E-learning an aid to training not a solution

first_imgE-learning an aid to training not a solutionOn 15 May 2001 in Personnel Today HR professionals have to use e-learning to improve flexible training and notjust to cut costs. David Wilson, managing director of e-learning consultancy eLearnity, saide-learning is not the complete answer to companies’ training needs, and that itshould be combined with traditional classroom learning. He said, “Learning systems might reduce travel and delivery costs. Buta big company developing the right system is a £1 million project, so thesaving is not that great. “The advantage of e-learning is the advantage of being able to reachemployees on the road at any time.” HR professionals were warned not to let their training managers – who seee-learning as a threat – slow down its implementation. Neither should employers passively offer access to e-learning on the companyintranet. He said, “Do not be lazy and put learning facilities on the company’sintranet and say that X amount of employees have access to this trainingfacility. “The danger of doing this – and I have already seen it – is that twoyears down the line employees will lack key skills and knowledge.” Related posts:No related photos. Comments are closed. Previous Article Next Articlelast_img read more

What’s in store for e-HR?

first_img Previous Article Next Article What’s in store for e-HR?On 26 Jun 2001 in Personnel Today Comments are closed. The potential for growth in e-HR remains enormous. Developing electronicsystems offers HR benefits in terms of day-to-day organisation, bothstrategically and through streamlining administration. With routine tasks suchas holiday entitlements and corporate procedures available direct to employeesonline, HR’s attention can be given to strategic issues of organisationalgrowth and development. Such developments are timely. E-HR addresses a range of issues from skillsshortages – linking benefits to training, for example, which is tracked online– to global communications. While most of the developments to date have beenfocused in-house via sophisticated corporate intranets, future developmentswill include opening up broader channels of communication and making thatinformation more widely available. Michael Richards, managing director of Snowdrop Systems, says, “Theshort-term trend and demand we are seeing is for web-based applications –that’s far and away the most important issue at the moment. Of our projects, 75per cent this year have involved some web element, which is a huge increase onthe previous year.” He adds, “While these applications providesimilar sorts of functionality that have been around for years, using a webinterface means that anyone can access it from anywhere.” But it is also true that while technical developments offer considerableadvantages, corporate culture can often affect their take-up. As Alan Foley,managing director at ICS Computing, points out, “While the technology isthere, it’s a question of whether companies can adapt their culture – and makethe necessary investment – to use it. Generally, e-HR is under-utilised.” One answer can be to outsource specific functions, says Erik Morse, managingdirector of Peopleclick Europe. “There is a general move to outsourcingsystems in areas like management systems and recruitment. This is partlybecause HR systems are generally low on the list of priorities in companies. Byoutsourcing, HR can have a bit more control of its systems and get a quickerresponse than through its in-house IT departments.” This can also provide a first step for HR departments wanting to convincetheir companies of the strategic and financial benefits of developing online HRresources. Elizabeth WilsonHR Strategy manager (UK), People Softe-HRThe trend towards e-recruitment and e-learning will expand into the area ofbenefits. As benefits become more prevalent in compensation packets, e-HR willhelp enormously because people will be able to self-serve and choose whether,for example, they want to put more into pensions or to have the money direct.They will also be able to get info direct from the providers by clicking ontothe providers’ sites. Also, more admin tasks will be handled online – we arealready seeing things like expenses and travel being done electronically andtracked through the financial systemsRecruitment TollsWe already have a lot being done electronically but that will expandthrough things like web access via the television with people responding toadvertisements. Companies will also become more proactive in searching for CVson the web and that will become more prevalent when the skills shortage hitsthe European marketAbsenceThere won’t be huge changes here, apart from the end user being able to putin requests for things like holiday entitlements, and checking pay issues onlinePayrollThe move to the web for payroll delivery will cut costs of administrationand post. Web-based payslip delivery will be the norm, as will the delivery ofstatutory information to the Inland Revenue. That will help with the speed ofdata transfer and in cutting costsTraining and developmentThere will be enormous changes. Aside from e-learning there is retention ofstaff through career development and training. Skills-based compensation isbeing adapted to retain staff, especially in organisations that have a flatterstructure. As training becomes more integrated with comps, it will have to bemonitored effectively