This week’s news in brief: open door at CRB

first_imgThis week’s news in brief: open door at CRBOn 23 Jan 2001 in Personnel Today Comments are closed. Share handcuffsCompanies are offering share packages to non-executivedirectors in a bid to recruit and retain the right people, according to asurvey by 3i. Annual cash fees for directors in the UK, Germany and US rangefrom £25,000 to £40,000. Related posts:No related photos. Previous Article Next Article From this summer, the Criminal Records Bureau (CRB) will beable to access police files directly to check the criminal records of potentialstaff. The CRB believes that lawyers, accountants and other firms providingfinancial services will become heavy users of the service. Other professionsthat will be able to check criminal records include social workers, teachersand probation officers. The CRB is yet to announce its pricing structure. www.disclosure.gov.ukcenter_img Women in buildingA new advertising campaign has been launched to help recruityoung women into the construction industry, to increase workers for thepredicted housing boom. The report, Construction Employment and TrainingForecast 2001-2005, predicts that in London alone over 43,000 new recruits willbe needed in the next five years.www.citb.co.uk Low pay settlementsPay settlements in the engineering sector have remained athistorically low levels from October to December 2000, according to the latestfigures released by the Employers Engineering Federation (EEF). The average paysettlement for the three months ending December was 2.8 per cent. www.eef.org.uk No school todayQualified lecturers are not taking up jobs in furthereducation because they can earn more money working in industry or by teachingin schools, according to a new survey by the Further Education National TrainingOrganisation (Fento). While 38 per cent of colleges indicated that they arehaving problems recruiting lecturers, 60 per cent are having severedifficulties.www.fento.org Met caught outA 3 per cent offer for 30,000police support staff has beenreferred to Acas for binding arbitration. Unison wanted a 6  per cent increase and the removal of the twolowest salary points – currently £8,790 and £9,153. The pay talks broke down inJuly as Unison pushed to bring pay in line with police officers.www.unison.org.uk last_img read more

Global speculation

Global speculationOn 1 Mar 2001 in Personnel Today Themost alluring training and development packages require us to engage with timeand space. Helen Vandevelde explains whyTheparadox that the best way to retain talented staff is to invest in theiremployability has now passed into the mainstream of thinking among training anddevelopment managers. The more competitive you make your employees, the greatertheir incentive is to stick around for more.Thatinsight puts a new kind of burden on to training and development managers. Theyneed to think beyond the immediate interests of the organisation. That meanscoming up with human resource investment packages that will increase the valueof their people in the labour market. And those packages had better be moreattractive than the ones that rival companies put together.Howis it done? Why, you figure out what people need next. How is the labour marketgoing to move? What’s going to be the next big thing? Infinancial circles, this sort of activity is called “speculation”. And that’sjust what training and development managers should be doing: speculating inskills futures.Butit isn’t that easy. Different market segments are moving in varied ways. Andin reality, there’s never just one big thing. Not even the Internet. It’s morea case of a number of medium-sized things coming along.So,where do we look? Here are three suggestions, all linked in one way or anotherto globalisation.1– Invest in people’s cross-cultural skills and experienceThiscentury will be cross-cultural. Just as currencies converge in the EuropeanUnion, so will cultural values. This will happen more slowly, but as weparticipate in the same global markets as Malays and Mexicans, so will we needto acclimatise to their value structures (as they do to ours). To workeffectively, people will need to relate well to different cultures.2– Create and extend opportunities for colleagues to work across nationalboundariesThiscould occur within your own company if it has developed an internationalpresence, or in collaboration with business partners overseas. If these don’texist (as they won’t for many small businesses), create a network just for thispurpose.Thenumber of multinational companies has grown exponentially from 7,000 in 1970 to53,000 (with 450,000 foreign subsidiaries) in 1998. Together they account forbetween 20 and 30 per cent of total world output. Any individual who wants tomake sure the value of their personal human capital doesn’t sink, can’t affordto ignore these kinds of figures.3– Generate opportunities for people to collaborate across time zonesThatdoesn’t mean asking them to set their alarms for three in the morning. Butanother feature of the global economy is the extension of time zone relays. Workping-pongs from one side of the world to the other, as complementary teams takeforward projects around the clock in order to meet competitive pressures thatare driven by time.People’ssecurity lies not with the organisations they work for but inside their heads.Create the learning and experience programmes that give them confidence intheir ability to secure employment contracts should the need arise, and yougive them the best reason of all for staying with you.Onefinal point. Training and development managers need to invest in their ownglobal knowledge assets too…HelenVandevelde is an international conference presenter on globalisation and thefuture of work, and delivers consultancy programmes including A Toolkit forCareer Management in the Global Knowledge Economy Related posts:No related photos. Comments are closed. Previous Article Next Article read more

