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Poor management leads to Dickensian workplaces

first_imgRelated posts:No related photos. Previous Article Next Article Comments are closed. Economic turbulence and poor management are creating Dickensian workplacescharacterised by long hours culture and staff stress, claims a report releasedlast week. The Management Agenda 2002 by Roffey Park suggests closures, cost-cutting,redundancies, outsourcing and management delayering are contributing to roleambiguity and job insecurity. Nearly 60 per cent of the 400 managers surveyed claim their organisation hasa culture of “presenteeism”, where they feel under pressure to stayin the office longer than their contracted hours. Nine out of 10 work an extra hour a day and a fifth spend an extra 15 hoursa week, or more, at work to keep on top of their work. Linda Holbeche, director of research at Roffey Park, said: “Greateremphasis on performance, with a lack of management vision and consultationcombine to create an image of work conditions psychologically reminiscent ofDickensian sweatshops.” Over 70 per cent of respondents are suffering stress due to an inadequatework-life balance, with long-term employees being worst affected. “Staff shortages and fear of burn-out due to the pressure ofmaintaining high performance levels add to stress,” said Holbeche. Political wrangling within businesses is also rife and can distract stafffrom focusing on performance, claims the report. Lack of trust between colleagues and with senior management is endemic inorganisations, which acts as a barrier to productivity. Holbeche said: “In many organisations, employees make more effort topreserve their position than achieve high performance. Senior managers cancounter this by acting as role models and by creating an office climate with nohidden agendas.” www.roffeypark.comBy Mike Broad Poor management leads to Dickensian workplacesOn 29 Jan 2002 in Personnel Todaylast_img read more

Help me- I want a complete change

I have had a satisfying time working in HR as a generalist for 15 years, butI feel it is time for a change. I’m not interested in moving into consultancy –I want a complete change. Any ideas for careers where my skills would be valuedand could be satisfyingly applied? Jo Redgwell, consultant, interim division, Macmillan Davies Hodes They say ‘a change is as good as a rest’. You don’t say if your experiencehas been gained in any one sector, but rather than turning away from 15 years’experience have you considered changing your environment? More and morecommercial HR professionals are moving into the public sector, for example.They find themselves invigorated by the new challenges of working for anorganisation with a limited finance pool and having to think as laterally aspossible. If this isn’t suitable, have you considered a move within your currentorganisation? You have a firm understanding of your current employer’s visionand business goals and this could be used in a different capacity. As a generalist, you have an excellent understanding of employment law andinterpreting policy. Have you thought about counselling of some sort – perhapsat a Citizens’ Advice Bureau – as you are used to problem solving, research andcoaching, and representing clients at tribunals. Or what about taking on an office management role with your experience ofmanaging budgets, assisting business growth and client-facing roles. If you are certain you want a complete change I recommend speaking to aspecialist careers counsellor who can measure your competencies against avariety of careers. Cliff Dixon, consultant, Chiumento Responding to a request for a complete change is difficult without morespecific knowledge about you. Are you prepared to study for such a change, orinvest in a new sector through a drop in salary? In your career you will have gained many transferable skills such ascommunication, interpersonal, coaching and so on, which will have relevance inother areas. You can test your suitability for other sectors and roles throughan interest inventory – available from the British Psychological Society, or,less formally, network with business and personal contacts you know who haveexperience in areas other than your own. Consider getting professional help from careers advisers – they will bevaluable in challenging your ideas before you commit. Whichever route you follow for your research, network hard to spread theword of your search, requirements and availability. Make good use ofrecruitment agencies who can help you identify likely matches. Peter Sell, joint managing director, DMS Consultancy You should look at your career to date and analyse which parts of the rolehave given you the greatest satisfaction. Is it the people aspects of HR orhave you more of an interest in administration? If you have worked as part ofthe management team, then a role managing a business may have some appeal. Drawup a list ranking the aspects of your career in terms of satisfaction. Thiswill help you focus on the type of work you could consider. Next, think about what interests you. Are you someone who is motivated byhelping people and may therefore want to work in the voluntary sector? If youlike holidays, a career in the travel industry may be of interest. The skills of an HR generalist are often undervalued by organisations, butthey can be transferred to many roles. Help me- I want a complete changeOn 9 Apr 2002 in Personnel Today Previous Article Next Article Comments are closed. Related posts:No related photos. read more

