Official charities for the 2004 Flora London Marathon announced

first_img AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis1 The British Heart Foundation and Sense are the two official charities for the Flora London Marathon 2004.“We are delighted to associate ourselves with these two important charities, said Race Director David Bedford. “Heart health and the Marathon go hand in hand while the work carried out by Sense on behalf of the deafblind is invaluable.” Dr Tony Best, Chief Executive of Sense, said: “On behalf of all the deafblind people we help we would like to thank the Flora London Marathon for this tremendous opportunity. Funds raised will enable Sense to improve its services, helping deafblind people to live more independent lives.” Advertisement Tagged with: Events The British Heart Foundation (BHF) is the leading national charity fighting heart and circulatory disease. Aneesha Moreira, Director of Fundraising at the BHF said: “The British Heart Foundation is thrilled to be nominated as one of the official charities for next year’s marathon. We look forward to working with Heart Runners to raise funds through this tremendous challenge.”Due to the quality of the applicants, this is the second time in three years that the Marathon has simultaneously nominated two charities. Two years ago Children with Leukaemia and Outward Bound benefited from their association with the Marathon. For 2003 Shelter was the official charity. Each year around 76% of the London Marathon field raises more than £32 million for thousands of charities. The 2004 race takes place April 18.  30 total views,  1 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis1center_img About Howard Lake Howard Lake is a digital fundraising entrepreneur. Publisher of UK Fundraising, the world’s first web resource for professional fundraisers, since 1994. Trainer and consultant in digital fundraising. Founder of Fundraising Camp and co-founder of GoodJobs.org.uk. Researching massive growth in giving. Howard Lake | 13 May 2003 | News Official charities for the 2004 Flora London Marathon announcedlast_img read more

New headhunting agency for voluntary sector

first_imgRe-focus is a new executive search agency for the charity sector set up by Louise Cook, currently Development Director at fundraising agency Fruitful.Louise will be stepping down from her role at Fruitful to run re-focus. The new agency will provide the charity sector with a professional headhunting service based on her industry knowledge and networking capabilities.“This is the ideal time for me to launch re-focus, and I am looking forward to working with old and new colleagues and clients,” said Louise. Advertisement About Howard Lake Howard Lake is a digital fundraising entrepreneur. Publisher of UK Fundraising, the world’s first web resource for professional fundraisers, since 1994. Trainer and consultant in digital fundraising. Founder of Fundraising Camp and co-founder of GoodJobs.org.uk. Researching massive growth in giving. Tagged with: Consulting & Agencies Recruitment / people Howard Lake | 15 June 2004 | News New headhunting agency for voluntary sector AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis  17 total views,  1 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThislast_img read more

Convicted felon facing more charges after traffic stop

first_img WhatsApp WhatsApp Local NewsCrime Facebook Twitter Previous articleMan charged with assaulting girlfriend, childNext articleMan charged with stolen firearm during traffic stop admin Joseph Tibbets.png A convicted felon is facing a few more felony counts after Odessa police officers reportedly found him with a firearm and several narcotics during a traffic stop Wednesday.Police saw a 1997 Chevrolet 1500 fail to stop at a proper place at the intersection of 29th Street and Texas Avenue around 12:42 a.m. Wednesday night, according to an OPD new release.The driver was identified as 39-year-old Joseph David Tibbets, who was found to be in possession of two bags of methamphetamine, Xanax, Azithromycin and Amoxi-Clav, the release stated.Tibbets was unable to provide a prescription for all of the pills, the release detailed, and he was also found to be in possession of a .22 Raven Arms MP-25 gun.OPD charged Tibbets with unlawful possession of a firearm by a felon and possession of methamphetamine, third-degree felonies, as well as possession of a controlled substance and two counts of possession of dangerous drugs, class A misdemeanors.Jail records show Tibbets was taken to the Ector County Detention Center Wednesday and has five bonds totaling $33,000. Convicted felon facing more charges after traffic stop Pinterest Twitter Pinterest Facebook By admin – January 19, 2018 last_img read more