Training

first_imgThis weeks training newsEasyJet takes to road EasyJet is running a series of roadshows in Singapore and New Zealand to tryto recruit more pilots. The first will take place in Singapore next month andwill target expatriates. Joyce Linehan, EasyJet’s flight operations recruitmentmanager, said the airline recruits more than 100 pilots a year. www.easyjet.co.ukPlaytex builds spirit Bra manufacturer Playtex is putting 10 of its senior sales team on aself-development workshop to build team spirit and increase the effectivenessof its sales force. The two-day workshop will involve role-play exercises andpersonality profiling. It will be held at the end of April by training companyMarcus Bohn Associates. Managers favouredThe CIPD’s annual training survey found that managers and professionals getthe lion’s share of the training budget. They are far more likely to receivetraining in the workplace than manual workers. Only 8.4 per cent of managers intheir organisations have not received training compared with 47 per cent ofmanual workers who failed to get training during the same period. www.cipd.org.ukUnison tracks struggle Many local government authorities are struggling to find funds for stafftraining, according to a survey by government union Unison. The union spoke torepresentatives from 35 union branches and found that 51 per cent ofauthorities said their council’s training efforts were hampered by a lack ofresources. But the report revealed that lower-paid employees fared quite well,with 54 per cent of authorities having specific measures in place to addresstheir training needs. www.unison.org.uk TrainingOn 1 May 2001 in Personnel Today Comments are closed. Previous Article Next Article Related posts:No related photos.last_img read more

