Comments are closed. Thisaward recognises organisations that have adopted a proactive approach to careerdevelopment for their employees. With career opportunities and developmentheading the wish list for today’s employees, employers need to be creative inorder to attract and retain the best talent. The judge looked for imaginativeexamples of career management by the HR team working in conjunction with othersin the business CategoryjudgeRichardChiumento, chief executive, Chiumento. Richard Chiumento is a leading figure in UK outplacement andcareer management. He was a board director of two of Europe’s largestoutplacement consultancies before forming his company, a multi-disciplinary HRconsultancy, more than 10 years ago. He is a frequent media commentator andspeaker on these issues. He also mentors senior executives as they seek newcareer directions in the UK and global employment markets.NationwideTheteamNo.in HR team 10 (7 of whom are in HR), total number in HR 270 (full-time) Staffresponsible for 15,974SteveLassman Career development consultant, Paul Beesley Senior manger, training& resourcing, Melanie Fyans career development manager, John WrighthouseHead of group training & development, Sarah Davies Personnelconsultant, Adele Lightowler Diversity consultant, Rose Lundie Developmentconsultant, Steve Coe Retail training consultant, Sarah Moss Personnel &development analyst, Emma Rogers Senior customer adviser, Wellingboroughbranch, Mike McQueen Group planner, Tina Hetherington Head of operations,Nationwide Life, Paul Shopland Technology project manager, Michelle StoneIntranet team manager, Ivan Walter Marketing controller, Ros Sweet Retailsupport project managerCareerand Leadership DevelopmentAboutthe companyNationwide’sorigins lie in Northampton where it was formed in 1848. It has undergone over100 mergers, most notably with Anglia Building Societies in 1987. It is now theUK’s ninth-largest retail bank, saving and lending organisation, and is theworld’s biggest building society. With headquarters in Swindon, Nationwide hasmutual status, meaning that its members own it. Pre-tax profits to April 2003were £353.3m. ThechallengeTohelp the company’s workforce take advantage of career opportunities, whileincreasing staff commitment and providing better customer serviceWhatthe company did–Set up a project team comprising a core group of 14 people, including employeeEmma Rogers, who first flagged the need for more career guidance in a stafffeedback exercise. –Defined the term ‘career’ in a way that everyone at Nationwide could identifywith–Provided career advice through an easy-to-use intranet site. Staff can pose aspecific question or request for help which HR can respond to via e-mail–Enabled people to search a database of job types and to register interest injob vacancies–Designed a four-step process to guide career discussions–Provided exercises to develop thinking about career planningBenefitsand achievementsAllNationwide’s employees now have access to career planning advice and job searchtools on the intranet that are easy to use, achieve stretch goals , and thatsupport the corporate goals of retaining more business, members and employees. RichardChiumento says: “Nationwide’s ‘Project Emma’ is an excellent exampleof HR responding to an individual request and delivering a company-widesolution with positive impact across the entire business. The final result isan innovative, practical and effective career guidance process thatsuccessfully engages employees at all levels.”SpiritGroupTheteamNo.in HR team 15 overall there are 45 in HRStaff responsible for 17,000JayneMee Director of organisation development, Kay Robertson Trainingmanager, Sue Nobbs Organisation development manager, Stephanie Evans Trainingmanager, Karen Croshaw Training and development assistant, Penny Le BesqueManagement development manager, Diane Court and Karl Davies Training managers,Lizzy Cappitt Training and development assistant, Tanya Corkett and AnitaConchie Training managers, Sally England and Karl Cheek Learning anddevelopment managers, Clare Murchison Retail, training &development manager, Jayne Beirne Training managersRetailCareer Pathway Project TeamAboutthe companyAmanaged pub company with 1,000 outlets and more than 17,000 employees, theSpirit Group (Punch Retail until 1999) has grown through venture capital-fundedacquisition. Its goal is flotation inthe next two to three years.ThechallengeTodevelop a cohesive approach to career development, with programmes to providevision and ambition for all employees to reach their full potential. Peopleneeded something to aspire to and the tools to help get them there. The companyneeded to clearly spell out the development opportunities available for all.Whatthe company didThegroup:–Invested around £0.5m to produce quality materials so people would enjoylearning–Developed a clear, easy-to-understand and transparent career path–Displayed the pathway in every outlet and discussed it during every person’sinduction–Introduced workshops, work placements, self-directed learning and actionlearning sets