This week’s case round up

first_imgNonconsensual terminationCole vLondon Borough of Hackney IDS Brief 674 EATCole’s jobceased to exist following a reorganisation. Her options were either to take upa new position if a comparable job was available (which there was not) or toapply for other vacant posts. She could also opt for a severance package. Cole wastold she was not likely to be successful at interview for a vacant post but thecouncil omitted to inform her that she had priority rights in that regard.Believing any application for a vacant position would be unsuccessful, Coleasked to take voluntary redundancy and the council agreed. Cole thencomplained to the tribunal that she had been unfairly selected for redundancyand unfairly dismissed. The tribunal held there was no dismissal but rather amutual termination of the contract. If however, there had been a dismissal,Cole’s application for voluntary severance constituted a dismissal for “someother substantial reason” and the council had not acted unfairly.Colesuccessfully appealed to the EAT which held that but for the council’s decisionto reorganise Cole would not have applied for the severance payment. There wasno consensual termination, rather this was a dismissal by reason of redundancy. This week’s case round upOn 12 Dec 2000 in Personnel Today Comments are closed. Related posts:No related photos.center_img Previous Article Next Article Ill-considered implicationsOsborne vValve (Engineering Services), unreported, November 2000 EATOsborne commencedtribunal proceedings for unfair dismissal, sex discrimination and breach ofcontract but shortly afterwards realised the breach of contract claim waslikely to exceed the tribunal’s £25,000 jurisdictional limit. She applied towithdraw that part of her claim in order to pursue the matter in the HighCourt. Thetribunal accepted her withdrawal and made an order dismissing the breach ofcontract claim. Osborne subsequently learned that the order for dismissalconstituted an adjudication on the merits of the breach of contract claim andby the principle of res judicata she would be prevented from bringing futureproceedings on the same matter. She sought a review of the decision but wasunsuccessful.On appeal,the EAT found that the chairman was aware of Osborne’s reason for withdrawingthe breach of contract claim, namely the transfer of the claim to another courtclaim but failed to properly consider the implications when making the orderfor “dismissal”. The appeal was allowed.last_img read more

Pub chain cuts costs with e-payroll

first_img Comments are closed. Pub chain SFI Group has slashed payroll costs by bringing the functionin-house using an e-HR system. SFI HR director Sue Hodder said the move from an outsourced HR system to anin-house, integrated payroll, time and attendance programme, had achieved suchsignificant savings that the system will pay for itself within 18 months. Hodder said managers at the group’s 170 outlets are now able to input datadirectly into the main system. She said the new system would for the first timeprovide the company with information on staff turnover and sickness absencerates. Hodder is optimistic the system will help manage staff more effectively andreduce high turnover levels, which across the industry run at between 40 and 50per cent for managers and up to 200 per cent for bar staff. Hodder said managers are being trained to use the system on a one-daycourse. Related posts:No related photos. Previous Article Next Article Pub chain cuts costs with e-payrollOn 19 Feb 2002 in Personnel Todaylast_img read more

In brief

first_imgRelated posts:No related photos. Comments are closed. Previous Article Next Article In briefOn 1 Apr 2002 in Vexatious claims, Personnel Today This month’s news in briefCourt of Appeal rules on ability to pay Tribunals should not take into account an individual’s ability to pay whendetermining whether they should be liable for employers’ costs in the event ofa frivolous or vexatious claim, the Court of Appeal has held. Acas settles at last in equal pay dispute Acas has settled a long-running equal pay claim with 900 claimants followinga tribunal ruling in 1999 that its service-related incremental pay scalediscriminated against women. Each of the claimants will receive an average of£6,500. Standard European CVs boost for jobhunters The European Commission is planning to introduce a standardised format forCVs to aid recruitment between member states. The European CV, which will bevoluntary, will be available in both paper and electronic form. Employers must give reasons for rejections Employers will have to respond to requests from unsuccessful applicants onwhy they were rejected under the data protection code on selection andrecruitment, according to employment lawyers at Fox Williams. If employers donot respond, the applicant can ask the Information Commission to carry out anassessment of the employer’s information handling. last_img read more

