Debate on safety for drivers

first_imgOH professionals’ opinions are concerned on whether employers should takegreater responsibility for their drivers at workOccupational health professionals are being urged to join in a debate on thebest way to manage safety issues for those driving or working on or besideroads. A discussion document has been issued by the Work-related Road Safety TaskGroup, an independent body set up by the Health and Safety Commission and theDETR. It is seeking views on whether employers should manage at-work road risk inthe same way as other OH safety risks, or whether there should be a specifictest for occupational drivers. The document, Preventing At-Work Road Traffic Incidents, sets out what aroad risk management approach might encompass, and is looking for comments onhow best to encourage employers to put measures in place. It is also looking at the balance that has to be struck between theresponsibility of employers to manage road risk and the duties of drivers andthose working on or near roads to do so safely. Independent research by the Health and Safety Executive on behalf of thetask group has concluded that between 25 per cent and more than 33 per cent ofall serious road traffic accidents involve someone at work. Richard Dykes, chairman of the task group and group managing director ofmail services at the Post Office, said: “The estimate that up to athousand people die on the roads in incidents that are connected to work isstartling.” An HSC spokeswoman added it was “quite crucial” that OHprofessionals got involved in the debate at an early stage . The discussionperiod will last until May 25. Those wishing to comment should write to The Task Group Secretariat, Healthand Safety Executive, SPDA2, 5SW, Rose Court, Southwark Bridge, London SE1 9HSor telephone 020 7717 6841/6340/6059 or e-mail [email protected] Related posts:No related photos. Debate on safety for driversOn 1 Apr 2001 in Personnel Today Previous Article Next Article Comments are closed. last_img read more

