Previous Article Next Article PeopleOn 30 May 2001 in Personnel Today Related posts:No related photos. Jackie Bornor has been appointed HR manager for the corporate practice atlaw firm Clifford Chance. Before this she was development manager at theWoolwich HQ in Bexleyheath, Kent. Jonathan Duckworth will join Harley-Davidson as its new European HRdirector. He has been the Rugby Football Union’s HR manager for the pastthree-and-a-half years and will start with Harley-Davidson in June once therugby season has finished. Nick Foyle has been appointed the new director of learning and developmentat KPMG Transaction Services. He has experience in retail banking, investmentbanking and insurance with appointments at Midland Bank, Merrill Lynch,Shearson Lehman, and Prudential Assurance. LouiseCoates has joined William M Mercer as a European partner and head of theperformance and development team. Starting with Hewlett-Packard, she has beenan HR consultant for 12 years. Elsie Akinsanya has been appointed HR director of research company Mori.Before this she worked at contract research organisation Quintiles and theKing’s Fund. Karen Janman has been appointed director of consultancy at flexible workspecialist The Resource Connection. She will be responsible for a team ofoccupational psychologists and management consultants. Top JobKatie Mather has been promoted to director, human resources andvice-president, Europe, Africa, and Middle East region for Kodak. She joinedKodak in 1985 as personnel officer and has held a variety of HR positionsincluding director of employee relations for the UK. Her new role makes her oneof Kodak’s most senior female employees outside the US. She will be based in Kodak’s European HQ in Geneva, where herresponsibilities will include the management of HR, pensions, benefits andhealth, safety and environment for Kodak in the three regions. About 160HRstaff will report to her. Mather said, “I am looking forward to what is going to be a personal aswell as a professional challenge, involving as it does a move abroad with apartner and three young children. Professionally, I like to think that I canbring an open-minded approach to tackling key HR issues combined with energyand enthusiasm. “Kodak is an organisation which operates in a constantly changingenvironment and I hope I can help create a work environment where employeesfeel motivated and challenged.”Personal ProfileSuzanneChevous has been appointed as HR director of cinema operator UGC cinemas. Shejoins from the former high street store C&A where she played an active rolein managing the closure and redeployment of some 5,000 staff. What is the most important lesson you have learnt in your career? To have high expectations of people and that they will exceed them. What is the strangest situation you have had to deal with at work? Announcing the closure of a business which had traded for more than 75years. If your house was on fire and you could save one object, what would itbe? My teddy bear and make-up bag. If you had three wishes to change your company, what would they be? Our three-year strategy is already established, resulting in a vastincrease in profitability and the office relocation to my home town. What is the best thing about working in HR? Being part of the development of a company and the individuals in it. What is the worst? Being able to do relatively little for people facing a personal crisis. You have stumbled upon a time machine hidden in your company building.What time period would you visit and why? Back to the future, 20 years ahead then I won’t waste a moment of it. If you could adopt the management style of an historical character, whosewould you adopt and why? Sir Ernest Shackleton, an exceptional leader who motivated his team andshowed incredible bravery and judgement. If you were to write a book, which subject would you choose to writeabout? The amazing lives of the “ordinary” people I know. What is your greatest strength? Getting the job well done. What is your least appealing characteristic? Probably impatience but it may be not knowing what my least appealingcharacteristic is. What is the greatest risk you ever took? Dismissing a pub manager who was a known arms dealer. CV: Suzanne Chevous2001 to date HR director, UGC Cinemas 2000-2001 Director of HR, C&A 1993-2000 Employee relations and training manager, then divisional HR manager,Woolworths 1989-1993 Management development manager, Grand Met 1986-1989 Recruitment officer, then Training Officer, then personnel manager,B&Q Comments are closed.
