Firms risk legal action by snooping on staff e-mails

first_imgFirms risk legal action by snooping on staff e-mailsOn 23 Jan 2001 in Personnel Today Comments are closed. A fifth of companies could be breaking the law by monitoringemployees’ e-mails without their consent or knowledge. A survey by law firmKLegal has found that many firms are risking legal action by checking on staffe-mail without informing them.More than 100 instances of disciplinary action or dismissalfor downloading porn from the Internet were reported by the 200 firms thatresponded to the survey. Employers are 40 per cent more likely to dismiss staff fordownloading porn than for sending offensive or defamatory e-mails.More than 80 per cent of firms have a policy governing theuse of e-mail and the Net, based on “reasonable” levels of personal use.Thirty per cent of firms allow only senior executives andmiddle management to use the Internet.Stephen Levinson, head of employment law (UK) at KLegal,said, “Recent increases in regulation have created uncertainty about how tomanage employee use of the Internet and e-mail. It is vital that companies getthis area right. “Yet UK companies are adopting a far from uniform approach.On disciplinary matters they appear to be making a curious distinction betweendownloading pornography and sending offensive e-mails.” By Ben Willmottcenter_img Previous Article Next Article Related posts:No related photos.last_img read more


first_imgBriefingOn 1 Mar 2001 in Personnel Today Comments are closed. Previous Article Next Article This month’s newsNurses’ love lives Exhaustion and stress are ruining nurses’ sex lives, according to a NursingTimes survey. Of 400 readers taking part, nearly two-thirds thought their choice of careerwas bad for their love life. Sixty-four per cent said unsocial hours and stresswas the biggest turn-off. Others blamed fatigue and being unable to switch off.One in five nurses reported having had an affair at work. Nursing Times,8 February Organ donation New forms to be used when requesting consent for organ retention or donationare to be drawn up with the help of nurses, the health department announcedlast week. A report by chief medical officer for England Liam Donaldson, foundthat many forms had “serious weaknesses”. “Nursing staff are often the people who are there at the time of death.They are the ones people turn to for support. We will need to listen to theirviews carefully,” he said. Nursing Standard, 13 February Patient advocacy Further details of the Government’s plans to change the way patients’ viewsare represented have been revealed.In April a “pathfinder” patient advocacy and liaison service willbe established in a small selection of NHS trusts. Nursing Standard,13 February Related posts:No related photos.last_img read more

Make your appraisal work for you

first_imgMake your appraisal work for youOn 26 Jun 2001 in Personnel Today Related posts:No related photos. Previous Article Next Article Comments are closed. Doyou dread your annual appraisal? Well, it may surprise you to know that yourboss probably does too, writes Sue Clarke.Farfrom being a useful tool to gain feedback and motivation from your manager, thesystem often fails both employees and organisations. Thebiggest problem, according to research by the Institute for Employment Studies(IES), is that objectives of appraisals are not understood by the participants,with managers often lacking the skills and motivation to make them work.‘Inpractice, appraisals can too frequently be stale, artificial or overloaded withbureaucracy,’ says Richard Pearson, director of the IES.Ifthis sounds all too familiar then maybe it’s time to take control. Your boss mayview your appraisal as just another chore but if you go into that meeting wellprepared you could improve your working life, enhance communications betweenyou and your manager and demonstrate your worth as an employee.Whatshould an appraisal be?JennyDaisley, chief executive of Springboard Consultancy, a company that specialisesin personal development training, believes an effective appraisal should bebased on an assertive conversation.‘Toooften the appraisee feels they have too much to lose by being too open, but tobe effective there must be an assertive conversation, where each side is openand honest about how they feel,’ she explains. Whenyou have an appraisal with your boss, Springboard recommends you should:GopreparedHavea sense of all you have done well in the period being assessed and also whereyou could have done better. Think about what you want to achieve and then agreeit with your manager.Askfor helpIfyou have not achieved as much as you or your manager have expected, askyourself why. You may need to make it clear to your boss that you need supportbe it from colleagues, extra staff or your manager. Could training help youmeet your goals? Remember, asking for help is not a sign of weakness, itdemonstrates that you care about your job and your career.Appraiseyour managerUseyour appraisal to feed back on the way you have been managed. It should neverbe confrontational or personal. But if you feel you have been managed badly usespecific examples. However do not build up a list of complaints to take to yourappraisal. Address problems when they arise and use the appraisal as a summary.Don’tdiscuss salary Bearin mind that an appraisal should be about making plans for the future. It mayalso focus on difficulties you have had in your job and there is a danger inmixing these up with an appeal for more money.Listen Findout what your manager’s needs are. He or she may not be a good communicator andyou may need to probe to find out what the underlying needs are.Itmay be that the company has financial problems and has to cut budgets. How canyou help with that? Jobs grow and change all the time and just because you havea job description, that is not necessarily all that you do. Try and find outfrom your manager what is it that the business needs to achieve and how you canplay a part in it.Withthanks to totaljobs.comlast_img read more