Making experience count

first_img Comments are closed. Making experience countOn 1 Jul 2001 in Personnel Today Training professionals are under pressure to build outdoor training into amore holistic approach – and call it experiential learning insteadGone are the days when attending an outdoor management training course meantdonning fatigues, marching up rain-sodden mountains and munching Kendal mintcake. Mistakenly seen as a holiday to half the management population andtorture to the rest of us, training managers were finding it harder and harderto justify the expense. So different is the market now, few suppliers or buyers of outdoor trainingeven describe it as such. Now it’s experiential learning, which the expertstell us could be indoors, outdoors – or, as the new jargon has it, “neardoors”. Don’t be fooled, says Steven Taylor, director of training with LakesideManagement, the outdoors is still a popular medium for teambuilding andleadership training and with good reason. “It’s a great way of spendingtraining resources because the effects are immediate and lasting,” hesays. But he too admits its use has changed. In the old days, outdoor courses wereabout taking people out of their working environment and giving them achallenge. “Now what firms want is an holistic approach to training thatinvolves body, mind and spirit,” Taylor says. And this means finding time to reflect on and discuss the activities. The outdoors, he says, is ideal for this approach to development. “Thevery nature of the outdoors experience is reflective, you can’t help but talkabout it, so what we have done in the last few years is formalise thatprocess,” he says. Proving value At the same time – as with all training – suppliers using the outdoors as avenue are having to prove its value to the business. Fifteen years ago, companies were only interested in the old task, team andaction model of leadership – what was important was getting people up themountain, even if it meant breaking their spirit in the process, explains ChrisGoscombe at airline EasyJet. “Now we have a fourth circle around these three and that’s environment,which enables us to relate training and development back to theworkplace,” Goscombe says. Suppliers such as Impact and Brathay have also noticed this change.”Training departments have had to respond to the pressure of showing whatvalue they are adding to an organisation. “They are always concerned to put the context of their organisationinto what we do for them,” says Jonathan Lagoe, business developmentmanager with Impact. “And we are required much more now to say how what wedo will improve a client’s performance,” he says. Aligning competencies Usually this means aligning their training to a company’s managementcompetencies. “It’s comforting for the accountants, who can see what they are gettingfor their money,” Lagoe says. This trend also reflects the changing nature of training as a function.Budgets are being devolved down to line managers and in some cases toindividuals, leaving training departments struggling for a role. The best have grasped the nettle and are turning themselves into internalconsultancies. “Training departments are moving away from the old administrative roleof putting people on courses, and are becoming advisers,” Lagoe says. Theyassess the organisation’s training needs and research possible trainers. Some companies are taking this further and drawing up lists of approvedsuppliers, which anyone who is buying training must stick to. “Most of our big clients are saying that they have to narrow theirsuppliers down from 200 plus to 15, 20 or 30,” Lagoe says. Supplier route Gill Brewer, client communication manager at Brathay, maintains that thegrowth of company intranets will further boost the preferred supplier route.Managers will be able to log on to the HR system, find the list of suppliersand click on the hyperlink straight to a website or booking form, Brewer says. It means that organisations like Brathay are having to work hard to be surethey are on the right lists. “It’s not about the door being closed, butabout really proving yourself to get on,” Brewer says. However, it’s a move that is coming primarily from company accountantslooking for a cheaper deal and training managers are not very keen. “Ourown research shows they are concerned that it will take away an element oftheir judgement,” Brewer says. EasyJet’s Chris Goscombe and Jonathan Wainwright from the Halifax agree.”It would be far too restrictive,” Wainwright says, while Goscombesuggests it would prevent training professionals snapping up that new ideaaround the corner. Many of the changes that have taken place in outdoors experiential trainingare positive. But there is some regret among the training community that the tighteninggrip of finance departments is limiting its potential impact. “Surely there has to be an advantage in saying training should bevaluable in its own right,” says Lagoe. Case studyEasyjet prepares for take-offChris Goscombe, head of people and organisational development at budgetairline EasyJet, is a big fan of using the outdoors. “The outdoors is the most stimulating of the experiential learningtools – it’s very powerful. I’ve used it as a line manager and now I propose itto others,” he says.”It doesn’t have to be about pushing yourself to the limits. “Often it is about exploring what those limits are, but you don’t haveto reach them.” EasyJet recently used Impact to provide leadership training for itsdispatchers.These are the men and women who organise the logistics of a flight on boardthe aircraft – saving a few minutes off the turn around of flights can save theairline huge sums of money. But it’s a complex job that involves working with many different people whodon’t necessarily share that precise agenda. The training Impact providedinvolved a variety of exercises – not all outdoors – that reproduced thesechallenges, without simulating the workplace.”We were removing the context of work from people and enabling them tosee things in a different way,” Goscombe says. “Often the context of work gives you an excuse for not doing things –but in experiential learning, there is nowhere else to go apart from yourselfand the people you are working with. You can’t just say, ‘Oh the IT people arealways like that’,” Goscombe explains.However, it didn’t necessarily work for everyone. “Some werebrilliantly enlightened by the experiences,” Goscombe says. “Those who weren’t, we need to manage and treat almost as if they havenever been on the programme. These people need the context of work.”Case studyAn added extra from the halifaxIf you’re a graduate trainee with the Halifax, you will almost certainly getthe chance to battle with the elements as part of your management training.”We’re quite conventional about it,” says Jonathan Wainwright,management development consultant at the Halifax.”We use some high impact exercises, which we then review. Our graduateswon’t have had a lot of experience of working in organisations or working as ateam and this is a safe and supportive way of looking at leadership and workingtogether.”However, when it comes to the bank’s leadership development programme, theoutdoors is far more important for its inspiration than the challenge itoffers. The programme is designed for senior managers with exceptionalpotential and about 36 people are taken on each year. There are five modulesand two of them take place at Brathay. Participants spend their first few days on the programme at Brathay gettingto know each other. They go back several months later fora fourth module onleadership. “We’re more interested in Brathay for the quality of its facilitatorsand the environment it offers rather than the outdoor activities,”Wainwright says. “Senior management development is about building people’sself-awareness and understanding of their own values and beliefs. They get thisfrom reflection and dialogue with each other.”There are experiential exercises built into the Brathay modules that providea focus for discussion – and this may happen to be outdoors. “We’re nottoo concerned with the content of the activities any more, or whether or notour managers can climb a rope,” Wainwright says. “We’re onlyinterested in whether or not exercises foster an environment that leads peopleto talk.”Nonetheless, there are the opportunities for managers to climb ropes or rowboats if they want – but these are extra-curricular activities. “And it’snot the rowing that’s important, it’s the shared experience,” Wainwrightsays. Related posts:No related photos. Previous Article Next Articlelast_img read more

