Comments are closed. Behaviour-based approaches to safetyOn 1 Mar 2001 in Personnel Today Many traditional approaches to health and safety management are available toorganisations wanting to improve their safety performance. Eventually, however,a plateau in accident reduction is reached beyond which it can be difficult toadvance. One way of addressing this difficulty is to adopt a Behavioural-Based SafetyApproach, a practice which examines the psychology of why people comply withrules or why they don’t. BBSA takes into account the individual, theenvironment and the individual’s behaviour in the workplace to get to the rootof the problem. It need not be reserved just for safety issues though. Abehavioural approach gives the ownership of health and safety to the people atrisk, rather than allowing them to be directed by those not at risk. It can beas relevant to locating the cause of occupational stress among a group ofemployees, as discovering why certain accidents are occurring on a productionline. A well-motivated and committed workforce that actively participates in themanagement of its own health and safety issues can bring considerable benefitsand BBSA can break down many of the traditional employee/manager barriers andfoster team spirit. Without full management commitment though there could beproblems which reduce the effectiveness of the approach. Organisations shouldbe aware that BBSA can amplify bad situations as well as highlight good ones. IOSH has produced a “technical info sheet” on BBSA and while theInstitution believes the concept can work very well, it is not a stand-aloneapproach and should be used in harmony with other safety management systems. The IOSH info sheets provide basic facts for an individual to interpret andimplement. They include references, contacts for further information and arefree to members and non-members. They can be downloaded at: www.iosh.co.uk/technical/infosheets.cfm Previous Article Next Article Related posts:No related photos.
Comments are closed. Related posts:No related photos. Previous Article Next Article MPS urged to bring back ‘quality controlled’ ilasOn 1 Mar 2002 in Personnel Today The controversial Individual Learning Accounts system should be revamped andreintroduced, the directors of the Learning and Skills Council have said. In a submission to the Education and Skills Select Committee, they calledfor an improvement in quality controls and a coherent national framework sothat the system could be reintroduced. The initiative, which entitled people to grants of up to £200 towardseducational courses, was the Government’s flagship training enterprise until itcollapsed amid acrimony last year. The Government closed down the system in November after an investigation ledto suspicions that there was widespread fraud and misuse of the training funds.Director of learning programmes at the LSC Geoff Hall told MPs that despiteits problems, the ILA scheme was still the most successful attempt to attractnew learners. “ILAs attracted more than a million people into LSC colleges and othertraining providers. The easy access to learning and reduced cost of feesappealed to many as a simple way of improving their prospects,” he said. Hall called for the system to be updated and reintroduced, saying the LSCfully supported the concept of learning accounts. “We want to build on thewide recognition of ILAs. They might have been damaged by recent events but webelieve they can be successfully re-established so long as this is donecautiously.” Commenting on the LSC’s submission, training consultant Paul Kearnsquestioned the value of ILAs. He said: “Large numbers of people using atraining system is no indication of its effectiveness and doesn’t justify itsexistence.” www.mpa.gov.uk By Ross Wigham
Reader reviewsOn 1 Oct 2003 in Personnel Today This month’s reader reviewsTop coaching tips for pragmatistsTraining manager of Claire’s Accessories Gillian Ince reviews: Go Mad AboutCoaching by Andy Gilbert and Ian ChakravortyFormat: Book with free CD Price: £19.99 ( Plus £3 p& p)From: Go Mad Research & Consulting Group Contact: 01509 891313weblink: www.gomadonline.comOne of many publications from the Go MAD series (MAD standing for make adifference, by the way), this book is a must for all you pragmatists out there.You know who you are; not interested in theory, just wanting to learn the modeland put it into practise as soon as possible. Take it from one pragmatist toanother; you certainly can with this publication. You are instantly introduced to the Go MAD framework. This is followed byuseful tips, tools, techniques and templates on how to structure a coachingsession, as well as more than 200 extremely powerful coaching questions – allof which can be easily understood and used immediately. It is accompanied by a free 60-minute audio CD, which allows you to hear howa real-life coaching session is carried out, and gives examples and exercisesto use immediately. Overall, a very interactive learning resource for the novice coach or themore experienced individual looking for practical, realistic ways to