More than half of HR professionals believe that employers have the right toinfluence employees’ lifestyles. Nearly 300 Personnel Today readers took part in our News Barometer onlinesurvey, with 54 per cent agreeing employers should be able to exert somecontrol on the lifestyles of their staff – whether their employees should beable to take drugs or alcohol outside work, for example. The findings follow the magazine’s major survey with Alcohol Concern andDrugScope on drink and drugs in the workplace, which placed HR professionals atthe forefront of the national media. ITN, Sky and Channel Five news featured the survey’s findings, whichhighlighted the fact that a third of firms are considering testing their stafffor substance abuse. Comments are closed. Previous Article Next Article Firms seek controlOn 21 Aug 2001 in Personnel Today Related posts:No related photos.
The hard sellOn 1 Oct 2002 in Military, Personnel Today HR often feels under-valued as a profession, so how can it successfully besold to the board? Compiled and written by Scott Beagrie, Philip Boucher, LizSimpson and Ed PetersWe’ve heard it all before: HR is a profession frequently overlooked,sidelined, dismissed and downsized. Clearly, such complacency calls for radicaltactics to change this mindset. What if the profession was to call in anadvertising agency to come up with an advertising/marketing campaign to givethe board that much-needed wake-up call and convince them that HR does make avital contribution to an organisation. To devise the campaigns, we approached three agencies located in the UK, USand Asia and gave them a brief as to how HR wants to be seen. So as not to beconstricted by costs, the campaign did not have a fixed budget. It was up tothe agencies to maximise the effectiveness of their message through cleverchoice of media. Each of the three agencies came up with very different interpretations ofthe brief, solutions, methods of delivery and rationales for their approach. The campaigns Agency: TBWA, Hong Kong TBWA is a major Asian advertising agency with a network of officesstretching from Korea and India to New Zealand. Its clients include theAustralian Tourist Commission, Adidas and Shangri-La Hotels and Resorts. The campaign TBWA chose to produce a TV-led advertising campaign based on three themes:‘Competitive’, ‘Ambition’ and ‘On Top’ – each of these themes were made up ofthree short ads, of which we detail one from each: Competitive A sample from the first, entitled ‘Copier’, sees two employees,a man and a quiet, looking younger man, approach the photocopier in an ordinaryoffice. They both reach it at exactly the same time. The younger of the two,holding a single sheet of paper, says: “I hope you don’t mind if I goahead,” and places his document on the machine. The other man yells:”Oh no you don’t – I was here first”, before shoving his colleagueinto the copier and slamming the lid down on his head. As the younger manslumps to the floor, the older colleague nonchalantly begins making copies andthe voice-over cuts in: “Increase your company’s competitiveness. Usehuman resources.” Ambition In ‘Meeting’, a board meeting is interrupted by the arrival of aninternal messenger. But instead of dropping off a message and leaving, he takesan empty seat at the table and adjusts the seat to make himself morecomfortable. The confused board members don’t say a word. Then the tea ladywalks in and the messenger ostentatiously orders a café latté and the voiceoverintones: “Nurture ambition with human resources.” On top ‘Factory’ took on a different approach. A woman works on a tediousproduction line, where large stamping machines pound the conveyor belt in frontof her. She calls her supervisor over, apparently to ask a question, but as heleans over, she pushes him on to the conveyor belt and a scream is heard. Thewoman looks around to make sure no-one has spotted her and continues with herjob. The voiceover says: “Let your employees know there are other ways toget ahead. Use human resources.” Key message The benefits – what HR can give; rather than attributes – what HR can do.That the core benefit any board is seeking relates to competitive advantage andthat HR at its best can shape attitudes and culture, which for a board is oneof the key, yet hardest, things to address. Media TBWA chose TV citing mainstream news programmes as prime slots, in additionto cable channels such as CNN and CNBC. As TBWA chief Neil Ducray points out:”TV is by far the most intrusive, persuasive and memorable medium.”He also says that in Asia, it is several times more cost-effective compared toother advertising media than in Europe or the US. The TV campaign would besupported by billboard and print advertising in publications such as Hong KongEconomic Journal, Hong Kong Economic