After the attack

first_imgAs businesses around the world grapple with the repercussions of the eventsof 11 September, one US-based global executive gives his personal view of thestrategic issues arising for HRThe events of the 11 September terrorist attacks on the World Trade Centerwill have a long-lasting effect on the workplace, especially on businesses witha global scope. Many of those businesses have headquarters in the US; many ofthose business people are Americans. They are US citizens who have suddenlylost the extreme level of comfort that comes with living here. We have beenisolated from terrorist threats, while other world centres have grownaccustomed to them. There are several key strategic issues for HR arising from this whichinclude looking at changing needs for senior executives, global mobility anddiversity issues. At some point, senior managers and salespeople with global remits will haveto get back on a plane. It is fully expected that they will be able to getthemselves back through the cabin door. The real issue will be whether they canget their families and friends to rationalise the risk. I was speaking with Tom Mathews, the vice-president HR at AOL Internationalshortly after that terrible day. He was due to fly soon, a situation he wasfine with. The real issue was explaining to his wife, and especially his twochildren, that what they had seen on TV would not happen to their father. Maybe what companies should do, as well as focusing employment assistance programmeresources on counselling staff and getting managers back on the road, is toensure that the families of these travellers are understanding and supportive.What happens when a senior executive is suddenly no longer able to fly – notbecause of his concerns but because a child having nightmares or a crying wifecauses him to back away from his work? How many senior execs or salespeople might be lost because of now verylegitimate family concerns? What impact might this have on carefully reviewedsuccession plans? Then there is the issue of global mobility. In the US at least, we seem atlast to be developing a strong cadre of global managers. These are people wecan deploy worldwide who have the skills and competencies to transfer theirexpertise into other countries and cultures. The slowing economy notwithstanding, we may see a slowing in expatriateassignment starts, especially to emerging markets. Some of this will be costcontainment, some might be just trying to find people who will go. There will,of course, be heightened family issues, again raising the importance of robustselection procedures. Barry Kozloff, Selection Research International’s managing director, says hestill views pre-assignment assessments as key to predicting success. Families,he points out, must be realistic about where they are going and what the risksare, including the travel components. These were important aspects of selectionbefore but these have been heightened by the atrocities of 11 September. Ourbusinesses depend on having the right people in the right place – what impactwill this have on HR’s ability to deliver on this remit? One positive offshoot of this may be that US companies will focus more ondeveloping senior managers worldwide and less on the expatriation of Americans.At the same time it will raise new questions for managers being sent onassignments to the US. Previously, the US would hardly be characterised as ahardship assignment; now that we are a clear and current target, perceptionswill change. Finally, how does this impact on our many diversity initiatives? In the US,we are working hard to ensure we have embracing and retaining workenvironments. Suddenly, however, as a culture, we have painted the devil on thewall for a specific subsection of our minority staff. How do we preach andengender inclusivity while headlines are so riveting? Newspapers are filledwith mug shots of the hijackers, all clearly Middle Eastern in descent. In the US, by law, we have to allow Muslim (and any other employees) to praywhen they need to. Might workplace sentiment cause a chilling effect on thiskey right – to worship? With all the limited information, but vivid newscoverage, how does HR ensure we can continue to guarantee this right? At anoffice of a telecoms company here in the Washington DC area, severalcontractors cheered upon learning about the attacks. How does the companyprotect those people? The phrase, “everything has changed now” keeps recurring in themedia here. It is very true, especially so for HR. There is a terrificopportunity here for HR to demonstrate how the function impacts on thebusiness. We can play a pivotal role going forward in guiding our CEOs and seniormanagers to ensure business gets back to normal as fast as possible. This will,though, require us to move as fast as events unfold – we had better be up toit. By Lance Richards who sits on the SHRM Global Forum Board of Directorsand the Editorial Advisory Board of Personnel Today’s sister publication,globalhr On a wing and a prayerHow Lance Richards, a global exec, got on an aeroplane againLess than two weeks after 11September, I was invited to give the keynote address to about 500 HRpractitioners at the Kentucky State SHRM conference. But first I had to get there– and that meant flying.Security in US airports has never been comparable to thoseoverseas. From my travels, I had grown used to seeing uniformed soldiers withautomatic weapons or dogs in most airports. A two-hour check-in is standard inmost places abroad – never in the US. That is going to change now.After working my way through the long queues at security andthe gate, I headed to the deli for a sandwich. I surveyed the restaurant,ashamed at myself. I am a good HR professional but I found myself scanning thecrowd. Look what this has done to me – I was engaging in the worst sort ofracial profiling.  Once aboard, I opened my magazine, then put it down. And I wasnot the only one – everyone on the plane was looking straight ahead. As agroup, we were all mentally reviewing every passenger who stepped into thecabin.  There was an almost palpable sigh of group relief when thecabin door was closed. No-one who had boarded the plane looked like a hijacker,whatever one looks like. And I wasn’t the only one thinking this, as I lookedaround and saw dozens of heads lean forward, now able to start their reading.The pilot revved the engines, and we hurtled down the runway.As the plane lifted off, the prayers all around me were so fervent, I swear Icould hear them. After the attackOn 16 Oct 2001 in Personnel Today Comments are closed. Previous Article Next Article Related posts:No related photos.last_img read more

