcentre strike fear Up to 10,000 Jobcentre and benefit office staff will strike unless theGovernment scraps plans to remove safety screens, the Public and CommercialService Union has warned. There are 225 new safety-screen free offices set toopen later this year, and 750 staff have already been on strike over theremoval of safety screens. www.pcs.org.uk Related posts:No related photos.
Comments are closed. Previous Article Next Article Consignia to outsource OH in first step contractOn 23 Apr 2002 in Personnel Today Consignia is about to outsource its occupational health provision toSchlumbergerSema in a £70m deal that represents its first step towards farmingout all HR administration. The five-year contract will see the French conglomerate provide allConsignia’s occupational health services, including pre-recruitmentassessments, ill-health referrals and medical retirement assessments. SchlumbergerSema will be providing OH services within three months, assumingthat the contract is signed this week, and it will commit £5m to updatingConsignia’s occupational health systems. It is the start of Consignia’s support services outsourcing plan, which willculminate in the third party provision of HR administration and facilitiesmanagement. Consignia hopes to save £60m a year. The outsourcing programme is a fundamental part of the firm’s three yearrenewal plan to bring the company back in to profit. Consignia is currentlylosing £1.5m a day. The deal involves 240 OH staff who will transfer under Tupe toSchlumbergerSema. The company’s chief medical adviser will remain employed byConsignia to co-ordinate OH strategy. Gerry Smith, managing director of services group at Consignia – with overallresponsibility for OH – said that the deal will improve the company’s OHfacilities as well as save money. He said: “The principle benefit of the deal is to avoid the investmentin OH that is needed to keep it at a high level of service. A further highlevel of investment is needed to update the company’s system for whichConsignia will not have to pay for. “The move also means we can have variability in the number of OH staffthe company needs. It will also improve the staff’s skills and gives Consigniaaccess to OH skills that are very difficult to recruit in-house,” headded. By Paul Nelson Related posts:No related photos.
HSC wants safety record included in company reportsOn 6 Aug 2002 in Personnel Today TheHealth and Safety Commission is calling on employers to include safety recordsin annual reports, despite a fall in the number of fatal accidents at work lastyear.HSCchair Bill Callaghan, who revealed that the number of deaths at work dropped by15 per cent last year, said employers must do more to improve safety byintroducing better reporting of accidents, increased training and more riskassessments.”Riskassessments are not an optional extra and our task now is sustainedimprovement. This can only be achieved through partnership between employers,workers, trade unions and safety reps,” he said.Callaghan,speaking at a briefing announcing the latest HSC figures, called for moresafety targets to be set up by individual companies so managers could benchmarktheir track record against other firms and sectors.HSCstatistics show the number of deaths at work has fallen to 249 employees killedin 2001-02.Therate of fatal injuries also dropped from 1.03 to 0.88 per 100,000 staff, withfalls and being struck by moving objects the most common causes of death.Evenwith this year’s drop, the figures are still 13 per cent higher than two yearsago, due to a huge rise in 2000-01 which saw deaths climb from 220 to 292.”Therate of fatal accidents is still higher than it should be and the each yearfatalities are occurring in the same way. We need to engage more managers andget the whole supply chain thinking about safety,” said Callaghan.TheHSC also wants training schemes to be ongoing rather than one-off and isworking with financial experts to decide what indicators could be used incompany reports.Callaghansaid health and safety should be considered as part of the wider debate oncorporate social responsibility stating that how safely a company treats itspeople is a big part of that agenda.www.hsc.gov.ukByRoss Wigham Related posts:No related photos. Comments are closed. Previous Article Next Article
Previous Article Next Article Case round upOn 4 Nov 2003 in Personnel Today Comments are closed. This week’s case round upSub-contractor entitled to holiday pay Cavil v Barratt Homes Ltd, EAT, 1 July 2003, IDS Brief 744, November2003 Cavil, a joiner, worked under a labour-only sub-contract for Barratt Homesfor about four months. He was expected to inform the company if he was off sickor would be on holiday, but was not required to book holiday in advance. Noprior approval was needed for Cavil to provide a substitute worker in hisabsence, and in practice, this situation rarely arose as he chose to do thework himself. Cavil claimed unpaid holiday pay under the Working Time Regulations.Initially, his claim failed when an employment tribunal decided he did not fallinto the category of being a ‘worker’, which is a prerequisite to beingentitled to holiday pay under the regulations. The EAT, however, disagreed. Mutuality of obligation is a necessary elementof a contract for services, and looking at the contract between Cavil andBarratt as a whole, the EAT found that it did impose an obligation on Cavil todo the work undertaken himself. Cavil was offered a steady supply of jobs onvarious sites, and he completed this work until he finally stopped working forthe company. In these circumstances, the EAT decided that Cavil was a ‘worker’,and was therefore entitled to holiday pay. Rejection of a disabled job applicant Mallon v Corus Constructions and Industrial, EAT, 29 September 2003, NewLaw Online, 3 October 2003 Mallon was an experienced nurse who suffered from diabetes, controlled bythe self-injection of insulin. She was interviewed for an occupational health nurse position with Corus,but the interview was ended when Mallon told them about her diabetes. She wasnot offered the post on the basis of Corus’s stringent medical guidelines, andbecause the company considered that, as a lone worker, Mallon would be at riskdue to her insulin dependency. Mallon’s claim for disability discrimination was considered both by anemployment tribunal and by the EAT. Corus’s premature termination of theinterview and refusal to offer employment did amount to less favourabletreatment for a reason related to Mallon’s disability. However, such less favourable treatment was justified in this case. Malloncould not guarantee that she would never suffer from an attack related to herdiabetes. Corus had carried out investigations and made a reasonable risk assessment basedon medical guidance. There was a known risk, supported by medical opinion,which justified Corus’s stance, and there were no reasonable and effectiveadjustments that could have been made. Even if Corus could have made reasonable adjustments, it would not haveprevented or avoided the risk of Mallon suffering uncontrolled attacks. Related posts:No related photos.