Letters

first_imgThis week’s lettersLetter of the week Total outsourcing is going too far On the subject of outsourcing, the Pentland Group’s HR director ChrisMatchan asks whether “we really want HR to end up like this?”(Comment, 30 May). Well, I for one say “no”, and senior HR directors should challengethe thinking that suggests that the outsourcing trumpeted by Nortel Networksand PwC is a step forward for the profession or the business it supports. It sounds as though the demand for ever-increasing returns on investment isthe over-riding objective, and not any that HR would have normally stood for. Am I the only HR professional who considers HR to cover the total spectrumof activities that affect the people in an organisation? I cannot see anythingbut trials and tribulations for any company that totally replaces the HRfunction with an 0800 number. To leave the few remaining HR staff concentratingon strategy alone is a pathway to disaster. Employees will become less engaged, less motivated and disenchanted, andeventually turnover will reflect this. For HR to be effective strategically, it has to be involved at every level –not removed. Of course, there are activities that could be handled in a more efficientway, but to outsource the whole thing? I pity the outsourced professional who will be handling a complex Tupetransfer from their outsourced position. Good luck. Paul Brewer HR director – Europe ETI e-HR is behind surge in interest The News Barometer survey asking “Is outsourcing a more effective wayof providing HR services?” (News, 12 June) showed that only 43 per cent ofrespondents believe that to be the case. Yet sources such as the Cranet Survey indicate that 97 per cent outsource atleast one HR service. Does that mean that over 50 per cent of outsourcing experience isunsatisfactory? Clearly not, judging by the enormous interest in HR outsourcingand deals such as the one between Nortel Networks and PwC. As outsource providers, we have noted a huge increase in interest inoutsourcing HR among progressive companies. The main reason is not to cut costsnor to focus on core activities, but the desire to implement an e-HR strategy. The pressure to deliver self-service HR and to tie it into a worldincreasingly focused on e-business is beyond the scope of most in-house HRdepartments. That’s where outsourcing can be a catalyst for change. The ASP model allows an external supplier to cut the delivery time togo-live on a new HR system, and creates the opportunity to outsource selectedHR functions on the same database across the organisation. This is the deliveryscenario that mid-sized organisations are seizing, to gain competitiveadvantage from e-HR. In turn, it will precipitate an unprecedented growth inoutsourced HR services. Bruce Thew Managing director, Ceridian Europe Job loss handled better all round I read with interest City improves on human side of deal, (News, 12 June). Not only are employers in the City getting better at this, but employees tooare handling job losses better and accepting that career transition is part andparcel of modern working life. We carried out global research that found redundancy has little impact onfamily, finances and health. In fact, rather than damaging family ties andpersonal relationships, nearly half of those surveyed felt redundancy hadactually strengthened their relationship with their partner. It is encouraging that job loss is not nearly as traumatic for families asit has been. Over recent decades we have seen a rise in the stockmarket as wellas an in house prices, which has given people greater equity than ever before.This could explain why families feel more financially secure in the face ofredundancy. But it is also good to see that employers are handling redundancy programmesbetter and taking responsibility to ensure HR professionals support departingemployees with career transition services. There is no doubt that they have adirect impact on how well equipped employees feel to deal with it. Tony Gould Managing director DBM, UK Creche would be a good first step It seems journalism is not alone in not meeting the needs of mothers (News,30 May). Why does the Government encourage mothers to take a year off? A bettersolution would be to have policies such as creches at work – enabling us to doour jobs better, with greater peace of mind, knowing we can see our children inour breaks, while not falling behind careerwise. We need a fundamental shift in attitude towards those of us raising the nextgeneration. Kaneez Jaffer Recruitment administrator Related posts:No related photos. Previous Article Next Article Comments are closed. LettersOn 26 Jun 2001 in Personnel Todaylast_img read more

HR in firms’ top five of functions most outsourced

first_img Previous Article Next Article Related posts:No related photos. Comments are closed. HR in firms’ top five of functions most outsourcedOn 4 Sep 2001 in Personnel Today HR is the fifth most outsourced function after IT systems and support,according to a survey by law firm Tarlo Lyons. Outsourcing Survey 2001 shows 8 per cent of the 71 responding companies haveoutsourced HR. IT systems and support is the most outsourced function on 28 per cent,followed by finance, legal services and cleaning. The reasons for outsourcing functions include a desire to save money,provide better services to clients and compensate for a lack of internalexpertise. Kevin Barrow, head of the IT personnel group at Tarlo Lyons, said, “HRis commonly outsourced because it is undervalued in most companies and is justseen as an overhead. “Outsourcing the administration side of HR also gives managers thechance to concentrate on more strategic matters.” The biggest problem with outsourcing was cited as “failure to live upto expectations”, although more than three-quarters of respondents aresatisfied they are getting good or extremely good value for money. www.tarlolyons.com last_img read more

