Previous Article Next Article Employees have more chance of winning an employment tribunal case if backedby a trade union, according to recent figures from the TUC. Focus on EmploymentTribunals, the annual trends survey from the TUC reveals that 95 per cent ofunion cases are settled or won at tribunal, compared with nearly a third (29per cent) of the total cases lost. Over two-thirds of unions say that simplybringing a claim makes employers more likely to settle. Unions are also winning more in compensation for their members than everbefore. Between November 1999 and October 2000, awards almost doubled from theprevious year. Commenting on the figures, TUC general secretary John Monkssaid, “Unions continue to win for their members and are winning morecompensation than ever before. They are good negotiators – most say simplybringing a claim drives employers to settle.” But the CBI accuses the TUC of fuelling a compensation culture by revellingin the figures. Susan Anderson, director of human resources policy at the CBIsaid, “We are disappointed the TUC is placing so much emphasis onlitigation rather than resolving disputes in the workplace. It is not helpfulto say they can get a result simply by bringing a claim.” More wins for union backed tribunal casesOn 1 Apr 2001 in Personnel Today Comments are closed. Related posts:No related photos.
Police recruit high numbersOn 1 May 2001 in Police, Personnel Today The number of police recruits who entered residential training last yearrose by 77 per cent, according to latest figures. National Police Training and the Metropolitan Police Service figures showthere were 7,009 recruits in 2000-1 compared with 3,963 the previous year. Nearly 40 per cent of the recruits entering police training colleges in2000-1 have been paid for out of the Government’s Crime Fighting Fundinitiative which was set up to reverse falling police numbers. All but one of the 43 forces in England and Wales have seen an overallincrease in the numbers sent for training, ranging from a 30 per cent rise inthe London region to a 168 per cent increase in Yorkshire and Humber. By March 31 this year nearly 2,800 new officers had been recruited over andabove the number police forces had planned to recruit during 2000-1. Colin Taylor, chief inspector for personnel at North Yorkshire Police, saidthe funding and the national advertising campaign had helped his force boostthe number of recruits to 70 last year from nine in 1999. He expects to appoint170 more this year. He said, “This is the result of additional funding from the crimefighting fund and the county council. It means we can improve our service andallocate officers to tasks we have not been able to do until now.” Home Secretary Jack Straw, visiting the Metropolitan Police training centreat Hendon, said substantial investment and the first national advertisingcampaign had delivered results. He said, “Forces are to be congratulated on their efforts to recruitmore officers. In just the first year of the operation the three-year crimefighting fund is already having a significant impact on overall police numbers.On the basis of forces’ projections police numbers should reach record numbersby March 2003.” By Ben Willmott Comments are closed. Previous Article Next Article Related posts:No related photos.
BT Ignite, the group’s international communication services arm, hasappointed Stephen Kelly as senior vice-president for HR. Kelly joined BT in1999 where he was responsible for the realignment of the company’s rewardstrategy. He also developed long-term incentive plans for BT’s globalacquisitions, merger and joint ventures. He has experience of working across cultures and in the last 18 months hasled the management of all HR activity during a period of transformation. Hisnew role includes developing the people focus of the business on a globalscale: “The key thing about this role is strategy, as we have a presenceglobally. It’s about maximising the performance of all the people in theorganisation through HR strategy,” he says. “Primarily we’re the only main international business left in BT. Wehave to look at how we can deliver value through our people strategy.” The most challenging aspect of his job is making an impact in a globalenvironment through the development of HR policies, he explains: “We’relooking for global development, not just in the UK or Europe. Prior to joining BT he specialised in organisational development, changemanagement, compensation, and benefits and mergers. CV2002 Senior vice-president of HR, BTIgnite2000 Vice-president organisational development and international reward, BTIgnite1999 Compensation strategy manager, BTIgnite1997 Head of compensation and benefits, NPIOn the movePrue Leith OBE (pictured) is the newchair of the Ashridge Management College board of governors. Leith succeeds SirMichael Angus who becomes president. Leith, who was businesswoman of the yearin 1991, is a non-executive director of Woolworth’s, Whitbread, Triven and 3e.She founded Leith’s Restaurant and Leith’s School of Food and Wine and haspreviously been chair of the Royal Society of Arts.John Keeble has joined Aon as directorof knowledge management. He joins the insurance broker from Enterprise Oilwhere he was the head of knowledge management. He has held senior posts inenergy risk management across Enterprise Oil and at ICI. Keeble is responsiblefor delivering synergies across the business by ensuring the effectiveapplication of the knowledge and experience within the group.Rita Pennington is the new directorof consultancy for the UK at Empower group. She has previously held senior HRroles at Littlewoods, Kellogg’s, in local government and the NHS. She has alsoworked at Gemini, PricewaterhouseCoopers and KPMG. She has a BA in economics,MSc in organisational behaviour and is a neuro-linguistic programmingpractitioner and qualified psychometric assessor. Comments are closed. Related posts:No related photos. PeopleOn 23 Apr 2002 in Personnel Today Previous Article Next Article
