The real e-world

first_imgThe real e-worldOn 1 May 2001 in Personnel Today Related posts:No related photos. Previous Article Next Article Comments are closed. Newtechnology has the potential to bring on your training in leaps and bounds. Ane-learning show in June will help you decide on the best options for yourorganisation. By Sue WeekesThee-learning market is expected to grow by 96 per cent over the next five years,according to a study by employment law firm Clifford Chance. But while seniormanagement is happy to enjoy the benefits that a flexible learning systembrings, many training professionals remain uneasy. They share the fear thatlearning via the Internet or a CD-Rom is a culture shock for learners and thatit brings with it a whole set of problems yet to be addressed. Whatis clear when you talk to anyone in the sector is that practitioners andproviders still have a lot to learn themselves. With this in mind, theconference programme at E-learning London at the Business Design Centre,Islington, on 6 and 7 June aims to bring many of these issues out into the openwith plenty of real-world case studies and hands-on experience relayed to theaudience.Theprogramme will be opened by Ettie McCormack, director of Unisys UniversityEMEIA, whose keynote speech will look at the value e-learning can add to yourbusiness. McCormack is responsible for the training and development of over12,000 employees at Unisys and its virtual university uses a blend of online,classroom and self-study. Hence McCormack will be speaking from directexperience when she weighs up the benefits of e-learning against the costs andlooks at whether it can determine success and competitive advantage.Whethera “virtual” classroom can be as effective as a real one is frequently at thecentre of the e-learning debate and the session dedicated to this (X1), aimedat those in the early stages of e-learning, should prove enlightening. DavidHookham, programme manager of the Scottish Agricultural College, will betalking about how it is implementing an online learning forum and virtual farm,designed as an introduction to organic farming. It is principally aimed at MScstudents, but will also be available to farmers for their continuedprofessional development. Hookham will give first-hand experience of how thesystem was developed and the issues that have arisen along the way.HowardHills, development executive of the Forum for Corporate Universities, will bemore concerned with the pedagogical issues of virtual classrooms and will belooking at what we can learn from real classrooms, as well as exploring howdifferent personalities react to them.Ifyou like a bit of audience participation, head for the Getting Started ine-Learning (X2) session, where chairman Thomas Bergulund, CEO of the EdvantageGroup, and speakers Stephen Newman, program director of Ericsson ManagementInstitute, and Karen Smith, associate director, training and development ofQuintiles, will be gearing up for some heated, interactive debate. BuildingblocksTheyaim to cover the building blocks required for successful e-learning and willlook at how you can assess your business needs and create a project plan. Newmanwill talk about how his company intends to use a learning community portal in amulti-module leadership development program for the next generation of Ericssonexecutives, and Smith will be relating Quintiles’ overall experiences. Anindependent view will be provided by Clerical Medical Investment Group trainingoperations manager Alastair Thorn, who will be reminding trainers how wary someusers can be of new technologies. “It is not enough to merely give them thesystem and expect them to know what to do with it,” says Thorn.Fore-learning to work in a company, you need buy-in from personnel from the bottomright to the top, and it needs to be embedded in company culture. If you’restarting out in e-learning and are struggling to get the necessary commitmentfrom elsewhere in your organisation there are two sessions that may help you:Marketing e-learning from CEO to office junior (Y2) and Evaluating andcertifying e-learning (Y3). You can hear real-life experiences from trainingmanagers at two major corporates in shape of Paul Mallinson, head of corporatetraining and management development at Pfizer, and Ursula Kerrigan, regionaltraining manager, Bass Hotels and Resorts. JimEllis, chief training designer and project manager at BP Chemicals Project, andDave Buglass, e-learning