Previous Article Next Article European ministers were poised to vote through the controversial EUdirective on staff consultation at the social policy council meeting inLuxembourg, as Personnel Today went to press. The proposal was third on the agenda, and experts believe the directive willgo before the European Parliament in the next few months. The directive, whichwill set a legal requirement for all companies with more than 50 staff toinform and consult them on key business issues, could become law in Europe bythe end of the year and implemented in the UK as early as 2004. European consultant Peter Reid said, “The battle now has to be foughtin the UK, and it is up to HR professionals to take up this challenge andarticulate the arguments. We do not want to end up with domestic UK law whichwill be a straitjacket.” Irish Labour minister Tom Kitt was quoted in the Irish Times last week assaying that Ireland will support the directive. Ireland, with the UK, Germanyand Denmark, had formed a minority group, blocking the vote. It is believedthat Danish and German reservations have also disappeared Related posts:No related photos. MEPs set to vote on consultation lawsOn 12 Jun 2001 in Personnel Today Comments are closed.
Related posts:No related photos. On appealOn 4 Dec 2001 in Personnel Today Continuing our regular series spelling out the implicationsof important cases heard recently in the appeal courts. Paul White andCharlotte Hamer look at the issuesCouncil fails to consult on collective redundancies (1) TGWU (2) Unison v Middlesbrough Borough Council – EAT IRLB 670 p14 Middlesbrough Borough Council was suffering from financial problems. On 16June 1998, its corporate management team decided there would have to beredundancies. The TGWU found out and circulated a newsletter to its members on 19 June. On22 and 23 June, meetings took place between management, the TGWU and Unison. On 24 June the council sent notice to the trade unions indicating up to 150employees would be made redundant. The unions were given a draft proposal on 25 June. The final proposal,issued five days later, set out a redundancy timetable stating that redundancynotices would be sent on 8 July and termination of employment would be on 30September. The unions considered there was insufficient opportunity to respond and saidso on 2 July. However, that same day the redundancies were agreed by the council and thecouncil printed leaflets telling the staff that there would be 150redundancies. Notices of dismissal were issued on 3 July. The unions brought a claim alleging insufficient consultation under section188 of the Trade Union and Labour Relations (Consolidation) Act 1992. The tribunal found that there had been a failure as the decision had alreadybeen taken prior to the consultation process and that the consultation was asham as it only looked at the process of redundancy instead of including waysof avoiding redundancies. The council appealed. The EAT made a number of points. First, that while an employer is notrequired to consult about the reasons for the proposed redundancies, there is a”need for meaningful consultation at the proposal stage”. Suchconsultation must take place before the dismissal notices are sent out. Secondly, the minimum 90-day period is to be counted back from the expirydate of the notice and consultation may continue up to this date. Thirdly, the duties under section 188 are mandatory and it is not open tothe employer to argue that consultation would be “futile or utterlyuseless” as in individual consultation. The EAT agreed with the tribunal findings that the council had failed to conductadequate consultation. Implied term of trust and confidence Safeway Stores v Morrow – EAT Unreported Morrow was employed by Safeway as a bakery production controller. Sheconsidered that, for several months, she had been subjected to harassment andunreasonable pressure by the store manager, but was unsupported by her linemanager and her staff. On 20 August the store manager told her in front of members of staff and acustomer, “If you cannot do the job that I pay you to do, then I will getsomeone who can”. Morrow was very distressed and later went to human resources to complain.She then decided to leave and resigned and claimed unfair constructivedismissal. The tribunal agreed that there had been a breach of the implied term oftrust and confidence in reprimanding her in public, but that it was notsufficiently fundamental to entitle her to resign. Morrow appealed. The EAT noted that there appeared to be a history of the store manager’sdissatisfaction with Morrow and criticised Safeway for allowing the situationto develop without formally investigating her performance or, if necessary,using the disciplinary procedure. The EAT concluded that if the employer has been guilty of conduct which waslikely to destroy or seriously damage the trust and confidence between anemployer and employee, “that is something which goes to the root of thecontract and amounts to a repudiatory breach”. The EAT remitted the case for rehearing, making the general point that”a finding that there has been conduct which amounts to a breach of theimplied term of trust and confidence will mean, inevitably, that there has beena fundamental or repudiatory breach going necessarily to the root of thecontract”. EAT rules on ‘ETO reasons’ under Tupe Thompson v SCS Consulting – EAT  IRLR 801 Thompson was employed by Lava Systems (Europe) which became insolvent. OpenText (UK) agreed to purchase the business as a going concern. On 23 December, the rec-eivers designate for Lava Systems Europe informedOpen Text UK that they intended to dismiss all the employees with immediateeffect. Open Text UK did not want to lose key members of staff and it was agreed theappointment of receivers would be delayed until 29 December, by which time