throughout the whole organisation – you can’t havedifferent managers using different rating methodsSystem CapacitiesThe trend is to use HR data analytically to forecast budgets, analysebusiness strategy, not just to store information. To do that properly, HR needsbusiness tools capable of handling volumes of data. Increasingly anorganisation’s competencies and skills gaps need to be handled globally sosystems have to be able to collect information from anywhere at any time, whichis where the web comes inAlan FoleyManaging director, ICS Computinge-HRThere are products available that enable companies to post rules, handbooksand procedures online, and give employees access to systems on information suchas benefits. While the technology is there, in non-technological industries theweb culture has been much slower to take off. Even when e-HR systems are inplace, they remain under-utilised. We offer security-based access for linemanagers to get employee information online, but not many corporates are goingdown this route. If e-HR is fully developed, it should reach the point where HRis only accessed for specialist knowledgeRecruitment ToolsReceiving CVs electronically can speed up recruitment, but there needs tobe changes in the process. Organisations need to improve their ability toreceive applications from their web site and take them straight into their ownsystemAbsenceThis can be poorly controlled if it is paper-based and not process-driven.Using a work-based system means you can register absences and they can beprocessed through the organisation more efficiently. Probably the biggestchange we will see here is the analysis of absence information and the study oftrends, frequencies and patternsPayrollWe see an increasing trend to outsource payroll, including largeorganisations that are outsourcing for the first time. Companies want to keepcontrol of the benefits side, but payroll is otherwise seen as non-core.Organisations are also keen to do less so the supplier handling the payrollacts more as the payroll department, liaising with other departments in thecorporation to get the relevant information direct from themTraining and developmentHR systems were, for a period, almost recording systems. Now they are usedmore as management tools to help decide where people should be developed. Thesoftware is much more capable of providing the tools for HR to developcompetencies within an organisation.System capacitiesThere is a trend to seeking solutions rather than just systems. Oftencompanies are tight on IT resources so, rather than setting up systemsinternally for functions such as payroll, they are willing to access a systemthat is hosted by an external vendor who will handle the function for them. Thetrend to outsourcing HR functions like these will continue.Michael RichardsManaging director, Snowdrop Systemse-HRThe major shift is that HR people have become comfortable with the factthat data does not have to be locked away in a cupboard for use just by HR.There’s an acceptance that you can devolve responsibility – employees can findout for themselves how many days holiday they have left. Overall, you havefull-featured systems and a lot more data being collected and used. In three tofive years there will be a wholesale shift in who uses the data and how –perhaps accessing it through hand-held devices and mobile phonesRecruitment tollsThere are systems available that enable companies to scan CVs forparticular qualifications and experience, but at the moment these can onlyoffer at best, 95 per cent accuracy, which isn’t good enough. What is needed isa systematic structure that will make it easier for individuals to fire off aCV from around the world, which all systems will be able to interpret AbsenceToday’s systems operate well. Different issues will need to be consideredwith home working though. The technology for home working is already availablebut once digital exchanges are up and running, it will become easier to do.That will make monitoring who is and who isn’t in the office or at work morecomplex, so absence will still need to be managedPayrollThis is such a standard process that the technology doesn’t change verymuch, although payroll systems are easier to integrate. What companies need todo with payroll is to outsource it. They want to be able to extract theinformation they need and have access to limited amounts of data to analyse,but not to have to manage or run payrollTraining and developmentThis is one area that will have the biggest impact for e-HR. It is alsohighly visible. Training and development centres on online working, which ismost effective when used to teach about basic technological developments or newproducts. It is not the best vehicle for many other areas of training –although the vehicle is there, it suffers from poor content. People put theemphasis on technology but not the contentSystem capacitiesSoftware development over the past five years has increasingly separateddata from application so different interfaces – such as the web, or hand-helddevices – can be used to access the application. In a few years there will beother devices used to access data. Better system integration is also on theagenda. Accessibility is improving so that information can be made available tothe widest audienceTony FlanaganMarketing manager, ASRe-HRWhat we tend to find is that HR departments are looking to streamlineinternal processes through effective workflow