Devil in the detail

first_img Comments are closed. The complexities of the Disability Discrimination Act make it easy to slipup in practice.  There are areas inwhich occupational health and personnel practitioners really need to be ontheir toes.  By Paul D McMahon Helen, who is employed as an IT support assistant in an insurance company,has been injured in a car accident. She suffered head injuries and a brokenpelvis and as a result has permanent restriction of movement in her upper bodyand learning difficulties. On her return to work she explains to Mike, her linemanager, that she can no longer take part in her favourite hobby of potholing,and has great difficulty in carrying out household chores involving bending andlifting. Mike, however, noticed she did not appear to have any restriction ofmovement when he saw her moving computer equipment last week, but wonders ifHelen may be disabled in terms of employment legislation. The DDA definition of disabled A person is disabled in terms of the Disability Discrimination Act if theysuffer from, “a physical or mental impairment which has a substantial andlong-term adverse affect on their ability to carry out normal day-to-dayactivities”. Assume that Helen’s condition is’substantial and long-term’ and the questionbecomes one of whether or not it is having an effect on her ability to carryout normal day-to-day activities, a question that has been the subject ofrecent case law. In the case of Ekpe v The Commissioner of Police of the Metropolis, 2001,IRLR 605, the EAT highlighted that in dealing with the question the focusshould be on what a person cannot do because of their disability, rather thanwhat they can do. In that particular case, which concerned a female employee, the originaltribunal decided that putting in hair rollers and applying make-up were notnormal day-to-day activities. That decision was overturned by the EAT whichsaid the question that should be addressed is whether the activity can beconsidered abnormal or unusual. They observed that the Guidance to theDisability Discrimination Act states that an activity is not normal if it isonly carried out by a particular person or group of people, and stresses thatjust because the activity is mostly done by one gender, does not mean it is notnormal. In Helen’s case, it would appear that doing household chores would be viewedas a normal day-to-day activity; but not potholing. The significance of how well Helen is able to carry out normal day-to-dayactivities at work, such as lifting computer equipment, was addressed by theCourt of Session in the case of Law Hospital NHS Trust v Rush, 2001, IRLR 611,when it was stated, again with reference to the guidance to the DDA, that workduties were not day-to-day activities. But where work duties include someelement of day-to-day activities, such as lifting objects, this informationcould be relevant to the credibility of an employee who is claiming he or shecannot carry out a particular activity. Therefore, Mike’s observation that Helen was able to move computer equipmentwould not be relevant to the definition of disability, but could be relevant towhether she is telling the truth or exaggerating about her lack of ability tocarry out household chores. Substantial disadvantages The following month, disciplinary proceedings were instigated against Helenafter allegations that she made racist remarks to a fellow employee who is froman ethnic minority. Under the company’s disciplinary procedure, Helen is suspended and adisciplinary hearing is held. A solicitor’s letter arrives saying Helen feelsdiscriminated against because, in view of her learning difficulties, she didnot understand the letter she received explaining the disciplinary procedure toher, she was intimidated and felt unable to express herself fully because ofthe formal nature of the hearing, and because she was not permitted to bringalong a friend in place of a work colleague. Mike, however, recalls that along-standing and trusted colleague of Helen’s explained the contents of theletter and accompanied her to the hearing at which it was observed that Helenhad been very articulate in her own defence. Section 6 of the Disability Discrimination Act provides that, where anemployer’s working arrangements or premises place a disabled person at asubstantial disadvantage, then a duty to make reasonable adjustments arises toavoid the disadvantageous effect. Failure to make such reasonable adjustmentsis discriminatory, unless it can be justified by a reason which is bothmaterial to the circumstances of the case and is substantial. Therefore, theduty to make reasonable adjustments only arises where an employee is placed ata substantial disadvantage. A similar situation arose in the case of Cave v Goodwin & Another, 2001,EWCA Civ391. In that case the applicant was a care assistant in a residentialcare home and had epilepsy and learning difficulties. Allegations of sexualmisconduct were made against the applicant and the employer initiateddisciplinary proceedings, similar to those used by Helen’s employer. Theapplicant received a letter informing him he was suspended and that there wasto be a disciplinary hearing. The applicant did not receive any oralexplanation of the charge and the process from his employer, which also refusedhis request to be accompanied by a friend (not a work colleague) at thedisciplinary hearing. The question the tribunal first considered was whether or not the applicanthad been put at a substantial disadvantage by this alleged discrimination.Although he had received notice of the suspension and the disciplinary hearingby letter, it was found he had been able to read most of the letter himself,and the entire contents of the letter were explained to him by his colleagues.He had had an understanding of the disciplinary hearing and was able to expresshimself at the hearing. The tribunal therefore found the applicant suffered no substantialdisadvantage as a result of the alleged discrimination, and therefore the dutyto make reasonable adjustments did not arise. In Helen’s case, the employer may have done better to modify thedisciplinary procedure by explaining the suspension and the arrangements forthe disciplinary hearing orally, as well as in letter form and allowing her tobe accompanied by a friend at the hearing, rather than a fellow employee (theguidance to the DDA recommends that a person with learning difficulties beaccompanied by a friend at such a hearing). They might also have considered making the hearing itself less formal withregular breaks for Helen to consult with the friend who accompanied her. The employer could argue, however, that the duty to make reasonableadjustments did not arise, as she did not suffer a substantial disadvantage. They could point out that the disciplinary letter was fully explained toHelen by a trusted colleague, it was this colleague who accompanied her to thedisciplinary hearing, and the procedure did not seem to prevent Helen fromexpressing her point of view. Reasonable adjustments Subsequently, Helen’s condition deteriorates and she goes on long-termsickness absence. Following the company’s long-term sickness absence procedure,a report is obtained from the company’s occupational health department. Thisreport indicates that it is unlikely that Helen will ever be able to return towork and she is dismissed on the grounds of ill health. Helen claimed disability discrimination, claiming reasonable adjustments hadnot been given serious consideration by the company. As stated above, section 6 of the DDA requires that reasonable adjustmentsbe made when a disabled person suffers a substantial disadvantage, unless thefailure to do so can be justified. The importance of proper consideration of adjustments which can be made, tothe question of whether or not it was reasonable to make them, and whether ornot failure to do so can be justified, was emphasised in the case of Fu vLondon Borough of Camden, 2001, IRLR 186. In that case, the applicant hadsuffered from two accidents at work. She proposed a number of adjustments bemade to her working conditions, including a voice-activated computer, ahands-free phone, an adapted chair and easy access shelving. The employer did obtain a report from occupational health and the OHassessor’s position was that they could not indicate when the applicant wasgoing to be able to return to work. The applicant was therefore given a choiceof ill health retirement or dismissal. This case went to the EAT, which observed that as dismissal itself is not anact of discrimination under the Act, the only matter they were required toconsider was whether reasonable adjustments should have been made. The EAT considered that the employer had discriminated against the applicantbecause they had failed to consider the extent to which the proposedadjustments could have allowed her to return to work. When an employer is faced with the prospect of considering adjustments, thepossible adjustments should be discussed with both the employee and the medicaladviser. The focus should be whether the adjustments will make a real difference –will they lead to the disabled person suffering no substantial disadvantage byreason of their disability, compared to a non-disabled employee? Investigationsshould then be conducted as to the effect of these possible adjustments on boththe employee and the workplace, with a view to establishing whether they canreasonably be made. Where appropriate, the employer ought also to consider implementingadjustments for a trial period as an alternative to dismissal. Paul D McMahon is a solicitor with Harper McLeod Previous Article Next Article Related posts:No related photos. Devil in the detailOn 1 Mar 2002 in Personnel Todaylast_img read more