When Netaji Subhas Fought A Case In The Bombay HC

first_imgColumnsWhen Netaji Subhas Fought A Case In The Bombay HC Sanjoy Ghose11 Sep 2020 9:00 PMShare This – xIt was November 10, 1933. SS Narkunda had just dropped anchor at the Bombay Port. It had ferried the mortal remains of an elder brother who had passed away in Geneva on October 22, 1933 at 1 pm. On October 28, 1933, the embalmed body, in a sealed coffin, had been taken by road to Marseilles for this last journey by sea. Sarojini Naidu and Jamnadas Mehta had been cabled the sad news. Also Read – Important Supreme Court Judgments On Arbitration Passed RecentlyAdvertisement The deceased had executed a Will which read: “In the event of my death in Europe, I desire that Mr Subhash Chandra Bose shall take charge of my body and make the necessary arrangements for sending it to Bombay for cremation on the Chaupaty Sands along side the place where the late Lokmanya Bal Gangadhar Tilak’s body was cremated.” Alas that was not to be. The British Government was not taking risks as it did not want an “undesirable precedent”. It was not even willing to release the younger brother from the Nasik jail to attend the funeral. The funeral would be at Sonapur. Also Read – Selective Hiring Of ‘Dom’ Caste Amid Pandemic In West Bengal: The Casteist Attack On The ConstitutionAdvertisement Before a crowd of three lakh people and chanting of sacred verses, this great son of India was consigned to the sacred flames by his nephew Dahyabhai, as he was a childless widower. The Nightingale of India made a moving oration. This is the story of that will. The third of five Patel brothers, Vithalbhai was just two years elder to his now more famous younger brother. He was born on September 27, 1873, in Nadiad, Gujarat. He educated himself in Nadiad and then in Bombay and practiced as a pleader in the courts of Godhra and Borsad. His younger brother also joined as a pleader. Both brothers had dreamt of studying law in England. While Vithalbhai was resigned to the district courts, his brother was determined to do better. So he quietly saved money to order a passport and travel tickets. When he finally did manage to save and pay for them, a fatal typographical error changed the course of their lives. Also Read – The Government Of National Capital Territory Of Delhi (Amendment) Act 2021Advertisement Advertisement The postman delivered the documents addressed to one “Mr VJ Patel, Pleader”. Vithalbhai shared the same initials with his brother and when he opened the parcel and found out, he was furious. He pointed out to his brother that he would be socially criticized now if he tried to follow his brother’s footsteps. There was only one thing that could be done now. He should travel on those documents instead of the other “V”. Those were times when respecting the wishes of elders mattered a lot. So, despite of the fact that Vallabhbhai had paid for the ticket, Vithalbhai set sail on the boat to England. Sardar Patel in fact did even better. He actually paid for his elder brother’s stay. Completing a 36-month course in 30, Vittalbhai was called to the Middle Temple Inn. Also Read – Women’s Reproductive Rights In India And BeyondAdvertisement Advertisement Advertisement Upon his return to India, the pleader of Nadiad became a barrister of Bombay and Ahmedabad. Vithalbhai was never a fan of the other Gujarati who had taken over the Congress. However, like many in those times, he also had joined the organization to participate in India’s struggle for freedom. When Mahatma aborted the highly successful civil disobedience movement after flames of violence engulfed a police post in Chauri Chara in 1922, Vithalbhai could digest it no more. He joined stalwarts like Chittaranjan Das and Motilal Nehru to walk out of Congress and founded the Swaraj Party. The Swaraj Party was elected the largest single party in the Central Legislature and Vithalbhai Patel was elected as President of India’s Central Legislative Assembly in 1928. The seed of many of the customs and traditions of the Speaker, including the neutrality in the house and use of the casting vote, were sown by Patel as President. Vithalbhai was in England when the Irish issue blew up. Eamon De Valera came to power in Ireland and he wanted Vithalbhai to mediate the “Irish question” between the Empire and Ireland. Vithalbhai’s health had started to deteriorate. So did the relations between Gandhi and other stalwarts in and out of the Congress. Vithalbhai came to Vienna at Valera’s invite. As his health worsened, Vithalbhai found himself in a sanatorium, Clinique-la-Lineguere, where Subhash Bose was also convalescing[1]. The two issued the “Patel-Bose Manifesto” in May 1933 which described the Mahatma as a “failed leader” warning that “time has therefore come for a radical reorganisation of the Congress on a new principle and new method-noncooperation will have to be changed into a more militant one”. Patel’s wife, Diwaliba, had died issueless and he could sense that his time to meet his Maker was drawing near. So he executed his will, ironically on Gandhi Jayanti, bequeathing three-fourths of his money to one “Mr Subhas Chandra Bose (son of Janaki Bose) of 1 Woodburn Park, Calcutta” so that it could be used “political uplift of India and preferably for publicity work on behalf of India’s causes in other countries.” Historian Guha claims that it was Bose who nursed Patel during his last days.[2] GP Patel, Vithalbhai’s biographer, writes, “In fact, no document signed by a dying man on his death-bed, has probably, so far exercised the imagination and feelings of a whole people and aroused their curiosity as much as the Will of Vithalbhai”. Vallabhbhai was an astute lawyer. He was not taking this lying low. He forensically cross –examined Gordhanbhai Patel who had accompanied his elder brother on his European sojourn and had brought his body back: -Why was the will not attested by a doctor, especially when he was being treated by doctors? -Where was the original? -Why were the witnesses all unknown people from Bengal, two being merely students, and not eminent persons who were around Vithalbhai when he passed away in Geneva, such as Bhalabhai Desai, Walchand Hirachand and Ambalal Sarabhai,?[3] The hapless GI Patel redirected these queries to Subhas Bose in several letters. Finally, Subhas Bose filed a probate petition in the Bombay High Court on September 21, 1934, along with the original will. GI Patel was now the executor as the will had been probated. Subhas’ lawyers asked Patel to send the monies to Bose. Patel replied blandly that it could not be done until there was an “agreement” on the interpretation of the will. Subhas was now a rising star and even Gandhi felt compelled to propose his name for Congress President at the Haripura Session. Sardar was bitter. Vallabhbhai had opposed Gandhi’s decision. In 1939, when Netaji sought a re-election, Sardar opposed him again even warning that he would use his clout in the working committee to neutralize him, claiming that his re-election “would be harmful for the country’s cause.” In January 1939, Gordhanbhai moved the Bombay High Court to have the will invalidated. He succeeded before the single judge, Justice Bomanji J Wadia. The appeal against the Parsi Judge Wadia, was filed by Subhas Bose before the Court of John Beaumont and none other than Harilal Kania who would go on to serving as the first Chief Justice of India[4]. To present Bose’s case had travelled all the way from Calcutta, his brother Sarat Bose. It was contended that “political uplift of India” was an object of “general public utility” and therefore was covered by the definition of “charitable object” as found in Section 2 of the Charitable Endowments Act. The Division Bench, after a patient hearing, unbelievable as it may sound, concluded that it could not comprehend what the term “political uplift of India” meant. It noted: “Here, it seems to me impossible for the Court to determine what is embraced in the term political uplift of India.” It then went on to express helplessness on the part of a court to judicially determine such a bequest. Suppose Bose “considered that it would be for the political uplift of India that India should sever her connection altogether with the British Empire…?” The Court concluded that it could not discern any “general charitable intention” from the bequest and concluded “there is no intention whatever expressed, except that the money be used for the political uplift of India, and if that is too vague to be enforced, there is nothing left.” Kania, in his separate concurring opinion, opined that it was obligatory on the applicant to satisfy the Court that not only was “benefit of India” a charitable object, so was “political uplift of India.” He also held that “political uplift of India” would be understood as different things by different people. Therefore, the bequest was vague. Netaji lost. Sardar Patel promptly handed over the money to the Vithalbhai Memorial Trust. This litigation would leave its imprint on future relations between the Boses and the Patels and, in fact, quite possibly shaped the history of the sub-continent. At the Tripuri Session, when Bose trumped Gandhi’s candidate Pattabhi to the post of Congress President, it was Patel who led twelve of the fifteen Working Committee Members to resign leaving Netaji with little room to manoeuvre. It is said that Sarat Bose tried even at the nth hour to prevent a partition of Bengal.[5] Patel was cold to his efforts. Could history have played out differently had Vithalbhai not made his bequest? Sadly, we will never know! Views are personal only.(Author is a Delhi based Lawyer) [1] “The other side of Subhas Chandra Bose”, Business Standard, 22.01.16. [2] Ramachandra Guha, “The forgotten rivalry between Patel and Bose”, The Hindustan Times, 25.04.15. [3] Dr Hari Desai, “Vallabhbhai smells rat in Vithalbhai’s Will”, 2.10.2018, Asian-voice.com [4] Subhas Chandra Bose v Gordhandas I Patel (1940)42BOMLR89 [5] “Sarat Bose”, The Statesman, 31.08.2015. TagsBombay HC Netaji Subhas Chandra Bose Vithalbhai British Government Patel-Bose Manifesto Charitable Endowments Act GI Patel Subscribe to LiveLaw, enjoy Ad free version and other unlimited features, just INR 599 Click here to Subscribe. All payment options available.loading….Next Storylast_img read more