OpenText UK would have identified those they wished to retain. The receivers wouldthen dismiss those not required. Thompson (and 24 others) were accordingly dismissed by the receivers at11.30am on 29 December. The transfer of the business and remaining employeestook place at 10.30pm the same day. This transfer was subject to Tupe. The question that arose was whether the principal reason for the dismissalswas the Tupe transfer – which would render these dismissals automaticallyunfair by regulation 8(1) of Tupe, with liability transferring to Open Text(UK) under the Litster principle – or whether it was an “economic,technical or organisational [ETO] reason entailing changes in theworkforce” under regulation 8(2) which could render the dismissals fairand prevent liability transferring. The EAT held the principal reason for dismissal was a question of fact ineach case and, in making its decision, the tribunal was entitled to take intoaccount whether there was any collusion between the parties and whether thetransferor had any funds to carry on the business at the time of the decisionto dismiss. In this case, it found that there was no collusion and that, given theinsolvent state of the transferor, had the transfer not taken place then allthe employees would have been dismissed. Therefore the principal reason for thedismissals was an ETO reason, that the dismissals were not automatically unfairand that liability did not pass to Open Text UK. Paul White is a senior associate and Charlotte Hamer is a professionalsupport lawyer in the employment and pensions group of City law firm StephensonHarwood Comments are closed. Previous Article Next Article
Previous Article Next Article I am an arts graduate working in HR for a medium-sized company. This is myfirst-full time job after temping in secretarial/admin-related positions forthree years and I have been here for 18 months. I am disillusioned with my joband I want to change careers to something more hands-on and creative,reflecting my real interests. However, I fear that the office jobs I have had havepigeonholed me as an admin person. This is something I want to leave behind. Ineed to be able to sell my HR/office experience to a potential employer in away that helps them to see what I am really capable of. Any suggestions? Claire Coldwell, consultant, Chiumento Start by thinking about what you want. You say you want something morecreative and hands-on, but what does that mean, and is that where your skillslie? Use your job description as a starting point, but also think about otherexperiences, such as your degree study or involvement in leisure activities.List all the things you like and dislike, are good at and not so good at, andcompile a picture of the skills you have and where you need to develop. Thiswill also help you to see which skills are transferable outside HR, if that isthe direction you decide on. It might be that in the light of this analysis, there are opportunities inyour company. Talk to your manager about this, and get his/her view on whatwould suit your skills. Consider what options are available in terms of roles and furtherqualifications. Clive Sussams, recruitment consultant, Malpas If you are going to escape from being permanently classified as an HRadministrator you need to review your skills and qualifications. This is a veryfrustrating problem and one frequently encountered by junior aspiring HRprofessionals. If you have not already done so, you need to gain your CIPDmembership as this will give you a good basic grounding for more senior posts. If you are a CIPD member, I suggest you try and be more proactive in theworkplace and talk to your boss about your feelings. It would be worthwhile toask whether you can undertake any small projects or reviews of processes andsystems for example. Is it possible to transfer to another role in thedepartment that may increase your skills set? If your prospects are still limited, consider applying for roles in small HRdepartments that may give you broader exposure and help you move to a juniorofficer level. Warren Green, director, EJ Human Resources I suggest you study for the CIPD qualification. This will demonstrate thatyou are committed to developing a career in HR, and even if you have littlepractical experience, it will give you a theoretical base. Talk to your HRmanager and explain that you wish to develop in this area. Maybe he or she canfilter work to you that you have not been involved in before. If this is notpossible, it is essential that when applying for new HR roles, your coveringletter indicates your interest and passion for HR, with examples of how you seeyourself developing, given the opportunity. At more junior levels, employerslook for potential and enthusiasm in the people they recruit. Comments are closed. How can I escape admin-only label?On 12 Feb 2002 in Personnel Today Related posts:No related photos.
Previous Article Next Article The Equal Opportunities Commission is urging local government employers totake the lead in driving equality in the workplace. Sheila Wilde, employment policy director at the EOC, told delegates at theSocpo annual conference that the sector’s HR equality policies and practiceshave fallen behind those of the private sector. Launching, the Socpo equality CD-Rom, Wilde said: “Local governmentalways used to be at the forefront of equality practices. “We used to always look to local government for best practice equalitycase studies to show the private sector the way forward. Now, sadly, thereverse is true. It is time it was put back into shape.” The CD-Rom gives local council HR professionals advice on equality issuesand legislation and features best practice case studies. www.eoc.org.uk Call for local govt to set equality standardsOn 26 Mar 2002 in Personnel Today Comments are closed. Related posts:No related photos.