Related posts:No related photos. Previous Article Next Article High-profilejob campaigns are helping to rebrand the public sector and are part of HR’sdrive to tackle a vast recruitment problem. Rob McLuhan reportsThe public sector is a different beast from the commercial world and offersspecial challenges for recruiters. Some areas are improving slowly,particularly the NHS where better pay deals for nurses have helped and theinflux of £40bn of new money is at least creating a higher profile. But for the UK’s 467 local authorities the trend is worsening: last year 84per cent reported difficult or severe problems with recruitment and retention,according to a survey by local government management body the EmployersOrganisation. This represents a massive leap from 39 per cent only five yearsago. The number of affected occupations has more than trebled in the same period,and there are problems filling vacancies in social work, teaching,environmental health, fire and other services. So what is the scale of the problem and reasons behind it? What tactics arepolicy makers and recruiters using to plug the gap? And what strategic approachesare HR people in the sector developing to exploit the positive aspects ofpublic service and transform the image of the sector for job candidates? Some idea of the scale of the problem is shown by the latest figures fromthe Department for Education and Employment. They show there were almost 5,000unfilled teaching posts in England in January 2001, and the vacancy rateincreased 1.4 per cent from 0.8 per cent in 2000. Vacancies for social workerswere running at 16 per cent last year, with two-thirds reporting recruitmentdifficulties. The Government has helped in some areas, particularly teaching. Around £80mhas been allocated to help local authorities’ recruitment and retention, mostlyin London and the Southeast where problems are most severe. Other incentivesfor teacher recruitment include golden hellos, grants and salaries fortrainees, and support for those returning to the profession. In the NHS, pay has improved slightly, and although the 3.6 per cent dealannounced in January did not go as far as many would have liked, there is asense things are changing for the better, says John Stock, senior researchofficer at the Royal College of Nursing. Surveys show a subtle degree ofimprovement in morale, with individuals showing more job satisfaction and morefaith in employers. Marie Cleary, HR manager at Poole Hospital NHS Trust says: “Pay isabsolutely key where we are competing for young talent against other types oforganisations. “We have to value talent in monetary terms, paying competitive salariesand ensuring development and progression are available in order to retainstaff.” However, pay is not the only issue in the NHS, where the sheer volume of newgovernment initiatives is hitting staff morale and retention. Grant Taylor, arecruitment consultant specialising in public sector appointments at MacmillanDavies Hodes, says: “The number of directives employees receive make itdifficult for them to do their jobs. One man who went into the NHS recentlysays he is frustrated at having to prioritise the initiatives, and many justget binned.” A short-term solution is to bring in interim contractors to fill gaps. Thatprovides flexibility but eats into budgets, Taylor says. “If employers putmore effort into building up salaries they would retain more people, and spendless on recruitment,” he points out. Some desperate recruiters in local authorities are also offering a marketsupplement of an extra £2,000-3,000 on top of the basic salary. But again, thissimply enables a council to poach from its neighbours and does nothing toalleviate the overall shortage. Where public sector pay is concerned, problems are more complex. Forinstance, where pay scales are negotiated nationally, as they are withfirefighters, it is more difficult to recruit in the South East where the costof living is highest. As property inflation soars ever upwards, there is a problem with the lackof affordable housing that cannot be addressed by simply raising pay. Mick James, deputy head of people skills and development at the EmployersOrganisation, says: “Even if you doubled everyone’s salary in localgovernment, it would simply drive up the housing prices, so that’s not theanswer.” The organisation is looking at various options, such as identifyingpublicly-owned housing stock that can be made available for workers or creatingnew housing specifically for them: one north London authority is even said tobe thinking of putting up prefabs