Positive image matters in war for talent

first_img Previous Article Next Article Positive image matters in war for talentOn 2 Jul 2002 in Personnel Today Comments are closed. Related posts:No related photos. Recent research shows that the public sector is seen as overly bureaucraticby potential recruits from the private sector, with outmoded recruitmentprocesses largely to blame. HR professionals are responding by makingrecruitment slicker, sharper and more responsive to candidates Poor image is still one of the besetting problems of the public sector.Recruitment company TMP Worldwide surveyed 1,000 public and private sectoremployees and found less than half of the private survey would take a publicsector post.  Positive action is needed.Pressure from consumers, the Government and from local politicians isencouraging councils to become more responsive to their customers and moreserious about improving performance and delivery. It is accepted that councilsare run far better than they used to be and can offer challenging, varied careersacross the professional spectrum. Even salaries are improving at many levels. But local government is failing to get this message across to exactly thekind of people it needs to attract to drive change. While there are manytalented people already working successfully in the public sector, there arestill more in the private sector with the kind of customer-friendly,entrepreneurial and IT literate skills that will help transform the business oflocal government. Yet these people are just not interested. Even when they are, councils areputting them off with poor advertising or long-winded application processes. Our survey, the Image Mirror, commissioned by the Society of PersonnelOfficers in Local Government (Socpo) was carried out in response to worriesthat councils were losing out in the so-called war for talent. We found only 46 per cent of private sector workers would consider a careerin local government, even though the majority rate the sector highly for itsemployment practices and benefits. The training packages and pensionentitlements are thought to be better, but the perceived red tape and politicsare a turn off to the average private sector job hunter. Even those with an interest in working for a local council view it as thekind of secure, if low paid job they would consider once they were over 40 witha mortgage and family to think about. Local government is seen as an old man’sprofession and the typical council officer as wearing an old suit, white socksand carrying loads of files with bits falling out. In a focus group one private sector manager said: “I have been in arecruiting position and local authority people have applied for a job. I knowthis sounds terrible, but you think ‘Well, you’ve been in a sleepy environmentand you have all the skills in the world, but are you going to be able to hackit in the real world?’ ” Equally telling is the condemnation by private sector employees of the waypublic organisations dealt with them once they could be persuaded to apply fora job. Long application forms that candidates could not be bothered tocomplete; bureaucratic recruitment processes that took months to reach aconclusion;boring and wordy job advertisements; a lack of information andcommunication – all delivered using manual systems unchanged since the 1970s. Socpo’s president Francesca Okosi, director of HR at Brent Council,describes the findings as a wake up call to the local government HR professionand has urged councils to make their recruitment policies slicker, sharper andmore responsive to candidates. The medium is the message. Until local government modernises its processes,its image as an employer will remain old fashioned and unattractive. Manypublic bodies are re-engineering the way they give customers and clients accessto their services, but failing to apply these lessons and the technology totargeting and communicating with prospective employees. last_img read more

HR’s role in pensions debate

first_imgHR’s role in pensions debateOn 1 Sep 2002 in Personnel Today Related posts:No related photos. Pensions redrawnIt is difficult amid the many complex issues still being thrown up by the pensions debate to see exactly what HR’s role is in all this.The message so far from all the experts is simplification. But the task facing HR is anything but simple. There has already been industrial and legal action from employees who sense their pension rights eroding. Steel workers at the Caparo Merchant Bar factory in Scunthorpe introduced an overtime ban when their final salary scheme was closed while Ernst & Young have had to bring out the big legal guns over proposals to switch from a final salary to a money-purchase based defined contribution scheme after their employees objected. Handled incorrectly, changes to any benefits could constitute a breach of employment contract, or at least a breach of the employer’s duty of trust and confidence (see analysis, page 12). Changes to pension schemes will also require extensive – and meaningful – consultation under the new laws headed this way from Europe.But of course there is more to this than the letter of the law. Occupational pensions are at the very heart of the psychological contract between employer and employee. It’s clear that much more thought is going to be needed on how that contract should be rewritten and then communicated to workers, if recruitment and retention strategies are not to be wrecked. What exactly does the employer undertake to deliver if not future financial security? What can it expect in return? These are the questions that could make mere legalities look very trifling indeed.Not only that, but as the role of the employer in pensions provision continues to change, HR will have the job of making staff aware of the options available for securing their futures. Will we see HR departments becoming financial advisers? Will access to such services have to become a cornerstone of employee benefit policies?Yet again, for HR practitioners it comes down to communication and consultation – issues that some in business still see as soft, yet which are at the core of the productivity conundrum this country has yet to crack.Heather Falconer, Editor [email protected] Comments are closed. Previous Article Next Articlelast_img read more