practices linked to e-mailfunctionality and electronic forms that can be accessed via the intranet. Nowthat people are aware of the capabilities of new technology, it’s a question offitting it into their business culture and using it in their day-to-day operations.A lot of HR processes are labour intensive but technology could dramaticallychange the way they workRecruitment toolsBeing able to recruit online has a number of benefits but the key is beingable to track the process from the moment that someone fills in an applicationonline. Those details need to be sifted through to the database, where a skillsmatch can identify candidates for the postAbsenceSystems have developed to the point that, when someone phones in sick, thatprocess can be handled electronically. So the person at reception fills in thedetails of the absent person on their absence screen and files that to therelevant line manager to deal with. Absence can be tracked individually butalso at department level, so that trends can be identifiedPayrollThe significant trend is that people are looking more for integrationbetween the HR and payroll softwareTraining and developmentStaff retention is a key issue and one that is being addressed more throughtraining and development. Organisations are looking to  invest in their staff to try to retain themfor longer and e-learning provides a more targeted and streamlined way of doingthat. We also have software that can link individual appraisals to businessobjectives, to ensure those objectives have been metSystem capacitiesWorking processes are changing as more people are working from home. HR hasto find a way of ensuring they don’t feel alienated and to improvecommunications channels between individuals’ homes and the workplace. Peoplefind out what is going on in an organisation via its intranet, but in future,information will also have to become available via the web so that it can beaccessed from different sourcesMichael HowardManaging director, Frontier Softwaree-HREventually all forms used within an organisation that need HR approval willbe eliminated and such approval process will occur over a companies Intranet.However, until organisations allow their systems to be accessed via the Internet– as an outsider – the benefits of electronic approvals will be minimised.Naturally, Internet security still remains an issue. HR will only become anefficient administrative/planning centre when the admin functions are deployedto both managers and employees, hence systems must be designed in a suitablemannerRecruitment toolsAgain the web will become the number one facility for advertising andgaining applicants compared to where it is now. Use of images and sound toattract applicants will become the norm in five years timeAbsenceIntegration is the key to administering absences. When control is required,managers using technology will be provided with automatic alerts to warn themin advance of events happeningPayrollThe debate between in-house payroll and outsourcing will always be thesame. Either solution is suitable, depending upon business needs. Systems willbecome more integrated and the successful HR software companies will be thosewho offer both servicesTraining and developmentAgain, the use of technology for e-learning will become fundamental.Systems will be designed to utilise all the methods for staff and students tolearn and comprehend in a quicker mannerSystem capacitiesWhat we shall see in the future is: total integration between modules;payroll accreditations; scalability; open technical platforms; Internet andintranet awareness systems easy learning facilities.Christopher BerryManaging director, Compele-HRE-HR will increasingly make the day-to-day administrative aspects of peoplemanagement a background task, enabling HR professionals to concentrate on theadded value contribution they can give to the development and competitivenessof the organisation. For example, there is the increased use of employeeself-service for maintenance of data and the ease with which managers canself-serve their own reports and information that previously would have had tobe requested from the HR function.Recruitment toolsIncreased profile and acceptance of online recruitment providers will addanother source of applicants to HR’s traditional portfolio of recruitmentsources. This will grow more popular as it integrates with a firm’s ownrecruitment admin and applicant tracking software.AbsenceAbsence management and cost control is often a justification for an HRsystem. This will increasingly become the case through the ability of employeesand managers to gather data and report without intervention from HR. Increaseduse of palm computing and PDA’s will make data gathering and reporting moreaccessible, particularly with a remote workforce.PayrollIntegration between HR systems and payroll will become seamless and secure.Web-based technology will make delivery of pay information increasinglystraight forward. For example, payslips can be delivered electronically andthere will be easier access to historical dataTraining and developmentTechnological development, particularly with delivery of graphical andvideo-based material, will lead to greater opportunities for the delivery oftraining to employees’ desktops or, in the case of remote workers, home PCs,making selection of appropriate training material much greater.By Caroline Horn Related posts:No related photos.last_img read more