on public land. But all these would take timeto take effect, James points out. Another way of easing pay difficulties is to provide discounts. Someauthorities have negotiated deals with local suppliers that enable theiremployees to get goods and services at reduced rates. The easing of the labour market in an economic slowdown might be expected toassist recruiters in attracting individuals from the private sector. Howeverany benefit tends to be less in the service professions such as teachers andnurses than in administration, particularly at the middle and top levels wherebusiness expertise is highly valued. Modernisation projects aimed at makingservices more competitive and dynamic help in this regard, and many localauthority and NHS recruiters are widening their net to attract commercialtalent. Virginia Bottomley, a former cabinet minister now chairing thenot-for-profit practice at headhunters Odgers Ray & Berndtson, says:”There is a growing perception that the delivery of great public servicesis a critical issue in our generation, and finding people to move from theprivate to public sector can be encouraged with the right information.” But it is not always easy to find people who can cope with the complexity ofthe public sector, or to overcome negative perceptions. “Many worry that abureaucratic environment will inhibit their room for manoeuvre,” Bottomleyadds. “They believe it to be risk averse and are concerned that if things gowrong the blame culture may damage their long-term career.” But however successful recruiters are in luring talent from the businessworld, they know much of it will return when the economy starts to grow morestrongly. Any long-term solution, they recognise, must play to the publicsector’s strengths. On the plus side is the public service ethos, with the idea that individualscan make a difference in their own community. “That is really underplayedand we should be doing more to promote it,” says Andreas Ghosh, head ofpersonnel and development at the London Borough of Lewisham, and director ofrecruitment and retention at the Society of Chief Personnel Officers (Socpo). Research shows that the opportunity to provide good service, together with afriendly atmosphere and interesting work, now outranks pay as a chief concern,Ghosh adds. Another advantage to play up is the fact of being a local employer:in Lewisham, more than half of council employees live locally and a further20-30 per cent in neighbouring boroughs. Ghosh also argues that local authorities undersell the considerable trainingand development opportunities they provide, particularly for HR managers.”Often we end up providing skills that they can use in other sectors,which is very useful for them,” he says. “HR professionals can also be attracted by the fact that we are apeople business, with a great emphasis on strategic management as opposed toadministration.” However, these strengths are not always understood publicly. “Localgovernment needs to market itself and what it does,” says EmployersOrganisation’s James. “A lot of what we do in terms of protecting peopleand the quality of the food they eat, providing social services and housing forthe homeless, tend to appear in the press when things go badly wrong, and youdon’t hear so much about the successes.” This is a serious disadvantage when it comes to attracting young people intothe public sector, an increasingly urgent matter, as local government suffersfrom an ageing workforce. Only 5 per cent are under 25 compared with around 16per cent in the wider economy, and there will be a bulge in numbers of localgovernment employees expecting to retire over the next decade. One solution is to talk more to school children to explain how interestinglocal government can be. Ideally, James concedes, this would be done less bymiddle-aged men, as tends to be the case, and more by younger council employeesof both sexes and diverse ethnic groups, who are easier for young people toidentify with. However, despite the continuing serious shortages, there is a sense that thepublic sector is turning the corner in creating a better perception of what itis and does. HR has a big opportunity to seize the initiative to put the sector on a moreequal footing with the private sector in the employment stakes. Case study: Blackpool Borough CouncilLike many authorities, BlackpoolBorough Council has been experiencing difficulties recruiting for certainoccupational fields, such as social workers, environmental health and plumbers.However, it has made a concerted effort to broaden its approach, makingintensive use of new media and spreading its net wider to find individuals withdifferent backgrounds and commercial skills. The authority recently partnered with Monster.com, one of thelargest global internet recruitment sites. This offers significantly biggercatchments than the specialist local government site it previously used, whichdid not extend to the range of skills the authority seeks. The budget has been stretched by cutting the size of pressadvertisements and training recruitment managers to write shorter text.The weblink has been publicised by local mailings andadvertising to raise awareness of the new recruitment channel. Visitors who logon can download a short video of presentations by senior executives