Benefitsand achievements–Staff have the immediate feeling “there is something here for me”–The company clearly spells out available development opportunities for all–Staff aspirations have increased–Individual skills are drawn out–Staff have a career pathway–Retention of retail managers has improved by 9 per cent in one year–Internal manager appointments have risen by 11 per cent in one yearRichardChiumento says: “Cultural change from ‘tell’ to one of more involving,engaging and coaching; improved staff retention and a strong rise in internalmanager appointments all demonstrate the success of Spirit’s Retail CareerPathway.”GetronicsTheteamNo.in team 8 (two drawn from HR, 6 from the service desk), 16 in HR overallStaffresponsible for 1,500DebbiePearson Training & development consultant, Steve Murtagh Service deskoperations director, Nick Boak Service desk manager, BrianBailey HR director, Gavin Bacon Helpdesk manager, DavidPayne Training & development manager, Oscar Griffiths Help desk manager,Christine Frogbrook Help desk training coordinator, Gillian Forster Help deskmanager, Mark Walton Technical support manager, Andrew DavidsonLearning & development specialist, Jane Sacre & CraigDarling Service desk manager, David Vincent Recruitment managerGetronicsHuman ResourcesAboutthe companyGetronicsis an information and communication technology company with 23,000 employees inmore than 30 countries (1,500 based in the UK).ThechallengeInMay last year Charlie Frederickson, director of managed services, highlightedthe need for a career development framework. This was initially intended totarget service desk operations – employing around 375 people – aiming toimprove staff retention, break down existing ‘stovepipes’ to development, andcreate cross-functional development opportunitiesWhatthe company didHRand operational management worked to:–Profile roles, identify responsibilities, skills, experience, qualificationsand competencies–Define career paths to create movement–Define promotion criteria–Establish a career websiteBenefitsand achievements–An internal recruitment agency, entitled GetAhead was established –The workforce has a comprehensive career framework to follow–The management and HR team have added value to the business by creating acommon approach to career development –Business objectives are built into career progression requirements–There is increased ownership for self-developmentRichardChiumento says: “A well-defined but flexible framework enabledGetronics to identify clear career paths and new opportunities for employeedevelopment. The initiative was supported by a good use of communication,senior management commitment and key business data that highlights the overallachievements of the project for the business.” Previous Article Next Article Intellect Award for Innovation in Career DevelopmentOn 30 Sep 2003 in Personnel Today Related posts:No related photos.
Related Adviser Wilson reflects on goals of new inclusion and belonging report, and why they matter The task force, co-chaired by James Bryant Conant University Professor Danielle Allen, director of the Edmond J. Safra Center for Ethics; Harvard Kennedy School Academic Dean Archon Fung, the Winthrop Laflin McCormack Professor of Citizenship and Self-Government; and Vice President for Campus Services Meredith Weenick, was made up of 60 student, staff, faculty, and academic personnel from across the University. Members met monthly to go over draft recommendations and reports, while subcommittees focused on specific areas such as outreach, academic resources, and organizational structures. They also met extensively with School leaders and focus groups of students, faculty, and staff to gather data on current campus conditions. They hosted an Afternoon of Engagement last spring and launched an online “Solution Space” to solicit ideas from the community on how to make the campus a more welcoming place for people from all backgrounds.The task force also launched a competition to revise Harvard’s alma mater to make it more inclusive. From more than 100 entries, a judging committee selected a submission from Janet Pascal ’84 to replace the last line of “Fair Harvard” with “Till the stars in the firmament die.”“We are extremely grateful for the enthusiastic participation of so many members of the Harvard community throughout this process,” Weenick said. “From the task force members who spent so many hours formulating these ideas and discussing how to best do this work to the many, many members of the Harvard community who attended the Afternoon of Engagement last spring, shared suggestions via the Solution Space and submissions for the alma mater competition, as well as reviewed drafts, this report and the task force’s work are truly a community product.”The report recommends that the Office of the President and Provost:Revise the symbols and spaces at Harvard to make them more inclusive, including revising the University values statement, adding public art, and increasing the number of maps and signs to help newcomers navigate campus.Develop two interfaculty