Plans appealed for major extension to McGettigan’s Hotel

first_imgHomepage BannerNews Previous articleCalls for reinstatement of community welfare officer post in MilfordNext article15 people awaiting in-patient beds at LUH News Highland WhatsApp Facebook Arranmore progress and potential flagged as population grows Loganair’s new Derry – Liverpool air service takes off from CODA Google+ By News Highland – August 1, 2019 Google+ Facebook Plans for a major extension to McGettigan’s Hotel on Main Street Letterkenny have been appealed to An Bord Pleanala.The Council had given conditional permission for the redevelopment and extension which would see the provision of 61 new bedrooms and a spa.The application, in the name of Denis McGettigan, sets out plans for the demolition and reconfiguration of the former Milan Nightclub to be replaced by a four story side extension providing 35 extra bedrooms.A new fifth floor would be built on top of the existing bedroom block to provide an additional 26 bedrooms with a new extension to the fourth floor to facilitate a new Spa facility,The council did grant conditional permission but this was objected to by a number of local residents.They expressed concern of an increase in traffic and noise and access for delivery vehicles through the narrow Speer’s lane.They also question if there is adequate parking close to the hotel and expressed concerns that hotel guests may use local roads for parking.An Bord Pleanala is expected to make its decision on the plans by the 26th of November, 2019 Pinterestcenter_img WhatsApp Twitter DL Debate – 24/05/21 Twitter Nine til Noon Show – Listen back to Monday’s Programme RELATED ARTICLESMORE FROM AUTHOR Important message for people attending LUH’s INR clinic News, Sport and Obituaries on Monday May 24th Plans appealed for major extension to McGettigan’s Hotel Pinterestlast_img read more

HR must stay focused on human side of business

first_imgHR must stay focused on human side of businessOn 2 Jul 2002 in Personnel Today Related posts:No related photos. Comments are closed. doing during his full-time ministry, “except swearing less”. In recent years, Ulrich’s work has focused on the measurement of HR results.In making his surprise announcement at the close of his two-hour talk, Ulrichalso challenged the audience to move further forward in asserting theprofession’s role in workplace innovation, taking advantage of “greattheory and great research” available, aligning its actions with externalstakeholders and improve succession planning within HR itself. HR must continue to build on its progress in bridging the gap betweenacademia and practice, he continued, its improved networking, recognising that”competition and compassion are not opposite sides of the issue”, andbuilding capabilities “that go beyond any one leader”. Ulrich also credited the HR profession with exerting a caring and ethicalinfluence. “In the long run,” he said, “such warmth…producesresults.” Previous Article Next Articlelast_img read more