I need advice on graduate training

first_imgI need advice on graduate trainingOn 20 Nov 2001 in Personnel Today Comments are closed. I am in my final year studying towards a degree in HRM and expect to get a2:1. I am aware of the fierce competition in the graduate labour market, sohave started my job search early. However, I am finding the availability ofgraduate training in HR very sparse. Could you advise me of companies thatoffer a solid training programme for graduates in HR? Jo Selby, director, EJ Human Resources Some organisations offer graduate training programmes in HR, but they arefew and far between, so the competition is intense. You are wise to startsearching early, as many graduate programmes have early closing dates forapplications, many of which are pre-Christmas. Your university careers servicewould be the best place to go, as it will be able to point you in the rightdirection. A graduate training programme is not the most usual route into HR. Mostgraduates join an organisation as an HR administrator, enabling them to a gaina grounding in the function. To secure a role such as this, register withrecruitment agencies after completing your finals. In the meantime, any generaladministration experience will be beneficial. Clive Sussums, recruitment consultant, Malpas Flexible Learning You deserve praise for commencing your job search as early as possibledespite the pressures involved with your final year studies. I know from my ownexperience how difficult it is achieving this job search/study volume balancein the final degree year. The competition for graduate training places is particularly fierce thisyear due to reduction in intake by most companies and the economic situation.It will be difficult to find graduate training schemes that specifically focuson HR. Companies frequently recruit graduates with a view to resourcing rolesin various functions including HR. Many programmes will concentrate more onyour chosen specialism in the second year of employment. It would be sensible to contact all the major employers in the UK who arelikely to have well-established graduate schemes. It would also be useful tocontact medium-size FTSE 250 companies as there may be opportunities there.Companies may not have specific graduate training programmes but recruitone-off graduates for HR from time to time. Peter Lewis, consultant, Chiumento It is great that you have recognised the need to get into your job searchingearly. It is also true that a degree does not guarantee you a job, so you needto be meticulous in covering the different avenues. First stop is the “milkround” graduate selection scheme, whichinvolves larger organisations with structured programmes – both generalist andspecific to HR. Contact the careers service at your college to find out whichemployers are participating – it could even be worth applying to employersvisiting nearby colleges. Secondly, use your careers library to research organisations to write todirectly. Smaller firms often do not have a full-scale graduate recruitmentprogramme, but they may still offer training opportunities and there is likelyto be less competition for these positions than there is on the high-profilemilk-round. The CIPD is a further source of advice on formal graduate trainingprogrammes. If you have a year’s work experience as part of your degree, you could alsobe of interest to the HR recruitment consultants. Getting your first job is going to be a challenge, but you have alreadystarted well. Related posts:No related photos. Previous Article Next Articlelast_img read more