talkingabout what it is like to work for the council. In less than two years the internet response has grown to 30per cent. “We have seen a lot of benefit from that, as we have started tohear from many people who wouldn’t have applied in the past,” says head ofpersonnel Carol Mills. One recent appointment was for a zoo keeper fromAustralia.The authority has also produced a CD to help recruit a newchief executive, which attracted some useful publicity. As well as increasing the range of recruitment drives, the useof new media is a better way to get the attention of young people thanadvertising in the press or sending out printed mailings, Mills says.”Young people are completely switched on in terms of IT and the internet,and the fact that we use it helps to counteract their view of local governmentas boring and bureaucratic.”Future plans include pooling resources with neighbouringcouncils to get a better deal with advertising agencies. The chosen partnerwould be encouraged to add extra investment, for instance by creating a specialsite to attract social workers and teachers to the north. Comments are closed. Altered imageOn 2 Jul 2002 in Personnel Today
Comments are closed. Related posts:No related photos. Previous Article Next Article Interimproviders have come a long way from being mere quick-fix outfits. Usedproperly, they can rival management consultancies in offering long-termbusiness strategies and solutions ByNeil Fogarty, practice director of IMS Interim ManagementTheuse of interim executives for gap and project management is well established,but organisations are also increasingly aware of the value a strategicpartnership with an interim management service can bring to business at ahigher level.Industryperceptions of management consultancy have shifted sufficiently fororganisations to move into ‘strategic out-tasking’ by utilising interimexecutives and independent consultants to deliver additional expertise or tolead distinct programmes of work.Whena management consultancy successfully sells a solution to a client, the clientoften requests the CVs of the individuals assigned to the project – this isnothing more than a sophisticated resourcing model that interim providers canmatch with a number of advantages.Whynot use your IM provider to derive a solution – as you would with yourmanagement consultancy – covering all aspects from strategic and operationalreview through to implementation? The right provider can craft you a solutionwhich is more cost-effective and can offer benefits not available from amanagement consultancy.First,apply the management consultancy approach of the ‘five whys’ until you are ableto get to the core of your issue:1. What you see is what you get – when using aninterim provider, the person you meet to discuss the issue will personallydeliver the solution.2. Access the knowledge network – the provideractively manages its considerable network of interim executives which willinclude the skills and experience relevant to the task.3. Credibility – the career of an interimexecutive rests on their reputation. The performance of an individual employeeof a management consultancy that is below client expectation may be absorbed bythe reputation of the consultancy itself. Whereas the interim executive isconstantly challenged to meet and exceed client expectations.4. Sector and functional expertise – theinterim executive has sector and functional skills to implement the assignment– leveraging off their own practical experience as opposed to the reputation ofthe management consultancy. 5. Transparency – the provider is open aboutsuch topics as margins. Have you ever asked a management consultancy whatmargins they are earning?Withan interim executive, consultancy continues into implementation, and this isone of the many reasons why the ROI realised from using an interim executivecompares so favourably with that of a management consultancy.Tomanage the relationship of such an offering, consider some of the followingpoints:–Have clarity about what you want. If you are not clear, don’t be frightened toask the provider to come in with a subject expert.–Do not be put off by a provider offering more than one person to deliver asolution – you can use your provider to co-ordinate this resource.–Always focus on the ‘solution’ that you require rather than the technicality ofthe CV. –Use one provider. ‘Testing the water’ may be considered good practice whendealing with agencies but when you’re looking at business-critical issues,cultivate rather than alienate.–Look upon the provider for what it truly is: a very sophisticated team ofconsultants and implementers.Thecurrent market is not so much overcrowded, as cluttered, which can result in aconfusing message about the application and benefits of interim executives. Ihope that this article has outlined an alternative, more structured andstrategic option for the use of the interim executive.NeilFogarty is a practice director of IMS Interim Management, a leading interimmanagement service provider and a member of the Interim Management Association Partner an interim provider to see real business benefitsOn 1 Oct 2002 in Personnel Today