Distance no object

first_img Find The Power Of Virtual Teams – Income Throne – 30 Mar 2021 […] A multinational team of Japanese software engineers and European designers launch a mobile phone product simultaneously […] Distance no objectOn 1 Feb 2003 in Personnel Today Morecompanies are going remote in managing their teams. Margaret Kubicek looks atthe people development challenges they face along the wayTheir empires may be expanding geographically, but today’s managers areincreasingly staying put. As the general cultural shift towards viewing Europeas a single entity continues to cross over into business, and as growingconcerns over the economy force companies to integrate the business in aneffort to cut costs, managers are leading teams that span ever greaterdistances and nationalities. Remote team management may be a sign of the times, but so too are cutbacksin business travel due to the threat of terrorism and lean economic times. Asrecent as a decade ago – when remote teams were emerging as a result ofcompanies taking on an increasingly global focus – the approach was verydifferent. Superman “We call it the superman pants syndrome,” says Kevan Hall,president of Global Integration, a consultancy that trains people to work internationally.”Go in your office, spin round three times, pull superman pants over yourtrousers and start flying around. Because people have been so used to ahands-on style of management, they assume this is the only way to manage staffbased in another country.” Rick Woodward, training and development director for Kimberly-Clark Europe,says frequent travel can inspire a false sense of security. “The beliefwas the more managers were kept on the move, the closer they were to the business.The reality was, although they felt close to the business, they were onlyvisiting places about every two months.” For managers to succeed in this new remote environment, says Woodward, theysimply need to accept they are remote and use all that today’s technologyadvances can offer to build community and manage activity according to changingcircumstances. Virtual teams – led by a remote manager who has responsibility for an aspectof work or a short-term project but no line management responsibility for thoseon the team – are also making more of an appearance in today’s global market. Kimberly-Clark launched a global training programme and published aninternal guide for its remote and virtual managers last year. It is expandingthe programme this year and will include some tailored programmes forindividual teams. “From a systems co-ordinator point of view, we alwaysdid work remotely – we just didn’t do it as effectively as we could,” saysChris Jefferies, Kimberly-Clark’s European business systems manager. “Now,by understanding the challenges and adapting to remote working, we are.” ChallengesMost of us are used to a sense of team community occurring naturally, butthis informal networking so natural in a traditional office environment justdoesn’t happen across great distances, says Woodward. “You’ have to workat community and so you need a system to achieve it.” For the remote or virtual manager, that means having a keen awareness ofhow, and in which circumstances, to use the different modes of communication –from old-fashioned phone calls or teleconferences to real time onlinediscussion forums or e-mails. E-mail, for example, is perfect for agendas and action plans. Says Woodward:”What frustrates me in meetings or video conferences is managersdiscussing action plans or timetables. If time is precious you really want touse it for value-added activities and not clutter it with things that could besorted out via e-mail.” Woodward proposes that face-to-face meetings be reserved for discussingissues that are contextual, strategic or developmental – in short, thoserequiring debate. In circumstances where the only contact is e-mail, responsiveness is key,according to Hall, who says something as simple as having access to a photo ofsomeone can help build trust. Hall identifies building community as the first‘dilemma’ facing remote managers. “When you look at what people rememberof great teams it’s about community rather than ‘what we did’,” he says.”If you lose community in a remote team, you’re dead.” Other dilemmas centre on how to manage activity without being face-to-facewith your team and to what extent team members should look for commonapproaches as opposed to doing simply whatever works locally. According to Dr John Symons, lead tutor in leadership at Henley ManagementCollege, emotional intelligence behaviours such as listening, patience andsensitivity tend to make for more effective virtual and remote managers. Theseteams, by their nature, invite a less dominant, more consensual style ofmanagement, he says. “It’s something to do with the media, with allowingeveryone to have a say and to be reflective.” “We’ve all come out of meetings and said to ourselves, ‘I wish I didn’tsay that’ or ‘I could have been punchier’,” continues Symons. But in thevirtual environment, ‘even though the chairman of the meeting doesn’t catchyour eye, you still get your say.’ More efficient Symons maintains that hierarchies fade online and virtual working encouragesan environment free from race, age and gender discrimination. In many cases, itcan even be more efficient than the traditional office. Says Symons:”Remote communications such as e-mail allow people to be reflective,whereas face-to-face has more of a sense of urgency.” The remote environment may delay the process of decision-making, accordingto Symons, but it ‘teases out richer debate’ along the way. For an example of the potential offered by remote team working, consider therecent launch of Vodafone live! in 15 countries on the same day. The company’slatest consumer offering, Vodafone live! combines colour, sound and pictures toincrease the range of mobile services on offer to customers. The code for the software system which runs Vodafone live! comes from Japan,while other aspects of the product were developed in other countries. “Youwouldn’t get the scale in just one country to develop a product such asVodafone live!,” says Nick Holley, Vodafone’s group director of leadershipdevelopment. “Remote team working allows us to develop ideas across the business andpool expertise rather than make it all come into the centre. It’s about gettingthe benefits of being a global business while still building on localcreativity and local understanding.” He continues: “This is about getting people to develop the sameproducts in different countries. It’s about co-creating things so we getownership of them as ‘ours’ not ‘mine’.” Effective remote and virtual managers are those who delegate whereverpossible and empower their team members. They also inspire a high element oftrust, says Jeremy Webster, a partner at training and skills developmentconsultancy MaST. Webster identifies four elements necessary for managers to build trust:openness about what is expected of your people; reliability so that you don’tmake promises you can’t keep or make unreasonable demands of your people;congruency in your actions so you don’t say one thing and do another; andacceptance of your people and their strengths. As with trust, many of the necessary ingredients to successful remote teammanagement apply to teams in a conventional environment as well. Says Hall:”It’s just that when we’re face-to-face we can get by without givingattention to it.” For Webster, it’s simple. “The remote teams that succeed are the onesthat know what they have to do, what they can do, and deliver according tothose strengths. And achievement is seen as common to all.” Case studyInformation flow feeds growthTwo years ago Kimberly-Clark launched its global Going forGrowth programme – restructuring its sales force to be customer-facing ratherthan regionally orientated following the growth of international retailers. “We now have multi-functional sales teams and along withthat restructuring, it made sense to develop European-wide systems,” saysChris Jefferies, Kimberly-Clark’s European business systems manager.He was one of a number of Kimberly-Clark remote and virtualmanagers to take part in training facilitated by consultancy Global Integrationlast year. Jefferies now leads a team of 22 co-ordinators – formally put inplace at the beginning of the year – across Central, Southern and EasternEurope who support the new centralised sales and support system. Jefferiessays: “The main challenge is to get the system understood and embraced andovercome the mentality which questions why we should adopt a new Europeansystem when the local ones were thought to be working fine.”He has planned a kick-off meeting for early March to bringeveryone together in one place to share experiences, introduce them to the newrole and understand their responsibilities. It will also include a module onremote working facilitated by Global Integration.Establishing a good information flow early on is critical, asis getting the team to sign on to a shared – European – objective, saysJefferies. “Working remotely makes it easier for people to go off ontangents and do what they think is right and what might be best locally, butwon’t necessarily be best from a European and a system point of view. Peopleneed to feel empowered to give input into the European system so they don’t gooff and adapt the system locally.”Case studyGoing virtual for the short termBayer Pharmaceuticals uses remote team working for short-termprojects to develop product education materials and sales excellenceinitiatives. The teams exist for up to 10 months and typically comprise sevenor eight people across a range of Bayer’s departments, such as product expertsor medical specialists, and in different parts of the world.Time and cost savings are a must, but Bayer accepts at leastsome face-to-face meeting is necessary, according to Claire Hutchins, a Bayertraining manager. “These are not classic teams working over the longterm,” says Hutchins. “But people still need to form as a team andsome face-to-face is needed if that is going to be achieved. Lack offace-to-face meetings means certain assumptions can take place about whatpeople are doing and how much they are contributing.”Bayer employees may be working on a number of these kinds ofprojects at any one time, on top of their everyday role. “The challengefor anyone co-ordinating a team is to manage people without having direct linemanagement responsibility for them,” says Hutchins.Ever present is the ‘what’s-in-it-for-me factor’, she says, andit’s best not avoided if the virtual team culture is to be fostered.Involvement has a number of benefits – not least early knowledge of newproducts the company is bringing to the market. “It broadens their mindsto be globally rather than locally focused, and it also forces them to networkmore. It increases their visibility in the organisation as well as enhancingteam working.”Top tips on integrated learningOnce your remote team is in place andoperating effectively, the final challenge is to get the learning and bestpractice that is taking place in different locations integrated across thewhole team for everybody’s benefit. Some practical ways to achieve this are:– Train new team members specifically in how to work remotely.Allocate them an experienced mentor– Get new team members to capture their learning, and then passit on to the next new person. This makes a good induction project for newpeople, but do get experienced people to quality check the material– Allocate specific time for learning during face-to-facemeetings. Whenever possible – even if just once a year – get together in oneplace and devote time to celebration, recognition and learningSource: Kimberly-Clark’s guide toRemote & Virtual TeamsMore informationGlobal Integration is offering a free practical guide to thekey challenges of managing remote and virtual teams to the first 25 readers whoe-mail [email protected] Previous Article Next Articlecenter_img Trackbacks/Pingbacks Related posts:No related photos.last_img read more