Times and the Singapore Straits Times. Soundbite “We thought it was time to get HR away from corporate advertisingsameness and make a bold statement to set the discipline apart,” says TBWAchief Neil Ducray. “The programme had to be highly disruptive if we wereto yank HR out of its current perceptual rut.” Agency: The Cherenson Group, New Jersey, US Cherenson is a full-service PR and advertising agency with a recruitmentarm. Vice-president Mike Cherenson worked for the democratic nationalconvention committee in 1992 and as a consultant for local and state-widepoliticians. Clients include: BOCGases, Hard Rock Café, US Water, RayBanSunglasses and Virgin Records. The campaign The Cherenson Group approached the task as a political campaign that mustwin support throughout the organisation. “In corporate life, no-one isgoing to get anywhere until they accept that business life involves politicalfights, including the ability to show why you’re important and need to belistened to,” says Mike Cherenson. Step one, he says, consists of HR going out to ‘press the flesh’ and have conversationswith employees throughout the company to find out what their issues are. “Like any good political candidate, you can only solve people’sproblems if you know what these are in the first place,” he explains. This internal, qualitative research can be translated into a series of casestudies outlining all the ways in which HR has actually helped employees withtheir concerns. “Case studies are a wonderful tool for illustrating thevalue of HR and we’ve taken a number of everyday situations in which HR canmake a demonstrable difference to employees lives,” says Cherenson. “Once you’ve found your own real-life examples, these become a seriesof messages.” These examples could be used as a series of messages toemployees conveyed through large wall posters, inserted into employee mailings,the corporate intranet and even screensavers. Cherenson believes attracting the‘voters’ in this way builds a network of advocates throughout the company, whowill help disseminate the message to line managers (whose support is vital inpersuading the board) that HR is an effective and essential business partner. “Today’s companies are always looking to slash overheads and increaserevenue. HR is the one department that has ties to all employees and it needsto develop and utilise those relationships, and the tools at its disposal, tosolve the company’s problems.” Then, he says, it must promote itself constantly using the language that’sappropriate for the audience. With employees, this is couched in the ‘how canwe help you?’ approach,” he says. With senior management, it is howintangibles like corporate reputation and employee satisfaction are assets thatcontinue to be invested in – because without them, the bottom line suffers. Key message The overall theme is that when people have a problem and want to know whocan help them, the answer is human resources. HR needs to present evidence tothe board that what it does is not an expense but an investment and that suchinvestments have demonstrable returns. Media Wall posters, inserts into employee mailings, the corporate intranet,screensavers and short executive briefings. Sound bites “There is no magic dust and putting up some posters will not fix theproblem overnight. This must be a long-term, sustained programme where HR isseen as an advocate for the workers.” “Today’s companies are always looking to slash overheads and increaserevenue. HR is the one department that has ties to all employees and it needsto develop and utilise those relationships, and the tools at its disposal, tosolve the company’s problems.” Agency: Ward Diamond Advertising, London WDA was established more than seven years ago and has an annual turnover of£4m (US$6.2m). It has a team of recruitment advertising specialists and itsclient base includes British Film Institute, British Airways Travel Shops,Thomas Cook, Rail Europe and Macmillan Cancer Relief. The campaign To brand HR as HRMY – a pun on army – and use a series of events leading upto an HRMY delivering a “substantive” dossier with analysis,statistics, projections and examples of HR’s successes in other organisationsto the board. The rationale for the pun is that an army is powerful and able to achieveambitious and complex objectives as a result of leadership, planning andstrategy and HR should be perceived in the same way. To avoid seeming overlymilitaristic, WDA decided that its campaign would contain no inappropriatereference to conflict, weapons, attacks or anything similar – it wouldn’t evenmention the war for talent. The tagline to the campaign would be performance-enhancing force (againpromoting HR’s ability to influence the bottom line). Having come up with theconcept, the strategy would be to