Case round-up

first_imgCase round-upOn 20 May 2003 in Personnel Today This week’s case round-upPresent not past workers Inland Revenue Wales & Midlands v Bebb Travel Plc, CA, 16 April2003, All ER(D) 291 The Court of Appeal confirmed the power to issue enforcement notices toemployers for failing to pay at a rate at least equal to the national minimumwage is limited to present staff and not past staff. Bebb Travel paid certain staff an hourly rate that fell below the nationalminimum wage at that time. After the company ceased to employ thoseindividuals, the Inland Revenue issued an enforcement notice for the underpayment.Using its power under s.19 of the National Minimum Wage Act 1998, the InlandRevenue required the company to pay to the former staff the difference betweenthe wages they had received, and the amount to which they were entitled inaccordance with the minimum wage. Bebb Travel appealed to an employment tribunal against the issue of theenforcement notice on the basis that one could only be served in respect ofexisting workers, not past ones, and the notice was rescinded. The Inland Revenue appealed unsuccessfully to the Employment AppealTribunal, and pursued the matter to the Court of Appeal. The appeal was unsuccessful. An enforcement notice can only be served inrespect of current or future pay periods and so applies only to existingworkers. Even though the notice could be used to remedy previous underpayments,this is subject to the worker still being employed. There was no power underthe Act to issue an enforcement notice in respect of past workers for past pay.(Note: the National Minimum Wage (Enforcement Notices) Bill is currentlyprogressing through Parliament. Once enacted, this will enable the InlandRevenue to issue enforcement notices in respect of former staff of a defaultingemployer.) Reduction in hours not redundancy situation Aylward and Others v Glamorgan Holiday Home Limited, EAT, 5 February2003, All ER(D)249 In this case, the Employment Appeal Tribunal (EAT) confirmed that areduction in an employee’s working hours constituted a change to their termsand conditions, and not a redundancy situation. Aylward and his colleagues were employed in a respite care centre. Onaccount of the nature of the services provided, the local authority required aminimum level of staffing to be maintained. Following significant losses, mainly due to poor use of the centre in themonths of January and February, a decision was made to close the centre forthese two months each year. The workers’ existing terms and conditions werechanged from a 52- to a 42-week year, with a consequential reduction in pay. Asmall number rejected this proposal and were dismissed and replaced. The redundant staff brought unfair dismissal claims. The tribunal dismissedthe claims, finding that it was not a redundancy situation. There was nodiminution of the company’s need for staff to carry out the work for which theywere employed, just a reduction in the number of weeks for which they wererequired. The workers’ appeal was unsuccessful. The EAT held that the tribunal was quite correct to focus on the requirementfor staff to do work of a particular kind, rather than on the amount of work tobe done. Comments are closed. Previous Article Next Article Related posts:No related photos.last_img read more

Staff involvement is vital to get changes working

first_img Comments are closed. Staff involvement is vital to get changes workingOn 28 Oct 2003 in Personnel Today Seventy-five per cent of organisational change efforts fail because of lackof employee commitment, according to a leading business school. However, it is claimed that sustainable high performance can come from justsix key elements. The potential barriers to change include change-weariness,lack of leadership and support, poor communications, a legacy of failure,short-termism, poor implementation and inappropriate skill levels. Yet all thiscan be overcome if organisations followed six simple steps, according tobusiness school, Roffey Park. At the conference, Roffey’s head of research, Linda Holbeche, launched asix-piece model for sustainable high performance, which she said identifies thekey factors that can enable more people, more often, to perform at high levels.The High Performance Organisation Checklist: – engendering employee ownership and commitment – creating a knowledge-rich context for innovation – working across geographic and mindset boundaries – unleashing employee potential – responding to workers’ needs for work-life balance, development and careergrowth – building trust and ‘walking the talk’. “Regardless of whether the change [in an organisation] is a majorrestructuring, the integration of a merger or acquisition, or the replacementof personnel, managers need to understand the different interests involved andovercome resistance,” said Holbeche. www.roffeypark.com Previous Article Next Article Related posts:No related photos.last_img read more