initiatives, one on identity, politics, and culture, and one on inclusion and belonging in higher education.Continue to focus on ensuring that the University’s mental health services address the needs of the evolving and increasingly diverse community.Ask each School and business unit to identify several priority areas that each regards as most important for inclusive excellence, and articulate how those priorities will be advanced.Reorganize its approach to providing central support for work on diversity, inclusion, belonging, and campus community for students, staff, and faculty, and academic personnel.Focus the University’s human resources increasingly on enabling staff talent and improving organizational culture.Enhance the reliance on institutional research capacities, and make regular reports on key demographic features of students, staff, faculty, and academic personnel in all academic units.Increase resources for faculty renewal and development.“In developing our recommendations, we sought to identify the highest-impact initiatives that could be undertaken by the Office of the President and Provost,” Allen said. “But we also sought to engage Schools, business units, and the entire Harvard community in a set of shared aspirations and concrete strategies for realizing them that were developed organically out of smart thinking from all across campus.”The final report includes a framework of four goals for pursuing excellence on a foundation of inclusion:Implementing practices that promote the recruitment, retention, and development from the widest possible pool of exceptional talent.Achieving forms of academic, professional, and social integration that enable community members to be their authentic selves while supporting their academic and professional growth.Uniting academic freedom with a culture of mutual respect and concern.Conveying, through symbols and spaces, the values of excellence, inclusion, and openness and how those values both grow from and transcend history.“This framework is meant to be a guide to help leaders develop strategies that create inclusive and welcoming teams, organizations, and cultures,” Fung said. “We also seek to leverage and inspire the collective enterprise of the Harvard community in moving this work forward by outlining the core values of the Harvard community, and encouraging individuals to think intentionally about what these values mean and how they might personify them.”The task force also recommended four tools to use to work toward achieving these goals:Leadership ready to partner in this work with all campus constituencies.Institutional capacity for ongoing strategic planning and implementation.Aligning responsibility with authority.Processes of data transparency and dialogue to promote learning and accountability.“All of these tools are already in use by different groups across campus,” Fung said. “However, we recommend that they be used more systematically, with more coordination, in a process of continuous improvement. We also hope that they will prompt dialogue between different Schools and units about best practices and innovative ideas.”Faust convened the University-wide task force in September 2016 to identify ways to help the University ensure that all members of its community find an environment on campus that supports their academic and professional success. With Faust stepping down as president at the end of this academic year, the task force accelerated its work to give her time to consider its recommendations.Faust’s response to the report was immediate. In consultation with her successor, Lawrence S. Bacow, she announced a dozen action items today that will continue the work of diversity and inclusion on campus. Her initiatives include additional funds for innovation, faculty recruitment, and mental health services, further assessment of public art and signage on campus, and tasking various stakeholders with convening working groups to address organizational structures, pedagogy, and additional ways to address inclusion and belonging in higher education.“The responsibility of building community does not alone belong to a task force or to a university president; it is incumbent on all of us to do our part, to reach across difference, to find ways to ensure that every person on this campus has the chance to find intellectual, professional, and social fulfillment,” Faust wrote. “Harvard’s leadership — our boards and senior academic and administrative personnel — is committed to these goals as foundational to all that Harvard is and does, and we anticipate working with you to advance these efforts in the days and years to come.” Task Force on Inclusion and Belonging continues outreach At first Morning Prayers of academic year, Harvard president promotes diversity and its complexity Harvard’s Presidential Task Force on Inclusion and Belonging issued its final report today, a compilation of eight recommendations and a framework of “four goals and four tools” meant to serve as a blueprint for advancing Harvard’s practices and culture of inclusion and belonging. In response, Harvard President Drew Faust announced a series of initiatives to advance this work, including development of an innovation fund, resources for faculty renewal, and regular forums in the Smith Campus Center.