Comments are closed. Falls from height are not being addressed by London employersOn 3 Nov 2003 in Personnel Today Previous Article Next Article Related posts:No related photos. Onein 10 London workplaces are failing to prevent falls from height, aninvestigation by the Health and Safety Executive (HSE) has found.Inspectionsat 949 workplaces over two weeks during September – including schools, busgarages, factories and public and private hospitals – resulted in 47enforcement notices.Muchof the enforcement action concerned industrial estates. Examples of their poorpractice include a gang of roofing contractors who were working on a fragileroof without any means of fall prevention, and a wooden ladder that was sobadly damaged, the inspector immediately prohibited its use. Fallsfrom height are the single biggest cause of death in UK workplaces, accountingfor 69 deaths and 3,996 major injuries in 2001-2002. InLondon in the same year, nine workers died following falls from height at work,and 393 suffered major injuries.TheHSE has been running a campaign entitled ‘Don’t Fall for It’, designed tohighlight the dangers of falls from height – particularly within theconstruction industry.Inits latest blitz on building sites during September, the HSE found more than athird of sites were still well below standard. Inspectorsvisited 1,429 sites around the country, issuing 332 prohibition and 82improvement notices, with 13 potential prosecutions under consideration.KevinMyers, chief inspector for construction at the HSE, said that despite ahigh-profile inspection regime, the findings worryingly suggest the industryhad failed to raise its standards.“Manyin the industry are deliberately cutting corners, paying lip-service to safetyand risking the lives of their workers,” he said.TheHSE has published a new information sheet on preventing falls from boom-typemobile elevating work platforms, often called ‘cherry pickers’. Informationsheet MISC614 clarifies the issues surrounding the selection and use ofappropriate personal fall protection equipment, and is avail
Alpine trek leads Sony bosses to revamp talent managementOn 13 Jul 2004 in Personnel Today An unconventional programme for senior managers has led to an overhaul oftalent management and fresh definitions of leadership at Sony Europe. Speaking at the recent Impact Conference 2004 on Inspirational Leadership,head of people and organisational development at Sony Europe, Mark Wilcox,described how ‘The Leadership Journey’ led his department to redefine keycompetencies and its own role. Held in the Alps, the experiential learning programme was a radical step forSony Europe. Senior leaders trekked through the mountains and participated inspecial-agent genre challenges. The hurdles of the physical journey weredesigned to mirror the challenges of the business journey facing Sony Europe. “The programme took three months to design, in terms of the physicaljourney, the change model, the business change journey and the personal changejourney,” Wilcox said. A total of 150 executives took part, and the programme was credited withkick-starting change across Sony Europe. “The metaphors were unbelievably powerful,” Wilcox told theconference. “Engaging people in change is much more effective than whentrying to predict every outcome. Some nights these people didn’t even knowwhere they were sleeping.” Wilcox told Personnel Today that as a result of the programme, talentdevelopment had become half the organisational development department’s job, toensure that it becomes integrated and aligned with the business. “The programme has led to HR being reformed and less use of externalconsultants,” he said. “Now we are doing the work of HR consultantsfor the business.” By Stephanie Sparrow Previous Article Next Article Related posts:No related photos. Comments are closed.
Nile trip winnerThe winner of the recent Personnel Today competition to guess the age of our own ageing workforce has been announced. Elaine Mcvoy, assistant HR officer at Bradford Metropolitan District Council successfully estimated that the combined ages of the six Personnel Today staff members was 245. Around 900 people entered the competition which was run on our stand at the CIPD’s exhibition Harrogate this year and on the Personnel Today website. Elaine wins a seven-night cruise for two people down the Nile.It’s not too late to enter PersonnelToday.com’s prize draw to win a Citroen 2CV or 1,000. For more information, go to www.personneltoday.com/competitionsWork workouts work outA stress-busting lunchtime workout would help employees perform better in the workplace, according to a survey by consultants Croner. Its online poll found that 69 per cent of HR professionals believe providing exercise facilities at work or helping with gym costs would boost productivity and morale. www.croner.co.ukPeopleSoft rejects bidPeopleSoft has rejected software rival Oracle’s “best and final” bid of $24 per share – worth 5bn – and recommended its shareholders not to tender their shares. The firm’s directors unanimously dismissed the bid, leaving Peoplesoft’s shareholders to decide by 19 November whether to accept the bid. Even if a majority of shareholders decide to accept the offer, the battle between the companies is likely to move to the courts.www.peoplesoft.com Previous Article Next Article Comments are closed. News in briefOn 16 Nov 2004 in Personnel Today Related posts:No related photos.