Smiths redeploys staff

first_img Comments are closed. Smiths redeploys staffOn 19 Mar 2002 in Personnel Today The Smiths Group is trying to minimise redundancies by redeploying staffwherever possible in the UK after it announced plans to cut 1,450 jobs. In total, 1,200 of the job losses will be in the UK, with the creation of450 new roles in plants in various countries where labour costs are cheaper. HR director at Smiths, Anne Minto, told Personnel Today the company istrying to redeploy as many staff as possible across its plants when vacanciesarise and is encouraging employees to take voluntary redundancy. The company, which has sent out letters to all employees who may beaffected, has set up a jobs section on the company’s website to help those maderedundant find new jobs. It is employing consultants to advise people on careeroptions. Minto said: “It’s a tough period but there are some positive thingsgoing on. Smiths has won a $1bn contract with Boeing which will maintain manyjobs.” The move, which follows cuts of 1,600 announced earlier in the year and thetransfer of 450 jobs to Mexico and the Czech Republic, comes after the firmposted an 11 per cent fall in half-year operating profits. A plant inBasingstoke, which employs 80 people, will be shut and the rest of the jobswill be cut from the group’s 50 plants across the UK. Related posts:No related photos. Previous Article Next Articlelast_img read more

Outsourcing helps BAe to cut HR costs

first_imgBAe Systems has significantly cut costs while improving service and its ITcapability since it outsourced its HR function a year ago, delegates heard. Alan Bailey and Richard Houghton of HR services company Xchanging, BAe’soutsourcing partner, believe good progress has been made in the 12 months sincethe two company’s agreed an £800m, 10-year deal. Houghton said Xchanging had helped BAe achieve a 10 per cent saving in HRcosts and a radical improvement in service in a number of key areas includinggraduate recruitment, international assignments and pensions. More than 500 BAe HR staff involved in transactional roles transferred toXchanging under TUPE regulations. Almost 200 HR business partners andspecialists will continue to drive the BAe’s strategy and policies andindustrial relations has also been retained within the company as this is seenas strategically important. Working from two centres in Farnborough and Preston the outsourced HR staffprovide services for training and development, remuneration and benefits,recruitment and international assignments. Most of the services are available via a self-service people portal on thecompany’s intranet, which is used by 43,000 UK-based BAe staff. The intranet has also been used for the successful introduction of thefirm’s global performance management programme for its top 6,000 managers,including an online peer review element. Xchanging has already spent £6.5 million in upgrading BAe’s IT systems, withnearly £14 million of further investment in this area in the pipeline. Previous Article Next Article Related posts:No related photos. Outsourcing helps BAe to cut HR costsOn 21 May 2002 in Personnel Today Comments are closed. last_img read more

Euro communications laws will lead to HR revolution

first_imgEuro communications laws will lead to HR revolutionOn 21 May 2002 in Personnel Today Previous Article Next Article The forthcoming European law on information and consultation is going tocreate a revolution in employee relations in the UK, according to the head ofHR legal at law firm DLA. From 2005, large employers will have to consult with staff before making anydecision that affects employment levels or the structure of how work isperformed. David Bradley warned delegates that employers will not be able to pay lipservice to the new legislation, with it including a requirement to providestaff representatives with detailed information over any business change. There is also an obligation to perform ‘effective’ consultation, where theaim is to reach agreement. It also has to be ‘timely’ and involve seniormanagement. Bradley believes that it will prompt many firms to set up workscouncils. “This is going to change the way we communicate with employeesforever,” he said. Punishment for breaches of the new law are likely to be based on existingEuropean Works Council legislation, which can lead to fines of up to £85,000. At the Legal Update in Euroland seminar, delegates were told there will bean exclusion clause with employers not having to consult if it would create‘serious prejudice’ against the organisation. “There are going to be a lotof big fights over what prejudice really is,” said Bradley. He warned that the TUC is campaigning for injunctive relief to be includedin the Government’s interpretation of the directive, which would allow unionsto stop firms’ decision-making processes in their tracks and force them toconsult further with the workforce. Related posts:No related photos. Comments are closed. last_img read more