consultant at the Royal Bank of Scotland, will betaking things one step further and exploring how you can match an e-learningprogramme to business objectives and how you can properly evaluate it. Whenthe Open University talks on the subject of learning, people listen, so expectJim Flood’s industry-wide critique of training material that has beenre-engineered to be one of the highlights of the programme (Z1). Floodis the academic operations director of Corus, the OU, and will be drawing its30 years of experience and research into distance learning in his presentation.Anotherbig name, Consignia (The Post Office), will also feature in this session, withMel Leedham, senior management development adviser, presenting a warts-and-allcase study. It will look at Consignia’s early successes and failures in tryingto convert existing courses into a mixture of online and classroom sessions.Witha headquarters in London and offices in Scotland, Jersey, Germany, Japan andthe USA, investment management company Gartmore employs 850 people. In asession entitled How to Become a High Performance Organisation (W2), Gartmoredynamic duo Karen Martin, the technology skills development manager, and AngelaBrier, technology skills development officer, will report on the company’simplementation of an e-learning system. “We’ll explain what went well and whatwent not so well”, says Martin.ObstaclesTherewill be illuminating tales along the way about obstacles they met and thepresentation will touch on areas such as promoting intellectual capital in acompany.Theimportance of sustainability in an e-learning system will be a key topic in thesession on the longer term benefits of e-learning (X3). Ian Shaw,communications and development manager of Friskies, will report on how a systemcan fail if it doesn’t have this staying power. Hewas involved in a pilot project at Friskies Europe, which has given parentcompany Nestlé valuable experience on which to build its current e-learning project.Even before you tell anyone that you are about to embark on a system, saysShaw, it’s important to have a number of factors in place, such as buy-in fromHR and links to your competency framework. ChairwomanMartine Garland, of professional learning services at Xebec McGraw-Hill, aimsto cover how to nurture online learning communities, as well as look at the“what’s in it for me” factor.Blendedlearning, which brings together methods used in e-learning and more traditionallearning, is seen by many as the key to a successful training programme, andthe session devoted to it (X4) looks set to bring some lively debate. Expect afull and frank presentation from the vice-chairman of the British Associationof Open Learning, David Wolfson. “I will be emphasising that e-learning is onlya tool which should be used with face-to-face delivery and other traditionalmethods,” he says.Inthe same session, Gestetener’s Tony Milne will present a case study, focusingon the problems, rationale and costs of implementing an e-learning programme to4,000 users across EMEA in 14 languages.Doyou really need a learning management system? There is an assumption by manythat you do. But of what real benefit are they to the more experienced users,for instance? Learning management and content delivery systems and portals willall come under close scrutiny in a session which looks at the future ofe-learning (Z2). You can hear from Jane Knight, e-learning consultant at CiscoSystems, and Julian Wakeley of Unilever will put forward another independentuser’s view.Ane-learning system is only as good as the content within it but e-learners oftenreport that the substance of some courses lacks appropriateness or it’s justplain dull. A session entitled Why Content is King (Z3), chaired by AlistairMorrison, divisional director, Vega Skillchange, will look at how you can matchcontent to the medium as well as effective instructional design. “We’ve got thetechnology and can do amazing things,” he says. “Unfortunately, we can doamazingly bad things with this technology!” DaveBullock IT customer and service manager of law firm Herbert Smith will betalking about the importance of good quality training content and the relevanceof learning content in respect of your business. “We need to encourage authorsto develop material that users want to use, not page-turning, dull stuff,” hesays. Content that crosses cultural boundaries is another issue likely to beraised.last_img read more