Disability: Access to Work grant rises by a third

first_img Reply Talent.A skill few posses. Society is so bound up with CVs littered with lists of Skills and Knowledge, Qualifications and Experience. So why shouldn’t those with less conventional ‘entry’ qualifications just demonstrate their talent?It’s usually organic – and something that just can’t be just learnt. Priceless. Previous Article Next Article Some disabled employees are to receive a 36% increase in Access to Work grants to assist them at work from next month.From 1 April 2018, people can claim up to £57,200 annually to help pay for additional support in the workplace –£15,000 more than the current cap of £42,100.Access to Work provides financial support to ensure someone’s disability or health condition doesn’t hold them back at work, and can cover workplace adaptations, assistive technology, transport and interpreters.Increasing the amount people can receive annually will ensure that more disabled people, particularly from the deaf community, are able to benefit from the grant and achieve their career aspirations.Work and pensions secretary Esther McVey said: “By extending this grant we’re ensuring that many more disabled people can reach their career potential, which is a key part of our commitment to getting one million more disabled people in work by 2027.”A statement from the UK Council on Deafness said: “This will help deaf people whose first language is British Sign Language (BSL) to access the communication support so vital to enabling them to thrive and succeed in the workplace.”The Government aims have one million more people with a disability in work by 2027. In a statement it said it would introduce the following measures:discretion in exceptional cases of multiple disability, to consider award limits averaged over a longer period – for example, where a person’s ongoing need for a support worker may be below the cap but when coupled with a periodic need for say a wheelchair, would exceed the cap in that year;introduction of managed personal budgets to enable greater choice and control for customers in the way grants are spent;taking applications 12 weeks ahead of a job start date rather than the current six weeks to allow more time for support to be agreed and put in place;continuing to invest in our digital improvements such as developing the facility to submit invoices online;allowing more flexibility in how people can use Access to Work to support short periods of work experience where there is a likelihood of a paid job in the near future.However, campaign group Inclusion London described the cap as inappropriate and discriminatory. “Any cap hits those with the highest support needs, effectively penalising deaf and disabled people with the highest support needs and impacting most on certain impairment groups.”It said the new cap is still a fixed limit set in an entirely arbitrary way. Costs for specialised equipment and interpreters tailored to individuals’ needs can exceed this amount or vary from year to year.“There is no financial reason for a cap given that investment in Access to Work makes a return on investment to the Treasury through taxes, without taking into account the added cost benefits of savings to the NHS or social care budgets,” it added.Speaking at an event to drive awareness of autistic talent, Sarah Newton, minister for disabled people, health and work, said the Government wanted to encourage employers to access much-needed talent, particularly those potentially facing skills shortages post-Brexit.“It’s important that everyone has the ability to reach their full potential. We have record levels of people in employment but still plenty of job opportunities. It’s not acceptable that there are so many talented people that with some support could be in employment,” she said. Fiona Flaherty 21 Mar 2018 at 11:08 pm # Related posts:No related photos. Leave a Reply Click here to cancel reply.Comment Name (required) Email (will not be published) (required) Website One Response to Disability: Access to Work grant rises by a third Disability: Access to Work grant rises by a thirdBy Rob Moss on 20 Mar 2018 in Latest News, Department for Work and Pensions, Disability, Personnel Todaylast_img read more