present a document pack. Called OperationLinks, the document would be delivered to the board by an HRMY team in brightcoloured uniforms. In organisations where HR and the board work together to make these links,performance is improved. “We would focus our document around these links, and use our facts, figuresand case studies to justify making them. The name Operation Links was a naturalchoice,” explains Samantha Diamond, managing director. To match the army theme, the campaign would be run in phases, like thebuild-up to a military operation. Each phase would take place weekly, and starton a Monday, leading up to the final brief to the board. The first stage would be an announcement to the board that something big wascoming. This would be a huge, inflatable billboard outside the office, carryinga pastiche of a film poster with a typical gung-ho statement relating to thebottom line. The twist would be that the HRMY would be, quite literally, coming to theboardroom soon. The second phase would involve adding a bit of intrigue. Everyday of weektwo, an envelope marked ‘For Your Eyes Only’ would be pushed under eachdirector’s door. Envelopes would contain a task and a method by which to achieve the task.The tasks would all relate to improving business performance; the methods wouldrefer specifically to proven ways in which HR can achieve this improvement. In the third week, directors would receive a package – the HRMY operationskit. Mocked up to resemble a survival kit, it would contain the followingitems, each with a label attached with one word printed: Compass – direction Radio – communication Flare – attraction Chocolate – energy and motivation Antiseptic – problem prevention The words all refer to key ways in which HR can aid a business: – Ensuring workers understand board goals and work towards them – Promoting effective communication – Attracting (and retaining) people who can help the board achieve its goals– Motivating staff to raise productivity – Providing the flexibility to counter external threats and problems withinthe organisation The final stage would be a short meeting at which all the directors would bepresent. A group of people would burst in wearing bright uniforms with the logoHRMY. The team would make its way swiftly and efficiently around the room, placingthe Operations Link dossier in front of each director. Then the most senior ofthe group calls for attention and begins the briefing. Key message The best way to get through to the board is to demonstrate how HR can affectthe bottom line. Media The campaign would run in several phases: Billboard advertising, direct mailand publication Sound bites “We should portray HR as a confident, credible and capable force.””An army is powerful, is able to achieve ambitious and complexobjectives thanks to leadership, planning and strategy. HR should be perceivedin the same way.” The brief HR in a bad light: How it isfrequently seen– HR professionals lack foresight, influence and credibility andplay a marginal role in many companies– The board is (often) mystified about what HR is for andignorant of the relationship between good people management and financialperformance– Even when companies put people issues at the heart of theirpolicies, HR does not get the recognition for putting these in place– HR’s role is primarily stuck at the lower end of the scale,hampered by managers’ failure to understand what it can offer but also by HRprofessionals not being assertive enough and not having enough authority (seebelow)– However talented an HR director is, if the board does notwant to listen, it won’t. Equally, if line managers don’t buy into HR strategy,getting anything done may prove nigh on impossibleHow HR wants to be seen:Convincing the board of its merits– To be a dynamic, credible force with business acumen thatmakes a positive contribution to organisational performance and the bottom line– To be considered a priority – involved right at the beginningof any strategic agenda or business planning and able to draw people strategiesfrom the business objectives. And be seen as a ‘value-adder’ to any commercialdecision– For business leaders to recognise the value of good peoplemanagement and high performance HR policies– Considered as an effective business partner with a seat onthe board, or failing that, disparaged to at least have a strong relationshipwith the top team– To be seen as accessible and effective by the workforce,shedding the human remains image 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… Comments are closed. Related posts: Previous Article Next Article