Comments are closed. Assignments through cyberspaceOn 15 Oct 2002 in Personnel Today Newwebsite will make life easier for interim HR managers and directors InterimHR Today has launched a new website for interim HR managers and directors.www.interimHRtoday.com will provide a range of free services for interim HRmanagers, making it easier for you to find your next assignment.Findingassignments Recruiters will now come to you – at the right time. Toregister, all you need to do is provide some information about your experienceand specialisms and the date when you are next available. This enablescompanies looking for an HR interim to search for candidates with the rightskills and experience who will be available at the right time.Thesystem has been designed to be simple, reliable and robust. All you have to dois enter your details and then relax – we will remind you when they are due forupdating and let you know of any new developments as they arise. Thesystem is also very flexible, You can even ‘suspend’ your account while in themiddle of a long assignment, then switch it back on as you approach the time tofind a new post.NetworkingThe site features a self-help support network for interim HR managers who canpost appeals for help and advice to other members of the network.PrivacyAs a busy manager, you don’t want to lay yourself open to unwantedcommunications. InterimHRtoday.com promotes your skills and experience withoutrevealing your identity until the recruiter is certain you are a seriousprospect for their assignment. Whyuse interimHRtoday.com?–Hassle-free assignment finding. Specify your experience, requirements andavailability – then relax–Designed for people specialising in both contingency and project assignments–Recruiters will contact you only when a suitable assignment comes up –View upcoming interim assignments–Network with other interim HR managers and directors–Search for an interim agency–It includes other useful resources on being an interim, becoming an interim andusing interimsIfyou are an interim HR manager or director and wish to register for this uniqueservice, visit www.interimHRtoday.com Recruitersin need of an interim HR manager or director, contact Justine Jones at [email protected] or call020-8652 8075. Previous Article Next Article Related posts:No related photos.
Global newsroundOn 1 Nov 2002 in Personnel Today Comments are closed. Mike Broad and Ben Willmott report on what’s happening in HR around theworldHopes for upturn as Japan’s manufacturers work overtimeThe overtime worked by Japanese manufacturing staff has significantlyincreased, stimulating hopes of an upturn in the economy. The latest Government figures reveal employees averaged 13.4 hours ofovertime in August – up more than 10 per cent on this time last year. Overtime work in the manufacturing sector is seen as a key indicator ofeconomic activity. An official from Japan’s ministry of health, labour andwelfare said: “These are bright signs for the economy as productionactivity is gaining momentum.” However, average staff pay, including bonuses and other special payments,has fallen by nearly 4 per cent. www.japantimes.comStrong people management plans deliver double shareholder valueCompanies with the best people management practices deliver nearly twice asmuch value to their shareholders as their average competitors, according to astudy of 600 employers in Europe. The research, by Watson Wyatt, reveals that employers with good HR practiceshave increased shareholder value by more than 70 per cent since 1997, compared withless than 35 per cent of firms with average or poor HR. The Human Capital Index finds that companies with top rated HR functions –that align people with business aims – can add to shareholder value by as muchas 21 per cent. www.watsonwyatt.comStaff miss the strongest linkMany employees are confused by recent shifts in corporate strategy and it ishindering the economic recovery, according to a study by Watson Wyatt. WorkUSA 2002 Survey, which polled 13,000 staff, shows that only 49 per centunderstand steps their companies are taking to reach new business goals – a 20per cent drop on the year 2000 survey. It reveals that employees are unclearabout the connection between job performance and pay, with only 35 per centseeing a clear link. Ilene Gochman, national practice leader for organisational effectiveness ofWatson Wyatt, said: “Confusion about corporate goals and uncertainty aboutthe pay and performance link will complicate economic recovery for manycompanies.” Companies struggle to measure human capitalHR is struggling to measure the contribution made by staff to companies’bottom-line performance, according to research. A survey of 420 HR professionals by Personnel Today and Deloitte &Touche reveals that while 76 per cent of firms try to measure human capital,only a few believe their methods are effective. The most popular approaches are HR benchmarking, HR metrics and the balancedscorecard model, but more than four out of 10 users do not think they areeffective. Brett Walsh, head of human capital at Deloitte & Touche, said:”Measuring human capital has the potential to leverage significantbottom-line improvements in performance.” www.deloitte.co.uk/humancapital Related posts:No related photos. Previous Article Next Article