developtheir own ability or teach others. Blended customer service trainingLucille Breen, director of humanresources at Genesys Software Systems reviews: OutstandingCustomer Services SkillsFormat: e-learning courses plus a two-day workshop from blended learningcompany Balance Learning Designed and delivered by: Balance LearningContact 01453 769 601 e-mail: [email protected]: www.balancelearning.co.ukAs a provider of HR and learning-related software and outsourcing services,our expectations of internal training are very high. We were interested intesting Balance Learning’s Outstanding Customer Service Skills programmebecause our own experience of working with customer learning programmes hasdemonstrated the value of blended learning. The programme’s focus on customer service also matched one of our topcorporate values. Outstanding Customer Service Skills combines three dimensions:separate e-learning courses, a classroom workshop session, and post-eventactivities. We piloted it with 13 people, including our entire customer serviceteam.We gave the participants seven to 10 days to undertake thee-learning element at their own pace (either at work or at home) and thenprovided the hands-on training two days later. We wanted things to come together quickly to keep up the momentum.The e-learning courses were very focused, entertaining andenjoyable. They provide the necessary knowledge and illustrate the link betweenoutstanding service and long-term sales. We all rated them very highly, withnot one negative comment. Thee-learning ensures that everyone has reached the same level before the hands-onsession. Balance Learning provides everything you need to run a classroomsession, including PowerPoint slides and even a trainer’s script. These can betailored to reflect feedback from the e-learning evaluations. Even non-trainerscould deliver an effective workshop from these ready-made materials. However, we opted for two of Balance Learning’s three-hourworkshops. These taught six to seven people in each group, and were run byBalance Learning consultants at our head office training facility. Although a good trainer will always be able to run a goodworkshop, we found the e-learning element really complemented the hands-onsession, which made for very effective learning.For the last part of the programme, Balance Learning providescustomisable activities which can be e-mailed to participants after the event,to reinforce the learning in practice. This provides a truly unique follow-upapproach which is guided and structured.With the time pressures facing people at work today, it is notalways possible to take staff away from the workplace for long periods oftraining. This programme offers a great way to condense training time,and provides a very thorough and satisfying learning experience for all levels– from junior members to the vice president. It proved so successful, that ourcompany is now going to run the training course for our entire sales team. Related posts:No related photos. Previous Article Next Article Comments are closed.
IR equips staff for online learning pushOn 1 Oct 2003 in Personnel Today Previous Article Next Article Related posts:No related photos. TheInland Revenue (IR) is implementing an online skills programme across all ofits grades. The courses, which will potentially be taken up by 70,000 membersof staff at various UK locations, are being provided by UK eUniversities(UKeU). This is the government-backed company specifically set up in 2001 to provideonline learning from UK universities to students and businesses. “Wesee this partnership with UKeU as a key part of our goal to make all of ourstaff e-learning enabled within the next few years,” said Lin Hinnigan,director of learning at the IR. “We firmly believe e-learning skills will helpus to become an even more responsive organisation.”Theprogramme will be based on existing student support materials developed forUKeU’s Learning Environment, created in partnership with Sun Microsystems. The moduleswill include ‘What is e-learning?’, ‘Drive your own learning’, and ‘Onlinediscussion’ – all designed to help staff learn the necessary skills forstudying online.Itis hoped that following completion of these courses, staff willhave acquired a positive attitude towards e-learning andshould learn quickly and confidently from an e-learning package.JohnBeaumont, chief executive officer at UKeU, described the programme as animportant milestone for UKeU. “Working closely with the IR to understand itsrequirements, we can develop a high-quality, bespoke programme to help peopleto achieve e-learning skills that can further their careers,” he said. “Theflexibility of online learning has enormous potential for such organisations.”–Recent online courses set up by UKeU include a BA Enterprise with theUniversity of Glamorgan, for those wanting to develop their entrepreneurialskills, and a new foundation degree in hospitality management with theUniversity of Derby. Thefoundation degree forms part of UKeU’s remit from the Government to widenaccess to higher education.www.ukeu.com Comments are closed.