Knowledge management must be led by HR teams

first_imgRelated posts:No related photos. A new study reveals the encouraging finding that the proportion of companieswhere HR is taking a lead on knowledge management has increased from 3 per centto one-fifth in the last year. Knowledge management is a slippery bit ofcontemporary jargon, but there is no doubt that the knowledge of individualsand teams in organisations is crucial to their competitiveness. The problem, aswe all know, is that knowledge is power. In too many organisations, knowledge is a source of competitive advantage,not to the company as a whole, but to individuals who own the knowledge – and,too often these people go out of their way to keep it to themselves. We have all worked in organisations where people are starved of informationthrough rivalries between colleagues, management cliques, hierarchies,organisational silos or line managers who jealously guard staff or data – inother words, through the whole gamut of organisational politics. If this sounds paranoid, just look at how staff view their working lives.CIPD research shows that two-thirds of employees feel they are not sufficientlyinvolved with and consulted over changes in their work. It seems employers are a long way from winning hearts and minds anddeveloping the high performance, networked organisations promoted by managementthinkers. The problem with knowledge management is that up until now, it has beentackled in a mechanistic way and has usually been the responsibility of the ITdirector. Systems are important – especially in large organisations – butfundamentally, knowledge management is not about IT, but about organisationalculture. Developing a culture where people share their know-how is not as easy assetting-up a few databases, but knowledge management initiatives do not stand achance of success unless they are led by HR professionals. Previous Article Next Article Comments are closed. Knowledge management must be led by HR teamsOn 28 May 2002 in Personnel Todaylast_img read more

