Trust focuses on mums in staffing crisisOn 2 Apr 2002 in Personnel Today Comments are closed. Related posts:No related photos. Previous Article Next Article An NHS trust in Cumbria has appointed two working mothers in a co-ordinatorjob-share to improve childcare for staff and help get mothers back into work. The North Cumbria Mental Health and Learning Disabilities NHS Trust hascreated the new position to help develop childcare provision for its 6,000staff. The trust’s director of HR, Shirley Chipperfield, explained the new role wasdesigned to combat a rise in staff shortages and cut hiring costs byencouraging more women to return to work after maternity leave. “In one hospital we had 60 staff on maternity leave and it was causingstaffing problems and high costs in agency fees. Many staff leave and don’t come back, but hopefully this will provide apoint of contact for all issues around childcare,” she explained. The co-ordinators will compile a database of local childcare for NHS staff,liaise with private and local authority nurseries and maintain a dialogue withstaff to ensure their needs are being met. Chipperfield said: “The two ladies appointed have babies so theyunderstand the problems facing staff with children. We are an isolated countyand finding nurseries can be difficult.” The scheme received fundingfrom the NHS Executive and Chipperfield believesit will save the trust money in the long term. “Even if we can get a handful of staff back to work, the project willbe worth it. By getting just two physios back after maternity we will have paidfor the whole thing,” she said.
Thisweek’s training newsOn-the-roadlearningTheCo-op has solved the problem of training employees at multiple locations byintroducing a high-tech travelling training centre. The retailer refurbishedcoach with state-of-the-art computers, are travelling around the countrytraining staff. Staff are organised by regions and the coach delivers PCcoaching for a new computer system. So far 33 employees have been trained andthe programme allows the HR department to track the progress of staff on thecourse. www.coop.co.ukMPsget IT lessonsAll659 MPs are being offered free IT and management training in a bid to modernisegovernment. The Educating the House campaign will run throughout 2002,encouraging all MPs and constituency staff to make the most of internettraining. Only 142 MPs currently have awebsite and the aim is to double this figure through the training which isprovided by training provider Parity. www.parity.co.ukPilotprogrammeHealthcareworkers in Essex are to pilot a training programme intended to benefit groupssuch as women returners. The training has been funded by a European SocialFunding grant of £90,000 to the Learning and Skills Council in Essex and willbe run by Quantica. The course will train workers to NVQ level 2 standards andenable some high achievers to obtain D32 and D33 qualifications. www.lsc.gov.ukTranscosafety courseTranscohas developed a new course to help manage the safety of around 1,700 employees.The training is being delivered by Zurich to improve the health and safetyperformance of its managers. The five-day residential course is a mixture oflectures, syndicate work, videos and seminars. The course has been accreditedby the Institute of Occupational Safety and Health. www.zurich.comE-learninglaunchedSecuricorCash Services has invested in a new e-learning programme to help train its6,000 staff. The system will be available at 50 branches by the end ofSeptember, with each centre having a dedicated work station for learning anddevelopment. The system has been launched to ensure all staff have access totraining which will fit around 24-hour shift patterns. Initially, the focuswill be on hard skills such as IT. www.securicor.co.uk TrainingOn 23 Apr 2002 in Personnel Today Previous Article Next Article Comments are closed. Related posts:No related photos.
