Gov. Cuomo faces calls to resign from lawmakers after third woman comes forward

first_imgSETH WENIG/POOL/AFP via Getty ImagesBy MARLENE LENTHANG, ABC News(NEW YORK) — Rep. Kathleen Rice has become the first New York Democrat in Congress to join mounting calls for Gov. Andrew Cuomo to resign after three women accused him of offensive behavior.“The time has come. The Governor must resign,” Rice, a former district attorney, tweeted Monday night.Rice was once a close ally of Cuomo’s. In the 2010 race for state attorney general, Rice was widely believed to be Cuomo’s preferred pick for the role, but he ended up endorsing her opponent, Eric Schneiderman, right before the primary. In 2013, Rice was appointed by Cuomo as one of the three-co-chairs of the Moreland Commission to look into public corruption. She stepped down one year later after announcing her run for Congress.Rice joins a number of Democratic lawmakers from the state’s legislature denouncing Cuomo’s actions in wake of the third accusation.On Monday evening, the New York Times published an account from Anna Ruch that alleged Cuomo placed his hands on her bare lower back and face during a wedding reception in New York City in September 2019 and “asked if he could kiss her.” A photo at the time of the alleged incident was taken and shared with the paper.She said the incident left her “uncomfortable and embarrassed” and she felt she “didn’t have a choice in that matter.” Cuomo ended up kissing her on the cheek, according to Ruch.Ruch’s account comes after two former state employees who worked for Cuomo, Lindsey Boylan, 36, and Charlotte Bennett, 25, came forward over the past week with allegations of sexual harassment against the governor.Cuomo has denied the sexual harassment allegations from Boylan and Bennett. When Cuomo’s office was asked by the Times about Ruch’s allegations on Monday, his office referred to his Sunday night statement, in which he claimed some of the things he has said “have been misinterpreted as an unwanted flirtation.”“I now understand that my interactions may have been insensitive or too personal and that some of my comments, given my position, made others feel in ways I never intended,” Cuomo stated. “To be clear I never inappropriately touched anybody and I never propositioned anybody and I never intended to make anyone feel uncomfortable, but these are allegations that New Yorkers deserve answers to.”Cuomo’s office didn’t immediately reply to ABC News’ request for comment on the third allegation.After Ruch’s story was published, Bennett came out in support of Ruch.“I stand with Anna Ruch. Anna — I hear you, I see you. I’m so sorry. His inappropriate and aggressive behavior cannot be justified or normalized. Thank you for your courage and strength. Here for you always,” Bennett tweeted Monday.New York Attorney General Letitia James announced on Monday that her office would begin an independent investigation, which included subpoena power, into allegations of sexual harassment against the governor. James’ office told ABC News Monday evening it read Ruch’s account in the Times and will decide whether to incorporate it into the just-launched investigation.Six Democratic state lawmakers on Tuesday morning called for Cuomo to be impeached. In a statement shared with ABC News, the lawmakers said Cuomo used his power to “belittle, bully and harass his employees and colleagues” and impeachment proceedings “are the appropriate avenue” for accountability. It further states Cuomo’s withholding of information in regards to nursing home deaths is “sufficient to justify impeachment proceedings.”New York state Sens. Gustavo Rivera, Alessandra Biaggi and Assemblywoman Jessica Gonzalez-Rojas have all called for Cuomo to resign.State Sen. John Liu didn’t call for Cuomo to step down directly, but condemned his actions.“A person who treats women this way is not fit to govern,” Liu said.State Assemblyman Thomas J. Abinanti also castigated Cuomo’s behavior, tweeting, “As Dizzy Dean said (1944): stick a fork in him — he’s done.”Republican New York Rep. Claudia Tenney accused Cuomo of having a corrupt “pattern” and accused him of hiding the number of nursing home COVID-19 deaths in the pandemic.An investigation is underway by the FBI and federal prosecutors into the governor’s coronavirus task force with a focus on the handling of nursing homes in the early days of the coronavirus crisis, two sources familiar with the matter told ABC News. A probe by the New York attorney general’s office found the number of state nursing home resident deaths from the virus may have been undercounted by as much as 50%. The report said many of those patients died after being moved to the hospital and were not counted as nursing home fatalities.Cuomo conceded his handling of nursing home fatality data created a “void” that became filled by misinformation and conspiracy theories — but he declined to apologize.“The void we created by not providing information was filled with skepticism and cynicism and conspiracy theories which fueled the confusion,” Cuomo said during a news conference Monday. “The void created disinformation and that caused more anxiety for loved ones.”Copyright © 2021, ABC Audio. All rights reserved.last_img read more