Previous Article Next Article Comments are closed. Related posts:No related photos. “I’m going to confess, right up front. This blog post is a shameless plug for my new ebook on social media, written with that very nice Tim Scott, better known on Twitter as”Read full article Watching the Watchers | People StuffShared from missc on 30 Apr 2015 in Personnel Today
Message* Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink Full Name* Tags2020 in Reviewhamptons-weeklyLuxury Real EstateResidential Real EstateThe Hamptonstristate-weekly Ken Griffin and 650 Meadow Lane (left) and 15 West Dune Lane (Photos via Google Maps; Compass; Citadel)UPDATED Dec. 21, 2020, 6:40 pm: It’s no secret that Hamptons buyers went ham this year.Wealthy New Yorkers fled the city in droves, flooding into surrounding suburbs and vacation destinations and setting those housing markets on fire. Sprawling oceanfront homes in the Hamptons were an immediate target of the influx of deep-pocketed buyers willing to pay sky-high prices for an isolated oasis.The most 10 expensive deals this year came to a total of $450.55 million, up 48 percent from the $303.5 million for the top 10 in 2019. The Real Deal’s analysis of deals in the Hamptons through Dec. 15 relied on data from Redfin and OneKey and confirmation from Saunders & Associates and Compass.To illustrate the difference a pandemic makes: The top home sale last year was $39 million by natural gas billionaire Michael S. Smith in an off-market deal. In 2020, the priciest was a stunning $84.4 million sale to real estate-hungry billionaire Ken Griffin, who last year bought the most expensive home in the U.S. for $238 million in Manhattan’s 220 Central Park South.Here is more on that sale and the rest of the Hamptons’ 10 priciest of the past year:1. 650 Meadow Lane | $84.4 millionBillionaire Ken Griffin went into contract to buy Calvin Klein’s Southampton compound in February just as the pandemic was beginning. The 7-acre property includes a modern-style home that Klein built from the ground up and was said to be “all about the views.”2. 15 West Dune Lane | $67 millionThe 3.4-acre East Hampton estate includes two mansions boasting a combined 14,000 square feet and 14 bedrooms. When the unknown buyer went into contract in September the price tag was $70 million. The compound includes a waterfront pool and frontage along Wiborg Beach.Read more220 Central Park South dominates NYC’s priciest resi sales of the yearKen Griffin in contract for Calvin Klein’s Hamptons compoundThe 10 priciest Hamptons home sales of 2019 3. 26 & 32 Windmill Lane | $45 millionThe former beachfront getaway of the late Union Pacific chairman James H. Evans sold in April. The property spans 6.7 acres and comprises two lots. The main house is 5,500 square feet, though the undisclosed buyer may view it as a teardown as zoning now would allow a home up to 12,500 square feet, according to the Wall Street Journal.4. 1050 Meadow Lane | $40.9 millionThe 3.4-acre estate in Southampton Village sold at the end of January, according to 27 East. The property features 535 feet of ocean frontage, a heated outdoor pool, a chef’s kitchen and an elevator that goes to all three floors of the 9,000-square-foot home. Built in 2003, the not-so-humble abode has six bedrooms and a private dock.5. 1400 Meadow Lane | $39.5 millionThe nine-bedroom home in Southampton sits on a roughly three-acre lot. The oceanfront house sprawls over 11,000 square feet and was built in 2018. The home has a 2,870-square-foot marble terrace, a tennis court and infinity pool overlooking the ocean, according to the listing.6. 24 and 28 Gin Lane | $38 millionThe two parcels formerly owned by a Woolworth heiress traded in February. The property’s main house spans 7,300 square feet with 12 bedrooms, with a nearby carriage house and a protected beachfront, according to the listing, which marketed the property as a “development opportunity.” The unknown buyer could build a home up to 15,000 square feet and add a pool and tennis court.7. 1116 Meadow Lane | $36 millionJust down the road, the eight-bedroom residence on this nearly three-acre estate spans 12,800 square feet. The two-level home was built in 2012 with an open floor plan, according to its listing. The estate has an oceanside pool and a multitude of terraces and decks.8. 27 Drew Lane | $35.75 millionDesigned by architecture firm COOKFOX, the 13,600-square-foot mansion on the East End of Long Island sits near a smaller residence for a caretaker, a yoga pavilion and lap pool. The home was built in 2007, according to the architect.9. 317 Murray Place | $35 millionThe Southampton mansion styled like a French chateau, complete with imported stone, is part of the Murray Compound with 200 feet of beach frontage and a 2.8-acre lot. The 9,200-square-foot home has an elevator and wine cellar. The property includes a heated pool and room for the new owner to build a tennis court, according to the listing. It was initially marketed in conjunction with a second home that had made up late financier John F. Sullivan’s six-acre compound. The second home, previously listed for $35 million, was not on the market at the time of the sale, according to the Wall Street Journal.10. 55 Coopers Neck Lane | $34 millionThe 11-bedroom mansion was built this year on a 4.5-acre estate. The Southampton Village home spans 12,400 square feet and includes a gym, home theater, pool and tennis courts, according to its listing.Honorable mention | 91 Fowler Street | $33 millionThe 13,000-square-foot mansion includes eight bedrooms, four fireplaces, double-height living areas and a roof deck overlooking the ocean. The newly-built home faces Phillips Ponds. The 3.2-acre property has a heated infinity pool, spa building and tennis court. It was last asking $42.9 million before going into contract, according to 27 East.Contact Erin Hudson Email Address* Share via Shortlink