Trump’s 40 Wall Street sees revenue fall 11%

first_imgShare on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink Occupancy was 87.3 percent as of Oct. 27, and some tenants have been offered concessions to stay on. But that may not be enough to keep certain companies in the building: After the Jan. 6 attack on the U.S. Capitol, the Girl Scouts’ New York City chapter was reportedly exploring its options to break the 15-year lease it signed in 2014.Overall, the Trump Organization’s revenue fell by 38 percent in 2020, with its hotels and golf clubs losing money due to the pandemic. (Mar-a-Lago, the company’s club in Palm Beach, Florida, was the outlier, with a revenue increase of 13 percent.)Trump’s company has more than $300 million in loans that will come due in the next few years, and several businesses have recently cut ties with the business in the wake of the Jan. 6 riot.The building at 40 Wall Street isn’t actually owned by former President Donald Trump; he merely leased it for a term of up to 200 years. The building’s actual owners are a group of obscure, wealthy Germans, a TRD investigation revealed.[Bloomberg News] — Sasha JonesContact Sasha Jones Message* Email Address* Full Name*center_img President Donald Trump and 40 Wall Street (Getty, Wikimedia Commons, iStock/Illustration by Alexis Manrodt for The Real Deal)One of former President Donald Trump’s most historically successful assets — the skyscraper at 40 Wall Street — had a rough year.Revenue at the building hit $27.7 million in the nine months through Sept. 30, according to Bloomberg News, citing loan data for the property. Looking at the annualized data, that would be the equivalent of an 11 percent drop year-over-year.And its debt service coverage ratio has declined, going from 1.67 times in 2019 to 1.24 times in 2020, signaling possible difficulties in having the cash to cover its debt. The $137 million loan on the building, which is sponsored by Donald Trump, has been on a watch list since November due to pandemic-related revenue decline.ADVERTISEMENTRead moreMeet the obscure German magnates who actually own Trump’s most valuable buildingReal estate deal prompted resignation of Trump’s longtime bankerCarl Icahn pulls plug on auction to demolish Trump casino Share via Shortlink Tags40 wall streetCommercial Real EstateDonald Trumplast_img read more

NJ real estate investor Kushner (not that one) indicted for tax evasion

first_img Tags Full Name* Message* David Kushner reported $0 income in 2015. (David Kushner)A grand jury indicted David Kushner, a real estate investor in New Jersey, for three counts of tax evasion.Between 2014 and 2016, Kushner’s business grossly underreported its taxable income and failed to pay more than $670,000 in taxes, the indictment alleges. His attorney says he owes nothing and predicted the IRS would come around to that view.The Internal Revenue Service’s Criminal Investigation Division found that in 2014, Kushner allegedly failed to report $634,444 in taxable income. In 2015, he allegedly reported $0 income, instead of the $777,789 the IRS said he earned. In 2016, he did not report $377,778 in income, the indictment reads.Kushner allegedly deposited payments and income from the businesses and elsewhere into four bank accounts, then used a majority of those funds for personal expenses.ADVERTISEMENTEach count of tax evasion could bring up to five years in prison and a fine of up to $250,000.Kushner, who is not affiliated with Kushner Companies, leads Manhattan-based Paradigm Capital Group, which specializes in commercial real estate bridge loans, according to his website. He is also an adjunct professor at Fordham University, where he lectures graduate business students on real estate finance.Kushner declined to comment.“Mr. Kushner will be cooperating with the U.S. government,” said Frank Agostino, an attorney for Kushner. “We are cautiously optimistic that when they review his documents, books and records, they will agree with us that there is no additional tax due.”Read moreReal estate investor sues partner for pocketing rental incomeShvo settles tax evasion casePort Chester developer pleads guilty to tax evasion Email Address* Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink Agostino was previously the IRS District Counsel in Newark, New Jersey. Before starting his eponymous private practice, he also served as a special assistant United States attorney, and prosecuted criminal tax cases.In 2019, one of Kushner’s business partners, Marc Gleitman, sued him in New York state court for $2.5 million for allegedly pocketing rental income from two properties. The lawsuit accused Kushner of diverting more than $1 million in rental revenue and alleged he collected $1.45 million by granting an easement on behalf of a limited liability company without consulting his partners.Kushner was also the focus of a 2016 racketeering lawsuit, which was thrown out of court because a four-year statute of limitations had run out. That matter involved a venture that solicited investments in risky real estate loans.According to federal prosecutors in New Jersey, Kushner will be arraigned at a later date.Contact Georgia Kromrei Share via Shortlink New Jerseyreal estate crimesTri-statelast_img read more

Muscle metabolism in Antarctic fish

first_img1. The energy metabolism of Antarctic fish muscles is discussed in relation to environmental temperature and the fishes’ locomotory habits.2. The predominant body form in terms of body shape and muscle fibre type is typical of fish which employ burst subcarangiform swimming and sustained labriform swimming.3. Enzyme and metabolite data are indicative of a high potential for creatine-phosphate hydrolysis, even when compared to warm animals.4. The limited data concerning oxidative metabolism may indicate that enzymatic potential is normal compared to warmer animals of similar body form, but an increase in mitochondria may be required to maintain rates of oxygen utilization equivalent to those of warmer species.5. It is argued that low temperature was not the primary selective pressure in determining the energy production patterns, and that locomotory methods employed by the fishes were a major determining factor.last_img read more