Employersstill have time to respond to the EOC’s draft code of practice on equal pay,which will be taken into account by tribunals in assessing claims. Here is itsguidance on conducting an equal pay review Tackling the gender pay gap reduces the risk of litigation. It can alsoincrease efficiency by attracting the best employees, reducing turnover,increasing commitment, and cutting absenteeism. Pay is one of the key factorsaffecting motivation and relationships at work. It is therefore important todevelop pay arrangements that are right for the organisation and that rewardemployees fairly. Providing equal pay for equal work is central to the concept of rewardingpeople fairly for what they do. While employers are not required by law tocarry out an equal pay review, the Equal Opportunities Commission coderecommends them as the most appropriate method of ensuring a pay system deliversequal pay free from sex bias. Essential features of equal pay reviews Employers are responsible for providing equal pay and for ensuring paysystems are transparent. Pay arrangements are frequently complicated and thefeatures that can give rise to sex discrimination are not always obvious. Astructured pay system is more likely to provide equal pay and is easier tocheck than a system that relies primarily on managerial discretion. Acasprovides basic advice on the various different types of pay systems and on jobevaluation (www.acas.org.uk). Whatever kind of review process is used, theessential features are the same, which are to: – Compare the pay of men and women doing equal work – Explain any equal pay gaps – Close those gaps that cannot satisfactorily be explained on grounds otherthan sex These features are the same whatever the size of the organisation. An equal pay review is not simply a data collection exercise. It entails acommitment to put right any sex-based pay inequalities and this means thereview must have the involvement and support of managers with the authority todeliver the necessary changes. The validity of the review and success ofsubsequent action taken will be enhanced if the pay system is accepted both bythe managers who operate the system and by the employees. Employers shouldtherefore aim to secure the involvement of employees and, where appropriate,their representatives, when carrying out an equal pay review. Carrying out a voluntary equal pay review The EOC recommends a five-step model: – Step 1: Decide the scope of the review and identify the data required – Step 2: Determine where men and women are doing equal work – Step 3: Collect pay data to identify equal pay gaps – Step 4: Establish causes of any significant pay gaps and assess thereasons for these – Step 5: Develop an equal pay action plan or review and monitor thesituation Step 1: In scoping the review employers need to decide: – Which employees are going to be included. It is advisable to include allemployees deemed to be in the same employment – What information will be needed. Employers will need to collect andcompare broad types of information about all the various elements of pay andpersonal characteristics of each employee – that is whether male or female,what relevant qualifications they have to the job; what hours they work andwhen and where they work these; their length of service; and so on. Theinformation will vary depending on the type of organisation, its pay policiesand practices and scope of the review – Who should be involved in carrying out the review? An equal pay reviewrequires different types of input from people with different perspectives. Theywill need a knowledge and understanding of the pay and grading arrangements;any job evaluation schemes; and payroll and HR systems. It can also be helpfulto have someone with an understanding of equality issues, such as men and womenbeing segregated into different types of work – When to involve the workforce. Employers need to consider when to involvethe trade unions or other employee representatives – Whether expert advice is needed. Employers may also wish to considerwhether to bring in outside expertise. Acas can provide practical, independentand impartial advice on the employee relations aspects of equal pay reviews – As a matter of good practice, employers may also want to look at pay byethnicity and disability, or age, as well as gender. It may first be helpful toconsider the quality of information available and whether it is adequate forcarrying out a wider review. It may also be appropriate to seek advice from theCommission for Racial Equality and the Disability Rights Commission. Public sector organisations obliged by the Race Relations (Amendment) Act2000 to adopt an Equality Scheme should ensure the pay review deals with anypay gaps between workers from different ethnic groups as well as genderdifferentials. Step 2: Employers need to do one or more of the following checks: – Whether men and women are undertaking ‘like’ work – Work rated as equivalent – Work of equal value These checks