Related posts: Comments are closed. Seeing the clear benefitsOn 1 Sep 2002 in Military, Personnel Today Previous Article Next Article MikeO’Connor, director of HR at global eye care company Bausch & Lomb, assessesa recent pan-Europe, Middle East and Africa competency-based developmentprogramme, on which participants form multi-national learning sets in order togain a broader awareness of the business context and to share best practicebetween all of its subsidiariesInternational management development programme Designed and delivered by: Roffey Park, Forest Road, Horsham, West Sussex RH124TD Phone: 01293 851644 E-mail: [email protected] consistent management development across geographical boundariesis a challenge for any global organisation. Bausch & Lomb, the world’slargest provider of eye-care products, has worked with consultants from RoffeyPark to successfully address this need. Bausch & Lomb is a truly global organisation. With annual revenues ofabout £1.4bn, we develop, manufacture and market contact lens and lens careproducts, pharmaceuticals and ophthalmic surgical equipment. We have nearly 12,000 employees and we supply products to more than 100countries. Founded in 1853, Bausch &Lomb has a strong tradition of innovation,including the development of unique sunglasses for the military in the SecondWorld War, creating the camera lenses used to take the first satellite picturesof the moon and introducing the first soft contact lenses. We have identified a set of leadership and managerial competencies that willdrive future success. Having undertaken executive leadership programmes at thesenior level, we worked with Roffey Park to introduce a competency-baseddevelopment programme for middle managers. While middle managers are critical to achieving our strategic goals, priorto 2000, there was no co-ordinated, consistent development programme to advancethe management skills of this key group. We decided to supplement theirtechnical training in specific functional areas with a programme centred aroundour global competency framework. The aim was to identify middle management talent within the Europe, MiddleEast and Africa (EMEA) region from all subsidiaries and provide those peoplewith a development programme that would allow them to nurture their skills. I was chartered with getting the programme up and running. I was familiar with the reputation of the consultants at Roffey Park andtogether we collaborated on the development of the programme content. Wereviewed Bausch & Lomb’s strategic objectives and the business challengesso the content could be tailored to our culture and development needs. TheRoffey Park consultants proposed a modular programme with learning sets andtogether we fine tuned the content to make it a very specific programme. With the support of the senior management team in the European region, wefelt it would provide a good opportunity for participants to learn about thecritical skills for success at Bausch & Lomb, to create a development planand then test their learning in a business context before returning for morefeedback. Running the programme The result was the Bausch & Lomb European Management DevelopmentProgramme, which debuted in December 2000. It has been held every three months,with 12 different managers attending each time. The programme is for managers with at least two direct reports. Sometimesthey are new managers who, for the first time in their careers, havesubordinates reporting to them. The local HR teams and the managers of our subsidiaries select thecandidates from our locations across the EMEA region. We consciously select a good cross-section from the different countries andfunctional areas so that participants can develop their own internal networksof colleagues. Before starting, the participants meet with their managers to discuss andclarify their own specific learning needs and goals. This is important toensure that line managers understand the programme and are able to support theefforts of participants once they return to the workplace. The programme has two development modules, both delivered at Roffey ParkInstitute, a residential centre in West Sussex. The first module lasts threedays and covers the impact of change on people management; the role of amanager within Bausch & Lomb; effective leadership; building managerial andinterpersonal competence; and managing diversity. This module is always introduced by a senior leader from Bausch & Lomb,who puts the programme into context and reinforces the strategic direction ofthe business. It also includes practical exercises in which the participantsput skills into action. As part of the first module, the participants form multi-national learningsets – small groups of six managers from different countries who meet separatelyto provide each other with challenge and support. The sets meet twice, in different countries, after each of the two modules.Because English is the company’s global business language, translation is notan issue. Business acumen One of the competencies within Bausch & Lomb is business acumen and partof the way we achieve this is by bringing people together in the learning setsto give them a better understanding of our wider business activities. Theylearn about the different cultures – and the different perspectives on businessissues – in different countries and they work on projects as a multi-culturalsociety, applying the tools and techniques they have learned and discussed onthe programme. To enhance the learning, the manager from the host country arranges for theset members to