HSE issues practical guide to tackle workplace stress

first_imgHSE issues practical guide to tackle workplace stressOn 1 Aug 2001 in Personnel Today Previous Article Next Article Newguidance aims to improve the way employers deal with the causes of workplacestressStep-by-stepcomprehensive guidance on tackling the causes of stress in the workplace –which is estimated to be costing employers £370m a year – has been published bythe Health and Safety Executive.TacklingWork-related Stress: a Managers’ Guide to Improving and Maintaining EmployeeHealth and Wellbeing is aimed at employers with more than 50 staff.Itis designed to help them identify who is at risk and what steps they can taketo prevent problems occurring. It also outlines employers’ statutoryobligations and making the case for taking effective action.Stress-relatedillness is responsible for the loss of 6.5 million working days each year,costing the country as a whole £3.75bn, said the HSE. An estimated half amillion people are suffering from work-related stress, anxiety or depression atlevels that make them ill, it added.Themove is a first step by the HSE in drawing up benchmarks for measuringemployers’ performance in preventing work-related stress. These are beingdeveloped in partnership with the business community.Anemployee leaflet has also been published explaining what stress is, how itaffects people and what individuals can do at work to help.JoBerriman, occupational health manager at Sainsbury’s Supermarkets, said theguidance would undoubtedly be useful for employers.”Managersare becoming more aware of stress, but it is still patchy. They will bereceptive. Anything that helps is a good idea,” she said.TheHSE’s guidance can be ordered online or through HSE Books, tel: 01787 881165.www.hsebooks.co.uk Comments are closed. Related posts:No related photos.last_img read more

in brief

first_imgin briefOn 1 Apr 2002 in Personnel Today Previous Article Next Article Related posts:No related photos. Comments are closed. This month’s news in brief Managers win charter From 1 April the Institute of Management will be known as the CharteredManagement Institute. Current membership transfers automatically and this year thefirst cohort of managers will be able to take steps towards becoming CharteredManagers, based on qualifications, experience, professional practice andevidence of on-going learning and skills development. Director general of the new Chartered Management Institute, Mary Chapman,said: “This is a significant moment for the institute, but moreimportantly it recognises management as a valued profession in its ownright.”  www.managers.org.ukSuccess tastes sweet UK confectionery giant Cadbury Trebor Bassett is making a further investmentin open learning by introducing new tailored learning materials to its openlearning centres in Sheffield and Bournville. The courses cover work-relatedtopics such as food hygiene and non-work material such as languages. Accordingto training and development co-ordinator at Sheffield Julie Mason, the centrehas been designed to encourage employees and contractors at all levels backinto learning. Licensed to skill Adult Skills Minister, John Healey, presents the first-ever trailblazerSector Skills Council licence to Skillset chair, Clive Jones. Healey alsosigned a Government pledge to provide Skillset with £1 million a year to beefup skills in the audiovisual industries. See SSC Pioneers feature on page 15. Praise for hays Hays Customer Solutions is has been ranked as one of the top 14 NVQproviders in the country. The Training Standards Council has rated the callcentres ‘outstanding’ or ‘very good’ grades in all aspects of provision out ofthe 492 organisations which it inspected between 2000 and 2001. The award is unusual because the other 13 top ranked suppliers are alldedicated training facilities. last_img read more