determine where men and women are doing equal work. They arethe foundation of an equal pay review (Reference manual p20). Employers who do not have analytical job evaluation schemes designed withequal value in mind will need to find an alternative means of estimatingwhether men and women are doing equal work. The EOC Equal Pay Review Kitincludes suggestions on how this can be achieved. Employers who do use suchschemes need to check their scheme has been designed and implemented in such away that it does not discriminate on grounds of sex. Step 3: Employers need to collect and compare pay information for men andwomen doing equal work by: – Calculating average basic pay and total earnings – Comparing access to and amounts received of each element of the paypackage To ensure comparisons are consistent, when calculating average basic pay andaverage total earnings for men and women separately, employers should do thiseither on an hourly basis or a full-time salary basis (grossing up or down forthose who work fewer, or more, hours – excluding overtime – per week than thenorm). Employers then need to review the pay comparisons to identify any gender paygaps and decide if any are significant enough to warrant further investigation.Generally it is suggested that differences of 5 per cent or more, or patternsof difference across pay comparisons of 3 per cent or more should be regardedas needing exploration and explanation. It is advisable to record all thesignificant or patterned pay gaps identified. Step 4: Employers need to: – Find out if there is a genuine reason for the difference in pay that hasnothing to do with the sex of the jobholders – Examine their pay systems to find out which pay policies and practices arecontributing to any gender pay gaps Pay systems vary considerably. Those that group jobs into pay grades orbands have traditionally treated jobs in the same grade or band as being ofbroadly equal value, either because they have been evaluated with similarscores under a job evaluation scheme, or because they are simply regarded asequivalent. However, recent years have seen a trend towards structures with fewer,broader grades or bands and greater use of performance pay and market factors.A single broad band or grade may contain jobs or roles of significantlydifferent value because they encompass a wide range of job evaluation scores.This, coupled with a wider use of other determinants of pay and more complexmethods of pay progression, means it is important for employers to check allaspects of the pay system from a variety of standpoints – design, implementation,and impact on men and women. The EOC Equal Pay Review Kit provides details onwhat to look for. Step 5: If there are gaps between the sexes’ pay for which there isno genuine reason, employers will need to make the necessary arrangements toprovide equal pay for current and future employees. Employers who find no gapsor who find gaps for which there are genuine reasons should nevertheless keeptheir pay systems under review by introducing regular monitoring. This willensure the pay system remains free of sex bias. Find out more… on the EOC code of practice at www.eoc.org.ukCase study: developing an action planCompany A carried out an equal payreview because it was proud of its reputation as an employer of choice. The equal pay review was held as part of the ongoing managementof the reward structure. The review revealed a gender pay gap of 9.5 per centin the bottom grade and 7.1 per cent in the top grade. Reasons for the gender pay gap: – Job segregation– Lower starting salaries on promotion – Lack of structured progressionWith trade union support the company is working towards closingthe gender pay gap with new policies on progression and salaries on promotion.In 2001 the company publicly set aside a sum of money to narrow the pay gap.Case study: who should be involvedCompany B decided to carry out anequal pay review because it was proud of its stance on diversity.The company decided it had enough in-house expertise to enableit to carry out an equal pay review without the assistance of external payconsultants.The company decided the internal audit team would collate andanalyse the data, then produce a report for the human resources team. This teamwould implement any changes in policy and practice.It decided it would involve the workforce at an early stage andbegan by holding an early meeting between senior managers and the trade union. It also decided to develop a communications strategy to keepthe workforce informed of developments, thereby encouraging ownership of theprocess and to help the company manage workforce expectations. Comments are closed. Previous Article Next Article Reviewing the situationOn 1 Feb 2003 in Personnel Today Related posts:No related photos.