UK feels force of global slowdown

first_img Comments are closed. UK feels force of global slowdownOn 3 Jul 2001 in Personnel Today Related posts:No related photos. The global economic slowdown is starting to bite into the performance of UKbusinesses, according to PriceWaterhouse- Coopers. It predicts that growth in the UK economy will fall to 2 per cent this yearcompared with 3 per cent in 2000. PwC also blames the foot-and-mouth crisis,the slump in the IT sector and the fall in global equity prices for theslowdown. The report predicts that UK growth will rise to 2.25 per cent in2002. Rosemary Radcliffe, chief economist of PwC, said, “The UK is feelingthe effect of the international slowdown. A further interest rate cut could beneeded later this year if there is any further deterioration.” But Sudir Junankar, associate director for economics at the CBI, said,”The forecast of about 2 per cent growth this year is in line with our ownpredictions, but we expect it to be about 2.7 per cent next year with increasedconsumer spending.” www.pricewaterhousecoopers.com Previous Article Next Articlelast_img read more

Stay-at-homes lose in the credibility stakes

first_imgI was gobsmacked by the results of Personnel Today’s research into attitudesof HR professionals towards taking international assignments. Probably the best two years of my career were those I spent in Guangzhou,China, as head of HR for a Fortune 50 telecoms company. Before I moved I had all the classic worries. Could I do the job? What aboutlanguage? How would I do in a foreign city? What would happen when Irepatriated? Essentially, I shared the concerns shown in the survey. However, I alsorealised that I had a terrific opportunity to establish professionalcredentials that would stand me well in the future (it did). The biggest surprises, though, were the magnitude of the concerns about anassignment being risky for the career and the divergence between the 78 percent who wanted to take on an international role and the “tiny 6 percent” who were willing to leave the UK. In other words, 94 per cent would not be willing to move overseas. I’d arguethat our credibility as HR professionals can only be validated, and thenenhanced, when we are seen as on a par with our line colleagues. In a boardroomfull of internationally-experienced executives, the HR director unwilling towork overseas may not be perceived as credibly as the other executives. I was also concerned that 60 per cent of respondents felt they wereinsufficiently equipped to compete for these roles. How did we define that?Many listed their language skills as a detriment. I’d suggest they identify oneor two languages and learn enough to get through airports, hotels andrestaurants effectively; and to meet and greet their colleagues. The world,right or wrong, uses English as the main business language. The ability toconverse, even briefly, in your host country’s tongue goes miles in buildingrelationships. I’d argue that being “sufficiently equipped” for an assignment hasmore to do with flexibility, perseverance and a sense of humour than languagefluency. Sure, there’s the table stakes of being highly skilled in yourspecific discipline, but it’s the ability to move to a different place, liveand work in that culture, and still be the best at what you do that will defineyour success. Finally, 76 per cent thought that an overseas assignment would be morepressurised than back home. Good point. Expat assignments are not for wimps.When the assignee’s salary costs jump in an offshore locale, the expectationsfor delivery of excellence understandably increases. Yes, it can bechallenging, but that’s the best and most career-enhancing part! My message is that HR people need overseas assignments for the sake ofcredibility. You can be the best in your own country and culture. The real testis taking those skills and experiences and using them abroad. By Lance J Richards, Vice-president HR, Teleglobe Previous Article Next Article Stay-at-homes lose in the credibility stakesOn 7 Aug 2001 in Personnel Today Comments are closed. Related posts:No related photos.last_img read more

HR directors’ pay too high, says HR

first_imgRelated posts:No related photos. Comments are closed. HR directors’ pay too high, says HROn 8 Jan 2002 in Personnel Today Previous Article Next Article Almost three-quarters of HR professionals believe HR directors don’t deservetheir large salaries, according to a Personnel-Today.com poll. The online survey asked if HR directors are worth their average annual paypacket of £217,570, as revealed in research by consultants Towers Perrin. Only a quarter of the 100 or so respondents feel the huge salaries arewarranted. However, Nick Page, rewards adviser at the CIPD, believes the take home payfor HR directors is much lower. “When you ask if people deserve a large amount of money it is rare thatothers will agree. In reality it is based on opinion, not an understanding ofwhat the job entails,” he said. last_img read more

