Previous Article Next Article Life Long Learning and Continuing Professional Development is the processesby which professionals, such as nurses, develop and improve their practiceskills. There are many ways to address CPD: formally, through attending courses,study days and workshops; or informally, through private study and reflection.Reading articles in professional journals is a good way of keeping up-to-datewith what is going on in the field of practice, but reflecting and identifyingwhat you have learnt is not always easy. These questions are designed to helpyou to identify what you have learnt from studying this article. They will alsohelp you to clarify what you can apply to practice, what you did not understandand what you need to explore further. 1. Bakers with occupational asthma are usually antigen positive to: a) Wheat and oats b) Oats and barley c) Wheat and flour d) Cornflower and wheat 2. The effect of sensitisers may be made more potent by the presence of: a) Irritants b) Pollen c) Flowers d) Perfumes 3. In bakers which of the following can trigger chest symptoms? a) Flower and grass pollen b) Flour dust, moulds and fungi c) Air conditioning d) Icing sugar dust 4. Continuous monitoring should take place as part of a surveillanceprogramme that is: a) Weekly b) Monthly c) Quarterly d) Annually 5. After starting in the bakery the peak risk time for sensitivity todevelop is: a) 4-6 weeks b) 4-6 months c) 6-12 months d) 6-18 months 6. When taking a history there are the three main areas to investigate.Which one is NOT one of the main areas? a) When did symptoms start? b) How much sick leave has the employee taken? c) What is the timing and pattern of the symptoms? d) What happens during sleep? 7. Which of the following is NOT recommended under HSE guidance: a) Pre-employment screening b) Periodic assessment c) Lung function testing d) Regular blood tests 8. What does SWORD stand for? a) Surveillance of Work-related and Occupational Respiratory Disease b) Statistics of Work-related and Occupational Respiratory Disease c) Surveillance of Work-related and Occupationally Related Disease d) Statistics of Work-related and Occupational-related Disease 9. COSHH Regulations under Stage 1 recommend reducing dust exposure to: a) <2mg/m3b) <5mg/m3c) <10mg/m3d) <15mg/m3 10. Why were all referrals for blood tests made to the Department ofOccupational and Environmental Medicine at the Royal Brompton and Harefield NHSTrust? It was: a) The only trust that did these tests b) The nearest to the bakery c) To ensure continuity d) Part of a research campaign Feedback1.c) It may be worth updating and revising your knowledge of immunology.Carrying out a literature search on the Internet may also be useful. Thewebsite http://omni.ac.uk and search for immunology is quite good. 2. a), 3.b), 4. d). Revise your knowledge of COSHH and the principles of prevention,5. d), 6. b), 7. d), 8. a), 9. c), 10. c). Now update and reviseyour knowledge of occupational asthma. If you do not have any specificsensitisers in your place of work it may be useful to spend some timediscussing occupational asthma with a colleague who has, or even asking tovisit their place of work to see how it is handled. Related posts:No related photos. Learning for life: Bakers’ asthmaOn 1 May 2001 in Personnel Today Comments are closed.
Thisweek’s training newsStaffdiversity courseRidgehillHousing Association is carrying out training on raising awareness of diversityissues among its 165 staff. The training involves one-day sessions explainingthe concept of diversity, and role-play exercises exploring how diversityapplies to day-to-day situations. It is taking place during June and July. www.ridgehill.orgOrangelanguage classTelecomsfirm Orange is providing language training to its international staff. Thelessons are carried out on a one-to-one basis using Berlitz and costs £2,500per person. An estimated 80 out of the 150 international staff are undertakingthe training. Orange’s international training and development manager AlisonSpeak monitors their progress on a monthly basis by liaising with the Berlitztutor. www.orange.co.ukTasteof things to comeFoodcompany Nestle‚ has put 10 newly appointed managers through a five-daypre-management course to help them become more effective leaders. Topicscovered in the course included planning and organising, meeting skills,assertiveness, creativity and communication. www.nestle.co.ukBankbid for womenInvestmentbank JP Morgan is holding an open day for first-year female undergraduates on27 June in a bid to attract more women to the City. The undergraduates willspend half a day at the investment bank, participating in business casescenarios and then go to Merrill Lynch in the afternoon. JP Morgan estimatesthat women account for 30 per cent of its workforce. The open days are part ofthe Capital Chances initiative, organised by GTI. www.jpmorgan.com Previous Article Next Article TrainingOn 19 Jun 2001 in Personnel Today Comments are closed. Related posts:No related photos.