Bar measures

first_img Comments are closed. Astudy of glass injuries among bar staff found risk assessment poor and healthand safety standards lacking.  By AlisonWarburton and Jonathan ShepherdTenper cent of assaults treated in UK emergency units are caused by barglassware1, 2. These usually lead to permanent, disfiguring facial scars3. Froman occupational health viewpoint, bar workers are at high risk of injury frombar glassware, many involving deep structures such as ligaments, that aredisabling4. Onestudy revealed that 41 per cent of bar workers in South Wales had suffered suchan injury5. Fifteen per cent of these had sustained five or more separate”sharp” injuries from broken glassware. In another study6, 74 percent of bar workers reported lacerations from broken glassware at work, and ofthese, 18 per cent had been injured on more than 10 occasions. Inaddition, most of those interviewed and examined for glass scars had had somecontact with body fluids such as blood, vomit, urine, and faeces, increasingthe potential risk of hepatitis B transmission6. RiskassessmentTheselevels are unacceptably high, and might be reduced by the training of thisoccupational group, the introduction of glass manufacturing and handlingstandards and improved bar management.Theaim of this study, therefore, was to develop a bar worker’s perspective ofassault in bars and to test the hypothesis that bar managers’ estimation ofrisk of violence reflects actual risk. Thestudy was designed to relate perceived risk with injury experience of barworkers, which is important because the degree of concordance of perceived riskwith actual risk helps define objectives in health and safety training in thisoccupational group. Of particular interest was the incidence of violence, theextent of the use of glasses and bottles as weapons, and the site and severityof injuries sustained. A further aim was to investigate the risk andcircumstances of accidental glass injury.MethodsThisstudy of predictors of bar glass injury was performed as a field study in the contextof a randomised-controlled trial of toughened glassware, which has beenreported separately7. The subjects were 1,229 bar workers recruited from arandom sample of 57 bars in South Wales, Bristol, and the West Midlands. Licenseeswere briefed on the aims of the research, and their role was explained. Theythen completed an initial structured questionnaire designed to ascertain theextent of glass-related injuries and the exact nature and type of bar operated.Licensees were asked to categorise their bar in terms of type (bar, club,restaurant), clientele (age range), and popularity (busy, steady, quiet). Toassess the risk of violence, licensees were asked to rate risk on a visualanalogue scale. Recruitmentwas continued until the number of eligible bars was sufficient to yield atleast 600 bar workers. Over a six-month period injury was recorded usingquestionnaires distributed monthly via licensees to all bar staff. Workers wereasked to record details of violent incidents that had occurred during theprevious month, and the nature, seriousness, and use of glasses and/or bottlesas weapons. With reference to accidental glass injuries, staff were asked torecord details of the type, cause and seriousness of their injuries.Throughout, the term “glasses” is taken to mean drinking glasses, asdistinct from bottles that, although made of glass, are categorised separatelyand distinguishable by shape. ResultsOverthe six-month period 1,229 questionnaires were completed and returned by barworkers (782 females and 445 males). A cross-section of all bar types wasincluded in the survey: bars with standard opening hours, bars-come-clubs withlate licenses, family orientated bars, bars with restaurant facilities, modern,traditional, and sparsely furnished bars, and from town, city and countrylocations. Most catered for a mixture of age-ranges.  The average age of staff was 32 years (range 14-74), and theaverage length of service in the bar surveyed was 41 months (range: 0.25-360).ViolentincidentsInunstructured interviews, licensees spoke freely about incidents: fights thatceased before damage and/or injury occurred, or were perfunctory. Somelicensees and their staff considered these incidents to be normal andunavoidable, while others considered minor scuffles to be violent incidents.Whenasked formally if there had been any “trouble caused by drunkenness whileworking in the bar”, staff reported 199 incidents. Of those, 88 (44 percent) led to injury. Customers had been injured in 60 (69 per cent) of theseassaults. On 26 occasions (30) injury had been inflicted with glasses, on 13occasions (15) with bottles, and on other occasions by body parts. Taking allviolent incidents into account – including those that did not lead to injury –50 (25) involved glasses and bottles. Askedif they had ever been “stressed by the drunken behaviour ofcustomers”, 148 (12 per cent) staff said they had. These stresses wereincurred by customers being verbally abusive; using bad language, and harassingstaff.Violentincidents were categorised in terms of licensee-assessed risk factor (bardangerousness). There were close similarities between bars in all riskcategories both in relation to the number of violent incidents, and in theproportion of these