Engaged in talent warfare

first_imgRelated posts:No related photos. Thewar for talent is an ugly concept that may prove just as destructive as othermanagement fads, writes Stephen OverellOn page 15 of The War for Talent, McKinsey’s endlessly fawned-over book,there is a most impressive statistic: just 16 per cent of the 13,000 executivesinterviewed believed their companies could identify the high performers fromthe low. Put another way, 84 per cent reckon their firms cannot distinguish betweenthose who are good at their jobs and those who are not; they might as wellthrow darts at a list of names and anoint the pierced as the stars of tomorrow.This, of course, serves the authors well. “Most companies struggle withdifferentiation,” they write, before going on to exhort all employers to”grow a talent mindset” and “invest differentially in A, B and Cplayers”1 (see table). You can already sense how it is going to work out. The war for talent hasonly been raging for four years – the book has only existed for one – andalready it seems destined for a place in the management-fad axis of evil, alongwith re-engineering and the time and motion study. Why? Because the war fortalent with its bundle of clichés about managing creative people and the newpsychological contract is fast becoming a bandwagon. It is attracting a fanatical following in business schools, think-tanks andcompanies, all urging each other down the same path and into the same outlookat a time when the majority of organisations do not believe in the criteriaseparating apples and pears. The venerable old chasm between ‘is’ and ‘ought’ will strike again. And itwill be profoundly destructive: lots of organisations will ‘adopt a talentmindset’ and ‘invest differentially’ because those are the easy bits; but theywill continue to ‘struggle with differentiation’, thereby making a nonsense ofthe whole idea. In the meantime, plenty of people will be declared ‘C’ players or ‘Q’players, and will be passed over, ignored or sacked, while favourites will reaptheir time-honoured rewards. Is this too gloomy a prediction for an increasingly popular set of ideas?After all, the war for talent is usually associated with some of the softest ofsoft HR practices – all that nice stuff about ‘selling’ jobs to ‘the talented’,employer brands and the ‘fit’ between corporate needs and individualself-fulfilment. “Talented people will choose to join companies because of the values,beliefs and culture of the organisation”, trilled Royal Dutch/Shell.”Good management is fundamental to releasing talented people to do whatthey do best, and when you do that, you retain them,”2 cooed The PentlandGroup. It was bland, sure, but well-meaning – even when it began bordering onthe daft. Jonas Ridderstr†le, a leadership expert based at the Stockholm School ofEconomics, claimed: “Now we are in the business of having to create anemotional experience for talented individuals. Companies used to be consumersof competence. Now, they must be both co-creators of competence and providersof personality.”3 Yet the war for talent always had a nasty side that risked clashing withgood HR practice and basic fairness. Consider the following piece of research. In the midst of the clamoursurrounding ‘talent’, the Corporate Leadership Council, an Anglo-American HRresearch body, asked the obvious question: How widespread is it? How manypeople do organisations really regard as critical to performance? Everyone likes to believe they are talented to some degree, yet the resultswere instructive: one computer company recognised 100 out of 16,000, a softwarefirm said 10 out of 11,000 and a transport group could find just 20 out of33,000.4 Mercer Human Resource Consulting always recommends informing the talented oftheir preferment. Lucky them. But what about everyone else? The war for talent has little to say to most people, except as an unspokencommunication of their failure – the managerial equivalent of the old 11+, butwith less fairness. As written here before, “people are our greatest asset” was, andstill is, a fib. Yet as an aspirational slogan, it is far in advance of theugly, social Darwinist language of the war for talent, with its rewardhierarchies and talent pipelines. Employment is not showbiz and most people would not like to work under theelitist regime inspired by talent management, where all but a tiny fraction are‘affirmed’, but not ‘invested in’. It is inimical to an HR agenda of creating goodquality jobs and building collective commitment. When it was identified so strongly with the dotcom recruiting frenzy of thelate 1990s, the spin could be as loose as the reward packages and the war’sharder edge was masked by the bubble-talk. Now, in the chillier climate of late2002, the war’s frontline has moved and it is about “asking the rightpeople to leave the organisation”. Beth Axelrod, one of the consultants behind the book, left McKinsey tobecome chief talent officer for media group WPP this year. She is helping tomake 5,000 job cuts over two years. Let’s hope WPP is in the minority with a performance management system moresophisticated than eeny-meeny-miny-mo. But even if it isn’t, 5,000 should belittle trouble if talent is so thinly distributed. Of course, all organisations need talented people to make products andservices unique. It is sad if helping them to flourish is seen as a brainwave.But the problem is that rigid, aggressive, almost bar-coded differentiationbetween staff with a view to focusing relentlessly on ‘the talented’, is notuseful or realistic for firms hoping to get the most out of all the people theyemploy. As with any management idea, it remains irrelevant until it starts to shapehow organisations act and think. Managing talent has been adopted with burningzeal. All the working lives destroyed under the banner of re-engineering duringthe 1990s should be a salutary reminder of the pitfalls. 1 The War for Talent, by Ed Michaels, Helen Handfield-Jones and Beth Axelrod,Harvard Business School Press, 2001 2 Quotes taken from Managing Talent, by Tim Osborn-Jones, Henley ManagementCollege, 2001 3 Financial Times, 27 August, 2002 4 www.corporateleadershipcouncil.com The old way– HR is responsible for peoplemanagement– We provide good pay and benefits– Recruiting is like purchasing– We think development happens in training programmes– We treat everyone the same and like to think that everyone isequally capableThe new way– All managers, starting with theCEO, are accountable for strengthening their talent pool– We shape our company, our jobs, even our strategy to appealto talented people– Recruiting is like marketing– We fuel development primarily through stretch jobs, coachingand mentoring– We affirm all people but invest differentially in our A, Band C playersSource: The War for Talent, HBSP, 2001 Previous Article Next Article Comments are closed. Engaged in talent warfareOn 26 Nov 2002 in Personnel Todaylast_img read more