Comments are closed. GuruOn 20 May 2003 in Personnel Today Previous Article Next Article Related posts:No related photos. This week’s guruCall for HR to get down to the barGuru is a little bit concerned about his obscenely large expenses billfollowing an exhausting three-and-a-half days networking on the luxury linerthe Aurora, which hosted this year’s HR Forum.The bill reveals his passion for ‘slippery nipples’ and other dubiouscocktails, after-hours bottles of champagne and gambling in the casino. However, Guru now has a ready defence for when he is called into the MD’soffice after listening to Professor Bob Garratt’s seminar Under-standingboardroom dynamics and decision-making. Prof Garratt said: “HR directors don’t get outenough” and shouldspend more time in bars and conferences such as the Richmond Events’ HR Forum. The prof also said that learning what colleagues, competitors and the widerworld are doing is vital if senior HR executives are to get on to the board. Guru is hoping this explanation will help calm the MD. If not, he is alreadyworking on an HR metrics solution for next year, proving the link betweenbusiness expenses and output. Pitch aggression could lead to ‘total business’ solution Guru top-scored for winning team G in the HR Forum’s five-a-side competitionon the top deck of the Aurora. Team G, displaying an invigorating brand of ‘total football’ last seen beingplayed by Johan Cruyff’s Dutch team of the 1970s, completely dominated theopposition during the tournament. That is the report Guru would have liked to have filed. Unfortunately, as inso many areas of his life, Guru’s performance failed to live up to his (or MrsGuru’s) expectations and his team were knocked out in the first round. Guru tried to take the ball back to his cabin after his exit from thecompetition, but was chased around the deck and nearly lynched. Guru reflected, as he counted his bruises after slinking back to his cabin,that if your average HR director was half as aggressive in business as theywere on the footie field, they should have no problems reaching the top table. Ironing out equal opportunities issues Guru was pleased to hear that the EOC is to launch an investigation into howpregnant women are treated at work (see News, 13 May). However, an e-mail from a disciple last week reveals that sexualdiscrimination is so deeply embedded in society that even those supposed to becracking down on it, such as employment tribunal chairmen, are not immune. The HR professional, who wished to remain anonymous, explained: “We hada complaint of discrimination against us. In court it quickly became apparentthat a pivotal point would be the complainant’s mastery of English. It was soonrevealed that she had been married to an Englishman for a number of years. The lawyers set about arguing over which language she spoke at home and herhusband’s command of her native tongue. After a while, the chair of the tribunal decided he had the question thatwould, in one blow, quantify the strength of her English. “He waved at the lawyers to stop, sat up straight and said ‘Tell me Mrs[Smith]Éwhat language do you use to ask your husband if he wants his shirtsironed?’” Guru would like to point out that he always does the ironing in his house,usually before he makes Mrs Guru’s supper. Guru shocked by benchmarking antics Back on the boat, meanwhile, Guru was shocked. Apparently while he wastucked up alone in his cabin with a hot chocolate after the bar had closed eachevening, some HR professionals were taking part in late night ‘benchmarking’. “Surely not!”, he exclaimed when told of the shenanigans. “Oh yes,” a reliable source informed him, “you should haveheard the conversations in the women’s toilets this morning.” What? 360-degree feedback? Balanced scorecards? Guru could only imagine.
Comments are closed. Case round-up by Eversheds 020 7919 4500Too old? Secretary of state for trade and industry v Rutherford and Others, EAT,2 October 2003 Rutherford and Bentley brought claims arguing that the statutory age limitof 65 for claiming unfair dismissal and/or a redundancy payment was indirectlydiscriminatory against men. Both men’s claims succeeded but were overturned by the EAT and remitted fora re-hearing on the basis that the statistics relied upon by the tribunal wereinadequate. A second tribunal upheld the claims on the basis that (i) with reference toa pool of over 65s who were economically active, there was a disparate impact;and (ii) the indirect discrimination could not be justified. The secretary of state appealed successfully. The correct pool was theentire workforce and not only those over 65 who were economically active. Ifthe tribunal had chosen the correct pool, it would have found no disparateimpact on men. The tribunal had also been wrong to find that the age limits were taintedwith discrimination purely on the basis they were inextricably linked to thestate retirement age. The setting of the age limits constituted reasonablepolicy objectives that reflected legitimate aims of social policy. The EAT noted this was really an age discrimination case and that thesuccessful arguments in defending these sex discrimination claims would beunlikely to succeed in an age discrimination claim. Age