The road to success

first_imgRelated posts:No related photos. Previous Article Next Article Comments are closed. Whetheryou are working your way up the career ladder internally or planning the leapto that dream job, making your CV stand out from the crowd and creating theright impression at interview will optimise your chances of success, by NicPaton Valmai Hughes has spent the past month getting used to her new role as OHmanager at a major investment bank overseeing the health needs of 6,000 staffin London and the South East. Landing a new job is never as difficult as making a success of a high-poweredrole once you are in it but, nevertheless, Hughes admits she found theinterview process for the bank intensive. It took four interviews to get her the job, the first a two-hour assessmentof her competencies, the second and third one-hour interviews with seniormanagement and the fourth a more relaxed meeting of the team. “I made sure that when I went into the interviews I was, as far aspossible, not going to be confronted by anything that was alien to me,”she says. “But I have to admit I was not expecting a two-hour interviewfirst off.” Planning a career Occupational health nurses are often notoriously bad at planning theircareers. Like many professionals, particularly those working in a vocational fieldsuch as medicine, what is often, rightly, seen as more important is theclinical, patient-related work and developing your competencies in yourspecialist field. This can mean things like having a career path can easily getoverlooked. But as companies demand more and more from their OH departments, being ableto plan your career is becoming increasingly important for OH nurses. Whetherit is simply a case of working your way up the ladder internally or making theleap to that dream job or into academia, it is vital to know how to get thebest out of a job application and interview situation. As Angela Arnold, occupational health and safety recruitment adviser at OHrecruitment specialist Cheviot Artus puts it: “Quite a lot of OH nurseshave never had an interview in five to 10 years. And if they’ve worked theirway up a company, they may never have had a formal interview at all.” The first thing Valmai Hughes did was to sign on with specialist agency,Occupational Health Recruitment. They helped her prepare applications, workedwith her on her interviews and, for the latest job, helped with backgroundinformation on the organisation. “They prepared me so well that I was far less nervous. I think therewas only one question that took me by surprise. In that situation it’s normallyjust a question of telling the truth or being able to say where you might go tofind the answer,” she explains. When sitting down to think about your career, before getting distracted bythe nuts and bolts of CVs, application letters and interview rehearsals, it isworth just taking a step back and thinking, “Where is it I want to begoing?” suggests Sue Lamb, recruitment and development director at OHRecruitment. NHS or private sector, managerial or clinical front-line, academia or somesort of specialist role? How important is juggling family commitments? Are youcommitted to a particular part of the country? These are all questions that itis vital to get clear in your mind at an early stage. “It’s about not being blinkered, being flexible and open to suggestion.But if you really want to progress, you have to put yourself out and make sureyou are not too comfortable,” says Lamb. After this, it is a question of identifying what your skills are and askingthe question “What can I offer?”. For instance, you may decide youneed to take a sideways, or even a backwards, step to get to the position youeventually want. Or it might be that you need a particular qualification oraccreditation first. “What can you bring to a job in terms of experience? Your CV may saywhat your job description is, but what have you actually been doing?” asksLamb. It is important to talk about your place in the structure of the company,do you have access to the board or the managing director, for instance? Do youhave regional, national or even international responsibilities? When it comes to putting together a good CV, identify and focus onachievements that have been above and beyond the basic job description. Itmight have been introducing a sickness absence review or reducing sicknessabsence by a certain percentage. If you can back up achievements with hard,quantifiable evidence, all the better. “The CV is designed to illustrate to a prospective employer what youare capable of,” explains Lamb. It also goes without saying it needs to beaccurate and truthful, while promoting your achievements and abilities to thefull. Writing your CV Most employers will look askance at novella-length CVs crammed with text,littered with different fonts and point sizes and all printed on supposedlyclassy embossed grey or coloured paper. The best rule of thumb here is keep itsimple, clear (a size of 12 points is best) and consistent. Lamb, for one,recommends no more than three sides of A4 paper and try to avoid large blocksof text, using bullet points instead. It is also a good idea to put your nameand page number on each page in case they get lost or broken up. “It is the content, not the size that matters. They do not want to knowthat