Comments are closed. Previous Article Next Article BT is making NETg’s Open Learning solution available to 100,000 staff viathe BT Academy, which sits within the BT intranet. The two companies are conducting roadshows up and down the country to drivethe usage of the learning among employees. Staff are encouraged to try out thecourses and view demonstrations. “We have a state-of-the-art learning system and wanted to demonstratehow to access it and find material to support particular training anddevelopment needs,” says David Slingo, head of learning at the BT Academy.”Our people now understand that e-learning can help to improve theirpersonal productivity and performance and therefore help us to maintain ourcompetitive advantage.” Marketing is vital when launching any new service to staff, and NETgcontinues to work with customers after implementation to promote learning andencourage usage. “This ensures that strong results are seen and that people have accessto high-performance skills to help them excel in the workplace and remainmotivated, happy and inspired,” says Laura Kelly, international marketingcommunications manager at Thomson NETg. “In turn, this helps to ensurebusiness goals are achieved.” www.netg.comThe BT initiative is being supported by Accenture HR Services and coursesavailable range from those on leadership and communication to the EuropeanComputer Driving Licence (ECDL). BT opens learning to allOn 1 Feb 2004 in Personnel Today Related posts:No related photos.
Related posts:No related photos. Previous Article Next Article Employers have not yet woken up to how to manage their older workforce, according to US-based business adviser, Tamara Erickson, of consultancy The Concours Group. Erickson has studied the impact of the preponderance of 45-year-old-plus employees in industrialised countries for her report Demography is Destiny, and feels there is a widening gap between employees’ wishes and employers’ needs.“Many people say they want to continue working, but most say not for their current employer. But what they are really saying is ‘not in their current job definition with all of its rigidity’. They are looking for flexibility and a less-pressurised environment,” says Erickson.Employers need to rethink, she adds. “They need to change the career path to a bell-shaped curve.” Erickson cites academia as a good employment model because it retains its experts in research and part-time roles. The business caseRetaining or recruiting older workers makes good business sense, Erickson says, because employers need to keep hold of employee knowledge. “It really is a tragedy if they take advantage of the vitality of people who are active and intellectually engaged.” Yet in spite of their good intentions, UK employers are walking a tightrope – they need to retain and attract older workers for many reasons. They are waking up to the fact that their workforce make-up needs to reflect that of their diverse and ageing customer base and because they do not want to fall foul of any age discrimination legislation. However, employers also need to ensure that they do not disenfranchise younger workers. There are concerns that younger people could bring tribunal claims against their employers under the forthcoming age discrimination legislation. It could cut both ways, warns equality and diversity expert, Audrey Williams, a partner at law firm Eversheds.Bank on balanced changeAt the insurance and investment division of HBOS, diversity change manager Christine Lawton is looking for a balanced approach to recruiting older people who will in turn reflect customer demographics. For example, her plans for an over-40s recruitment event involve hosts from all age groups, including the under-24s, who currently make up a large proportion of the workforce. “An age mix works best,” she says. “We’re trying to weave diversity into just about everything we do. Diversity has got to be a mainstream activity. It’s all about making sure that no one here feels discriminated against for any reason. We are trying to treat people as individuals rather than groups.” Sort out the line managers GO TO www.personneltoday.com/20961.articleHow is HR managing performance? GO TO www.personneltoday.com/22592.articleFind out more about the latest One Stop Guide to Managing Reward GO TO www.personneltoday.com/26177.article Managing maturityOn 26 Oct 2004 in Personnel Today Comments are closed.