2003 outlook bleak as conflict is set to grow

first_img Comments are closed. Related posts:No related photos. Ithas been a tough year for HR. Employers have been loaded up with more red tapethan ever, and employee militancy has returned to the workplace Butthe biggest challenge for HR by far has been the economy. The downturn has runand run, and has ensured that recruitment and retention have dominatedeverything that HR has done.Nextyear could be more of the same, with the recovery hanging in the balance. Businessesare facing more taxes in 2003, including an expensive increase in theirNational Insurance contributions, and further cost-cutting will be needed (seepage one).  Worryingly,it could get worse. Ifhouse prices spiral, interest rates would be raised and consumer spending wouldpeter out. If we go to war with Iraq, oil prices would go up and confidencewould go down. In both scenarios, any signs of recovery would be wiped out. Amore optimistic interpretation – in this festive period – would see the threatof war diminish and house prices stabilise; positive signs in the US wouldspread, strengthening global markets; and redundancies would be replaced by thetriumphant return of a strong recruitment market. Whatdoes all of this uncertainty tell us? We have to be ready for every eventuality– good or bad. Whileplans have to be in place for an upturn, you also need the flexibility tohandle short-term pain. And it doesn’t matter which economist you talk to aboutthe next three to six months – it’s going to hard. Ifyou do have to shed people, make sure you lose the under-performers and the low-skilled.Talenthas to identified, retained and nurtured, and the opportunity should not bemissed to recruit more of it, in small amounts, of course. And all this has tobe achieved while trying to up-skill your workforce and improve productivity. Itis going to be a challenging year, but then would you want to do it if it waseasy? ByMike Broad 2003 outlook bleak as conflict is set to growOn 10 Dec 2002 in Personnel Today Previous Article Next Articlelast_img read more

Your view makes a real difference

first_imgThe opinion pages of Personnel Today provide the ideal forum for gettingyour ideas across and help to put HR on the national agendaWith this being the final issue of 2003 (our next issue comes out on 6January 2004), it seemed like an opportune moment to thank all those who havecontributed to this section in Personnel Today this year, making it a fabulousplatform for some raging debates. We’ve seen heated discussions on topics ranging from workplace stress to humancapital management, and much more besides. But perhaps the hottest of them all was sparked by columnist Stephen Overellwho questioned in his Off Message column (13 May) whether it was right thatemployees with children were given unfair advantages over their childlesscolleagues. Some of you thought bosses were too lenient with working parents, whodemanded and took far too much time off in the name of their kids, leavingtheir colleagues to pick up the pieces. Naturally, those with children argued their case loudly and clearly throughthese pages – for months. This healthy discourse demonstrates the importance of letting yourcolleagues in HR know what you think through the opinion pages of PersonnelToday. One letter sparked a Personnel Today/Doctor magazine survey of GPs and HRprofessionals, to see what they thought about the current situation on issuingsicknotes. The result? A front page story that has been picked up by themainstream media, and has made the issue a matter of national importance. It’sa good example of how effective your input can be and how HR can influence thenational agenda. And so to 2004, when the economy is predicted to inch forward and pursestrings are expected to be slightly loosened. What will be the issues of the day? Our crystal ball rests on fact: HR flewfrom backstage to centre stage this year, and there it will stay as peoplemanagement gets ratcheted further and further up every organisation’s agenda. Personnel Today is here to be the independent voice of the HR profession,but it is your day-to-day experience in HR that sets the agenda. So keep thoseletters rolling in. By Penny Wilson, Deputy editor, Personnel Today Related posts:No related photos. Previous Article Next Article Your view makes a real differenceOn 9 Dec 2003 in Personnel Today Comments are closed. last_img read more

Land Rover tees up staff morale booster

first_imgRelated posts:No related photos. Comments are closed. Land Rover tees up staff morale boosterOn 20 Jan 2004 in Personnel Today Previous Article Next Article Land Rover’s UK workers are being given the opportunity to hone theirgolfing skills after huge interest in the game was shown during a pilot schemerun at the company’s manufacturing site in the West Midlands. Golf lessons were highlighted as being high on many employees’ wish lists bythe company’s Associate Development Scheme (ADS), which aims to boostproductivity and staff morale by enabling staff to take up non-work-relatedstudies or hobbies. Land Rover is now offering one-to-one coaching sessions withlocal professionals from the Professional Golfers’ Association. More than 500 employees each year are expected to take advantage of tailoredlesson packages, all funded by the ADS. The ADS is an independent organisation within Land Rover formed by a jointinitiative between unions and Land Rover management in November 2001. Sian Hewkin, ADS co-ordinator, said the development scheme enabled employeesto undertake non-work related education, training and development of their ownchoice they would otherwise not get the opportunity to pursue. “It provides employees with the initiative to learn new skills and canlead to a qualification,” she said. Each of Land Rover’s 11,500 employees receives £160 to spend on a variety ofcourses. last_img read more