when you left school in 1963 you worked for a week in Woolworths,”she says. Stick too to your professional qualifications. The fact that you got a CSEin maths in 1971 is, in 2002, neither here nor there. Include a personalsummary of your abilities, skills and competences, but avoiding jargon andabbreviations where possible. “Make sure the people who are reading that CV understand clearly yourrole and how you have developed it. Show you have the essentials to do the jobyou are applying for, and how you intend to develop your career further,”Lamb adds. Keep your CV updated and view it as your ‘shop window’, advises Arnold.”Some people even do them in the third person,” she adds. The application letter should generally be a relatively short and simpleaffair, she advises, but never a standard letter. It should cover who you are,where you saw the advertisement, why you are interested in applying and pointout that your CV is enclosed. For both the CV and the letter, it is critical that you read the jobadvertisement carefully. There is nothing more likely to get your applicationthrown in the bin than getting the name of the person you are applying to wrong(or assuming their sex) or missing a key competence or qualification that isrequired. Assuming your CV is now so professional and polished that your favouredorganisation leaps at the chance of offering you an interview, the secret, asHughes showed, is preparation. Preparing for interview Check out the organisation as best you can, look it up on its website, readup on it, if possible find out about its culture, essentially glean as muchabout it as you can. Again, an agency may be able to do much of the legwork onthis for you. It is the same thing when it comes to the interview panel. If you can find outwho is on it and why, it will give you a much better idea of the sorts ofquestions that are going to be fired at you. A quick search on the Internetwill often throw up useful tips and advice too, suggests Arnold. Enlist friendsor family to do practice runs and get them to ask all those awkward questionsyou hope the real interviewers won’t. Check out, too, where you are going and how to get there. Even do a dummyrun. And give yourself lots of time. There’s nothing worse than arrivingharassed, flustered and out of breath after dashing in late from the car parkor railway station. Also, arriving early will give you an opportunity to sit inthe lobby and get a feel for the atmosphere of the company and the sort ofpeople who are coming and going. “The first three minutes are the most important when it comes to makingan impression. So walk in with your chin up, smiling, wearing a nice new suitand with a new haircut,” advises Lamb, with the proviso that it is not agood idea to go for an outfit that is too new and uncomfortable, as it willshow. “Be positive and confident, but not over-confident. Show you arewell-informed about the company, their record and why you want the job,”adds Arnold. If there are particular things you want to say or get across, orachievements you are particularly proud of, have them memorised and find aplace to turn the conversation around to get them in. It is also wise to have a set of questions committed to memory (and jotteddown on an easily reachable piece of paper in case you suddenly go blank) toavoid an awkward silence when the panel asks “any questions?”. If a question completely throws you, be honest, stresses Lamb. “If youstart to dig a hole, you’ll end up burying yourself. If you don’t knowsomething, admit it. If you start to waffle, they will know,” she says. Itis the same, just more so, for telling lies. When it comes to money, if the advertisement has not stated a salary and thepanel has not already brought it up, it is generally worth enquiring what salaryband the position is in. If the question is then thrown back at you –”What salary band did you have in mind?” – it is vital not to sellyourself short, so keep a salary figure in mind. At the end, thank the panel for calling you to be interviewed and askpolitely when you may expect to hear. It is also worth remembering that the interview is not over until you areback out on the street. A flippant or derogatory comment to the receptionist,or saying something stupid in the lift on the way down will often make its wayback to the panel. If you have not heard anything within five working days – unless the panelhas stated otherwise – it may be worth chasing up; if nothing else it shows youare still keen to be considered. If you are unsuccessful, do not be afraid to ask for feedback. If you remaininterested in that particular company, ask if you can be kept on file forfuture reference. And don’t worry. As with most things, success comes withpractice. Tips for getting a new job CVs– Focus on achievements above and beyond the basic jobdescription; provide evidence– Keep it simple, clear and consistent; use bullet points– Keep it updatedInterviews– Research the organisation– Do practice runs– Check your route, get there early– Be positive and confident– Prepare the points you want to make– Have some questions in reserve– If you don’t know the answer, say so – Remember the interview’s not over until you’re out on thestreet– Ask for feedback if you’re unsuccessful The road to successOn 1 Oct 2002 in Personnel Todaylast_img read more