Views split on HR’s top-flight abilityOn 23 Oct 2001 in Personnel Today Comments are closed. Chief executives are placing people issues at the top of the boardroomagenda, but some question whether HR professionals are up to the job. This is a controversial conclusion of a report by a new steering group madeup of CEOs from the FTSE 200 Index. Pierre Danon, chief executive of BT Retail, which has organised a series ofnetworking events for the group, explained that business no longer depends onequity, assets and infrastructure – people skills are now more important. He said, “There is a gap sometimes between HR as a function and talkingabout payroll and industrial relations. HR is becoming an activity we all haveto drive and it is overtaking the function. “Knowledge management is ess- ential in unleashing HR potential andthat is something we all have to do – especially chief execs.” HR departments should be closed unless they can develop staff skills tocontribute to capacity building, claimed Rhiannon Chapman, chair of JP MorganFleming Managed Growth. She said, “So long as well-paid British HR departments spend most oftheir time dealing with relatively trivial requests they will lag behind theirUS counterparts and their businesses will incur a cost that adds novalue.” Previous Article Next Article Related posts:No related photos.
Related posts:No related photos. Comments are closed. RebusHRwas called in to support the day-to-day HR operations of packaging company BacoConsumer Products after two rapid sales of the company left its own small HRdepartment hopelessly under resourced. Nic Paton reportsTo an outsider, the world of packaging and foil or transparent wraps may notappear to be a roller coaster ride of thrills and spills. But for Jane Quy, HRdirector for Baco Consumer Products – the name behind the Bacofoil brand amongothers – the past three to four years have been just that. In that time the company, based in Amersham, Buckinghamshire, has been soldtwice. First it was bought by US firm Reynolds Metals which, in turn, in 2000,was acquired by US firm Alcoa, the largest aluminium company in the world. With only two administration staff to support her, Quy found herselfmanaging the HR needs of 500 employees split between two factory sites.Unsurprisingly, an evaluation carried out by Alcoa soon after its takeoverdiscovered the company was under-resourced in HR and something needed to bedone – and fast. However, adding to the sparse headcount in the HR department was simply notan option, says Quy. Quite apart from the cost of hiring a new face, there wasno spare desk. And, however good the person hired it would inevitably be sixmonths before they were fully up to speed – time Quy did not have to spare. The solution is a good example of how a small firm with limited resources,can use outsourcing to relieve the burden on its hard-pressed HR department andcut costs, while at the same time bringing tangible added value to thefunction. “I was just about managing to get the operational side of the functiondone, but I was not doing very well on, or rarely getting to, the strategicneeds. Then I had a phone call out of the blue from Rebus which suggested to methat outsourcing might be an option,” recalls Quy. Outsourcing specialist RebusHR was established 35 years ago and includes araft of blue-chip companies among its roster of clients, including ManchesterUnited, Sainsbury’s, Consignia and CGNU. From that first contact with Baco in September 2000, a two-year £30,000contract was swiftly thrashed out, which went operational just two monthslater. “I was able to justify the cost against the amount of legal feesthat had been paid out the year before,” says Quy. “At that time the HR function was nurse, fireman and police. It was agatekeeper and that is not how it should be. Rarely a day went by when amanager was not in my office with a problem or an employee in tears. I couldsee nothing but tribunals ahead of us.” RebusHR carried out an audit of the company’s HR processes and functions andquickly identified what was needed. The first priority was to tackle the basic policiesand procedures. The company, says Marika Hall, Rebus’ account manager for Baco and seniorpersonnel consultant at the firm, had no comprehensive handbook in place. Therewere no standardised policies or procedures that managers could work within. “Previously managers did not have guidance and would call Jane, but ifshe was tied up, they would go ahead anyway,” she explains. Guidance was drawn up on a wide range of issues, from grievance anddisciplinary procedures to absenteeism and this was distributed to managers asa handbook. Two RebusHR consultants lead the work with Baco, although theyremain employed by RebusHR. They are backed by a helpline that managers can call any time to sort outqueries or to gain advice. The company could also have bought in a RebusHR ITsystem but decided its own system was up to the job. Hall explains that RebusHR is essentially now responsible for everything interms of HR that happens on an operational, day-to-day basis within theorganisation or where managers need help or guidance. This could be anything from dealing with a grievance or managing someoneback to work to dealing with a long-term absence. “If there is a problem on the shopfloor, they will not ring Jane, theywill ring us at RebusHR. If we are not available, then they can ring thehelpdesk,” says Hall. One