Better safe than sorry

first_img Comments are closed. Recentglobal events have highlighted the potential risks of infectious diseases suchas smallpox and SARS1. However, every day in the UK, many people are put atrisk of infection through their occupation. What role can vaccination play tominimise risk and where does the duty of care lie? By Dr Charlie EasmonRabiesvaccineBatsare known to carry viruses such as rabies or the equally fatal rabies-likeEuropean bat lyssavirus. However, the rabies vaccine protects 100 per centagainst the rabies virus and rabies-like viruses.Withthis basic knowledge, it would seem an obvious duty of care to ensure that allbat handlers, be they professional or casual, were vaccinated against therabies virus and rabies-like viruses.DavidMacRae was a licensed bat-handler who died an unfortunate, but media-intensive,death on 24 November 2002. Despite his line of work and a previous history ofbeing bitten by bats, he had never received rabies immunisation.Noblame should specifically be apportioned in the MacRae case, however, asdifficulties may have arisen because he was not a full-time employee.Thisraises very interesting questions about who should intervene to ensure casualstaff have the same level of protection as full-time workers.Apersonal view would be that the liability would still remain with the personwho gave them the final employment.Yellowfever vaccineTheMacRae case raises similar parallels to other situations where people may havethought the personal risk was low and did not warrant a vaccination. Forexample, a German cameraman acquired yellow fever infection while in Africa anddied.2 He had travelled to areas in which recent human yellow fever infectionhad not been recorded. However, his employer should have advised him to have anup-to-date yellow fever vaccine for his work in Africa.Thefallacy of the risk assessment may have been to forget that monkeys, as well ashumans, carry yellow fever. A lack of reported human infection does not mean ananimal reservoir does not exist and, in fact, no reported human infections maybe because of high levels of immunisation among the local population.Yellowfever is covered by the International Quarantine Regulations, which are takenvery seriously by authorities.3Theyellow fever vaccine must be administered by a specially authorised doctor (seebox, page 17) and lasts up to 10 years. It is the only vaccination thatrequires certification and is a legal requirement for entry into certaincountries.HepatitisvaccinesHealthcareworkers in the UK are protected from a predictable risk by routine vaccinationagainst hepatitis B.4 However, there have been cases where the follow-up ofhepatitis B vaccination has been so inadequate that it has led to infection ofpatients.5 Anotherexample of a problem area in OH terms has been public sector workers outside ofthe NHS, such as refuse collectors and police staff.Bothof these groups can be exposed to needle stick injuries in the course of theirwork. They may visit a drug addict’s home or clear bins where potentialityinfected needles have been thrown away. Given the very high levels of hepatitisB infection among drug addicts, this is a clear risk, in addition to the riskof hepatitis C and HIV.Mostlocal authorities in the UK have come to accept they should vaccinate all theirstaff who are at risk from hepatitis B, but then are unclear as to whether theycan get this vaccine free from GPs.Arecent debate on the internet raised several concerns on this issue.GPand vaccine specialist Dr George Kassianos’ interpretation is that GPs are notactually paid by the Government to give hepatitis B vaccination to anyoneoutside recommendations provided in the The Green Book (healthcareprofessionals, staff and residents of residential accommodation for those withsevere learning disabilities, occupational risk groups, inmates and thosetravelling to areas of high prevalence), and that it should be paid for by theagency, such as a local authority. TravelvaccinesBusinesstravellers represent another group being exposed to diseases they would notnormally encounter in their home country.Thereis a duty of care by the employer to ensure they are properly vaccinated, giventhe right advice and encouraged to use correct protective measures. There arenow some case-law examples where people have been sued for this level ofnegligence in terms of duty of care.6SummaryMakingsure the right advice and, where necessary, the right vaccination is given tothe right people at the right time is the key to efficient travel health andthe health of those working in specific occupations. Currently, the infectiousagents suffer somewhat from a lack of visibility, sparse research and lessexpertise.DrCharlie Easmon, has a special interest in travel medicine and occupationalhealth, and is the medical director of Travel Screening Services based at 1Harley St, LondonReferences1.Chan-Yeung M, Yu WC, Outbreak of severe acute respiratory syndrome in Hong KingSpecial Administrative Region: case report, BMJ, 2003; 326:850-22.www.eurosurveillance.org/ew/2000/000810.asp3.www.who.int/ith4.NHS Executive Addendum to HSG(93)40: protecting healthcare workers and patientsfrom hepatitis B, Leeds, NHSE, 19965.The Incident Control Team and Others, Lessons from two linked clusters of acutehepatitis B in cardiothoracic surgery patients, Communicable Dis Rep CDR Rev1996, 6: R119-1256.Easmon C, Health and safety aspects of business travel, J R Soc Health, 2002Mar;122(1):7-8Table1: Suggested vaccines for those at riskTheDepartment of Health recommends that healthcare professionals be vaccinatedagainst hepatitis B, influenza and have any other vaccine that will preventthem from contracting a vaccine-preventable disease.Theseare the additional occupations that may also be at risk of othervaccine-preventable diseases:HepatitisA–Staff in institutions for those with learning disabilities–Sewage workersHepatitisB–Mortician and embalmers–Police –Ambulance workers–Firefighters–Rescue services–Dentists and dental assistants–Sex workers–Staff in institutions for those with learning disabilitiesInfluenza–Office workers–Healthcare professionalsRabies–Zoo staff–Customs and excise officers–Government vet or technician–Animal quarantine staffForthose whose jobs involve travelling to at-risk destinations, yellow fever, hepatitisA, typhoid and tetanus vaccinations are recommended. Refer to the vaccinerecommendations for each country.Yellowfever vaccination centres in the UKEnglandSueDoran, Department of Health, Room 601a, Skipton House, 80 London Road, London,SE1 6LH020 7972 [email protected], Public Health Branch, Department of Health and Social Services andPublic Safety, Room C4.15, Castle Buildings, Stormont, Belfast BT4 3PP02890 [email protected], Public Health Policy Unit Branch 1, Scottish Executive HealthDepartment, 3E (South), St Andrews House, Regent Road, Edinburgh, EH1 3DG0131 244 [email protected], Public Health Division, National Assembly for Wales, Cathays Park,Cardiff, CF10 3NQ02920 823395Catherine.co[email protected]–Aventis Pasteur MSD, www.apmsd.co.uk–VIS (Vaccination Information Service), 01628 773737. A vaccination helpline runby highly-trained vaccine advisers–Department of Health guidance and support services for OH professionals,www.doh.gov.uk/healthandsafety–Public Health Laboratory Service, www.phls.co.uk–British Travel Health Association, www.btha.org –Royal Society of Tropical Medicine and Hygiene, www.rstmh.org–International Society of Travel Medicine, www.istm.org–The A-Z of healthy travel, www.travax.scot.nhs.uk–NHS Chief Medical Officer, Memorandum on rabies, February 2000, www.doh.gov.uk/rabies/memorandumonrabies/rabies.pdf–Department of Health, Welsh Office, Scottish Office Department of Health, DHSS(Northern Ireland), Immunisation against Infectious Disease (The Green Book),1996, London, The Stationery Office–Public Health Laboratory (Centre for Communicable Disease Control),www.phls.co.uk–Medical Advisory Service for Travellers Abroad, www.masta.org–Updated Immunisation against Infectious Disease (The Green Book),www.doh.gov.uk/greenbook–George C Kassianos, Immunization: Childhood and Travel Health (4th Edition),2001, Oxford, Blackwell Science Ltd Related posts:No related photos. Previous Article Next Article Better safe than sorryOn 1 Aug 2003 in Personnel Todaylast_img read more