Online recruitment keeps firm ahead

first_imgOnline recruitment keeps firm aheadOn 23 Jul 2002 in Personnel Today The new screening process has led to an increase in theproportion of graduate applicants accepting job offers from 50 per cent to 90per cent. The online application uses a psychometric questionnaire anda 20-minute numerical test to find the type of graduate the company wants,while automatically rejecting unsuccessful applicants. Accountancy firm Saffery Champness has dramatically cut thecost of recruiting graduates after the introduction of an online assessmentsystem. HR director Jon Young said: “The old system wasresource intensive, time consuming and very expensive. Getting a quick decisionmeans we can offer jobs to graduates before other companies,” he said. Related posts:No related photos. Prior to online screening Young would receive around 1,000applications for 15 graduate places, which would have to be sifted manually forsuitable candidates. He explained that by using web-based screening, the firm hadcut costs by 67 per cent and in one instance was able to offer a job within twodays of the student applying. Previous Article Next Article The company would then invite a pool of applicants to acostly two-day interview and testing process that up to 60 per cent wouldsubsequently fail. The length of time it takes the company to recruit has alsodropped from 11 months to four, allowing it to steal a march on its rivals bybeing in a position to make offers much more quickly. Comments are closed. The best candidates are invited to a half-day assessmentbefore a final offer is made.last_img read more

Local govt stuggling with strategic HR

first_imgLocal govt stuggling with strategic HROn 25 Mar 2003 in Personnel Today Comments are closed. Previous Article Next Article Related posts:No related photos. Local authorities are struggling with strategic HR, according to anunpublished government report. Quantitative research involving 100 local authorities – yet to be releasedby the Office of the Deputy Prime Minister (ODPM) – highlights areas in whichcouncils are struggling, with strategic HR being one of the major problems. Leadership, diversity and partnership working are also cited in the reportas problem areas for authorities. Geoffrey Tierney, divisional manager for local government capacity and modernisationat the ODPM, said the research does show HR is succeeding in other areas,including team training, secondments and leadership programmes. Tierney, commenting on the report, said it is critical that authorities getto grips with strategic HR. He is concerned that poor strategic HR could undermine the Government’s £27minvestment over the next financial year in building the capacity of the localgovernment workforce. “Capacity is about the skills, knowledge and attitude of anorganisation. We must resist the temptation to treat people as delivery units.Staff must be seen as the most valuable resource that is nurtured anddeveloped,” Tierney said. last_img read more