Migrant worker numbers exaggerated say boffins

first_imgMigrant worker numbers exaggerated say boffinsOn 13 Apr 2004 in Personnel Today Comments are closed. The number of East European migrants heading to the UK next month has beenover-estimated and many will only remain in the country on a short-term basis,academics have claimed. Economic and employment experts say that UK industries such as hospitality,IT and medical services may find more willing applicants to fill existingvacancies when 10 more countries officially join the European Union in May –but that many migrants are likely to stay for only a few years before takingtheir skills and work experience back to their home countries. Ten new member states from Eastern Europe will join the EU on 1 May enablingpeople from countries such as Poland, Slovakia, Romania and the Czech Republicto work in the UK. Robin Chater, secretary-general of the Federation of European Employers(FedEE), compared the situation facing accession countries to Ireland’s duringthe 1970s and ’80s, when surplus graduates left to work in Germany, TheNetherlands and the US. “Ireland was producing more graduates than the its economy couldaccept. When the economy lifted, they came back, and have stimulated it soconsiderably that Ireland is now the tiger economy of Europe,” Chatersaid. Similarly, Chater predicted that the “centre of [economic]gravity” will move east in the future, in part because Eastern Europeanworkers will take their work experience and new skills back home after a fewyears of working elsewhere in the EU. Research backs up Chater’s views. A study published last week by theEstonian Employers’ Confederation reported that just 8 per cent of Estonianworkers aged 15 to 64 said they wanted permanent work abroad, compared to 75per cent who said they wanted to work abroad temporarily or from time to time. The Estonians’ preferred destination was Finland, followed by Germany andthen the UK. The report by the Praxis Centre for Policy Studies and theUniversity of Tartu said the desire to work abroad had actually dropped since2000. The largest numbers of immigrants seeking jobs in the UK will probably be fromPoland, the Czech Republic and Hungary, suggests Roger Vickerman, professor ofEuropean economics at the University of Kent and a co-author of the reportImmigration, Labour Mobility and EU Enlargement. Vickerman expects the numbers of immigrants generally to be “not large– in the small tens of thousands”. He anticipates that those seeking jobswill know what they are looking for. “They tend to go where there are jobs, where there’s growth inemployment and for jobs to which they are suited” he said. The Migrant Worker Myth: www.personneltoday.com/goto/23199By DeeDee Doke Previous Article Next Article Related posts:No related photos.last_img read more

Employment Law Handbook, 2nd edition

first_img Previous Article Next Article Employment Law Handbook, 2nd edition By Daniel Barnett and Henry Scrope The Law Society, 2004 ISBN 1-85328-970-1 Reviewed by Julian Burch Buy this book at Amazon It gives you the background and a general understanding of each aspect ofemployment law in an interesting and engaging way. It’s true, the provisos and limitations associated with such a subject are abit irritating at times, but what can you expect? You’d get the same if youspoke directly to a lawyer, but they’d be far less likely to explain each pointas clearly and practically. The writing style allows you to dip in as you need, yet also encourages youto read a little further around your original topic. There is also a useful listing of websites that provide further, andpresumably more up-to-date, sources of information. These are a little detailedin part, and perhaps it may have been an idea to offer all of these as linksfrom one site. At around £45, it represents good value for money. No resource today couldpossibly keep up with such a rapidly changing subject without a considerablygreater outlay. Overall, it gets a clear thumbs up from me, and will certainly have a placeon my bookshelf.Buy this book at AmazonJulian Burch works mainly in the automotive sector of Maritz Learning,designing and resourcing employee development solutions. A handbook on employment law? How will that work? Surely employment law isthe fastest changing subject around at the moment, and not one on which you canrisk using an instantly out-of-date resource, such as a book? That is, unlessit’s very well written, as this one is. Employment Law Handbook, 2nd editionOn 29 Jun 2004 in Personnel Today Related posts:No related photos. Comments are closed. last_img read more