Training

first_imgThis week’s training newsAccolade for NVQ The National Pharmaceutical Association has won a DfES National TrainingAward after the success of its Pharmacy Services NVQ scheme. The NVQ wasdeveloped by the association for its 11,000 members and caters for a wide rangeof age and experience. Over 2,500 trainees have registered for the training,which allows healthcare professionals to make better use of support staff.  www.dfes.gov.ukMcVitie’s centre McVitie’s has opened an online learning centre at its Harlesden factory inLondon. The centre, launched in partnership with SkillsIT and Learndirect,offers employees access to over 400 learning modules. It will encourage staffto develop skills and will be open 24 hours to accommodate shift patterns. Thefirm expects to sign up at least 100 people in the next year.  www.learndirect.co.ukOnline assessment Panasonic UK has implemented an online assessment system for 800 staff atits sales and commercial division. The Focus system will replace the old annualpaper review to give 360-degree assessment, appraisal and training needsanalysis. The software is aimed at lowering staff turnover, leading to a moreeffective workforce.  www.panasonic.co.ukCAB gets IT advice Staff and volunteers at the Citizens Advice Bureau are to get IT training tohelp improve skills and IT advice giving. The organisation has teamed up withCompaq to develop the programme, which will include basic IT skills, coaching,and application training. A CD-Rom database of information for advisers isalready available and electronic case management is planned.  www.nacab.org.ukE-learning taskforce A new e-learning strategy taskforce has been announced by education andskills minister Estelle Morris. The committee, headed by Steve Morrision ofGranada, will investigate ways in which e-learning can improve opportunitiesfor young people at college and in lifelong learning. The panel includesrepresentatives from industry and education and will deliver a strategy to theSecretary of State.  www.dfes.gov.ukNew course for airline Airjet is launching a tailored training scheme following the acquisition ofa new fleet of Saab 2000 aircraft. Vega has developed the programme to supportpilot training at its facility at Charles de Gaulle Airport, Paris. The schemeconsists of 24 modules of interactive training covering all aspects of theaircraft’s systems and procedures.  www.vega.co.uk TrainingOn 5 Feb 2002 in Personnel Today Comments are closed. Previous Article Next Article Related posts:No related photos.last_img read more

Sickness costs rise despite 14-year low in absence rates

first_imgRelated posts:No related photos. Absence levels may have fallen but the annual cost to employers has risen bymore than £1b, says a new studyWorkplace absence has fallen to its lowest level for at least 14 years, yet theannual cost to employers has risen by more than £1bn, a report by theConfederation of British Industry and healthcare provider PPP has concluded. The annual study, called Counting the Costs, found the number of workingdays lost to workplace absence last year fell by 16 million to 176 million,compared with 192 million in 2000. This equated to 7.1 days per employee, or3.1 per cent of total working time, the lowest figures recorded since thesurvey began in 1987, the report said. The figures come as official Government statistics show that sicknessabsence is concentrated in certain groups of employees (see below). According to the CBI/PPP healthcare report, the average cost of absence peremployee rose to its highest level for five years. Projected across the wholeworkforce, the total cost of absence to British business rose to £11.8bn in2001, against £10.7bn in 2000. Since 1991, average absence has fallen by two days. Average absence levelsin 2001 were 25 per cent lower than those recorded 10 years ago. In the public sector an average of 10.1 days were lost, compared with 6.7 inthe private sector. Until 1998, the difference between the two sectors had been narrowing, andin that year was at 2.5 days. But the past three years has seen it widen again.Absencerates among non-manual employees fell for the fourth year in a row. In 2001 theaverage was 5.5 days per employee, compared with 6.3 in 2000. Rates for manual workers continued to be higher, at 8.8 days per employee in2001 compared with 9.5 in 2000. Organisations employing fewer than 50 people lost an average of 4.5 days peremployee, 1.4 days less than the previous year. Firms employing more than 5,000 people averaged 9.6 days, slightly up on2000. Crucially, absence rates were lowest in organisations where senior managerstook responsibility for managing absence, said the study. Those organisations lost, on average, five days per employee per year,compared with 7.6 where it was left to line managers. Return-to-work interviews were the most effective absence management tool,followed by disciplinary measures. www.cbi.org.uk Sickness costs rise despite 14-year low in absence ratesOn 1 Jun 2002 in Personnel Today Comments are closed. Previous Article Next Articlelast_img read more

Going global

first_imgRelated posts:No related photos. Previous Article Next Article Going globalOn 1 Oct 2002 in Global mobility, Personnel Today Comments are closed. We welcome your letters, requests to other readers for research assistanceand announcements of people moves relating to HR executives with internationalresponsibilities. E-mail details to: [email protected] orwrite to globalhr, Quadrant House, The Quadrant, Sutton, Surrey SM2 5AS, UK. PeopleAlan Cairns has joined Exide Motive Power as European HR director. ExideMotive Power manufactures and sells batteries for use on trucks and mining vehiclesand Cairns will have responsibility for providing a complete HR strategy to thebusiness across Europe. He wants to establish the credibility of HR as avaluable business tool and hopes to be part of the mainstream businessobjectives. However, he still wants people issues at the top of the agenda. Andrea Chivers has been appointed HR director of F&C Management, thepan-European asset manager. Based at the company’s London office, Chivers willwork with Peter Cole, head of HR, in managing the major group-wide initiatives.The appointment is part of an initiative to give stronger HR leadership andimprove the delivery and contribution of the function. Cheryl Francis has been elected to Morningstar’s board of directors. Francisbrings more than 20 years of experience to Morningstar’s board. In addition toher position at Morningstar, Francis currently serves as head of the auditcommittee for the board of directors of Hewitt Associates, an HR outsourcingand consulting firm. Chicago-based Morningstar is a global investment researchfirm that provides financial data, research, online advice, consultingservices, and investment solutions for individuals, financial advisors,institutions, and the media worldwide. Michael Linder has been appointed vice-president of European operations ofSerena Software. He will head sales, support and professional servicesactivities throughout Europe and have responsibility for strategic directionand continued business development within European markets. Lindner joinedSerena in 2001, bringing more than 17 years marketing, organisation and salesexperience, as well as a successful track record of sales management within IT.Serena Software provides change management solutions to worldwide customers. Nigel Morton has joined Canon Europe as its new chief of HR in a bid to makeit a more consistent pan-European entity. Fresh from a stint managing a globalteam for Cable & Wireless with employees across Europe, Japan and the US,he will attempt to create a fully integrated European organisation. Canon’sexisting HR framework is being re-focused to help create a more effectiveorganisation with a high performance culture. Morton is a veteran of severalcompanies and 20 years service in HR and is confident that the function has amajor impact on the bottom line. LettersTruly global contentI appreciate receiving globalhr inits new format. In particular, I find the newsround, workplace issues andleader sections valuable. Also, the addition of (Stephen) Covey, (Ken)Blanchard and other noteworthy business visionaries makes globalhr a specialread. Your content is truly global and please continue thisperspective. Net, net – a great format and content – please keep it up!Bill MaxwellSenior vice-president global GR, Cendant Mobility, Danbury, Connecticut, USThe perils of poor gift selectionAs an employment tribunal in the UKover the former personal assistant of crime writer Lord Jeffrey Archer’s wifeMary has demonstrated, a poorly-selected employee gift can cause long-termdemotivation for staff and haunt bosses for a long time. Lady Archer faces the employment tribunal over unfair dismissalclaims from her PA, Jane Williams. Williams revealed to the tribunal thatArcher presented her with an inch of flat champagne from a previously openedbottle on her birthday. Williams also claims that Archer presented her with anauthentic designer watch from Calvin Klein – with ‘Made in China’ etched on theback. Williams labelled the gifts ‘insulting and embarrassing’. It is no surprise Williams felt unappreciated, and theemployee/boss relationship continued to deteriorate until Archer sackedWilliams last year.The case shows that bosses who take a lazy approach toemployee gift selection, or make ‘cheap’ choices, often cause more harm thangood. Archer is not alone – thousands of companies around the worldcontinue to inconvenience and irritate employees with poor gifts. Feedback frommy clients shows that staff much prefer to choose their own gifts, instead ofbeing subjected to unimaginative gold watches, flashy pens or Christmas turkeys.Jonathan HaskellManaging director, Longservice.comlast_img read more

Life-long ambition

first_imgMavisGordon looks back at her varied career in occupational health and describes howshe has overcome personal diversity to form her own successful OH consultancyI started my career in occupational health in 1979 when I was appointednursing officer in OH at the Medway Health Authority. With a background inIntensive Care and A&E nursing, I persuaded Brenda Slaney (whose obituaryappeared in Occupational Health December 2002) to add me to a fully subscribedcourse at Fords of Dagenham and the Royal College of Nursing. In 1985, I gained my Diploma in Nursing Education and was appointed lecturerin OH nursing, replacing Ruth Alston, at the Institute of Advanced NursingEducation. I was the first OH tutor to be appointed from a background in theNHS OH service and enjoyed the challenge of running the full time courses.Peter Holgate was the principal lecturer and I worked closely with MurielLawson and Jane Molloy who led the day release courses. The courses had been run in a traditional mode for some time and a more facilitativestyle was introduced. Problem-solving groups, debates and practical exerciseshelped prepare students for the real world and dilemmas faced in OH practice.There was a need to improve communications between teachers and practical worksupervisors, so we set up facilitator days. This led to a greater selection ofplacements and a challenging opportunity for open discussion and new ideas onthe meeting days. The certificate courses were to be upgraded to diploma anddegree level and we worked in line with other UK centres to establish thesecourses. Brenda Slaney and Peter Holgate had organised OH courses in Nigeria in theearly eighties, and plans were discussed to set up similar courses in Zambia.Peter made a preliminary assessment visit, but was in poor health and shortlyafterwards tragically died from a heart attack at the wheel of his car inFrance. We were all hugely shocked and his death left a large gap in the worldof OH nursing, the English National Board, the UKCC and more specifically atthe Institute. I was asked to become acting principal lecturer and wasappointed to the post a year later. Zambian courses The Zambian courses now fell to me to develop and implement and it was asharp learning curve, as we were teaching within a totally different culture.The students were very keen to learn and at the start sat expectantly waitingwith pencils and paper to write down every word. They soon were able to enjoyour more facilitative style of teaching and we learned as much from them as theydid from us. I remember leading a session on alcohol in the workplace. Two students weregiggling and one said: “It is not the same here because we work in abrewery and some men have to be drunk. They are tasters and if they are notdrunk the bosses think the beer is bad.” There was also the issue around lack of health and safety in the leadfactory, where the workers were constantly coming to the clinic complaining ofstomach cramps, headaches and coughs. For the stomach cramps they were givenindigestion mixture, for the headaches paracetamol, for the coughs antibiotics.No-one had thought of going to the factory to look at the processes, whereexposures to high levels of lead dust were causing the problems. Even the nursehad been admitted to hospital for an appendicectomy, but just in time it wasfound that her blood lead level was raised to a dangerous level. After the course this student proudly wrote to me about the changes she hadimplemented in the factory through safer work processes and ventilationsystems. However, I was not satisfied with the training methods we had used and didsome research into developing courses in emerging countries. I later studiedfor an MA, using this curriculum research as my focus. It is not effective to‘lift’ a UK course and set it up in a foreign culture, many factors have to beexplored. The key points of OH practice remain the same but the context,ethics, politics and environment are totally different. Further redesignedcourses followed and more than 100 Zambian nurses achieved the RCN AwardCertificate. One student, Maria Lemba, was able to come to the UK and study forher full OHN qualification. She is still working here. Early retirement In 1988 I was involved in a car accident that damaged my cervical andthoracic spine. I managed to keep working as much as possible, between hospitaladmissions and outpatient treatments. However, eventually the pain anddisability caused by the accident forced me to take early retirement from theRCN. I was devastated to lose my career and could see no way forward in thefield of OH. The following year I achieved my MA in Education, but a few months later myhusband died of a massive brain stem haemorrhage. This happened the sameweekend that the youngest of three sons was leaving for university, 400 milesaway in Glasgow. In one year I had suffered three huge losses. I was wellsupported by friends and family, but spent the first year feeling like an actoron a stage, it wasn’t