Previous Article Next Article Five years ago, Stroud College failed an Ofsted inspection, with the lack ofan HR system to monitor staff attendance cited as a key factor. In Septemberlast year, it was re-inspected, and the report highlighted personneladministration as one of the college’s strengths. The dramatic turnaround was masterminded by Nicky Wood, the newly-appointedpersonnel manager at the time, who knew the answer lay with implementing someform of HR software. “With 300 to 400 employees in the college and little or no informationon any of them, my role in HR was challenging to say the least,” sherecalls. “There were no processes in place, no standard terms andconditions, reporting information was non-existent, and recruitment was done byeach department, irrespective of headcount.” Wood was able to secure some of the recovery funding that the college hadbeen awarded to pay for her plans. Stroud College, which offers a range of academic and vocational courses andlearning programmes to meet the needs of local employers, chose HR softwaresupplier Computers in Personnel to install its new personnel and recruitmentadministration system. “They wanted a system to address an immediate need,” saysComputers in Personnel managing director, Chris Berry. The system ran on existing PCs and went live in 2000. The hardest part ofthe implementation, says Wood, was the data collection to populate the system.It was collected by her assistant, who had to work with every departmentmanager, key the information into the system, and then get it validated toensure accuracy, explains Wood. With the information held digitally, Wood took the opportunity to review andrenew HR practices and procedures, including terms and conditions, criminalrecord checks and teaching qualifications. The recruitment software allowed her to create a more structured and uniformapproach to authorising and advertising vacancies, and the college also beganto use the data more strategically. “On a monthly basis, we produce a selection of management reports,which are circulated to the board and senior management team,” explainsWood. “These cover a range of metrics that we need to monitor, such asheadcount, sickness absence, turnover, equal opportunities and vacancies. The managersin the college have now become reliant on the information we are able toprovide and are keen to have access to more.” The HR team’s ability to generate data and therefore benchmark its practiceswas one of the things that impressed the Ofsted inspectors during their lastvisit. “We’d worked for a number of educational establishments before and alsohad experience of generating the kind of returns needed to satisfy the variousfunding councils,” says Berry. After a lot of groundwork, the ease with which the college can extract dataon its people has made the system vital to Wood and her department’s operation.”It is an intrinsic and essential part of everything we do on aday-to-day basis, whether it is sending out a contract of employment, posting avacancy or reviewing a job description,” she says. “We make extensive use of the diary facility for key reminders, such asappraisal meetings and maternity entitlement, and rely on it to trigger theactivities we carry out on that day.” Comments are closed. College makes the grade with online administration systemOn 13 Jul 2004 in Personnel Today Related posts:No related photos.
Comments are closed. Related posts:No related photos. Previous Article Next Article Womenare deselecting themselves from top posts in business because the executivelifestyle does not offer sufficient flexibility, experts say.Delegatesat the ‘Driving Diversity Success’ discussions, organised by the CharteredInstitute of Personnel and Development (CIPD), agreed that women had much moreexposure to the benefits of flexible working than men due to breaks inemployment for maternity and career changes.Thegender divide was widened further by an ongoing perception of men as the chiefbreadwinners, delegates said.DeborahRees, director of InnectoPeople Consulting, said that a study she had carried out showed that eight outof 10 high-flying women had chosen to set up their own businesses rather thanstay in corporate life.”Womenhave looked at what is available and have seen there is not enough there forthem – the rewards aren’t attractive enough,” she said.PhilBadley, assistant chiefexecutive of HR at Stockport Council, said: “Men will wait in line -womendon’t hang about.”VanessaRobinson, organisation and resourcingadviser at the CIPD, said the challenge was to shift the gender mindset toencourage women to stay in business and ensure that they did not have to act”in a male way” to get to the top.Shesaid that to overcome stereotypes and misconceptions, gender initiatives had tobe targeted at men as well as women.Arecent study by the University of Exeterfound that having broken through the glass ceiling, women then face a ‘glasscliff’, because businesses often offered themtop positions when the company was in trouble.Thiswas due to the perception that women faired better in crisis situations thanmen, the research claimed.ByMichael Millar Women are dropping out of top posts due to a lack of flexibilityOn 14 Sep 2004 in Personnel Today
Thisweek’s training newsCivil servants gain new blended learningsoftwareTheHome Office is introducing 15,000 civil servants to new software programmesusing a blended learning scheme which involves 300 instructor-led seminars,bespoke e-learning and live coaching. Designed by KnowledgePool, the training will aid the move toMicrosoft Windows XP and Office XP from older versions of the software. It willbe delivered through briefing seminars and an accompanying e-learning course,with the option of desk-side coaching as the software is installed at eachsite. KnowledgePool hasalso developed a 15-minute video of essential information for those unable toattend the course. The software roll-out should be completed by April 2005. Development goes online for constructionindustryConstructionprofessionals will have online access to a new continuous professionaldevelopment (CPD) service from this week. Developed by CPD provider EinsteinNetworks and construction newspaper Contract Journal (a sister publication ofPersonnel Today), it provides multimedia online training by industry experts.The service includes online video, audio and script delivery; self-assessmentquizzes to ensure understanding; and learning diaries to track personal andemployees’ progress. Contract Journal’s editor Rob Willock said: “This is a ground-breakinginitiative that will allow construction professionals to keep their knowledgeup-to-date at a time, location and pace of their convenience.” Users cansign up for a free seven-day trial at www.cpdconstruction.com.More cash being spent on workplacedevelopmentEmployersare spending more on workplace learning and development -and the trend looksset to continue in the year ahead, according to new research by PersonnelToday’s sister publication IRS Employment Review. Nearly half the employers surveyed (43 per cent) said spending had risenin the past two years, and just one in five said it had fallen. Looking ahead,more than 50 per cent of employers predict that spending will go on risingwhile just one in 10 expects a fall. Employers typically report that pressureto increase their learning and development budgets comes from the introductionof new regulatory climates in their sector, a change in senior management, or arise in staff numbers. The median budget for learning and development at surveyorganisations in 2004-05 is £80,000.www.irsemploymentreview.comMoD offers IT qualifications to its Gurkha soldiersTheMinistry of Defence (MoD) is offering its Gurkha soldiers a range of IT qualifications to helpthem with their duties, and set them up for life after the Army. Withoutvocational qualifications, they may have to return to unemployment in Nepal.The training is part of the Army’s Enhanced Learning Credits (ELC) scheme.Blackpool-based Evolution Technologies is offering the Royal Gurkha Rifles training towardsthe Certificate for IT Practitioners (ICT Systems Support). One soldier,Warrant Officer Thakali,said the course was preparing him for life after the forces. “The ELCgrant has enabled me to pursue this IT training and provide me with essentialskills and excellent employment opportunities when I leave the British armedforces,” he said. Training newsOn 14 Sep 2004 in Personnel Today Previous Article Next Article Comments are closed. Related posts:No related photos.
Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink Share via Shortlink REBNY’s James Whelan and RXR’s Scott Rechler (Photos via REBNY; Getty; iStock)New York City office landlords, faced with empty workplaces, could soon have an easier path to rebooting their buildings.The Real Estate Board of New York, whose members are major developers and office landlords, is proposing that the city and state allow developers to more easily convert offices into apartments, the New York Times reported. In Manhattan, 140 million square feet of less-than-luxurious office space could be converted into apartments. Across the five boroughs, REBNY has identified 210 million square feet of such office space.Even using 10 percent of that office space for apartment homes would yield 14,000 apartments citywide — enough to make a dent in the city’s affordability crisis, the group reasoned.Such conversions could be made easier by easing zoning restrictions that require manufacturing, changing density requirements and creating new tax breaks for landlords.The plan is in response to an increasingly bleak picture for Manhattan’s office landlords. In October, just 10 percent of Manhattan’s one million office workers had returned. Even as news of a vaccine lifted office REIT share prices, some of the work-from-home trends implemented during the pandemic may persist after it is over.“It would probably be fair to say we haven’t hit bottom yet,” said James Whelan, president of the Real Estate Board of New York.Although few office workers have returned to their physical places of work, productivity has not suffered. That’s bad news for office landlords whose businesses depend on the value of in-person work to command office rents, which reached a historic high last year of $80.25 per square foot.“Anyone that thinks the way that people used the workplace in the past isn’t going to change postpandemic is fooling themselves,” said Scott Rechler, CEO of RXR Realty. Rechler’s firm controls 26 million square feet of office space in New York City.[NYT] — Georgia Kromrei TagsCommercial Real EstateCoronavirusManhattan Office MarketReal Estate Board of New York
Message* Full Name* Email Address* TagsCelebrity Real EstateLuxury ListingsResidential Real Estate Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink Share via Shortlink Candace Parker and the Tarzana home (Photos via Getty; Realtor)Basketball superstar Candace Parker is making real estate moves: Variety reported that the Los Angeles Sparks forward has purchased a $4 million modern farmhouse in the Tarzana area of Los Angeles’ San Fernando Valley.The two-time MVP of the WNBA previously owned a home in Encino with her ex-husband, former NBA player Shelden Williams. The couple sold that home for $3.8 million in 2018, according to the publication.Parker’s new 6,300-square-foot home, built on spec, sits on a little less than a half acre. The house has five bedrooms — each with an en-suite bathroom — and a spacious, open-concept floor plan on the first floor, with a living room, kitchen, dining room and wet bar. The basement has a 10-seat home theater, according to the publication.The exterior is just as impressive: The landscaped backyard has a pool (and tiny pool house), a barbecue pit, landscaping and, of course, a basketball court. There’s room for several cars in a curved driveway, along with a three-car garage.Lillian Wall of Wall Street Properties had the listing. [Variety] — Amy PlittContact Amy Plitt
Supercooling points and the presence of antifreeze compounds were measured for both nymphs and adults of Steganacarus magnus (Nicolet) collected from a coniferous forest soil in southern England in March, June and November. The mean supercooling point of nymphs was −14.4°C and of adults, −11.7°C. Acclimation to low temperatures (1–2°C) did not alter these values significantly. The total concentration of antifreeze compounds in the nymphs was 4.46 μg mg-1 and in the adults 0.91 μg mg-1. These results are compared with similar data for other species of cryptostigmatic mites.