HR to play critical role in changing NHS

first_img Previous Article Next Article Comments are closed. HR to play critical role in changing NHSOn 6 May 2003 in Personnel Today This year promises to be a time of huge change for the NHS as the Agenda forChange programme beds in. Government plans to give top-performing trusts morecontrol over budgets and management by awarding Foundation Trust status alsomean significant new people management challenges for healthcare HRprofessionals. NHS HR director Andrew Foster explains why he is optimistic thechanges will be beneficialQ. How will the Agenda for Change programme boost retention andrecruitment? A. It will do so in a number of ways. First of all, and quite simply,it puts more money into pay, and there is a well-understood economic model; themore money you put into pay, the more attractive jobs are. So that in itself ithas an impact on recruitment and retention. Also, what we are trying to achieve with Agenda for Change is much bettercareer opportunities for staff. There is no longer the expectation that you geta job in the NHS and that’s it, that is your job. What we are trying tounderpin with the agenda is this ‘skills escalator’ concept. The idea thatwhatever job you do, we will support you through learning, to acquire theknowledge and skills necessary to take you to the next job. The idea is to encourage people to take on more responsibility and pay themextra for it. Although part of the logic is that contented staff are bettermotivated and more productive, it also uses the skills in the health servicefar more effectively. Q. Is there a danger that Foundation Hospital status could create atwo-tier health service, at least in the short term? A. The Foundation Hospital approach is a process intended to raiseeverybody’s standards. I think there is some fear that, in the early days,there are going to be 20 or 30 foundation hospitals and the rest will be theNHS. If this was the case, then by definition, you would have had two differenttypes of NHS. But really, what the secretary of state has made clear is that there are afew people who are ready to go into this status quickly, and we want toencourage others to raise their game in all the areas necessary so they too canbecome foundation trusts. Eventually, foundation trusts will be the model. Q. Is there not a danger that trusts without foundation status will findit harder to recruit? A. There is a risk of that, and we will be operating a series ofsystems to try and minimise the effect of that. I think it is inescapable thatif hospital A is super-duper and hospital B is said to be struggling a bit,then if you are a nurse looking for a job you will be more attracted tohospital A. We can manage that to some extent by requiring local employers toco-operate with each other. We would make sure you wouldn’t have prices goingup against each other. Q. When you spoke at the Association of Healthcare Human Resource Managementconference in October, you mentioned plans to create an HR development centre.How much progress has been made on this, and what will it deliver for the NHS? A. We have appointed Dean Royals, who is ex-deputy-chief executive ofan NHS trust, as head of our capacity unit. The capacity unit’s job is to increase the numbers, the quality and thecapability of people who work in HR management in the NHS. This, by extension,will raise the quality of people management and general management in the NHS. [Royals] is setting up that unit with a budget that will grow over the nextthree years. And this will be partly to commission extra training and partly toidentify gaps in the system at the moment. It is really to introduce a muchmore systematic approach so we can develop the appropriate types of trainingfor people when they are recruited, and then as junior managers, seniormanagers, and all the way through. Q. You also highlighted the possibility of introducing an NHS-widebalanced scorecard to be piloted this year. When is this likely to go live? A. Last year, we produced a strategy for the workforce in the healthservice. It has two primary objectives. One, to get more staff into the NHS,because we are trying to recruit at the rate of about an extra 50,000 people ayear. And second, it is about working differently. That means reorganisingservices and jobs around patient needs. We have four strategic pillars to do this. One is by making the NHS a modelemployer; the second is by offering a model career; the third is by improvingmorale, and the fourth is raising capacity, and that is really the strategy. We want to launch the scorecard at our major HR conference in June and testit during next year (2003 to 2004), so it will be non-obligatory, but somethingwe will trial because clearly there are some fairly subjective judgementsthere. Then in the next financial year, this will become the system that measuresthe contribution of HR. It will be an element of the overall performance review– the star rating. Q. At what stage of development is the NHS University? And what impact doyou hope it will have on workforce training and development? A. It is due to start properly in November this year. The NHS Universitylaunched its consultation plan last autumn. I think the initial vision is a body that can extend learning to areas thatare arid at the moment. For example, we spend a huge amount on medicaleducation, and less on porters and cleaners. In supporting the concept of a‘skills escalator’, we need to be encouraging the porters and cleaners tobecome healthcare assistants, and the healthcare assistants to becomeregistered staff. In due course, I think the university aspires to be an umbrella for learningin the whole NHS. It won’t be a bricks and mortar university, but will look atother ways of learning – using workplace learning, learning at home,e-learning, and formal training. Q. How is the NHS implementing flexible working? A. I think the NHS is the best large employer in the country forflexible working. We introduced a strategy called improving working lives three years agowhich is now biting in every corner of the NHS. Virtually all staff should havethe opportunity to help control their working hours. Surveys show that at least80 per cent of staff are given the opportunity to work flexibly. Andrew Foster’s CV– 2001 – HR director, NHS– 2001 – Chairman, Wrightington, Wigan and Leigh NHS Trust – 2001 – Member of the North West Region Modernisation Board– 1999 – Human Resources policy director, NHS Confederation – 1996 – Chairman, NHS Confederation HR Committee– 1996 – Chairman, Wigan and Leigh Health Services NHS Trust – 1992 – Chairman, West Lancashire NHS Trust Related posts:No related photos.last_img read more