Integrating success at local levels

first_img Previous Article Next Article Integrating success at local levelsOn 2 Dec 2003 in Personnel Today Comments are closed. Related posts:No related photos. e-HR in action: How Bristol City Council integrated its educationdepartment’s admin with its core HR systemIt is difficult to discuss any e-HR initiative without the word‘integration’ cropping up. Whether it is integration with payroll orintegration with information from a legacy system, each presents its own set ofchallenges. Gill Wilmott, team leader of HR information systems at Bristol City Council(BCC), who has just spearheaded the authority’s move to integrate its educationdepartment personnel administration into its core HR information system (HRIS),is an old hand at surmounting such problems. “It’s just the latest in a long line of challenges that we haveundertaken within the HRIS team and there are plenty more waiting for us,”she says. The project took three months and involved 180 schools. It required not onlyinterfacing the current Workforce HR system, from supplier Intellect BusinessConsultants, to the outgoing Schools Information Management System (SIMS), butalso incorporating the Government’s statutory performance indicators forschool-based staff. Added to that, it needed the necessary reporting ability toshow that BCC could demonstrate best value at every level in line with theGovernment’s accountability demands on local government. BCC is one of the biggest users of the Workforce HR system in the country,with more than 20,000 records and 450 users. It was first implemented sevenyears ago and has grown to handle the council’s evolving HR requirements, whichwill take in full-blown self-service HR next year. Wilmott has been involved since the early days. To ensure a smoothtransition for the education department, her team built a dummy structure onthe system based on the various school types. Then, a selection of positionswere created for each location, including a set of standard terms andconditions in each case. Using the council’s SecureNet intranet, individual employees were loadedonto the system on a school-by-school basis, ready for the interface from theSIMS system to Workforce HR, which was customised for the education departmentby Intellect. “This presented us with perhaps the biggest challenge,” explainsIntellect’s managing director Peter Cullum. “The department was used tothe old system and we wanted them to to feel comfortable using the newone.” Cullum says this type integration is common in implementations in the HRsector where there is a requirement to link into third-party products, such astime and attendance systems. “We want to get to a stage of true integration and that doesn’t mean asystem that updates overnight. True integration means when new data is enteredor changed, it updates on the core HR system,” Cullum says. Wilmott says that some working practices had to change to fine-tune theintegration, and her team worked closely with the education department’scustomer services officers to achieve this. “We have been able to use the interface for a variety of tasks. Itenables us to take indices [such as weighting tables] from other systems intoWorkforce HR automatically, which makes the task of integration much morestraightforward,” she says. The Workforce HR system carries out all aspects of the central HR reportingfunction and features e-recruitment and training facilities, and is nowpreparing for the self-service initiative. The day-to-day running of the system is carried out by Antony Weeks andKelly Ville, both HR information officers. Weeks is also involved in managingthe division’s intranet site, which will be central in the shift toself-service, while Ville is closely involved in ensuring consistent trainingpractice across the council. The Workforce HR training module will soon go live, which will allowemployees to apply for training courses online. The team also runs a helpdeskand regular user groups to encourage two-way communication about the system andpractices. Cullum says having such a team in place is essential to run a project likethis and adds that a new breed of HR professional is emerging who is keen to beIT savvy. To find out how Microsoft UK goes about tackling the productivity paradox GOTO www.personneltoday.com/featureslast_img read more