Healthy approach to skills crisis

first_img Previous Article Next Article DonnaYurdin, assistant vice-president of organisational effectiveness at US hospitalgiant HCA, describes how a fresh approach to management skills increased staffretentionInteraction Management and Targeted Selection Designed and delivered by: DDI, Keystone Place, Building B, Sefton Park,Stoke Poges, Buckinghamshire, SL2 4JS Phone: 01753 616000 Fax: 01753 616 099 E-mail: [email protected]: www.ddiworld.comHCA is one of America’s leading providers of healthcare services, with anannual revenue of $18bn and 168,000 employees. From its Nashville headquarters,HCA owns or operates 200 acute care, general and psychiatric hospitals in theUS, UK and Switzerland. Achieving its aim to provide the highest quality careto its patients is highly dependent on finding and retaining nursingprofessionals and other key staff. Staff retention is a pervasive problem in the healthcare industry. Goodpeople who can fill certain clinical positions are in short supply, enablingthose with the right skills to change jobs frequently as healthcare facilitiescompete fiercely for their services. HCA’s mid-America division, covering Tennessee, Kentucky and Indiana, wasparticularly aware of the need to stabilise staff turnover so as to maintainthe highest standards of care as well as achieve favourable business results.Data obtained from an employee survey, focus groups and formalised exitinterviews showed that while compensation and benefits packages were certainlyimportant in retaining employees, most of those who had left HCA did so becauseof their relationship with their supervisors, who were in many cases unsuitedto and ill-prepared for leadership roles. HCA would promote people for their technical ability, expect them to beeffective and learn on their own, but then lost them because of their poormanagement skills. The company needed to identify people who would be suited toleadership roles, who could help HCA attract people to work at its hospitalsand stay with the company. Poor communicationThe research showed that its weak performance management system was a majorfactor in high staff turnover, leading to insufficient professional developmentopportunities, absence of clear ‘career tracks’, poor communication and littleconnection between pay and performance. Looking at research, it was clear that the best way to reduce turnover wasto give managers and supervisors the knowledge and skills they needed to createa work environment that would attract motivated and engaged employees. Theyneeded not only to manage the career development of existing employees moreeffectively so as to improve their commitment to HCA, but to select the rightpeople to work for them in the first place. HCA called on global HR consultancyDDI to help implement a new retention strategy encompassing leadershiptraining, performance management and selection. The first step was to launch a development initiative to provide managerswith basic knowledge and skills. The core curriculum included legal aspects ofHR, finance for non-financial managers, productivity and information systems.In addition, DDI provided leadership skills training that would familiarisepeople with the new performance management system. This included four modulesfrom DDI’s leadership development system – Interaction Management: tactics foreffective leadership; Performance Planning: setting expectations; PreparingOthers to Succeed; Facilitating Improved Performance; and Performance Planning:reviewing progress. A module on effective communication was included in theleadership curriculum to help participants apply those principles within thecontext of the new performance management and compensation systems. The leadership training was implemented in all the mid-America sites byDDI’s certified instructors and also certified instructors from Nashville-basedconsulting firm CG&A, LLC. The training modules were reinforced on anongoing basis by DDI’s e-learning tool, OPAL, which provides just-in-timecoaching and instruction. With DDI, HCA designed a competency-based performance management processthat allowed employees to become more involved in determining the course oftheir current jobs and professional development. In the new process, each employee has their own personal development plan toguide professional growth and prepare for future jobs or roles. This representsa dramatic departure from the previous process which was driven bybackward-looking annual review discussions that focused on past behaviour andcontributed little to the support of individual development. DDI provided HCA’smanagers with training to build their confidence in driving performance andemployee development. Job familiesTo improve HCA’s ability to select individuals who would fit in with the jobspecifications and organisation, DDI worked with the company at corporate levelto conduct job analyses and categorise positions into multiple job families.Competencies and success profiles were assigned to the job families to drive amore accurate selection process. With the competency framework and job families in place, the mid-Americadivision then set about teaching HCA hiring managers how to interview moreeffectively using DDI’s behaviour-based interviewing system, TargetedSelection. This makes the interviewing process more consistent by setting outtechnical and behavioural competencies against which candidates are assessed.Customised interview guides, distributed electronically to interviewers througha web tool, make the interviewing process more standardised. Hiring managerswere then given training in the new competency-based interview techniques. Targeted Selection is a visible success. Those attending classes had neverbeen trained to interview. They arrived sceptical but left incredibly excitedabout their ability to interview effectively. “In the past, when it came to hiring, we had missed so many timesbecause we found somebody we liked or somebody was referred to us, and wewanted to do right politically,” says Paul Rutledge, president of themid-America division. “With this process, you interview for a job on the technical andbehavioural competencies, and use a specific interviewing methodology. We areable to improve the quality of the job match by reducing variation in theinterviewing process. Those same behavioural competencies are then integratedinto the personal performance management plans.” The mid-America division has sent all of its 1,000-plus managers through theleadership education and preparation modules and is in the process ofsuccessfully implementing its new performance management and selectionprocesses. Results from the first year of implementation are extremely positive.”We’ve gone from 29 per cent staff turnover to 23 per cent turnover in 12months for the whole division,” says Rutledge. “And we’ve seensignificant improvement in our ability to retain registered nurses.” One facility in particular – Nashville’s Southern Hills Medical Center – isa prime example of the impact of the DDI programme. Staff turnover has droppedto 27 per cent from a high of 43 per cent in the late 1990s. A new positive culture is emerging at Southern Hills, making it an employerof choice within the Nashville healthcare community. Southern Hills HR directorConnie Yates is able to make new hires an unusual offer. “I tell them, ifyou don’t like Southern Hills after three months, come back and tell me,because you are going to like it. No-one comes back,” she says. “Our HCA leadership effort is more than just an HR matter, it’s amanagement issue,” concludes Paul Rutledge. “It has operationaloutcomes that affect the company’s bottom line. This is about management beinggiven tools that make them more effective – and the company moresuccessful,” he says. The results achieved in the US have been so impressive that HCA in the UKhas also rolled out a leadership development and performance managementprogramme in partnership with DDI UK. HCA runs some of the most famous privatehospitals in the UK, including The Harley Street Clinic, The Lister, LondonBridge, The Portland, The Wellington and The Princess Gate. DDI has been ableto draw upon its experiences in the US and bring intimate knowledge of thebusiness issues HCA faces to the UK roll-out. The outcome has been similarly successful. Staff turnover has fallen from 29to 20 per cent, and sickness absence from an average of eight to 10 days perperson to 2.5 days. UK HR director Jasy Loyal says: “Working with DDI hasbrought HR to the forefront and helped us to achieve strong goals.” Comments are closed. Related posts:No related photos. Healthy approach to skills crisisOn 1 Jun 2003 in Personnel Todaylast_img read more