in which injuries were sustained. When the number ofviolent incidents is expressed as a ratio of the number of bars, one in fourbars in low- and medium-risk categories (1:5 in the high-risk category)experienced violence. Of the incidents, 60 per cent led to injury in themedium-risk category, while only 38 per cent and 37 per cent of incidents ledto injury in the low- and high-risk categories respectively.Forstatistical analysis, the high-risk and medium-risk bars were merged. Thenumber of incidents per bar was seven per year in the low risk group, and nineper year in the medium/high group, giving a risk ratio of 1.2 (95 per centconfidence interval (CI) 0.9-1.7, NS). Thisdisregards the precise distribution of incidents across bars, but does suggestthat there may be a relationship, although there was no statisticalsignificance. For incidents leading to injury, the rate ratio is 2.4/1.4 or 1.8(95 per cent CI 1.1 to 2.8 p<0.05). Alllicensees accepted violence as an issue in bars but not all exhibitedresponsible attitudes. Those with responsible attitudes took precautions toavert or calm violence when necessary, and tended to be either tenants orowners of the bar, as opposed to managers. Variousprecautionary methods were employed, both singly or in combination, and at thediscretion of the licensee. These included employing door staff and providingtraining for bar workers, using alternatives to standard glassware (forexample, toughened glass or plasticware), and banning drinks served in bottles.Additionally, some licensees controlled troublesome clientele strictly. Onlyone bar had installed CCTV.AccidentalinjuriesAnaverage of 0.7 injuries per bar worker per year was estimated. Over thesix-month period 413 incidents were recorded; 107 staff said they had incurredinjury on at least one occasion, while 31 had been injured on five or moreoccasions in a single month. Bottles had caused injury on 139 (34 per cent)occasions, glasses on 176 occasions. Of the glass injuries, 114 (28) werecaused by one-pint glasses, 37 (9) by half-pint glasses, and the remainder byother glass types.From1,229 completed questionnaires, 198 bar workers (16 per cent) reported anaccidental injury during the survey period. That is 16 per cent of staffsustaining injury on 413 occasions, suggesting that some bar workers are moreat risk of injury than others are. The mean number of injuries per injured barworker was six per year. No apparent relation was found between number ofinjuries and hours of work, age, experience, or licensee-assessed dangerousnessof the bar.BottleinjuriesFifty-onebottle injuries were recorded in detail; 43 were hand injuries, 42 bar workerswere treated in the workplace with first aid, and two required sutures inhospital. The majority did not require time off work, and injuries caused onlyminor inconvenience. Five injuries (10 per cent) severely affected lifestyle,but only one resulted in time off work (four weeks). One injury was reportedlysustained in an assault.Manybar managers kept large containers behind the bar to store empty bottles to besorted for recycling. With this practice 29 per cent of injuries occurred whileemptying the containers. Drinking-glassinjuriesSome176 injuries were reported in which glasses had caused injury, 127 bar workerswere treated in the workplace with first aid, and five required sutures inhospital. The majority did not require time off work, and injury caused onlyminor inconvenience. Thirteen injuries (7 per cent) affected lifestyleseverely, and eight resulted in time off work (one day to four weeks). Injurieswere sustained while collecting glasses (81), washing up (57), or performingother tasks (39), such as clearing away broken glass. Two bar workers wereinjured in assaults.ConclusionsItwas expected the licensee would be able to make a realistic assessment of thelikelihood of violence, and consequently act to safeguard both staff andcustomers. However, it is apparent that licensee-assessed risk of violence isan extremely unreliable measure of dangerousness. No statistically-significantrelationship between actual risk and licensee-assessed risk of violence couldbe demonstrated, but the risk of injury in low-risk bars was just significantlylower than the risk in the medium/high- risk bars.Oneexplanation is that licensee opinion of what constitutes violence varies. Somecategorise "minor scuffles" as violent incidents, while others acceptthese and the injuries sustained as routine and of no real cause for concern.Licenseeswho are managers, as opposed to owners or tenants, tend to take fewerprecautionary measures. Those licensees who own their bar, or are tenantsappear to have the greatest incentive to avoid violence. Bar owners/tenants arealso more likely to have been in the trade for many years, and thus have moreexperience than many managers, who, in some cases, have been in the trade foronly a few months. This is reflected in the attitudes of bar owners/tenants –most are aware of the potential for trouble and take precautionary measures.Interestingly, although precautionary measures included changing drinking ware,only toughened glass has been subject to formal evaluation7. Many are alsomembers of professional organisations and local associations and keep up todate with developments in the trade.ActionTraining:While the location of a bar and the clientele it attracts may influencedangerousness, a competent licensee should have the training and processes inplace to detect precursors to violence. Adequate surveillance of customers isclearly a prerequisite. Effective,universal training in violence prevention and partnerships with the police andcommunity safety initiatives are clearly needed. Voluntary collaborations havebeen established in some areas8. Mandatory training is probably required.Schemes are becoming available for licensees and those preparing to becomelicensees, to obtain relevant qualifications, but these need to be open to allbar workers9. The regulation of training must be developed with multinationalbar chains and breweries. Greater incentives are needed to invest in this area.Some firms provide short courses on core skills, which include awareness ofsecurity, drugs and violence9. Such initiatives now need to be generalised andbe subject to regular external review.Surveillance:It is also evident from this study that bar workers do not record all incidentsof violent behaviour. Thus, the scale of the problem of violence in barsremains uncertain. Fear of repercussions, the acceptance of such behaviour asnormal or apathy could account for staff silence.Theissue of violence is taboo – few licensees admitted to having problems withviolence, especially those in the high-risk category. Many managers ofhigh-risk bars were asked to participate in this study, but refused. However,this study and hospital and police data indicate that violence in licensedpremises remains a substantial problem. Aparticularly promising means of auditing licensed premises violence is throughhospital emergency unit data, linked to Crime and Disorder Act local crimeaudits10. Past research shows that only one in nine assaults in licensedpremises resulting in hospital treatment have been recorded by the police: to asubstantial extent, bars are not included in any formal violence surveillance9.Publicationof hospital-derived data on assault in bars would facilitate improved levels ofsafety. In particular, the stigma and potential loss of revenue associated withpublication of injury data in local media would provide powerful incentives tobar management to improve levels of safety. Interms of accidental injuries to UK bar workers there appears to have been areduction in the proportion of staff injured on at least one occasion sinceprevious small scale, localised studies5,6. Similarly, only 28 per cent of allinjuries in this study were reportedly due to pint glasses compared with 66 percent previously. This suggests a real reduction in the rate of actual injury,perhaps because staff have become more aware of potential danger.Alternatively, it could reflect a change in drinking habits and a shift fromglass to bottle injuries.Bottlesafety guidelines: According to the industry, bottles are becomingincreasingly popular. Consistent with this, bottle injuries accounted for 34per cent of accidental injuries in this survey. Of these, 29 per cent resultedfrom the hazardous practice of discarding empty bottles into large containersto be sorted.Healthand safety guidelines on bottle safety should therefore be established toprotect staff. Many licensees reported problems with bottles being very thinand easily broken which suggests that manufacturing impact-resistance standardsshould be established to increase and maintain bottle safety.AlisonL Warburton is research fellow and Jonathan P Shepherd is professor of oral andmaxillofacial surgery at University of Wales College of Medicine, Cardiff References1Shepherd JP, Shapland M, Pearce NX & Scully C Pattern, Severity, andAetiology of Injuries in Victims of Assault. J Roy. Soc. Med. 1990; 83: 75-782Hocking MA. Assaults in South East London. J Roy. Soc. Med. 1989; 82: 281-4.  Shepherd JP, Price M & Shenfine P GlassAbuse and Urban Licensed Premises.  J Roy. Soc. Med. 1990; 83: 276-7.3Evans DM. Hand Injuries Due to Glass. J. Hand Surg. 1987; 123: 284.4Shepherd JP, Brickley MR, Gallagher D et al. Risk of Occupational Glass Injuryin Bar Staff. Injury 1994; 25(4), 219-20.5McLean W, Shepherd JP, Brann CR & Westmoreland D. Risks Associated withOccupational Glass Injury in Bar Staff with Special Consideration of HepatitisB Infection. Occ. Med. 1997; 47:147-150.6Warburton AL & Shepherd JP. The Effectiveness of Toughened Glassware inTerms of Reducing Injury in Bars: A Randomised Controlled Trial. Injury Prev.2000, 6: 0-4.7Portman Group In: Keeping the Peace – A Guide to the Prevention ofAlcohol-related Disorder. The Portman Group, London. 19988Shepherd JP, Shapland M, & Scully C. Recording of violent offences by thepolice: an accident and emergency perspective. Med. Sci. Law 1989; 29: 251-2579Shepherd JP. Preventing Violence. Magistrate 1999; 55: 168-169AcknowledgmentsTheauthors are grateful to the PH Trust and Demaglass for financial support, and toall the publicans and their staff who participated in this survey. Forstatistical advice and analyses we acknowledge the help of Dr Robert Newcombe,Department of Medical Statistics, University of Wales College of Medicine,Cardiff. Previous Article Next Article Bar measuresOn 1 Sep 2000 in Personnel Today Related posts:No related photos.last_img read more