of the hurdles was gaining the trust of managers working in a small,highly competitive field. It took the best part of six months for managerswithin the company to recognise they could go to RebusHR first with a problem,and for them to feel they could trust its judgment. Managers were worried about excluding the in-house HR team or simply feltQuy needed to be involved, admits Quy. This initially led to overlap, withmanagers sometimes approaching RebusHR but still following it up with Quy, butthis has since settled down. “In the last six months, there has been muchmore of a swing towards managers making direct contact or being referred on byme,” says Quy. Quy will speak most days on the phone to Hall or her colleague. Normallythere is also someone available on site one or two days a week. And there areregular update meetings every two weeks. “You can often find yourselfquite isolated in HR. Having other HR people there to bounce ideas around hasbeen a plus. It helps you to build up your own confidence,” admits Quy,who adds the set-up effectively gives her an informal HR network to tap into.Such a resource can be an invaluable asset for the hard-pressed HRprofessional. Now the bread and butter HR processes have been dealt with, RebusHR isturning its attention to other “life cycle” issues within theorganisation, such as mentoring systems and benchmarking. Other areas willinclude recruitment and appraisal processes – what Hall terms “drivingproactive areas of HR rather than reactive” that an organisation canattend to once it knows it has its HR foundations in place. “Since RebusHR came on board, we have not had any claims made againstus, touch wood,” adds Quy. She estimates that, in just one year, thecompany has saved £20,000 through its contract with RebusHR. “The message is very much ‘contact us when you are thinking about whatyou want to do, before it becomes a problem, not once you have aproblem,’” she adds. Should a claim be made that comes about as the result of actions taken onadvice or guidance from RebusHR, the outsourcing company will cover the costsof any action. “One of the big advantages of outsourcing is that you transfer theresponsibility. We give best practice advice, whereas if it were their own HRemployee and they gave wrong advice, then they take the consequences,”says Hall. For many smaller organisations such as Baco, HR is often perceived bymanagement as something to be frightened of, a bit of an unknown, she adds. ButBaco’s experience shows outsourcing need not be solely for the large or bluechip organisations. Smaller firms can benefit just as much, as long as they areprepared to make the leap. “I guess there will come a time when we shall totally have to overridethe advice that we have been given, but that hopefully will be the exceptionrather than the rule,” says Quy. “For me, the main benefit is we have put all the aspects of the HRfunction that are generic into the hands of the experts. With the breadth ofthe HR remit these days, it is often impossible to be an expert in all theareas that you are required to be. “This has released me to be able to think. I am now starting to havetime to consider the longer-term HR strategic issues instead of beingconstantly dragged back in to the ‘day-to-day’ problems.” RebusHR involvement cuts tribunal risks – Baco Consumer Products employs 500people split between two factories– The HR department consists of just three people, directorJane Quy and two assistants– The main benefit of Baco’s outsourcing agreement with RebusHRhas been a complete reduction in the spiralling cost of tribunal cases againstthe firm– Since being appointed, there have been no cases brought bydisgruntled employees and the contract has saved the firm an estimated £20,000– Rebus has also standardised procedures, put in place acompany-wide HR handbook and freed Quy to look at the wider, strategic issuesfacing the company– Looking further ahead, RebusHR is beginning to work with Bacoon the next tier of HR issues, particularly recruitment and appraisal processes Previous Article Next Article How RebusHR wrapped up Baco’s HR functionOn 5 Feb 2002 in Personnel Today
Comments are closed. Psychometric tests are proving a vital tool in interim selection –particularly at senior level. Agencies and clients who find that interims with the right experience do notnecessarily have the right personality profile for an assignment, are turningto psychometric tests to ensure a better match. Chris Waites, managing director of the HH Group, said: “We use testswhen recruiting people for a sensitive project, a merger or acquisition or anexpansion into a market. In many cases it is more important that they fit withthe management team quickly than with a permanent appointment.” However, IM providers say this doesn’t mean interims will be weeded out bythe tests. David Jensen, managing director of Brooklands Executives, which develops aprofile of every candidate put forward for an assignment, said: “Clientsdo not use psychometric profiling as a tool for selection, but as a basis forfurther discussion.” He argues that both client and candidate benefit from profiling. It helpsthe client understand the candidate and their style, and offers the interiminsight into the impression they make. Previous Article Next Article Psychometric test popularity shows personality counts in IMOn 26 Mar 2002 in Personnel Today Related posts:No related photos.