tour the local facility and the local general manager usuallymeets with the group to review the regional business strategy, priorities andchallenges. Working in a set provides a learning experience in addition to the programmecontent. The sets give people exposure to managers from other countries andother functions and this gives them greater awareness of our EMEA-widepriorities. The sets have been well-received because they create informalnetworks throughout the company and give people a chance to learn more aboutthe issues faced by other subsidiaries. About three months after completing the first development module, theparticipants regroup for module two, which lasts two days and covers strategicthinking; time management; motivation; handling conflict; delegation; managingfrom a distance and political behaviour in the workplace. The participantsreview their experiences of putting their learning into practice and theyrefine their personal development plans accordingly. The programme places a strong emphasis on self analysis, feedback fromcolleagues and personal development planning. The Roffey Park tutors ensure theprogramme is very interactive and they respond to the specific needs of eachparticipant. Our people are very hands-on and response has shown that theywelcome this more flexible approach. Meeting future challenges Although products and times have changed, Bausch & Lomb still adheres tothe legacy of dedication to innovation, quality, and craftsmanship establishedby our founders John Jacob Bausch and Henry Lomb. As we strive to help peoplesee, look and feel better, we will continue to innovate with technology anddesign. The pan-EMEA development programme is creating a broad awareness of thewider business environment in which we work. In addition to the many personalbenefits for participants, it is an opportunity for our middle managers toshare best practices across our subsidiaries and this has proved verybeneficial in helping us to meet our goal of exceeding customer expectations. VerdictSuccessful transfer of learning The programme provides great value and there are many inquiries frommanagers asking to participate, which is an indicator of its popularity. From the outset, Roffey Park consultants have been terrific to work with,very flexible – open to new ideas and suggestions – and always puttingthemselves out to ensure our needs are met. The setting is beautiful with groundsand facilities creating a relaxed environment for learning, in which peoplefeel comfortable straight away. Through the programme, the participants focus on the competencies that makepeople successful within Bausch & Lomb. They gain new perspectives on thedifferent business issues faced by other subsidiaries in the company and theyform a strong, multi-national, personal support network across the EMEA region.The organisation benefits from the transfer of the learning back into the localwork environment and from having talented middle managers in place who areequipped with the competencies we need to go forward. VALUE FOR MONEY * * * * *ORGANISATION * * * * * QUALITY OF EXPERIENCE * * * * *EFFECTIVENESS OF MEETING BUSINESS NEEDS * * * * *FUN * * * * *VALUE OF BRINGING DIFFERENT CULTURES TOGETHER * * * * *OVERALL RATING * * * * * 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…
Traffic warden community patrol lowers crime levelsOn 10 Sep 2002 in Personnel Today Comments are closed. Previous Article Next Article Related posts:No related photos. A pilot scheme in Lancaster that redeployed traffic wardens as communitysafety patrol officers has led to a 14 per cent reduction in crime anddisorder. In addition to the drop in crime, independent research shows that during thesix-month pilot scheme, reassurance levels among the public increased by morethan 10 per cent. The initiative was launched by Lancaster Police in October 2001 when sixtraffic wardens were re-trained to help patrol the community and ease theburden on police time. The officers helped build better communications with the local community andco-ordinated with other agencies to deal with public concerns on littering,vandalism and juvenile behaviour. Victor Robinson, HR manager at Lancaster Police, said the scheme had nowbeen extended for another 12 months and the area covered by the officerswidened. “We’re expanding this in the long term to see what the impact will be.They’ve helped reduce problems and linked up with other agencies to get thingsdone,” he said. As part of their duties, the wardens helped create diversions in areasexperiencing juvenile nuisance by setting up football matches and otheractivities. Community safety staff are a key strand of David Blunkett’s Police ReformBill, but the Lancaster trial had a crucial difference because the wardensweren’t given any police powers. “The Government wants some community officers to have limited policepowers, but we decided against that. Over the course of the pilot they didn’tneed them,” added Robinson. By Ross Wigham