e-biz: 5-minutes Q&A

first_img Previous Article Next Article The fast-paced staffing process of an e-ventureYourTown covers new ground in recruitmentCarlo Donne Carlo Donne is CEO of, a network of sites featuring a directory of local businesses. If you’re looking for a plumber in Edinburgh, for instance, you go to and search for one. There are currently 47 towns covered in the UK and the company is moving into Europe. Donne came up with the idea for YourTown last November and 11 days later applied for venture capital. PT There wasn’t much time between coming up with the idea for YourTown and having to staff up. How quickly did you have to put the workforce together? CD This is certainly the fastest business growth I have ever experienced. In December the three founding directors worked on the feasibility and by the end of the month founded the company with three staff. By the time of the launch of our first city web site, Edinburgh, on 23 March, we had 12 staff. We now have 31.PT What is the strategy for staffing YourTown?CD Our strategy is to recruit the best talent and maintain a lean, flexible and enthusiastic staff. The three founding directors all have successful entrepreneurial backgrounds. First we recruited the key management team consisting of a financial controller, technical director, head of design, business development director and head of marketing. Next came technical and design staff and the sales team. We are not big enough to need an HR specialist so we split the functions. Our financial controller manages contracts of employment and health and safety issues. Line managers recruit and train staff. Our senior managers recruit direct sales staff.PT What are your plans to grow the workforce?CD Our plans involve expanding the national network of city sites from 47 to 115 next year. To do this we will adopt a franchise model, keeping a small headquarters for staff to co-ordinate the network. Most staff would therefore be employed by the franchisees.PT What difficulties did you face staffing YourTown?CD Finding the senior management team was largely a case of contacting former colleagues and explaining the opportunities. Scotland has a good supply of technical and design staff, both those still at university and those already in jobs. Getting the number of technical and design staff to match the company growth plans might have been a problem, but going the franchise route means that this expertise can be recruited locally across the country and, like any other organisation, we will always be looking out for good sales people.PT How do you keep the younger staff motivated: have you implemented any bonus/incentive schemes? And what is your retention strategy?CD We do seem to have a split between the experienced senior managers and the younger, largely technical and design staff. The younger staff are motivated by a combination of a wide job specification, the thrill of working for a new company, involvement in decisions, the demands of new technology and the culture of the firm which reflects the exciting pace of the industry. Our designers have the added challenge of working direct with customers when designing a new site. We are developing a Stock Option Scheme for all staff. Our retention strategy relies on providing challenging and exciting jobs with competitive rates of pay.PT Do you use on-line recruitment sites and what do you think of them?CD We have used Recruitment Scotland and our own sites to attract sales people. We also use regional newspapers and have found this to be most effective. But recruitment sites are the way of the future, particularly as more homes become Web-enabled.PT What’s next? We have just launched, an information portal for UK students. We have other niche sites on the drawing board. Plans are also being developed for expansion into continental Europe, Australia and New Zealand. Related posts:No related photos. Comments are closed. e-biz: 5-minutes Q&AOn 17 Oct 2000 in Personnel Todaylast_img read more