Top job: Mary Canavan, director of human resources at the British Library

first_imgRelated posts:No related photos. Previous Article Next Article Mary Canavan has been appointed director of Human Resources at the British Library.She will be responsible for the development and implementation of a modernisingHR strategy for the UK national library’s 2,500-strong workforce. Where were you working before and what were your duties? I developed HR strategies in the context of local government when head of HRat the London Borough of Havering, where modernising people practices have beenhigh on the agenda. What will be the duties in your new role? The British Library is embarking on an ambitious modernisation strategywhich requires major change across many aspects of HR, and a real commitment toensuring the people agenda is centre-stage. My role will be to develop astrategically focused and effective HR function in tune with the needs of thelibrary. What do you hope to achieve in your new role? To develop a proactive HR strategy which facilitates and supports the futuregrowth and success of the library. Which aspects are you most looking forward to? Working with a diverse group of staff who are employed in activities such asconserving ancient manuscripts or developing ground-breaking digitisationtechnology. What is the strangest situation you have been in at work? Sitting opposite my boss when part of a ceiling fell down on him. Who is the ultimate Guru? Nelson Mandela because of his capacity to forgive and lead his countrythrough momentous change. What is the best thing about HR? The range of different people you work with on a daily basis. How do you fill your spare time? Catching up with friends over excellent food and wine. What is the greatest risk you have ever taken? Climbing Ayers Rock, because I am terrified of heights. What is the essential tool in your job? Perseverance. What advice would you give people starting out in HR? Don’t specialise too early and get as much general experience as you can. Do you network? Yes, it’s a crucial part of being effective in my job. If you could do any job in the world what would it be? To own my own restaurant on the beautiful island of Paxos. Who would play you in the film of your life? Judi Dench, because she’s a strong woman with a sense of humour. Canavan’s CV2003    Directorof HR, London Borough of Havering2003    Head of HR, LondonBorough of Havering1998    Senior HR manager,London Borough of Enfield1993    Personnel manager,London Borough of Waltham Forest Top job: Mary Canavan, director of human resources at the British LibraryOn 23 Sep 2003 in Personnel Today Comments are closed. last_img read more

Confidence

first_img Previous Article Next Article Comments are closed. Related posts:No related photos. ConfidenceOn 29 Jan 2004 in Personnel Today Businessconfidence has continued to rise. It is up from -13 to -7 per cent, the highestin more than a year. www.cbi.org.ukview graphic  requires flash enabled browserlast_img