Comments are closed. Previous Article Next Article Related posts:No related photos. Honeywell gears up for global LMSOn 1 Mar 2003 in Personnel Today Technology and manufacturing company Honeywell is installing a Saba learningmanagement system for over 100,000 employees across 100 countries. Honeywell,which manufactures a range of aerospace and automotive products and controltechnologies, as well as electronics and advanced materials, is aiming to usethe system to increase productivity throughout its supply chain and enhance itscompetitive standing. “Honeywell has a global network of training resources and facilitiesthat help employees address ever-changing needs and skill requirements tocontribute better to current and emerging enterprise growth initiatives,”says Honeywell’s chief learning officer, Rod Magee. “With Saba, we can provide on-demand, custom training to increaseproductivity and maintain competitive advantage. We can also dramaticallyreduce costs and optimise our training investments by consolidating 12 trainingsystems, while offering both uniform and plant site-relevant learningopportunities.” Honeywell is installing Saba Learning and Saba Content and will conduct apilot for three of its aerospace facilities ahead of a full-scale US launch anda five-continent, multiple language deployment to international employees,customers and partners. Honeywell’s director of learning technology and operations, Mark Sullivan,adds that the technology will also be used to manage competencies andcertification within the organisation. “Overall, Honeywell will be creating global virtual learningcommunities that can access dynamic ‘must-know’ knowledge which supports aperformance culture in net time,” he says. www.saba.com
How to… avoid falling for April Fools gags, by Dud InformationWhy is it important? Why do you think? To ensure you don’t look silly, of course. But there’smore to it than that. Managers trying to exude a sense of power through havinga seemingly higher level of knowledge than their flock are in serious danger ofsmashing that illusion – especially if they pride themselves on being able tofind the April Fools gag in newspapers. Even more so if you do not have a senseof humour, as you will be laughed at, if not to your face, behind your back. Read with your eyes open Sounds obvious, but the number of people who read while looking out of thewindow, or doing up their shoelace is statistically significant. Think about it Not quite so obvious, but as the song says ‘Fools rush in where HR managersfear to tread’. Although you may well be EU’d out when it comes to directives,is there really an EU commissioner named Olaf Porli? Or is that an anagram of‘April Fool’? Mull it over some more That initial assessment could be wrong. See if you can name an EUcommissioner other than Leon Brittan? And isn’t that an anagram of ‘brittleonan’. And was he? Get a second opinion Admit that your judgement is flawed and seek the opinion of others. Try toavoid those wearing big red noses, floppy shoes and orange wigs. Communicationis a good thing. Talk to somebody. Don’t be afraid of appearing a fool, toavoid being a fool in a national magazine in front of all your peers. Get some media coverage Go for it. Get angry. Let it out. Fire off a letter at once. Do not pass Go.Go straight to jail. Use this opportunity to raise your profile and guaranteepublication of at least two letters in this esteemed publication. Then trytelling your corporate communications team that all publicity is good publicity… How to… avoid falling for April Fools gagsOn 8 Apr 2003 in Personnel Today Previous Article Next Article Related posts:No related photos. Comments are closed.
Comment on Stressed recruiter? Take a chill-pill by Rachel FucichShared from missc on 18 Apr 2016 in Personnel Today Comments are closed. Hi Greg,Though my experience as a recruiter only extends to three in-class sales projects, I can easily understand how being a recruiter may have a heavy affect on mental health. Additionally, I find this article very relatable to all aspects of being college student. I often find myself troubled by being let down, weather it be with a bad grade I feel I didn’t deserve or being unable to complete a task in time.I agree that coping with stress is very important, and I do so by many of the ideas you have listed including taking a break, setting realistic goals, and hitting the gym. “Business Insider” once published a video called “Tony Robbins: How to pull yourself out of a funk”, in which Tony Robbins explained that emotions are habitual as well as the importance of staying level-headed, much like your take on “PMA”. I find this method to be the ultimate key to success in both personal gain as well as academic performance, which are not as easily obtainable with the heavy weight of stress, which can rapidly accumulate if preventative measures are not taken.Thank you for your insight on stress management.Read full article Previous Article Next Article Related posts:No related photos.
TagsMidtownPGIMSL Green 100 Park Avenue and SL Green CEO Marc Holliday (Google Maps)UPDATED, Jan. 5, 5:54 p.m.: SL Green Realty Corp has scored a $360 million refinance loan for its office tower at 100 Park Avenue.The company secured the financing from Aareal Capital Corporation for the building, which is next to Grand Central Terminal, according to the Commercial Observer.The property collected 95 percent of its office rents during the pandemic, the publication reported.Cushman & Wakefield’s Steve Kohn, Alexander Hernandez, Adam Spies, Kevin Donner, Alex Lapidus and Meredith Donovan negotiated the debt for the landlord.SL Green along with PGIM Real Estate bought the 36-story, 903,000-square-foot building in 2000. The group finished a redevelopment of the property in 2008.Tenants include AECOM Tishman, Wells Fargo Capital Finance and Aetna. In May, law firm Cozen O’Connor leased 7,100 square feet on the building’s 34th floor. Amenities include lounge areas, a golf simulator, game rooms and a wellness center.Aareal Capital Corporation, which is the New York-based affiliate of German financier Aareal Bank, also refinanced SL Green’s News Building last summer along with Credit Agricole and Citi with a $510 million loan.[CO] — Keith Larsen Share via Shortlink Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink