Feng Chen was charged at the state level with possession of stolen property and criminal trespass. He was charged at the federal level with mail theft.He has not yet entered a plea to the charges.The U.S. Postal Inspection Service has issued a warning about the potential theft of stimulus checks and has asked law enforcement to “exercise increased vigilance.” Americans receiving letters signed by Trump explaining stimulus checks, touting coronavirus response Here’s last week’s bag of plasma. Such a bag! After the paperwork, it’s as easy as taking a nap. Thanks @arimoin and UCLA. Hanx pic.twitter.com/15WblGiVwe— Tom Hanks (@tomhanks) April 29, 20201:20 p.m.: Fauci touts promise of remdesivirDr. Anthony Fauci, the director of the National Institute of Allergy and Infectious Diseases, touted the potential promise of the drug remdesivir to treat the coronavirus as he joined President Donald Trump and other officials in the Oval Office Wednesday.This came as Fauci announced the findings of a National Institutes of Health study that showed the drug had a “clear cut, significant, positive effect” in reducing recovery time for COVID-19 patients.“It’s highly significant,” Fauci said. “If you look at the time to recovery being shorter in the Remdesivir arm, it was 11 days compared to 15 days.”Faces of the coronavirus pandemic: Remembering those who died“The bottom line,” Fauci said, is that this is “opening the door” to the ability to better treat patients with the virus.“What it has proven is that a drug can block this virus,” he said. Fauci said the trial was conducted on an international basis and included 1,090-plus individuals.“It’s the first truly high-powered randomized placebo-controlled trial,” Fauci said. Explaining why the government is making this announcement early, Fauci said there is an ethical obligation to make this information available to those who have been in the placebo treatment group.Fauci said normally they would have waited several more days, but said there won’t be significant changes in the data during that time.12:50 p.m.: UK death toll jumps to over 26,000The United Kingdom’s home secretary on Wednesday announced an adjustment to the total number of deaths in England to include people who died in senior citizen homes and those who died at home who weren’t included in previous counts.This added an additional 3,811 fatalities to the total number of deaths in the U.K. The death toll now stands at 26,097, making the U.K. the second highest for fatalities in Europe, behind Italy.12:30 p.m.: Cuomo calls for plan to disinfect subwaysIn New York state, 330 people died from the coronavirus on Tuesday, including 16 people who died in nursing homes, Gov. Andrew Cuomo said during his daily press briefing on Wednesday.“We’re making progress,” the governor said, adding, “we are not out of the woods yet. And we’re proceeding with caution.”Cuomo called attention to what he described as “the deterioration of the conditions in the subways.”“The trains are filled with homeless people,” Cuomo said. “If you let homeless people stay on the trains in the middle of a global health pandemic with no masks, no protective equipment, you are not helping the homeless. Letting them endanger their own life and endanger the lives of others is not helping anyone.”The governor said he spoke to MTA officials on Tuesday, and he’s expecting them to provide a plan on Thursday for how each train will be disinfected each night.“Any essential worker who shows up and gets on a train should know that that train was disinfected the night before,” he said.10:25 a.m.: NYC offers antibody tests to health care workers and first respondersIn hard-hit New York City, antibody tests will be offered to over 150,000 health care workers and first responders, Mayor Bill de Blasio said Wednesday.The aim is to begin testing by next week at hospitals, fire houses, police stations and correctional facilities. The goal is to test all health care workers and first responders within one month, the mayor said.Antibody tests identify a likely past infection and provide confidence that the individual overcame the virus, the mayor said.Meanwhile, for the first time New York City is making marriage licenses available online due to the coronavirus.The city’s IT department has built technology to enable online licensing to begin next week.“We need moments of joy now more than ever, and we won’t let a pandemic get in the way of true love,” de Blasio said in a statement.10:05 a.m.: 500 TSA employees test positive for COVID-19As of Wednesday morning, 500 employees from the Transportation Security Administration (TSA) have tested positive for COVID-19, including 208 workers who have recovered and four who have died.The vast majority of the TSA cases are at New York City airports: 105 John F. Kennedy International Airport workers tested positive, 56 are positive from Newark Liberty International Airport and another 32 positive cases are employees working at LaGuardia Airport.TSA officials said they are providing N95 respirators and eye protection to workers. At JFK and a dozen other airports around the nation, the TSA is temporarily adding plexiglass protective screens at the travel document-checking podium.9:44 a.m.: Death toll among UK health and social care workers rises to 108A growing number of front-line workers have given their lives to fighting the novel coronavirus in the United Kingdom.So far, 85 National Health Service staff and 23 social care workers are known to have died after contracting the virus themselves, according to British Foreign Minister Dominic Raab, who paid tribute to the victims while addressing Parliament on Wednesday.The true death toll among U.K. front-line workers is suspected to be much higher.“My very deepest sympathies are with their family and friends at what is an incredibly difficult time,” Raab said, “and we’ll continue to do whatever it takes to support them.”9:07 a.m.: Coronavirus may have already been in northern Italy as early as Jan. 26The novel coronavirus may have been present in northern Italy’s Lombardy region as early as Jan. 26, nearly a month before the country’s first locally transmitted case was confirmed, according to a report by Italian newspaper Corriere della Sera.The newspaper reported that an analysis of the virus-hit Lombardy region, based on the appearance of symptoms, shows there may have already been 543 cases of COVID-19 there on Jan. 26, including 46 in Milan. By the time the first positive case was detected on Feb. 21 in the town of Codogno, approximately 1,200 people had already contracted the virus throughout Lombardy, according to the newspaper’s analysis. Italy is one of the worst-affected countries in the coronavirus pandemic, with more than 201,000 diagnosed cases of COVID-19 and over 27,000 deaths, according to a count kept by Johns Hopkins University. The European country has been under a nationwide lockdown since March 9 to help curb the spread of the virus, but the government has outlined plans to gradually relax restrictions starting next month.8:15 a.m.: France to be divided into ‘red’ and ‘green’ zones for lockdown exitFrance will be divided into “red” and “green” zones as the nationwide lockdown is progressively lifted from May 11, the prime minister said. While presenting details of the lockdown exit plan to French parliament on Wednesday afternoon, Prime Minister Edouard Philippe said all departments within the administrative regions of France will be labeled either “red” or “green,” based on certain criteria such as the local infection rate and hospital capacity. Red departments will have to be more strict in easing their lockdowns than green departments, Philippe said.France is one of the worst-affected countries in the coronavirus pandemic, with more than 169,000 diagnosed cases of COVID-19 and over 23,000, according to a count kept by Johns Hopkins University. The European country has been on a strict lockdown since March 17.8:05 a.m.: Sailors start returning to the virus-hit USS Theodore RooseveltHundreds of U.S. Navy sailors began reboarding the USS Theodore Roosevelt on Wednesday after spending weeks in quarantine on Guam while the coronavirus-stricken ship was cleaned, officials said.The aircraft carrier was forced to dock in Guam late last month due to a COVID-19 outbreak. Out of the ship’s nearly 5,000 crew members, 940 sailors had tested positive for the novel coronavirus and 29 had recovered as of Tuesday.More than 4,000 sailors who tested negative have been quarantined in hotels and other facilities ashore. It will take several days to move all of them back on board the ship, according to a press release from the U.S. 7th Fleet.All sailors must have completed their period of quarantine or isolation and tested negative twice before they are considered virus-free and can return to the USS Theodore Roosevelt. Sailors will move back to the ship in waves, starting with those responsible for critical services on board as the aircraft carrier prepares to return to sea. Meanwhile, the roughly 700 sailors who remained on board to deep clean the ship and run essential services will begin their isolation period, according to the press release.“The stay behind crew successfully built a ‘bubble’ around the ship, that can now be turned over to the clean crew,” Cmdr. Zach Harry, chief engineer aboard USS Theodore Roosevelt, said in a statement Wednesday. “The crew will now create a boundary to keep the coronavirus out. This clean bubble must now be defended.”6:05 a.m.: China to hold largest political gathering after two-month delay due to coronavirusChina has decided to hold its most important political gathering next month after postponing it for weeks because of the novel coronavirus outbreak.The country’s official state-run Xinhua News Agency reported Wednesday that this year’s plenary session of the National People’s Congress would take place in Beijing on May 22, as decided by its standing committee.The 3,000-member ceremonial legislature was originally scheduled to convene in March but was delayed as the country struggled to contain the deadly outbreak.It was the first time in decades that the annual assembly had been postponed — since the Cultural Revolution.China’s National Health Commission has reported at least 82,858 confirmed cases of COVID-19 and 4,633 deaths on the mainland since the novel coronavirus emerged in the central city of Wuhan back in December.5:12 a.m.: US federal inmate dies of COVID-19 after giving birth while on ventilatorA 30-year-old federal inmate died of COVID-19 on Tuesday, four weeks after giving birth while she was on a ventilator, according to the U.S. Bureau of Prisons.Andrea Circle Bear, who was serving a 26-month sentence for maintaining a drug-affiliated business, is believed to be the first female federal inmate in the United States to die of the respiratory disease caused by the novel coronavirus.Circle Bear was transferred last month from a South Dakota jail to the Federal Medical Center Carswell in Fort Worth, Texas, which houses 1,625 female inmates. Due to the coronavirus pandemic, she was immediately placed on quarantine status at the facility, according to a statement from the Bureau of Prisons.Circle Bear was taken to a local hospital on March 28 because of potential concerns regarding her pregnancy. She was discharged the same day and taken back to FMC Carswell. Three days later, she was seen by the prison’s health services staff for a fever, dry cough and other symptoms, and was subsequently transported to the local hospital where she was placed on a ventilator, the Bureau of Prisons said.Circle Bear gave birth to her baby by cesarean section on April 1. The new mother tested positive for COVID-19 three days later. She was pronounced dead by hospital staff on Tuesday.The Bureau of Prisons said Circle Bear had a pre-existing medical condition, which the U.S. Centers for Disease Control and Prevention lists as a risk factor for developing more severe illness when infected with the novel coronavirus.Nationwide, more than 1,300 federal inmates and over 300 Bureau of Prisons staff have tested positive for COVID-19. At least 30 federal inmates have died from the disease.Copyright © 2020, ABC Audio. All rights reserved.2:30 p.m.: Man allegedly steals coronavirus stimulus checks from the mailA 31-year-old man was arrested Tuesday for allegedly stealing nine coronavirus stimulus checks from the mail in New York City.He was allegedly spotted rummaging through mailboxes at multiple locations, according to police and federal prosecutors in Brooklyn. narvikk/iStockBy MORGAN WINSOR and EMILY SHAPIRO, ABC News(NEW YORK) — A pandemic of the novel coronavirus has now killed more than 219,000 people worldwide.More than 3.1 million people across the globe have been diagnosed with COVID-19, the disease caused by the new respiratory virus, according to data compiled by the Center for Systems Science and Engineering at Johns Hopkins University. The actual numbers are believed to be much higher due to testing shortages, many unreported cases and suspicions that some governments are hiding the scope of their nations’ outbreaks.Since the first cases were detected in China in December, the United States has become the worst-affected country, with more than 1 million diagnosed cases and at least 58,965 deaths.Here’s how the news is developing Wednesday. All times Eastern:2:30 p.m.: Man allegedly steals coronavirus stimulus checks from the mailA 31-year-old man was arrested Tuesday for allegedly stealing nine coronavirus stimulus checks from the mail in New York City.He was allegedly spotted rummaging through mailboxes at multiple locations, according to police and federal prosecutors in Brooklyn.Feng Chen was charged at the state level with possession of stolen property and criminal trespass. He was charged at the federal level with mail theft.He has not yet entered a plea to the charges.The U.S. Postal Inspection Service has issued a warning about the potential theft of stimulus checks and has asked law enforcement to “exercise increased vigilance.” 1:35 p.m.: Tom Hanks tweets photos of him donating his plasmaTom Hanks, who was diagnosed with the coronavirus in March, tweeted photos Wednesday of his plasma donation.“After the paperwork, it’s as easy as taking a nap,” Hanks tweeted.
Kali9/iStockBy WILLIAM MANSELL, ABC NEWS(TOLEDO, Ohio) — A Toledo police officer is dead after being shot in the chest while responding to a 911 call of an intoxicated person in a Home Depot parking lot overnight.Witnesses, according to Toledo Police Chief George Krahl, said that the suspect was walking away from officer Anthony Dia when he “for some reason turned and fired a round from the handgun.”Dia, who leaves behind a wife and 2-year-old child, was taken to a local hospital where he died from his injuries.Police deployed a drone and canine to try and locate the suspect. After police heard a lone gunshot, the 57-year-old white male suspect, who has not been publicly identified, was found dead of an apparent self-inflicted gunshot wound in a nearby wooded area, Krahl said at a press conference Saturday morning.Toledo Mayor Wade Kapszukiewicz said as Americans gather Saturday to celebrate their independence and reflect on the sacrifices service members have made in this country’s history, that they also reflect on the sacrifices that local authorities make every day “with little fanfare, often vilified and always under-appreciated.”“Our hearts are broken today over the loss of Toledo Police Officer Anthony Dia, who was killed in the line of duty earlier this morning,” Kapszukiewicz said in a statement Saturday. “We are all in mourning, and we will never forget his sacrifice.”Police are scheduled to hold a follow-up press conference Monday to discuss more details about the suspect and the timeline of events.“Sacrifice comes in all forms and we cannot forget the struggle that our police officers face on a daily basis,” Kapszukiewicz said a press conference Saturday.Copyright © 2020, ABC Audio. All rights reserved.
Comments are closed. Previous Article Next Article Related posts:No related photos. Mayor candidates put to test on skills issueOn 28 Mar 2000 in Personnel Today London Mayoral hopefuls put workplace skills high on the political agenda last week, urging employers to invest in training at a debate on skills and employment in London.But frontrunner, independent candidate Ken Livingstone, pulled out of the debate, organised by the London Skills Forecasting Unit, at the last minute leaving rivals to outline their policies in his absence. Frank Dobson (Lab) described as absurd a situation in which employers struggle with skills shortages while large numbers of people on their doorstep are unemployed.He said changes are needed to the provision of training in London. “We have to recognise the training system’s job is to meet the needs of employers, and that really has not been as well carried out as it should have been.”Stephen Norris (Con) said employers in other countries would be horrified by the failure of many British organisations to grow their own talent.Susan Kramer (Lib Dem) added that employers have to stop thinking of London as a low-cost place to employ people because they “don’t have to do training”.Ram Gidoomal (Christian Democrat) said it was imperative that racism and other forms of discrimination in the capital are tackled. “London is crippled by inequality,” he said.All four made a concerted effort to woo the ethnic minority vote pledging to tackle discrimination in the workplace. www.frank-dobson.org.ukwww.livingstoneforlondon.org.ukwww.norrisforlondon.comwww.susankramer.org Skills at a premium in capitalSkills in London are at an all-time premium, according to a study by the London Skills Forecasting Unit.The city has experienced the fastest rate of employment growth in the UK over the past year. Employers are increasingly drawing on the East and South East for staff.The unit’s second annual report says that unless resolved, the skills shortages will continue to put pressure on the city’s labour market.And it says IT skills have become the third skill after numeracy and literacy.A continual supply of skilled staff is essential for organisations to remain competitive, the report states. “The minimum skills requirement is increasing for all employees and multi-skilling can be expected to be the norm in the workplace.”The study sets out key areas and recommendations for a number of sectors including IT, manufacturing and financial and business services.IT and hospitality are highlighted as areas for concern.More than two in three companies were found to have a shortage of dedicated IT staff.The hospitality sector has the highest staff turnover rates with one in three full-time staff leaving their job in the last year.By Helen Rowe
Comments are closed. Anyone fancy a spot of moonlighting before Christmas to break up the gruelling HR work schedule?Supermarket giant Asda is looking to take on 5,000 “Christmas colleagues” as a result of its already massive sales of seasonal products.Asda has already sold enough Christmas merchandise to create an average of 20 new places at each of its 240 stores across the country. It has sold 24 per cent more boxed biscuits, 15 per cent more seasonal sweets, 40 per cent more nuts and snacks, 84 per cent more mince pies and 40 per cent more Christmas cards and gift wrap than last year.Those of you who are sick of recruitment and retention headaches can opt to change career, because the greeters, porters and checkout operators could possibly be taken on full-time.Does this mean they’ll give us a shot at playing the part of Santa? Surely that’s much more rewarding than doling out disciplinaries.NHS HR has that feelgood feeling• As Guru prepares for another winter of waiting lists, flu and elderly people shivering in their homes, he is relieved to know that NHS HR professionals are in good shape.At last month’s AHHRM conference, leading psychologist Professor Anthony Clare surveyed delegates and found that most were stressed but happy with their jobs.Guru hopes the good vibes will spread to the rest of the organisation – he doubts if the nation’s nursing population would be as optimistic.Pouring oil on troubled waters• Thank goodness the fuel crisis is over and the Government can get back to its warm and cosy relationship with the oil industry. Last week, the Government entrusted the future of the nation’s skills to a top executive of BP Amoco. A big Guru welcome for Bryan Sanderson, the first ever chairman of the Learning and Skills Council, successor body to the Training and Enterprise Councils and the Further Education Funding Council. At the end of September, Sanderson stepped down from the oil company’s board where he has been group managing director of BP Amoco and chief executive of BP Amoco chemicals. He bid goodbye to a salary package that comprised £459,000 basic, £470,000 bonus, $80,000 in other benefits plus extensive share options, and he said hello to £40,000 from the Department for Education and Employment for two days a week spending £6bn of public money on post-16 learning. Sanderson is no stranger to government circles. He already sits on the Government’s company law review panel, run by the Department of Trade and Industry – the playpen of Lord Simon, the ex-trade minister, BP Amoco’s former chief executive. It’s a case of art imitating real life• Cultural change is one of the most difficult processes to manage and frequently ends in failure. All power, then, to Islington Council for its highly novel approach to trying to get staff to buy into local government modernisation. Rather than wasting money on management consultants, the HR department has commissioned Vital Stages Theatre Company to put on a play. All staff have been provided with free tickets to A Change of Mind, written by Michael Woodwood showing for one night only on 16 October at Sadlers Wells. Supermarket seasonal work could be a gift: this week’s guru columnOn 10 Oct 2000 in Personnel Today Related posts:No related photos. Previous Article Next Article
Related posts:No related photos. Comments are closed. Do we listen, value and care enough?On 24 Oct 2000 in Personnel Today Employers should channel energy into making their workplaces less stressful instead of fighting claims for compensation, says Audrey BlandAt a time when the Health and Safety Commission has urged trade unions to raise awareness of occupational health issues among their members, it may appear hypocritical that stress-related ill-health is still regarded as a poor relation to chemical poisoning, asbestos or other physical injuries. Employers often assume it is the employee who is faulty and dismiss suggestions that the employer’s systems, management culture or the physical environment of the workplace could be at fault. But even if we accept this diagnosis, are there any benefits to be gained by improving the lot of the employee at work? It is often difficult to evaluate the financial gains of good employee relations as the positive results are realised in the longer term, and most organisations look for short-term paybacks. Long-termism is not fashionable in the cut and thrust of today’s marketplace, although it could become more feasible in the current employee retention scenario. Employers can no longer rely on inherent employee loyalty as the old fashioned psychological contract is in tatters, so they cannot depend on employee devotion to duty if the employee is not treated fairly or with care. So how can we evaluate the benefits of putting into practice the maxim that “our staff are our strategic advantage”? There have been a number of authoritative writers on employee retention and motivation who have demonstrated that money is not the only answer. Staff want to be heard, treated fairly, managed properly, and most of all valued. This takes time and communication and listening skills. Unfortunately, the pace of business life lends itself to providing excuses and reasons for not engaging in listening, valuing and treating staff fairly.What evidence do we have to support this and what, if any, is the cost to industry? The out-of-court settlement to Leslie North for stress in August was greeted by a spokesperson from the Institute of Directors with derision. They were quoted in a national newspaper as referring to the settlement as “the litigation and compensation culture gone absolutely barmy”. “It makes running a business increasingly impossible. If employers don’t start standing up to these increasingly absurd claims they are going to get everything thrown at them. Now anybody who has the normal stresses and strains in a job and believes they cannot cope, for one reason or another, can just claim their huge payout.” The payout was reported to be £100,000, way below the million-pound payouts to departing, not so successful, CEOs of large corporations. Is this double standards?Ever since the landmark Walker case of 1996, there has been a queue forming from teachers to council employees to many unreported cases of employees seeking compensation for the ill-health effects of workplace stress. It is difficult to see the tide turning and employees going back to the good old days of putting up with poor work conditions for longer-term security of tenure. Employers can no longer offer this and the new generation of staff may not want it. They are highly mobile with portable skills so it may be more financially beneficial for employers to channel the efforts expended in fighting claims into assessing risk and removing the causes of workplace stress. These will have benefits far beyond the immediate benefit to a particular worker, as the more capable may choose to vote with their feet, and seek out a more caring employer or less stressful working environment.If we believe that people are really an organisation’s strategic advantage, why do some just forget to listen, value them and assess the risk to their well being and productivity all in the name of expediency? Audrey Bland is an independent consultant and lecturer at Middlesex University Business School Previous Article Next Article
Career file: Angie BourkeOn 1 Feb 2001 in Personnel Today Comments are closed. Previous Article Next Article Related posts:No related photos. Thismonth Angie Bourke, 38, associate director of CMG UK, payroll division,explains why staff development is central to her job and how she encouragespeople to achieve their potential at the global ICT companyHowlong have you been in this job? Since 1 September 2000.Howlong have you been with your company? Since 23 April 1997 Whatdoes your role involve? I am responsible for support in Manchester and Prestatyn, coveringproduction, administration and quality assurance, and contributing to the overalldevelopment of CMG’s northern payroll business.What’sthe best thing about your job? We have different programmes available depending on which career pathconsultants wish to take, although what is important is for each individual to “own”his or her career. I enjoy the hands-on approach and the satisfaction of seeingsomeone achieve their aspirations.Whatis your current major project or strategic push? I hold regular meetings with my consultants to ensure their ongoingeffectiveness and satisfaction. Topics for discussion include, but are notrestricted to, personal training, job satisfaction and career progression. CMGPrestatyn looks to obtain ISO9000 certification in 2001, and my role as QAmanager will be to ensure this is successful. Another major objective is toidentify an individual with the potential to become a manager and also produceappropriate development plans for them.Preferredterminology – training, development, education, learning, performance improvement? Personal development.Favouritebuzzword? KPIs (key performance indicators).Wheredo you want your career to be in five years’ time? I’d like to be managing director.Whatwas the most useful course you ever went on? Associate directors (AD) undertake a management development programme thatconsists of the different elements that have been proven to make an effectiveAD; these include sales, recruitment and selection, legal aspects includingcontracts, and project planning. The ultimate aim is to work towards what welovingly know as a pre-management training course (PMTC). This is a three-daycourse of continual assessments through role play. The course is given tointernal and external candidates and is exceptional.Whatwas the worst course you ever went on? None, I ensure the course objectives are what I am looking for. Whatdid you want to do for a living when you were at school? I wanted to be a police officer.Whatwas your first job? I worked for the Civil Service – Equal Opportunities Commission.Whatwas the worst career decision you ever made? None. All decisions I’ve made have been right at the time, albeit some havebeen “life experiences”!Whichof your qualifications do you most value and why? I obtained the IPPM diploma (Institute of Payroll and Personnel) in 1996. Iworked extremely hard for many long hours, and my youngest son was only two atthe time. The satisfaction I got when I received my results was great,considering the fact that I had not studied properly since leaving school. In1999, I passed the IPPM Supervisory & Team Leader Certificate, which provedthat I had been doing things correctly. The fact I was the first person in CMGto obtain this particular certificate, was even better.Whatdo you think the core skills for your job will be in the future? Staff development.Howdo you network? A colleague said that she thought I was extremely good at networking, and Ihave to admit that I find it quite easy. I am a people person and take everyopportunity to sell myself to others. Ifyou could have any job in the world, what would it be? I have no particular preference for a job but whatever I do, I want to beable to reap the rewards – not just financial and not just achieving my owngoals, but being part of the development of others. I enjoy seeing them grow. Ialso wish to continue to make my family proud of me and to mould my children.Whatis your motto? I can and I will!Describeyour management style in three words or lessApproachable and fair.Howwould you like to be remembered by your colleagues? Reliable, trustworthy, humorous, friendly. Some say I am an excellentcommunicator (others that I talk a lot!). Mostly, I would like to be rememberedas a person who knew what she wanted and worked hard to achieve it.
How can you successfully attract and retain your next webdeveloper? Which benefits package will ensure your e-business manager neverleaves you? The Arthur Andersen online survey aims to answer all thesequestions, as well as investigate more contemporary issues such as duvet days,concierge services for staff and taking a dog to work. The purpose of thesurvey is to help companies understand what really matters to the new economy’sworkforce. HR managers can register their company to participate in the surveyat the Arthur Andersen website and in doing so ensure a free copy of thereport’s results in advance of its wider distribution (cost to non-participants£600). The survey runs until 31 March. http://www.arthuranderson.com/dotcomp Seminar advises on intranet benefitsMaximising the Business Benefits of Your Intranet, is atwo-day seminar taking place on 27-28 March in London. The theme is integratingan intranet into internal communications to enhance employee relations. DaveSnowden, director of the Institute for Knowledge Management at IBM, willdiscuss the role of the intranet within HR. Cost £1,095, plus VAT. http://www.conferencepartnership.co.uk/ Previous Article Next Article Absolute solution to financial trainingAbsolutely Training is a new firm offering professionalregulatory training exams for the financial sector via e-learning. The company was set up by four ex-BPP financialtraining executives, and has also introduced a financial services informationdatabase that can sit on a company intranet, or accessed on the Internet. http://www.absolutelytraining.com/ Partnership provides personalised HROnline recruiter PeopleBank has formed a partnership withthe application service provider (ASP) Rebus HR to offer clients bespokerecruitment and HR packages. Rebus is one of the UK’s leading providers of HRand payroll solutions that can be deployed via the Internet. The allianceallows it to add recruitment to its services. http://www.peoplebank.com/ http://www.rebushr.com/ e-biz in briefOn 27 Feb 2001 in Personnel Today Car benefits site hits the one million markInternet-based car benefits company eDefined claims itscommunity of users has hit the 1 million mark in six months. The site allowsemployees to look for a secondhand vehicle and is intended to bridge the gapbetween the haves and the have-nots when it comes to company cars. BT, Tesco,Whitbread, Bulmers, National Federation of Post Office Pensioners and BSkyB areamong its clients. http://www.edefined.com/ Comments are closed. Related posts:No related photos.
Emotions – to enable us and our learner Leaders to continue to understand and relate to others. The size of the challengeAs the 2011 DDI/CIPD Global Leadership Survey declares at its outset “Quality of Leadership can either make or break the success and sustainability of any organisation” (p.2). Their research demonstrated powerfully that organisations with the highest quality leaders were much more likely to outperform their competition in key bottom-line metrics and, moreover, are more commonly those organisations with highly motivated and engaged staff who stay longer in a role. If we accept Nigel Povah’s principle, as espoused in his June 2016 article ‘Leadership Development for the 21st century’, that leaders have to be right for the time and right for the circumstances that their organisations face, what does this mean for those of us tasked to design and facilitate ‘solutions’ to fill gaps in leaders’ competencies? How can we balance the demands of creating programmes that are bespoke (maybe even individual to meet very specific needs), ‘vs’ the practicalities of limited budgets, the time that leaders can carve out to participate in self-development and all the advantages that come from leaders learning together, whether within and across their home organisation or networking more widely with leaders from other sectors?And as if this isn’t enough of a challenge, how do we respond to the gauntlet thrown down in the McKinsey article of January 2014 of the 4 most common mistakes made by organisations in trying to improve the capabilities of managers and nurturing new leaders? This article shares a&dc’s response and lessons learned from the creation of its flagship LIVED leadership development programme, designed to complement an accompanying assessment process.The contextThe acronym VUCA – Volatile, Uncertain, Complex and Ambiguous – has been commonly used in business parlance for at least the last 10 years. However, surely with the imminent consequences of Brexit and the arrival of the Trump administration in the US, VUCA has never been more relevant and important? Yet in a&dc’s continued work with a wide range of UK and global businesses, whilst HR colleagues acknowledge its significance, we remain disappointed that there appears to be real reluctance amongst C-suite colleagues to seriously engage with what this kind of world could look like and mean for their businesses. As Learning and Development (L&D) professionals, we know instinctively that leadership development plays an important role in planning for and navigating these stormy waters.Gurdjian, Halbeisen and Lane’s work cites research from 2012 that estimated US companies were spending almost $14 billion annually on leadership development alone. Here in the UK, the 2015 CIPD learning and development survey reported that 80% of respondent companies cited planning leadership development activities within the coming year; moreover, a key area for the focus of that development was the enhancement of the skills of new and existing leaders to think in a more strategic and future focused way. Yet, in the McKinsey article we also read that UK business school findings suggest that that only 7% of senior managers believe that their companies develop leaders and managers effectively. So clearly whilst just about any business sees investment in their leadership cadres as critical to future success, there’s still much work to be done to ensure that all this money and time are well spent. a&dc’s end-to-end response – the LIVED® leadership development programmePovah’s 2016 article outlines the research and development process that resulted in the creation of a&dc’s response to the challenge of VUCA – the LIVED® model (shown below) and leadership assessment process, useful for both selection and development purposes.Both the LIVED® and LIVED-lite® assessment processes result in high quality, detailed and objective evidence of leadership capabilities (strengths and areas for continued development) for each of the model’s dimensions. In the context of personal development for individual leaders – at any of the first four levels of Charan, Drotter and Noel’s Leadership Pipeline – and indeed for the businesses that employ them, the obvious next questions are ‘so what?’ and ‘now what?’; in particular, the options for plugging the gaps that have been identified.Clearly, one size should never fit all (especially in respect of leadership development) so our task was to design a learning solution that was of high quality, yet flexible enough to respond to the demands of very different kinds of organisations, business sectors and cultures, individual needs and interests; whilst also offering a cost and time-effective solution.What became the core development programme is illustrated below.This development programme aims to:Equip leaders to grapple more confidently with an increasingly fast paced world in which VUCA is the new normal;Support leaders to develop and improve leadership skills aligned to the LIVED® model’s five dimensions, balancing skills development with exploration of business context; aligned to the individual’s current and next level of the leadership pipeline; andThrough a rich variety of assessment and development methodologies, enable leaders to deliver tangible business results for their sponsoring organisation.Its key features include:Pre-programme organisational scanning to ensure that the content of the programme is aligned to organisational context and culture;Pre and post development programme assessment to measure learning programme end impact; on-going review of progress with personal learning goals and end of module commitments;Five one-day workshops, each focused on exploring in a practical way the dimension’s three elements for individual leaders, their teams and businesses;Recommended, flexible programme additions (individual/group coaching and/or action learning, masterclasses) to enhance the learning experience and application;Tool-kit of resources for on-going support and new ideas/information.Meeting McKinsey’s challengesHopefully it’s already becoming clear how in the design of the programme we have sought to overcome the four common mistakes that Gurdjian, Halbeisen and Lane highlighted in their McKinsey research.Overlooking context – for a&dc this underlines the importance of organisational scanning, including an in-depth look at culture (organisational and national where appropriate). This data shapes the adaptation of the material to suit the specific audience; alongside consideration of the Leadership Pipeline level of participants (actual and desired) and the resulting adaptation of programme delivery to suit these.Decoupling reflection from real work – action learning and/or project work ideally sits alongside the core modules, as does individual and/or group coaching. Our evaluation of programmes run to date proves the value of these add-ons, in addition to constant support and challenge through facilitator questioning and in-module exercises to relate what is being explored to the workplace. Finally, personal journals and workbooks offer encouragement to programme participants to relate learning to past and current experience.Underestimating mind-sets – this is done throughout the programme through use of a range of psychometric tools; questioning and exploration, but especially in the content of the Values and Emotions modules.Failing to measure results – a&dc’s evaluation framework which offers clients the Greatest Certainty that any investment in our solutions delivers the desired impact informs the development of a bespoke strategy to ensure during and post-programme assessment happens. This typically includes measures of pre and post programme 360 data, progress towards personal programme development goals, achievement of post-module Commitments to Change and Sustainability Set meetings.And, by way of a final quality check, the programme design was benchmarked against a&dc’s development design principles:Practising what we preachLearning is at the core of the LIVED® model (if its five dimensions are the digits on your hand, Learning would be the thumb – you can’t be effective without it!), so we must do likewise with our own leadership development programme and continue to adapt and respond to feedback. We need to close the loop with our on-going evaluation to ensure that what we are delivering is as good as we can possibly make it.To date the programme has been run successfully at Levels 1, 2 and 4 of the Leadership Pipeline, here in the UK and overseas, for both a&dc clients and partners, so we’re beginning to build up a useful picture of how the programme works best in practice. We’d be happy to share with readers key findings and themes from our evaluation, but in essence we seem to be getting it right – it’s very common to read comments like:“I am finding that I can take practical tools away from the training and deliver them with my team.”“Important learning about how my values massively affect my daily work.”“A really good mix of discussion, exercises and theory. Well-paced with lots of new learning and a feeling of being stretched.”Programme facilitators and leaders’ managers also have a key part to play in reporting learning:“Significant shift in knowledge and confidence re personal responsibilities to create a learning culture within their team.”“As with earlier modules, levels of knowledge and confidence to apply learning has generally been sustained and, in some cases, increased from the end of module assessment by the time of the 1st Sustainability Set meeting.”“The Sustainability Set meeting was really encouraging. I was struck by the level of support offered to each other in solving a current leadership challenge; the sheer quality of the questions asked was impressive and observations/examples offered led many to comment that their colleagues had offered important new insights.”Always valued highly is the practical nature of the programme and the methodologies and the tools used and offered. Sponsoring organisations have acknowledged really important learning both for the organisation as a whole, as well as for the individual leaders. Best results are seen where coaching is offered in support of and alongside the five one-day modules.The core workshops are most commonly facilitated on a monthly basis, but in some instances it just isn’t feasible to get 12 busy leaders together for one day, so we’ve been challenged to find alternative ways to deliver some or all of the same material, including a quotation to develop one-to-one coaching sessions for the whole programme content – and so the design journey begins again – not from scratch this time round, but nevertheless requiring us to remain alert to the same demands for adaptation and change as those leaders for whom the programme is designed.In (LIVED) conclusionWithin a&dc the LIVED® dimensions are as important to us as they are to the practice of leadership, so there’s no better way to close this piece than by relating the model’s dimensions to our own practice as leadership development specialists: CIPD Learning and Development 2015, Annual Survey ReportDDI/CIPD Global Leadership forecast 2011, UK highlightsGurdjian, P; Halbeisen, T and Lane, K Why Leadership Development Programs FailJanuary 2014Povah, N. Leadership Development in the 21st century: the need for a new approach’, September 2016 Government Business Magazine, Volume 23.5https://issuu.com/psi-media/docs/gb23.5 This is about addressing root causes of behaviour – assumptions, thoughts, feelings, beliefs Saville’s Wave profile has been mapped against the LIVED framework, pre and post development programme 360, a&dc’s Resilience tool and Honey and Mumford’s Learning Styles inventoryKaren West, FCIPD, MSc, MEd, B.A. Hons ReferencesCharan, R; Drotter, S and Noel, J The Leadership Pipeline: How to Build the Leadership Powered Company, Josey-Bass, 2011 Previous Article Next Article Learning – the importance of providing agility to tackle the unforeseen challenges of leadership development design and delivery. Intellect – to cope with the complexity and unpredictability of enabling leaders to learn and develop in and for a VUCA world. Drive – to take forward a culture for learning and our organisations with real passion. LIVED® Leadership Development – enabling effective learning for a VUCA WorldBy a&dc on 6 Jul 2001 in Continuous professional development, Personnel Today, Leadership, Leadership training Values – to serve as our ‘true north’ through uncertain times. No comments yet. Leave a Reply Click here to cancel reply.Comment Name (required) Email (will not be published) (required) Website Related posts:No related photos.
CBI moves to guard safety of directorsOn 27 Nov 2001 in Personnel Today Previous Article Next Article The CBI is urging the Government to introduce legislation to help protectbusiness leaders from violent extremists. In its response to the consultation on the Criminal Justice and Police Act2001, the CBI wants the Government to stop publishing the home addresses ofdirectors in the registration of businesses at Companies House. Directors can get a confidentially order if they convince police of a risk,but the CBI believes that this is not enough. John Cridland, CBI deputy director-general, said, “It is not acceptablethat company directors and their families should be put in danger when goingabout a legitimate business. “Confidentiality orders are a useful step, but people are not alwaysaware of danger until it is too late.” The CBI is urging ministers to make the changes in the Companies Bill, awhite paper expected next year, after three animal rights protesters were lastweek jailed for sending letters and faxes to staff and shareholders atHuntington Life Sciences. Comments are closed. Related posts:No related photos.
Related posts:No related photos. Previous Article Next Article Boots gives staff time to chill outOn 11 Dec 2001 in Personnel Today Comments are closed. Staff at Boots are to get time off in the run-up to Christmas after a pollby the company revealed two out of three people feel stressed. Fifty thousand store and warehouse staff will get half a day’s paid leave toget ready for the festive season or just relax. The “Chill Time” scheme was devised after a Boots survey found onein three people do not have time to relax, and two-thirds are more stressed atChristmas. Boots director of personnel Stephen Lehane said, “Our staff workextremely hard all year round, and are particularly busy at Christmas.”