“Harvard’s commitment to excellence in the advancement and dissemination of knowledge rests upon the foundation of the remarkable people who make up this community,” Faust wrote in a letter to the community.“I am deeply grateful for the extraordinary work of the task force and for the insightful, ambitious, and inspiring approaches reflected in its report,” she said.Faust has also appointed John Silvanus Wilson as senior adviser and strategist. Wilson’s primary responsibility will be “to serve as a point person during the presidential transition in bringing the task force report to life and ensuring its enduring impact.” A former president of Morehouse College, former head of the White House Initiative on Historically Black Colleges and Universities, former senior administrator at Massachusetts Institute of Technology, and a member of Harvard’s Board of Overseers, Wilson is intimately familiar with the rhythms and values of higher education, Faust said.“He is distinctively able to ensure that Harvard’s efforts to create a truly inclusive environment for all of its members, guided by the task force report, bear full fruit,” she wrote. A Harvard to make Du Bois nod yes University community can voice recommendations on Solution Space Faust seeks even greater inclusion
Two-Fingers Fawn. Swift runner with Bambi eyes and a white tail. Will eat anythingedible within reach. Forages at night, dawn and dusk. Sometimes leaves two-toed tracks andmedium-size dark pellets.An electric fence is the best way to keep deer out. The “Minnesota Peanut ButterFence” is good. It’s a single strand of electrically charged wire 2.5 feet above theground.Power the fence with a six- or 12-volt car battery to prevent fatal injuries regularcurrent could cause.Place strips of masking tape and/or aluminum-foil flaps smeared with peanut butter atthree-foot intervals.Other deterrents soon wear off. Hanging up bars of soap or nylon stockings filled withhair can help. Spraying plants with a water-and-Tabasco-sauce mixture can, too. Rabbits, raccoons, deer, skunks and even bears often do their shopping in your producedepartment. These bushy burglars eat an estimated 20 percent of home garden vegetables.Over the years, people have used soap, dog hair, Winchester rifles and chain-linkfences to stop these criminal critters.Fencing them out works best. But it takes the right kind of fence. A deer, forinstance, can jump as high as 10 feet. A raccoon may shinny up a nearby tree and sky diveinto produce paradise.Look for tracks or fecal droppings. Find out how and when the animals get into thegarden, too. These “fingerprints” may help you identify the suspect.Build barriers early in the season before the animals taste-test your garden. Thenthey’ll be less likely to attempt a break-in.Here’s a “most wanted” list of major pests, clues to look for, favorite menuitems and ways to protect your vegetables from particular plunderers.Taking these steps won’t protect against all pests, but it might keep these fromstealing you blind. Robber Raccoon. Suspect has dark eyes, a black nose and white markings on face. Hasdefinite “sweet corn tooth” but will eat melons. Works night shift, bending cornstalks to the ground and stripping ears clean or stealing them. Often leaves melons withsmall holes in them, which he scooped clean with his paws. Will also leave characteristicfootprints around the scene.Electric fences are the best way to curtail a ‘coon. It takes two strands. Place onesix inches and the other 12 inches high.Use fiberglass posts, since ‘coons can climb wooden ones. Turn off the power in thedaytime, since they feed only at night.Nothing else works. ‘Coons are hardened criminals with a thirst for sweet corn. Theirwell-honed criminal skills will likely overcome any obstacle but a charged fence. Paw Barker (a.k.a. Mr. Bear). Last seen wearing a brown or black fur coat. Haslarge teeth and is heavyset. Gave up Jenny Craig diet for corn and melons. May bedangerous. Don’t approach. Usually leaves Sasquatch-like footprints and large dung pilesbehind.A four-strand electric fence baited with bacon is the best bear barrier. Place the topstrand about three feet high. Flashing lights, loud music and dirty laundry may also keepBig Ben out of your patch. Burglar Bunny. Generally grayish brown with large, pointed ears. Prowls in earlymorning and late afternoon. Devours plants right to the ground and may leave small roundpellets as calling cards.A fence of one-inch-mesh chicken wire is the best protection. Make it at least two feethigh with another four to six inches turned outward at the top. Bury at least another sixinches belowground.Gardeners have used ground black pepper, chili powder, blood meal, rotten eggs, boneoil and hot pepper sauce around plants to keep rabbits away.Train Rover to patrol the garden and Mr. Rabbit won’t likely show his ears.