real, this wasn’t happening to me. Eventually, I decided that despite my back problems, I was not brain deadand I should get back to the real world. I started to do some teaching on afreelance basis. In 1994 I was teaching for the British Safety Council when oneof the health and safety managers on the course asked me to give his companysome advice. His employer was a service company where there had never been OHprovision and he was interested in the emphasis I had made on prevention ratherthan cure. Consultancy career So started my consultancy career. I quickly found myself in a hard-hat andhigh visibility jacket, it was like ‘coming home’. The company (which asked notto be named) is an international service company with a diverse and widespreadcustomer base, ranging from government defence organisations to airports andcommercial companies. There are 35,000 employees worldwide and servicesprovided include facilities management, project management and systems supportthrough to total business design, build, finance and operations. Occupational health advice and interventions are therefore across a hugerange of working groups including Ministry of Defence (MOD) sites, leisurecentres, rail, health authorities, local government, education, building andmaintenance, dockyards, air traffic control and transport systems. The initial work I carried out for the company was well received andgradually, more divisions working within the parent company requested OH adviceand interventions. To my surprise I really enjoyed ‘getting back to the coalface’ again and found the work varied and challenging. Educating managementabout OH, gaining credibility by practice and setting up systems in a ‘virgin’and sometimes unco-operative environment was exciting and I was able to liveout my long-held conviction that such a service can be successfully nurse led.I was able to organise my work from home and the company was very supportive inrelation to my back problem by providing overnight accommodation and/or flyingto avoid too much driving. Three years on, I was given a five-minute meeting with the chief executive.He arrived without having read the executive summary I had prepared for him. Heallowed me a little more time to explain OH functions within his company, andthen he gave his full support. From then on I have been ultimately responsibleto the chief executive, who takes a personal interest in OH at our annualmeetings. At about the same time I started to sub-contract out some work andgathered experienced nurse consultants into the Gordon Associates team (seebelow for more on the work of the team). Our team works across a wide variety of contracts, such as traffic systems,MOD sites, leisure centres, rail maintenance, airfields, refuse collection andhospitals. As an international company we also advise globally and I have visitedAustralia and Ascension Island for OH assessment. We have designed a foundation course for nurses, which has RCN validationand is available to any nurse who may be interested in working in the field ofOH. There are 17 nurses in the Gordon Associates team – led by Gesina Tait,support director – some very well known and highly qualified OH nurses amongthem. We are proud of achieving a high standard of service for our customersand enjoy the autonomy and responsibility that we carry. Six years ago I met John and we married. John had undergone a single lungtransplant a few years earlier and was the bravest person I have ever met. Hehad a handicap of 10 in golf and we enjoyed life to the full, moving down toDevon to enjoy less polluted air, which helped his breathing. Sadly John diedin June 2001. He had helped me a lot with my life, a determination to surviveand to make maximum use of every opportunity. Conclusion As I look back over my nursing career spanning 42 years, 23 of those in OH,I can honestly say that as one door closes, another opens. As a part-time staffnurse, single parent with three young sons, I would never have dreamed that Iwould one day be teaching at the RCN, working in Zambia or setting up an OHconsultancy. I guess it’s all down to being motivated and sincerely believingin the value of the service being offered. I have found no problems indovetailing my expertise as an OH nurse with other providers in this field,such as health and safety advisers and ergonomists. Working together we eachbring a unique skill to our employers and more importantly, our clients. I care deeply about nursing, occupational health and people, and believethat focusing on OH issues, rather than jealously guarding our patches canbring new life to our speciality. If anyone reading this article feels inspiredto take up consultancy work or to even get on the first rung of the ladder andjoin one of our foundation courses, why not contact me on [email protected] Gordon MA(Ed) RGN OHNCert DipNEd RNT, director Gordon Associates Life-long ambitionOn 1 Feb 2003 in Personnel Today Related posts:No related photos. Comments are closed. Previous Article Next Articlelast_img read more