Clear policy vital for disciplinary action

first_imgRelated posts:No related photos. Comments are closed. Clear policy vital for disciplinary actionOn 1 Nov 2000 in Personnel Today Unauthorised use of the Internet can no longer be ignored, as the sackingsat Merrill Lynch and Orange have shown. But taking action is not easy, givenconcerns over monitoring and unfair dismissal. So how do employers tackle theproblem?Christine Freestone Director of human resources and legal services, Newham College ofFurther Education Internet misuse is something we take very seriously at Newham College. Weaccept that staff will occasionally surf the Net at work for fun – in my viewit is no different from taking a minute or two to glance at the paper or make aquick personal phone call. However, accessing offensive or pornographicmaterial is a very different matter. The college has no wish to pry into employees’ private affairs or interestsoutside work. We respect employees’ privacy as far as possible, but at the sametime we have a duty to all our staff to foster a working environment which isnon-threatening and non-discriminatory. We have a diverse workforce and we wanteveryone to feel comfortable at work. This means that we simply can’t condonethis sort of material being accessed and downloaded anywhere in the college.Allowing a small minority to access offensive or pornographic material wouldjeopardise the workplace environment for everyone else. My view is that the key to managing Internet use is having a good Internetpolicy, which is rolled out to all staff with Internet access. We are currentlyimplementing such a policy at the college. If the policy clearly sets out whatsort of use is unacceptable, most employees will comply with these rules andthe incidence of Internet misuse will be reduced to a minimum. An additionalbenefit from an employer’s perspective is that a good policy forms a basis forany disciplinary action which may be necessary. I’m glad to say that occasionswhere employees at the college have accessed this sort of material on theInternet have been very rare, but our policy would be always to takeappropriate action. If disciplinary action was justified in the circumstancesand necessary to protect other staff and the college’s working environment, thenthis is what we would do. I can certainly envisage situations when dismissalwould be appropriate, but we would consider each case on its merits. Bruce Warman Director of personnel, Vauxhall Motors All our 1700 staff and subcontractors have Internet access. We have had nomajor problems, but we are aware of the need to remind people of what isconsidered appropriate use. As a result we launched a revised policy and planto refresh the guidelines every three months as things develop. It is importantthat offensive material is not distributed: apart from distressing recipientswe do not wish our company name to be associated with it. In extreme cases ofmisuse there could be an argument for dismissal. However, it is important notto impose too rigid a system which prevents people exploring the power of theInternet and becoming familiar with its potential as a tool.Janet CumnerDeputy head of human resources, National Police TrainingWe are very fortunate to have detailed policy guidance from our parentdepartment, the Home Office.There is a general prohibition on visiting, viewing or downloading anymaterial from a web site containing sexual or illegal material which isoffensive in any way. If an employee fails to comply, this might mean that theorganisation takes disciplinary action or dismisses them, depending on thegravity of the offence and the intent behind it.Employee awareness of the sanctions is a very important means of prevention.But it is acknowledged that accidental access may occur. On such occasionsstaff are required to leave the web site immediately and inform management.Roger Minton Head of human resources, Blackwell ScienceWhile our company policy allows “limited personal use” of e-mailand the Internet our policy makes it clear that downloading information whichcould cause offence is unacceptable. The Human Rights Act strengthens the casefor outlawing the accessing of obscene or offensive material. How could acompany take anything other than a serious line with people who are accessingsuch information in an environment where it could easily fall into the wronghands? Once one has stated the seriousness of this behaviour, it could easilyconstitute gross misconduct. Therefore the policy would have to be communicatedeffectively, and signed by all employees.Sue Simons Director of personnel, Avis Europe We have had a policy governing the correct use of our systems for manyyears. However, such policies have to be updated to keep abreast of the changingsituation – a process which is currently underway within the company. We would come down very hard on any employee, for example, whose activitiesinfringed the law; brought the company’s reputation into disrepute; involveddefamatory or offensive material; involved personal business use; orcompromised the security or operation of the company’s electroniccommunications systems. Previous Article Next Articlelast_img read more

More wins for union backed tribunal cases

first_img 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.last_img read more

Police recruit high numbers

first_imgPolice 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.last_img read more


first_imgBT 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 Articlelast_img read more

Altered image

first_imgRelated 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, 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 Todaylast_img read more

Partner an interim provider to see real business benefits

first_img 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 Todaylast_img read more

Falls from height are not being addressed by London employers

first_img 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 availlast_img read more