Civil servants set to rebel over below inflation pay offer

first_imgAs many as 100,000 civil servants are set to go on strike this week with thecourt system, passport control, benefits offices and pensions all facingdisruption. Members of the Public and Commercial Services Union (PCS) have voted infavour of industrial action in five government departments after being offeredbelow-inflation pay rises. Department for Work and Pensions and Prisons Service staff have alreadyindicated that if there is no prospect of a negotiated settlement, they will goahead with strike action on 29 and 30 January. At the time of press, senior union officials in the Department forConstitutional Affairs, the Home Office and the Treasury Solicitors Office,were meeting up to decide what action to take following the outcome of theballots. PCS general secretary Mark Serwotka, said: “This is not a decision ourmembers have taken lightly. We have come up against increasingly belligerentmanagement in a number of departments who seem hell-bent on driving down pay. “We are not talking about runaway pay increases,” he adds.”We are talking about money which is there, money that can start to dealwith the endemic problem of low pay in the civil service.” Previous Article Next Article Civil servants set to rebel over below inflation pay offerOn 27 Jan 2004 in Personnel Today Comments are closed. Related posts:No related photos.last_img read more

Senior HR execs discover board still out of reach

first_img Previous Article Next Article Related posts:No related photos. Of the 80 delegates surveyed, just half had made it to themain board, while 45 per cent were on the operational board. Some of the challenges they face include: HR still beingseen as ‘soft and cuddly’ rather than hard and business-focused; the professionbeing obsessed with its perceived status; HR’s inability to decide what to callitself; and finance, sales and marketing staff regarding HR professionals as‘jobsworths’, adding additional work to their already busy days throughreviews, appraisals and other functions. Senior HR execs discover board still out of reachOn 11 May 2004 in Personnel Todaycenter_img For a full investigation on what senior HR executives think,see Personnel Today on 18 May. Comments are closed. TEXT: An exclusive survey of senior HR executives on boardthe Aurora reveals that while 75 per cent believe HR should automatically havea place on their organisation’s main board, 82 per cent admit the professionstill has an image problem. last_img read more