Speaking to perfectionOn 1 Nov 2002 in Personnel Today Related posts:No related photos. Once you have found a suitable venue for your training event, you need tomake sure you get your message across. Stephanie Sparrow and Brendan Barns lookat how to find the right speakerKicking off a training or motivation event with a celebrity speaker iscertainly one way to get a buzz going around the room. But such glamour and excitement does not come cheap – Carol Vorderman, thewoman most British men allegedly want to have breakfast with, can command(according to The Observer) £18,000 for a speaking appearance, and up untillast year, when John Major was less reticent about currying publicity, theformer prime minister was gathering fees of £25,000 to illuminate delegates oninternational affairs. A celebrity may not be what you need. Of course, nobody wants the cheap andcheerful option, as illustrated in a recent episode of TV’s The Office, whenDavid Brent (pictured above) was a paid £300 to run a classically disastroussession on motivation, but taking the podium is no longer simply the jurisdictionof politicians and celebrities – in tough times, business people want to turnto their business peers for inspiration and ideas. Your event may be just assuccessful, and less expensive, if your CEO takes to the stage. Some speakers are quick at getting under an organisation’s skin and candeliver a presentation in keeping with its culture. However, do not leave themto their own devices when it comes to research. You need to do your homework onyour would-be speaker – meet them before the event, brief them fully on whatyou require from their presentation, and also on your company, in particularany issues it is currently facing. You should be suspicious of any guestspeaker who balks at a pre-engagement meeting to exchange information. Word-of-mouth recommendations for a speaker are invaluable. Speakers oragents should be happy to put you in touch with previous clients. And as a final check before you make that booking, consider if the venue issuitable for what you want to achieve. It is not worth spending £5,000 on aguest speaker if delegates can’t see them or hear a word of what they aresaying. What makes a good speaker?1. Humour – This is the best way to strike an immediate chordwith delegates. Opening words are often the most important so break the icewith a joke that will make the audience laugh and relax.2. Passion – Perhaps the most important ingredient for anexcellent speech. If the speaker is not passionate about his topic then howwill he manage to inspire the audience? The speaker has to radiate aninfectious passion to hold the delegates’ attention.3. Homework – It is essential that the speaker is an expert onhis subject, this will guarantee self-confidence and ensure the audience willlisten and learn. Thorough research will also prevent the speaker being caughtout by any questions.4. Confidence – Self-confidence on the stage will go a long wayto improving a speaker’s performance. If the speaker is confident, thelisteners will buy in to him/her, and, more importantly, into what they aresaying.5. Quality – Content needs to be relevant, well thought out andfascinating. The more interesting and unusual the speech, the more captivatedthe audience.6. Talk to the audience – A typical scenario of a bad speakerperformance usually involves the culprit burying their head in their notes.Avoid this at all costs – address the audience, gain eye contact and make thedelegates feel they are getting your undivided attention7. Avoid PowerPoint – Death by PowerPoint is all too common thesedays. Agencies such as Speakers forBusiness advise people never to use visual aids unless they have importantgraphs or other visual images to share. Technical hitches distract speakers andaudiences alike8. Ditch the lectern – The lectern is a useless distraction andrestricts the speakers’ movement around the stage.9. Chemistry – Connect with your delegates, attempt to gaugetheir mood, be prepared to adjust and fine-tune your flow. Spontaneity is alsoimportant. 10. Smile – Have fun on stage; if you enjoy yourself there is agood chance your audience will too.Brendan Barns is the CEO of Speakers for Business, one of theUK’s leading speaker bureaux – which represents Charles Handy, Tim Waterstone,Mo Mowlam and Dr Ken Robinson. www.fb.co.uk Comments are closed. Previous Article Next Article
Diageo, the global premium drinks company, whose brands include Smirnoff,Johnnie Walker, Guinness, Baileys and Tanqueray, is rolling out a globale-learning system to its workforce. It believes the TopClass e-Learning Suite, provided by WBT Systems, willhelp to decrease the time to market by speeding up product training. Also, thesystem’s mobile capability means Diageo’s mobile workforce can undertake thetraining without being taken out of the field. “It was important for us to choose an e-learning solution that could beimplemented in weeks rather than months and quickly provide an e-learninginfrastructure for rapid development and delivery of content,” saidDiageo’s e-learning manager Deepti De Soyza. “With the introduction of newproducts, time is of the essence. The TopClass e-Learning Suite has proven tobe ideal for getting a dispersed and disparate set of employees aligned withand educated in a new product.” www.wbtsystems.com Comments are closed. Related posts:No related photos. Drinks giant celebrates faster trainingOn 1 Jan 2003 in Personnel Today Previous Article Next Article
Comments are closed. £10m claim over reference to past indiscretionsOn 1 May 2003 in Personnel Today An IT project manager is claiming compensation of £10m from a formeremployer for providing a reference which cost him his job. Michael Johnson was dismissed by Deutsche Bank following a referenceprovided by Perot Systems, which allegedly quoted a former colleague whodescribed working with Johnson as “the most horrendous episode that I haveever experienced in my working life”, accused him of technicalincompetence and claimed he had been “kicked out of a bank” forobtaining a mortgage fraudulently. Previous Article Next Article Related posts:No related photos.