13-year-old Craig Roberts died after an accidental shooting on March 11.Felony charges have been filed in connection to the shooting death of a Greensburg boy on March 11.13-year-old Craig Roberts died of an apparent accidental shooting at a home on North Carver Street.Authorities claim the shooting occurred while the teenagers stepfather, Jason L. Forshee, 34, of Greensburg, was cleaning a rifle. Forshee allegedly walked away and Craig’s younger brother accidentally shot the gun.Forshee has been charged with Neglect of a Dependent (class A felony) and Dangerous Control of a Child (class C felony). He bonded out of the Decatur County Jail after an arrest warrant was issued Friday.
Eric He | Daily TrojanAs the FBI probe into college basketball drags on, we find ourselves victimized by news fatigue. With each passing week, there seems to be another school involved, another coach or agent accused of passing on illicit benefits to players. Eventually, this might become pointless, because the notion that a majority of schools are in violation of NCAA rules is not too far-fetched, and it would be impossible to sanction every single school.Keep that in mind as you follow the developments of the Todd McNair trial that began on Wednesday. McNair, a former USC running backs coach who became a central figure in the sanctions leveled against the University after the Reggie Bush investigation, is accusing the NCAA of defamation in a lawsuit that was filed back in 2011. Here’s the SparkNotes-esque summary: The NCAA claimed McNair was aware that Bush received illegal benefits that resulted in USC vacating its 2004 national championship and Bush forfeiting his Heisman Trophy. It also alleged that McNair provided misleading information about the case, and slapped him with a show-cause penalty, endangering his employment. USC did not renew his contract when it expired, and he has not coached since.So McNair filed a lawsuit, which has taken seven years to reach trial. Several attempts by the NCAA to have the case thrown out have been dismissed, and eight separate judges have been assigned to the case. In that time, the football program has gone through a rebuild, cycling through two infamous head coaching dismissals and finally settling on Clay Helton, who has restored stability and respectability to the team. Two seasons ago, USC won the Rose Bowl. Last year, it won the Pac-12 title. And it could very well produce the top pick in this year’s NFL Draft in Sam Darnold. The state of the program in 2018 is far from what it was in 2011. But still, this last fragment from the sanctions that have become known as college football’s “death penalty” remains, and the ramifications have surely been felt. Aside from the tangible effects — championship and scholarships stripped, a postseason ban, etc. — USC has become much more stringent on athletes who may have committed a violation. Last year, when family friends of former men’s basketball player De’Anthony Melton were alleged to have received benefits through a would-be sports agent, Melton was held out of the entire season, much to the chagrin of his teammates and head coach Andy Enfield, who made repeated comments to the media lamenting Melton’s status.While O.J. Simpson’s jersey still sits on the Coliseum peristyle, prominently displayed during home games, Bush’s jersey is no more. Bush’s Heisman trophy is gone. His name has been wiped off all records, like he never existed. In press releases and game notes, USC is extremely careful to note wins, stats or records that have been vacated because of the sanctions. A season’s worth of games never happened.The verdict of McNair’s lawsuit will have no legal bearing on USC. But it will, at the very least, harken back to the dark days when the NCAA poured gasoline all over USC and then lit a match — all because one man received improper gifts.Which brings us to the present and this FBI probe that seemed so eye-popping upon first glance, but is looking more and more like a waste of time and resources. Bush’s violation is no different from the types of infractions that the FBI is currently looking into. But right now, it has literally tens of programs in its grasp. Will the NCAA issue the death penalty to every single one of these schools?That’s doubtful. While it is noble of the FBI to help the NCAA enforce its rules, the bureau surely has more important things to do than use wiretaps and undercover officers to determine which athletes had the audacity to seek compensation for their own talents and violate the NCAA’s holy model of “amateurism.” And the NCAA should have known, even a decade ago, that this model is outdated. Of course, it doesn’t. That’s why we’re here today. It’s why Bush’s college football career, one of the most illustrious ever, was wiped off the books; why McNair’s coaching career was ruined; why USC is terrified of this all happening again. Think of the money, the time, the resources, the manpower spent over the past seven years just for McNair’s case to begin on Wednesday, just so we can determine what he knew about a teenager accepting gifts.Forget about amateurism. The silliness of all this — that is the real shame.Eric He is a junior majoring in print and digital journalism. His column, “Grinding Gears,” runs Thursdays.