BA air crew to challenge age discrimination laws

first_imgRelated posts:No related photos. Alandmark case could change UK law on age discrimination far before an EUdirective bans the practice in 2006.Inthe case, currently before the Watford Employment Tribunal, a group of 70British Airways pilots and cabin crew claim the airline’s retirement age of 55constitutes discrimination.Thegroup, some of whom worked for British Caledonian when it was taken over by BAin 1988, wants the original em-ployer’s retirement age of 60 to continue toapply to all employees at the airline.Anypilots or cabin crew employed after 1971, including those originally withBritish Caledonian, have to retire at 55, while the retirement age of anyoneemployed before 1971 is 60. It is claimed that the policy affects 13,500 staff.Representingthe pilots, Paul Quain, of City law firm Charles Russell’s Employment andPensions Unit, said the group wants the retirement age at BA to be extended to60, in line with many other airlines.”Thiscase again highlights the fact that age discrimination in the UK is notillegal, and that when the EU directive eventually comes into force in 2006, itwill not apply to people who have suffered age discrimination before thatdate,” he said.HoweverNicholas Underhill, QC, representing BA, said: “It is extremely expensiveto unscramble a deal made in 1971 É the ultimate cost is more than £100m.”Thecase is expected to conclude on Friday. lMeanwhile, older NHS nurses also claim they face ageism from managers, despitethe chronic shortages of qualified staff and an ageing workforce. Apoll by recruitment firm Celsian of nurses over 35, found almost two-thirdsfelt they would be unlikely to progress into a senior role beyond the age of40.ByQuentin Reade BA air crew to challenge age discrimination lawsOn 20 Jan 2004 in Personnel Today Comments are closed. Previous Article Next Articlelast_img read more

HR must provide missing link to reward awareness

first_imgRelated posts:No related photos. HR and reward professionals hold the key to improving employers’communication with staff about pay, pensions and benefits. That was the main theme to emerge from the annual Chartered Institute ofPersonnel and Development (CIPD) Reward Conference which took place last weekin London. Addressing delegates at the conference, CIPD assistant director-generalDuncan Brown said that too many employees rely on colleagues and the company‘grapevine’ to find out about changes in benefits and rewards. “This is an issue that HR needs to pick up on. Staff have got tounderstand about pay and reward issues so they can make decisions about their‘conditions of association’ with the company. “We have to provide this missing link so employees actually understandwhat is happening to them and how it relates to the organisation.” Brown said the goal for HR was to enhance employees’ perceived value of whattheir benefits and rewards are worth, without increasing costs and at the sametime avoiding the downside of administrative complexities. He pinpointed flexible benefit schemes as an increasingly popular area, butwarned that employers should undertake a feasibility study and build a businesscase before implementing such a scheme. He went on to say that reward practices are more likely to evolve ratherthan radically change, and many professionals were responding to the challenge”slowly and carefully”. The CIPD also announced it is to create a Certificate in Reward Management,recognising that reward has established itself as a specialist subject in itsown right within HR. Mark Childs, CIPD vice-president reward, said: “It limits the opportunityfor reward to be hijacked by number crunchers and invites generalists to acceptthat having some basic competency in reward management is an essential elementin being a well-rounded HR professional.” By Mike Berry Previous Article Next Article Comments are closed. HR must provide missing link to reward awarenessOn 17 Feb 2004 in Personnel Todaylast_img read more