Measure for measure people really are your greatest assetOn 27 May 2003 in Personnel Today Comments are closed. Related posts:No related photos. Previous Article Next Article Organisations agree the way staff are managed can affect productivity. So it makes good business sense to be ableto quantify your peopleIf you look closely at an organisation’s annual report and accounts, thechances are that it will include a phrase along the lines of ‘people are ourgreatest asset’. You might see lots of pictures of happy staff, but more thanthat is unlikely, apart from a paragraph on staff costs and the way theworkforce has been downsized over the past 12 months. As shareholders leaf through pages of minute detail on a senior executive’sremuneration package and potential earnings pot, they might like to stop andthink for a minute. While that sort of information is interesting, is it reallyhelping them to understand how effectively the business is being run? Is it assignificant as hearing how the human capital assets that drive the business arebeing managed? Human capital management is a mix of the way that organisations manage,recruit, retain, train and develop employees. It is about looking at people asa valuable business asset, not just a cost. It is about making sure that youhave people with the right skills and experience to deliver your businessstrategy, both today and in the future. Paradoxically, while external measurement of the people effect is solimited, there is widespread and growing acceptance from within organisationsand investors that the way in which people are managed is a key source ofcompetitive advantage and ultimately, profitability. A plethora of industries from service businesses through to manufacturingadmit there is a causal link between good human capital management and strongfiscal performance. They know they are, to use a cliché, in a bidding war fortalent. If they do not employ, nurture, develop and retain the best people,then their competitive edge will be blunted. If talented workers – which a company spends time and money employing andtraining – are not managed properly, they will leave. Often falling straightinto the welcoming arms of the competition, with potentially devastatingeffects. Organisations then have to spend further time and money on recruitingreplacements. As an investor, the chances are you will not be aware that this hashappened. You won’t have any means of judging the impact, good or bad, that thebusiness’s human capital management has had on performance. Why are organisations so loath to tell people about the measures they use totrack their management of this human capital treasure? Some might argue that todo so would give away competitive advantage, and yet they relatively freely,disclose a mass of financial data that is just as sensitive. Others might claimit is too heavy a burden to undertake. Yet many organisations keep humancapital information internally. What prevents them sharing that with others? A reticence to commit to a proper assessment of human capital managementcould be influenced by many factors. The keepers of human capital informationare still regarded as administrators and are not invited to the boardroomtable. Other anecdotal evidence suggests that organisations simply do not have thesystems or wherewithal to collate or measure the effects of the way in whichthey manage people. How many organisations have at their fingertips simple,accurate information about the number of people they actually employ? Perhapsmost significantly, many organisations don’t have the key performanceindicators that tell them if they are doing a good job. If managers collectedhard data, they would be in a position to manage what had been measured. By this autumn – following extensive consultation with industry, theaccounting profession, trade bodies and the investment community – theAccounting for People Taskforce (which I am chairing) will have delivered bestpractice guidelines that can be used to create a statement for inclusion in theannual report and accounts. We are not looking to put people on the balancesheet, but to at least make a proper assessment of the effect of human capitalmanagement by looking at the number of employees, staff turnover, staffdevelopment and employee satisfaction, for example. That would be ademonstration of the quality of management, that is too often neglected. By doing this, we may finally give ‘our greatest assets’ – our people – theprominence they deserve and begin to properly reward organisations thatrecognise the significance of managing people well. By Denise Kingsmill, Deputy chair, Competition Commission, chairAccounting for People TaskforceTo read the Accounting for People Task Force consultation document go to www.personneltoday.com/features