Mayor calls Cuomo’s office-to-resi plan “giveaway” to real estate

first_img Message* Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink Governor Andrew Cuomo and Mayor Bill de Blasio (Getty)Mayor Bill de Blasio on Thursday slammed Gov. Andrew Cuomo’s proposal to allow office and hotel owners to convert their buildings to residential use — even though a committee he created had a similar idea.Testifying on the governor’s proposed 2022 budget, de Blasio said it includes provisions that “usurp the city’s local authority and silence community input.” He said he “strongly opposes” a measure that would override local zoning rules to allow the conversion of class B and C office buildings and hotels with fewer than 150 rooms.“This crisis is not an excuse to overturn the will of struggling communities and give away local control to wealthy real estate interests,” he said.The testimony is a reversal of sorts for the mayor. In December, a spokesperson for de Blasio told the New York Times that the administration favored the idea of converting vacant commercial properties into housing.At time, however, the concept — promoted by the Real Estate Board of New York — had not been hashed out. Gov. Andrew Cuomo unveiled the particulars of his plan in late January, in one of his budget bills.The idea of converting older office buildings had come up earlier in meetings organized by the de Blasio administration. In a September email reviewed by The Real Deal, Deputy Mayor Vicki Been included it in recommendations from the mayor’s Construction and Real Estate Sector Advisory Council and its subcommittees.The rub may be whether approval for such conversions goes through the city or state officials.Under the budget proposal, hotels and offices can become residential if the owner sets aside at least 20 percent of the apartments as affordable, or if the property is used as supportive housing through an agreement with the state or city. Owners can also opt to contribute to a state-run fund that finances affordable housing — meaning income-restricted units would be built elsewhere, not in the converted building.A spokesperson for the de Blasio administration said that while the mayor is always looking for ways to create more affordable housing, he doesn’t support the avenue proposed by the governor.“There’s no time to wait in responding to the new reality created by the pandemic,” said Freeman Klopott, a spokesperson for the state’s budget office. “These proposals speed development through what would be years of bureaucratic processes by allowing for the conversion of unprecedented vacancies in commercial spaces to highly needed affordable and supportive housing.”The proposal would likely be useful only to large office and hotel landlords, as such conversions are costly and take time.The governor would limit such office conversions to Manhattan between Park and Ninth avenues and 14th and 60th streets. Hotels in the outer boroughs and within Manhattan between the Financial District and 110th Street would be covered by Cuomo’s plan.Jay Martin, executive director of the Community Housing Improvement Program, which represents the owners of more than 400,000 rent-stabilized apartments, supports the proposal, but said elected officials should also consider immediate relief for owners.On Thursday, de Blasio also called on the state to “tax the wealthy” rather than cut education and health spending. Cuomo has threatened to raise income taxes on high earners if the state doesn’t receive $15 billion in federal aid.The mayor also voiced opposition to a proposed workaround to Local Law 97, a city measure to curb greenhouse-gas emissions. Cuomo’s budget measure would let building owners buy renewable energy credits outside the city to offset their properties’ emissions. The real estate industry has long called for this change, calling it the only reasonable way for some buildings to meet the law’s targets.De Blasio also requested that the state budget add a tax rebate for owners of one- to three-family homes with “low and moderate market value.”Contact Kathryn Brenzel Email Address* Tagscenter_img Share via Shortlink Full Name* Andrew CuomoBill de Blasiolast_img read more

Big companies delay returning to offices — again

first_img Commercial Real Estateoffice market Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink Tags Share via Shortlinkcenter_img Elizabeth Mygatt at McKinsey & Co. said that she’s seeing an increased hesitancy among companies to announce return dates.“Everyone’s in the moment of limbo,” she told the publication. “They want certainty, but they know they can’t have it.”A survey of 2,200 U.S workers found that 44 percent of respondents didn’t know what their companies’ plans to return to the office were, up from 37 percent in September.With the rollout of the vaccine progressing more slowly than expected, new strains of the virus emerging and schools remaining remote, companies and employees are tempering their expectations of returning to normal this year.In October, only about 10 percent of office workers in Manhattan returned to their desks, though some companies reported occupancy as high as 20 percent. But the number of employees reporting to their offices dropped again in the holiday season as infection rates began to rise.[WSJ] — Erin Hudson (iStock)What’s the point of setting a deadline you’ll know you’ll miss? That seems to be the prevailing attitude in some C-suites when it comes to getting employees back in offices.Some major companies, such as Alphabet and Grant Thornton LLP, have said employees will return to the office on Labor Day or at the end of the summer, but other firms have simply stopped making plans, according to the Wall Street Journal.Among the companies that have recently announced that work-from-home is here to stay forever are Salesforce, whose president recently declared that the “9-to-5 workday is dead,” and Spotify, which will implement a “work from anywhere” policy for its employees. Other major employers — including Zillow, Twitter and Dropbox — had already enacted similar policies.Read moreMajor tenants refuse to return to the office during the holidaysReturn to the office? Manhattan workers say no thanksThe 10 biggest new project filings in NYClast_img read more