Bookmark of the month www.mbainfo.comOn 1 Apr 2003 in Personnel Today MBA Info A sister site to last month’s featured Management Courses Information(www.managementcourses.com), MBA Info holds details of 2,500 MBA programmes in1,290 universities, business schools and management colleges in more than 120countries. The search engine works in a similar way (but with less parameters)and you can select the structure of study (which includes distance learning),programme focus, location, duration, and there’s a handy start date box.There’s plenty of general advice before you leap to the search engine,including tips on taking the Graduate Management Admission (GMAT) test, thestandard test used by many business schools as part of their MBA assessmentprocedure. Other useful sections include the glossary of terms, funding, schooland college rankings and pre-MBA books and reading. If you want to find outwhere your MBA could take you in your career, you can go to the affiliatedwww.mbajobs.net which has a database of current vacancies and employerprofiles. It allows you to register for free and get a passcode, so you can putyour details and job requirements into the database – this can be doneanonymously if you wish. Comments are closed. Related posts:No related photos. Previous Article Next Article
Companies must do more to harness diversity in their workforces atmanagement level if they want to flourish in a modern business environment,according to a major new report. Harnessing Workforce Diversity to Raise the Bottom Line is the first studyin the UK to identify the link between markets, businesses and workforce asbeing at the heart of national competitiveness. The study of 486 leading British companies finds that promoting diversityled to reduced recruitment costs, increased employee motivation, higher staffretention and improved employer image among more than half of the businessessurveyed. However, it shows that UK companies are in danger of falling behindcompetitors with women making up only 9 per cent of managers and 2 per cent ofsenior managers. Ethnic minorities fare even worse, with only 1.5 per cent of middle managersand 0.1 per cent of senior managers, according to the study published by Create(the Centre for Research in Employment and Technology in Europe). Speaking at the launch of the report, Stephen Green, group chief executiveof HSBC Holdings, said diversity was no longer just an HR issue, but a businessone. “The wider the net you cast, the wider the pool of fish you willcatch,” he said. Management must set exampleOn 14 Oct 2003 in Personnel Today Comments are closed. Previous Article Next Article Related posts:No related photos.
Comments are closed. It is inevitable that as the jobs market and the economy improve, staffturnover rates will rapidly grow, as an increasing number of careeropportunities become available to employees. Signs of an upturn are beginning to appear. The Report on Jobs by Deloittefinds there has been a notable improvement in the UK job market since August.Employers are returning to the market to take advantage of good staffavailability and subdued rates of salary growth. As a result, HR will face twoissues: how to ensure talent is retained, and how to attract the talentbecoming available on the job market. Losing a worker on £15,000 a year can cost the business another £15,000 inrecruitment and induction costs, and loss of productivity. For a businessemploying 5,000 workers, with a staff turnover of 15 per cent, costs can amountto £11.25m a year. Some skills cost more to replace; a sales person earning£39,000, could cost the company £300,000. And then there is also the lessquantifiable issue of disruption to the teams, loss of knowledge and loweremployee morale. So why is turnover expected to rise so dramatically? During the pasttwo-and-a-half years, businesses have been forced to cut costs to staycompetitive in difficult conditions. Staff experienced cuts in bonuses,training and development. Businesses that had over-staffed during strong marketconditions have found it necessary to make large cuts to their workforces. Tough economic conditions mean employers had to achieve more with less,creating a pressured work environment. Now, business must work to rebuild trustby creating employee commitment to the company’s management and leadershipstyle. Staff do not necessarily understand why the job market dropped; theyonly witnessed it in terms of what they lost during the cutbacks. Commitment is created by communicating and delivering on company ideals,values and objectives. Employees need to understand the strategy behindapparently negative moves such as cost cuts, and the benefits that will arisefrom them. The Institute of Employment Studies’ survey of graduates establishes whatmotivates them to stay with their organisations. Nearly all rank training anddevelopment as the most important, followed by mentoring/coaching andcareer/salary progression. For managers, the statistics are more or less similar:job content, career development, company environment and remuneration havealmost equal weightings of importance. Learning and development was one of themain areas that suffered during the downturn, and as businesses begin tobenefit from improving conditions, it is vital that it is reinvested in. As the economy improves, HR can play a key role in ensuring that businessesare fit to take advantage of new opportunities to move ahead of thecompetition. New external career opportunities will inevitably arise and tempttalented staff. But as long as HR recognises the skills that are crucial tobusiness performance, and how to attract and retain the right staff, it canensure the challenges in the war for talent are overcome. By John Connolly, Chief executive and senior partner, Deloitte HR should help ensure firms are fit for upturnOn 4 Nov 2003 in Personnel Today Previous Article Next Article Related posts:No related photos.