Case round-up

first_imgRelated posts:No related photos. This week’s case round-upFive-year temporary assignment Franks v Reuters Ltd and another, Court of Appeal, 10 April, 2003 Employers who use agency staff should take note of this decision in whichthe Court of Appeal has allowed an agency worker’s complaints for unfair dismissaland redundancy against the ‘client’ for whom he worked (and not the employmentagency) to be re-heard by an employment tribunal. Franks gained a temporary placement through an employment agency as a driverfor Reuters. After six months, he became a full time driver, but five yearslater, Franks was told that his services were no longer required. Throughouthis engagement, Franks was paid by the employment agency (now in liquidation).Franks brought tribunal complaints against Reuters for unfair dismissal,redundancy and breach of contract. The tribunal dismissed his complaints, finding that Franks was not anemployee of Reuters. There was no mutuality of obligation between the parties –a necessary condition of an employment relationship – and that decision wasupheld by the Employment Appeal Tribunal. However, Franks successfully appealedto the Court of Appeal. The court held that the tribunal had failed to address the question as towhether there was an implied contract of service between Franks and Reuters. Itshould have considered all the facts, including what had been said and done aswell as relevant documentation, and then determined whether there had been animplied contract. The court also stated that while a person does not become anemployee simply through length of service, the lengthy period of time for whichFranks had worked for Reuters (five years) was such that it was capable ofcreating an implied contractual relationship. Franks’ claims are to re-heard byan employment tribunal. ‘Rolled up’ pay unlawful MPB Structures Ltd v Munro, Court of Session, 1 April, 2003 To meet obligations under the Working Time Regulations 1998, many employersuse a ‘rolled up’ rate of pay, which incorporates holiday pay in the weekly orhourly salary. Staff holidays are therefore unpaid. However, the Scottish Courtof Appeal has recently confirmed that such a practice is unlawful. Munro was employed by MPB and paid a ‘rolled up’ rate of pay, which includedan 8 per cent allowance for holiday pay in each weekly pay packet. This wasexpressly provided for in his employment contract. Despite this, Munro broughta successful complaint for unpaid holiday pay. The tribunal found thecontractual provision which included holiday pay in the weekly rate was voidunder the Working Time Regulations 1998. MPB’s appeals to the Employment Appeal Tribunal and the Court of Sessionwere unsuccessful. The courts found that ‘rolled up’ arrangements were not inaccordance with the regulations, and would discourage staff from takingholidays – conflicting with what the regulations sought to achieve. It was notonly essential for payment to be made for annual leave, but also for it to bemade in association with taking that leave. MPB was liable to give holiday pay to Munro, and received no credit forpayments already made (8 per cent allowance), since the ‘rolled up’ rate didnot qualify to discharge MPB’s liability in respect of holiday pay. Comments are closed. Previous Article Next Article Case round-upOn 29 Apr 2003 in Personnel Todaylast_img read more

NHS cover-up culture revealed in watchdog report

first_img Previous Article Next Article The parliamentary watchdog has accused NHS staff of covering up mistakes andfailing to report ill-treatment of patients. A report by the National Audit Office (NAO) states that workers are too scaredto report mistakes because they fear they will be disciplined if they highlightany problems with patient care. The report states that a ‘cover-up’ culture has developed across hospitalsin the NHS as a result. The NAO highlights the actions of two NHS trusts where managers haveencouraged staff to report incidents and offered guidance on how to preventerrors from happening again. After changing procedures, Barts and the London NHS Trust increased thereporting of clinical errors by 40 per cent, while staff at Greater ManchesterAmbulance Trust are now happier to admit their mistakes. Weblink www.nao.gov.uk Comments are closed. NHS cover-up culture revealed in watchdog reportOn 23 Sep 2003 in Personnel Today Related posts:No related photos.last_img read more