Previous Article Next Article Life Long Learning and Continuing Professional Development (CPD) are theprocesses by which professionals, such as nurses, develop and improve theirpractice. There are many ways to address CPD: formally, through attendingcourses, study days and workshops; or informally, through private study andreflection. Reading articles in professional journals is a good way of keepingup-to-date with what is going on in the field of practice, but reflecting andidentifying what you have learned is not always easy. These questions are designed to help you to identify what you have learnedfrom studying the article. They will also help you to clarify what you canapply to practice, what you did not understand and what you need to explorefurther. 1. Which of the following is NOT a qualitative research design? a) Grounded theory b) Randomised control trial c) Ethnographic study d) Case study 2. Lifting techniques are regarded as controversial if they are: a) Incorrect, condemned or inappropriate b) Incorrect, condemned or unsafe c) Inappropriate, condemned or unsafe d) Incorrect, unsafe or inappropriate 3. Which one of the following was NOT one of the concepts that the Backat Work project was based on? a) The promotion of good staff health b) Training awareness c) Identifying the causes of musculoskeletal health d) Prevention of injury 4. In patient/client handling, which piece of equipment needs regularadjusting for safe handling? a) Brakes on trolleys b) Wheelchair seats c) Height of chairs d) Height of beds 5. Using a hoist to lift a patient/client could be regarded as: a) Undignified b) Unprofessional c) Unsatisfactory d) Unusual 6. What percentage of HSE prosecutions and improvement notices were dueto deficiency in training? a) 22% b) 32% c) 42% d) 52% 7. The HSE makes recommendations for safer patient handling, which needsto be focused on core skills such as: a) Management training b) Basic nursing care c) Models of nursing d) Communication and body language 8. Haptonomy is derived from which language? a) Latin b) French c) Greek d) German 9. What is the main thrust of the new RCN manual handling guidance? a) Competencies b) Research c) Safe systems of work d) Personal development 10. When reading research, what should one do? a) See who carried out the research b) Look at the sample size c) Check the number of references d) Critically appraise the work Feedback1) b – Refresh your knowledge of the different types ofresearch and discuss with your colleagues the various methods and their meritsin OH. 2) c – If you read chapter three in the Hignet 2003 book, youwill find it is devoted to these controversial lifts. 3) b 4) d – Simplethings such as adjusting the height of the bed when handling patients are oftenforgotten. A poll at the conference confirmed this. It may be worth observingsome people at work to see if they adjust the height of the bed. 5) a –Dignity and human rights are important factors to consider with regards tousing patient handling equipment. Read further about patient care and dignity. 6)b – Review the manual handling training in your place of work. Decidewhether it is up-to-date, takes enough regard of the process of risk assessmentand reaches all employees that require it. 7) d 8) c – Explore thistopic further using the websites given in the text on page 24. 9) a –Obtain a copy of the new RCN document and use it as a basis with which toreview the patient/client handling policy and training in your organisation. 10)d – Critical appraisal skills are essential for reading research and eachof the answers are needed to carry out the appraisal. Are you happy with yourappraisal skills? If not, consider taking further training in this area. Comments are closed. Learning for Life: Handling patientsOn 1 Aug 2003 in Musculoskeletal disorders, Personnel Today Related posts:No related photos.
Previous Article Next Article The number of UK companies using formal share ownership guidelines hasincreased by almost 20 per cent, according to a survey by consultants Mercer. The amount of firms using ownership guidelines, which outline the value ofcompany shares that executives must own, has grown to 63 per cent, comparedwith 47 per cent last year. The poll, which covered more than 680 positions at 36 large employers, also foundthe number of firms awarding increases of less than 5 per cent has risen by 18per cent to 63 per cent. However, the number granting rises of more than 15 per cent has also goneup, from 27 per cent last year, to 40 per cent in 2003. www.mercerhr.com Comments are closed. Share guidelines being used more frequently in UKOn 7 Oct 2003 in Personnel Today Related posts:No related photos.