Related posts: HSBC and BA push ahead with restructuring plansHSBC will accelerate its plans to cut 35,000 jobs globally. BA crew agree deal to include a holding pool of pilots on reduced pay. Unemployment to top 4 million as workers come off furloughBy Jo Faragher on 15 Jul 2020 in Coronavirus, Economics, government & business, Latest News, Job creation and losses, Labour market, Personnel Today, Redundancy The OBR’s predictions go against hopes of a ‘V’ shaped recovery, where the economy jumps back to life quickly as businesses reopen and people return to work.Announcing the predictions yesterday, OBR chairman Robert Chote said the type of recovery would be dependent on four factors: the course of the virus and availability of vaccines and treatments; the speed and consistency with which the government can lift restrictions; how individuals and businesses respond to restrictions being lifted; and the effectiveness of any policies designed to protect businesses and sustain employment.He said: “Looking ahead, the outlook for unemployment depends in large part on the proportion of furloughed staff who flow into unemployment rather than back into work.“We have assumed 10, 15 and 20 per cent in the three scenarios. We also assume that the structural rate of unemployment rises by 1 percentage point in the central scenario and by 2 points in the downside one.”He added that the economic outlook could have been “much worse without the measures the government has taken”, although the Coronavirus Job Retention Bonus announced by chancellor Rishi Sunak last week would add £50 billion to borrowing this year, on top of the £142 billion cost of furlough and other protection schemes.Responding to the figures, Sunak said: “Today’s figures underline the scale of the challenge we face. I know people are worried about the security of their jobs and incomes. That’s why I set out our Plan for Jobs last week, following the PM’s new deal for Britain, to protect, support and create jobs as we safely reopen our economy.”Paul Johnson, head of the Institute for Fiscal Studies, said the predictions were a “very good and sobering statement of risks we face as a result [of the pandemic]”.Talent management opportunities on Personnel TodayBrowse more talent management jobs Firms operating at half capacity and planning more redundanciesMost organisations are operating at half capacity and a third expect to make redundancies over the next three months.This… No comments yet. Leave a Reply Click here to cancel reply.Comment Name (required) Email (will not be published) (required) Website Unemployment will rival early 1980s recession levels, top economist warnsThe Bank of England’s chief economist: ‘We’re going back to the 1980s basically.’ Previous Article Next Article The OBR believes unemployment could hit 12% by the end of the yearShutterstock Unemployment could top 4 million by the end of the year, with 1.3 million people going straight from furlough into joblessness, according to the Office for Budget Responsibility. The government’s economic forecaster has drawn up three scenarios in a 160-page fiscal sustainability report: a worst-case scenario, a central template and an upside scenario. In the central scenario, it predicts that unemployment will hit 4.1 million, or a rate of 12%, between October and the end of the year.Covid-19 and jobsWhat is the job retention bonus?HR and coronavirus survey: Recovery or redundancy?In the optimistic scenario, unemployment will hit 10%, and in the worst case it hits 13% in the first quarter of 2021. The last time the unemployment rate hit 12% was 1984, while the current jobless rate is 3.9%.
Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink TagsAffordable HousingDevelopmentlower east sideReal Estate Finance Share via Shortlink The project has been in the works for several years, following a fire that gutted the Beth Hamedrash Hagadol Synagogue, which previously stood on the site. A new synagogue with a cultural heritage center will occupy part of the Norfolk Street building.In addition to the construction debt, the Suffolk Street building, which is the project’s first phase, secured a $70 million equity commitment. The second phase of the project at 64 Norfolk Street has secured $3 million in the federal Low Income Housing Tax Credit on the second phase of development, sources told Commercial Observer. [CO] — Akiko MatsudaCORRECTION: An earlier version of this story stated the $162 million loan was for the entire complex. It is just for the building at 55 Suffolk Street. Gotham Organization CEO David Picket and a rendering of the Broome Street Development complex (Gotham; Community at Broome)UPDATED, Dec. 28 2020, 3:20 p.m.: A mixed-use building in the works on the Lower East Side landed a $162.4 million construction loan from Wells Fargo and US Bank.The loan is for 55 Suffolk Street, which is part of the two-building Broome Street Development complex (which also includes 64 Norfolk Street), spearheaded by a joint venture between the Gotham Organization and Goldman Sachs Urban Investment Group, Commercial Observer reported.In total, 400,000-square-foot project — which was one of the biggest new real estate projects filed this year — will feature about 500 rental apartments, including 209 affordable units and 115 units set aside for seniors. The Chinese American Planning Council, a nonprofit providing educational, social, and community services for Asian Americans, will also have its headquarters within the complex, occupying 40,000 square feet at 55 Suffolk Street.Read moreThe top 10 biggest real estate projects coming to NYCInside the brand new Essex Crossing complexProject filings slowed in winter, plunged in March