discriminationlegislation will be introduced in the UK in 2006. Homeworking: a practice, not a contractual entitlement France v Westminster City Council, EAT, 9 May 2003 France’s duties as a conference organiser involved organising caseconferences and taking minutes. In 1998, France informally agreed with hermanager that when attending external conferences, she could go straight to andfrom the venue from home rather than returning to the office. This arrangementgradually developed and France began to work from home occasionally to write upminutes. In November 2000, France was informed by her manager’s replacement that thepractice of occasionally working from home must stop. France resigned, claimingconstructive unfair dismissal. The tribunal held that the homeworking arrangement was not a term of hercontract but an informal arrangement. All other terms and conditions, includingamendments, were in writing. The homeworking arrangement did not thereforeconstitute a contractual term. Accordingly, there was no breach of theemployee’s contract and no valid claim for constructive dismissal. France appealed unsuccessfully. The EAT held that the tribunal was entitledto reach its conclusion. The arrangement was a matter of practice and usageonly designed to assist in travelling to conferences. The council had ahome/teleworking policy. At no stage had France sought to make any agreement underthis policy. The fact there was such a policy was almost conclusive againstFrance’s claim. Related posts:No related photos. Previous Article Next Article Case round upOn 21 Oct 2003 in Personnel Today
Previous Article Next Article Related posts:No related photos. Comments are closed. Shears all set for editorial stint on PTOn 11 May 2004 in Personnel Today BeverleyShears, HR director for South West Trains, will be guest editing our 15 Juneissue. AsHR director of the largest and busiest commuter train operating company in theUK, Shears brings a wealth of experience to the paper. In her five years at thecompany, she has put in place a cohesive and coherent people strategy,delivering improved business performance and customer service in an extremelychallenging environment. And on top of that, she scooped HR Director of theYear at last year’s Personnel Today Awards. Aspart of her editorship, Shears aims to get to the heart of the hot issues forHR directors. If you have any issues you would like her to address, or anyquestions you would like to ask, be they strategic, operational orcareers-focused, then e-mail them to [email protected]
Comments are closed. Hilary Clinton spoke about gender inequality in the technology industry at a Silicon Valley event at the end of last month. She was prompted by some depressing data. 20% of developers in California are female and 11% make it to executive positions; 53% of technology firms have female representation at senior level compared with 84% […]Read full article Related posts:No related photos. Women at workShared from missc on 13 Mar 2015 in Personnel Today Previous Article Next Article
Previous Article Next Article The Second DayShared from missc on 18 Apr 2016 in Personnel Today Comments are closed. Have you ever started a new job? Do you remember what it was like? I remember anxiety about what I wore, how to drive to the office, where to park and what would happen. You weren’t sure who you were going to meet and wondered what they’d think about you. What would your work space look like? Where do you eat lunch and when do you do that?Read full article Related posts:No related photos.
Trainor’s new home was built in 1998, and rapper TMG Fresh (Doug Jordan) installed the studio and made many other upgrades during his two years owning it. Even with those improvements, he sold the home for a paper loss of $35,000, according to the publication.The six-bedroom, eight-bathroom home sits on 1.1 acres and is hidden from street view by tall hedges. The estate has a plunge pool with a waterslide, a two-story guesthouse, a gym and a sports court.The main home’s living room is set up as an arcade, with a pool table, pinball machine and shoot-’em-up station. Jordan is 30 years old. His father, Doug Jordan, is a well known developer in the Bay Area.Since her famous ditty about derrieres, Trainor has had no treble amassing a real estate booty in L.A. She also owns a farmhouse-style home in Toluca Lake, acquired for $4.9 million in 2016, and a property in Valley Village purchased that same year for $1.7 million.[Variety] — Danielle Balbi Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink Meghan Trainor and her Encino Mansion (Photos via Getty; Savills)Meghan Trainor is the latest famous musician to pick up a pad in Los Angeles’ Encino neighborhood.The singer — best known for her 2014 debut hit “All About That Bass” — dropped $6.6 million on a 9,000-square-foot mansion replete with a recording studio, Variety reported. Gwen Stefani, Jennifer Lopez, Selena Gomez and Kelly Clarkson have all recently purchased homes nearby.Read moreMeghan Trainor has nabbed a Toluca Lake mansion for $4.9MMookie Betts follows World Series win with Encino home buyJonas Brothers set real estate records in Encino Share via Shortlink TagsCelebrity Real EstateEncinoResidential Real Estate