International HR: recruitment trends

first_imgInternational HR: recruitment trendsOn 25 Nov 2008 in France, Personnel Today As budgets are squeezed in the economic downturn, many global organisations are facing difficult recruitment challenges and searching for more cost-effective and innovative ways to fill job vacancies.Few of us were surprised when one of the most powerful men in the UK, the governor of the Bank of England, confirmed in October that we’re on the brink of a recession. Mervyn King admitted that our banking system had come closer to collapse than at any time since the beginning of the First World War and that the UK is facing an extended and painful downturn.But it’s not just Europe and the US that are affected. As recruitment budgets are stretched tighter, many global organisations will be looking to find more cost-effective and innovative ways to fill job vacancies. Eric Lochner, managing director of Kenexa (Europe, Middle East and Asia), a global recruitment and retention specialist, says: “HR directors are trying to understand what the recession means for their business and strategise accordingly. This market upheaval and lack of visibility affecting all sectors. We’re in a state of unknown.”Despite the precarious nature of the economy, the majority of businesses across the globe will still be looking to recruit, experts predict, especially in growing economic areas such as the Middle East. And the downturn in the UK and the US could actually trigger a surge in international recruitment as jobseekers consider relocating to a different country to find work.Global job hopEconomist and founder of consultancy Business Economics, Bryan Finn, says: “Employers are cutting back on budgets but there are more applicants than ever, so lots of HR professionals will see an increase in their workload.“There’s also much more appetite for going to work overseas and the upsurge in technology has meant it’s easy for multinationals to recruit on a global basis.”Some emerging economies are finding that the financial crisis in Europe and the US could actually work in their favour when it comes to recruitment.Lochner explains: “Companies will take talent from anywhere in the world if they can get it. Countries like Dubai are, in some ways, taking advantage of the downturn by recruiting skilled managerial professionals they wouldn’t necessarily have been able to before.”Skills shortages in certain geographical areas, such as India and China, and in some industry sectors, including mining and engineering, could also play a part in the global job-hopping trend. Stephen Dixon, global head of talent at Dufry Management, a retailer based in Switzerland, points out that it can be much easier to get a senior level job in certain countries.“In Europe, we’re still very focused on skills and using traditional recruitment methods and processes,” he says.“But employers in places such as Dubai are much more open and look at what experience you can bring to a role rather than just the skills you have.”Dixon believes that employers need to adapt their recruitment processes to match the attitudes and expectations of the next crop of graduates.“As Generation Y workers [those born in or after 1980] start to enter the workforce, recruiters are going to have to be more attuned to job hopping,” he says. “Lots of UK employers are still measuring the wrong metrics – such as cost and turnover rather than the time it takes to deliver and bring someone on board. But more and more young people are looking to move jobs every 18 months or so now. And if you have a natural turnover of 30% you’re probably going to get lots of new ideas and a fresh perspective.”Carl Gilleard, chief executive of the Association of Graduate Recruiters (AGR), says one of the major challenges for employers over the next 12 months will be sifting through hundreds of applicants to find the best people. The danger, Gilleard believes, is that students will start panicking about getting a job after their finals and apply for anything going. For employers, it will be a case of getting the numbers down.“Companies certainly aren’t going to suffer with a lack of applicants, but there won’t necessarily be enough jobs to go around. The ratio of graduate applicants to jobs this year was 30:1 so it’s going to be a major challenge to work out who and how best to recruit next year,” he explains.“The graduate recruitment market almost came to a halt in the last big recession in the early 1990s, but hopefully it’s not going to be the same this time and businesses won’t start closing down recruitment programmes and cutting back. We’re holding our breath,” says Gilleard.Online approachFortunately, the rapid development of Web 2.0 technology will help recruiters manage the onslaught of applications. Gilleard estimates that at least two-thirds of UK employers have an ‘online only’ recruitment policy and believes the rest will eventually follow.“There’s a greater emphasis on employers to be more transparent about their recruitment processes and what they’re looking for and an online approach enables them to do this,” he says.Finn points out that it is almost impossible to underestimate the impact of the online revolution on a global level. “Technology has had a huge impact in terms of security and flexibility,” he says. “It helps employers sift through masses of applications and get the right candidates.”And the surge in social networking sites is also playing a big part in screening job applicants before interview, says Lochner.“It’s fairly common to check candidates out on social networking sites such as LinkedIn and it’s certainly something that managers in the UK, US and Western Europe are doing,” he says.However, although it may seem as though e-recruitment is commonplace now, the UK is still significantly more advanced in this area than many other countries. Lochner explains: “Everyone thinks e-recruitment is pretty well ingrained, but it’s actually not. Only a very small percentage of the working population uses online recruitment. In China, for example, recruitment is still very much a paper-based activity.”On a global level, employers are using a range of recruitment methods, from the more traditional (filling in an application form and carrying out an interview) to the novel. In Spain, for example, some companies use instant messaging to attract new candidates – jobseekers see the company’s billboard and text their details if they like the sound of the role. In India, meanwhile, prospective jobseekers enter their CV data and answer screening questions in specially designed kiosks.The army is also becoming increasingly innovative in its recruitment methods and is targeting new recruits with interactive computer games. Aspiring soldiers in both the UK and the US can take part in virtual conflicts and role plays via a website.But do these innovative recruitment methods mean the old-fashioned face-to-face interview is being slowly phased out? Apparently not.The human factor“Lots of companies I speak with are still very active in terms of face-to-face recruitment as there is still a need for the human approach,” Gilleard says.“Employers are also using real case studies of people who are already doing the job, both online and at recruitment fairs. They can tell people about the role and what’s expected of them,” he adds.Lochner believes that, ultimately, there will never be a substitute for face-to-face interviews. “I can’t imagine that face-to-face interviews will ever not be important,” he says. But how long it will take the UK and the US to recover from this recession is still open to debate.Finn says: “Very few people understood just how bad it was going to be after the housing downturn in the US and the Northern Rock crisis. We’re in paralysis.”“It’s obviously more acute in the UK and the US, especially within the banking sector, but we have quite a flexible labour market and we should bounce back fairly quickly. We don’t have the legislation overhang of other European countries – such as France and Italy, which are notoriously bureaucratic and can slow things down. Hopefully that won’t be the case in the UK,” Finn adds.Employee confidence across the globeAlthough they may not necessarily be recruiting, and despite the economic downturn, most UK workers (67%) still have faith in their employer, according to research by global recruitment consultancy Kenexa. The company assessed employees’ organisational confidence both internally and externally. The study included 16,000 employees from 12 countries, 1,000 of which were from the UK.Two-thirds of UK employees (67%) believe their employer will remain buoyant, but employees in India have the highest level of confidence at 81%. US workers came second at 76%, followed closely by Brazil at 75%. Russia and Canada are also reasonably optimistic, with 74% of employees in both countries remaining confident. Japanese employees have the lowest level of confidence at 46%. Previous Article Next Article Comments are closed. center_img Related posts: 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…last_img read more