FAQs: Getting a CIPD qualification

first_img Comments are closed. PhilBoucher answers your most Frequently Asked Questions about studying for – andachieving – CIPD qualifications.Wherecan I do a CIPD course?Thereare over 400 CIPD approved centres nationwide. Course structure and costs varybetween all of them so it is best to check what’s available locally and findone that most closely matches your budget and course requirements. Todo this you will have to contact the centres directly. A list of relevantplaces can be found by contacting the CIPD professional education department on020-8263 3313 or e-mailing [email protected] visiting study part-time or at home?Asmost people who undertake a course are already working, the CIPD has made itvery easy to study part-time, in block release or through a distance-learningprogramme. Full-time courses are also available, although all applicants arevetted for their suitability.Furtherinformation can be found via the CIPD flexible learning department on 020-82633340 or e-mail [email protected] can I take?Thoselooking for a general personnel qualification can take certificate courses ineither personnel practice (CPP) or training practice (CTP). These have beenspecifically designed as entry point qualifications for students who want athorough grounding in HR basics. Theyare open to people from any background who would like to improve their peoplemanagement skills. So a typical course will involve line managers, personalassistants and clerical staff alongside new HR recruits. Whatabout a more in-depth course?Formore in-depth study, the CIPD professional qualification structure (PQS)provides the opportunity to study more specialised areas. Thishas three components: –        core personnel and development–        core management–        specialist and generalist personnel and development. Thefirst two of these account for 55 per cent of the total programme and require300 hours of study.Corepersonnel and development provides an overview of the whole range of workcarried out within the personnel and development area. Coremanagement covers the skills required by middle management.Theremaining 45 per cent of the course is taken up by specialist and generalistpersonnel and development. PQS students are required to take four modules froma choice of 25 specialist subject areas that are designed to meet eachcandidate’s needs and interests. Studentscan choose from a personnel management route, a training and development routeor a mixed bag of electives.Whathappens after I’ve done a CIPD course?Onceyou’ve completed the PQS course you will receive graduate membership of theCIPD. After three years of working in a relevant field this is upgraded tomembership status (MCIPD).Upgradingto fellowship status (FCIPD) requires a minimum of 10 years of relevantmanagement experience and approved continuing professional development (CPD).Whatif I have small gaps in my knowledge or simply want a refresher course?Thereare a number of short courses to choose from as well as a wide range ofseminars on particular topics. These are ideal for introducing you to thebasics of a subject and keeping you in touch with all the latest developments.TheCIPD training department also has a programme of courses that run throughoutthe year alongside the more in-depth Certificate in Training Practice. Forinformation call 020-8263 3313 or e-mail [email protected] get exemptions if I have other qualifications such as an MA or an NVQ?TheCIPD does take appropriate previous qualifications into account, but these musthave covered at least 80 per cent of the competencies detailed within the CIPDsyllabus (known as the CIPD Professional Standards).Ifyou have a management-based qualification and are interested in taking a coremanagement course, you have to contact the approved centre first to see ifthese conditions apply. Forall other qualifications and further information contact the CIPD membershipdepartment on 020-8263 3826 or e-mail [email protected] ask for details of the assessment of prior certificate learning.Ihave been working in HR for five years. Can I get exemptions on the basis of myexperience?Theprofessional assessment route is available for candidates who are seekingmembership on the basis of their experience. Thisgives experienced HR people the chance to measure their competence against theCIPD Professional Standards and gain a professional qualification from theInstitute without sitting formal exams.Thisroute is only open to highly experienced HR or training professionals who wouldnot benefit from undertaking a course. To be eligible, candidates have todemonstrate five to 10 years of managerial level experience.Thisincludes:– a demonstrable involvement in policy making and its implementation at regionallevel– a professional interpretation of current legislation– an understanding of company strategy and its relation to HR– evidence of influencing senior management or key decision-makers. Onaverage this will take somewhere between six and 12 months. For furtherinformation call the CIPD membership development department on 020-8263 3353 ore-mail [email protected] will it take to get a CIPD qualification?Atypical part-time course will take from two to two-and-a-half years tocomplete. But depending on the way you have chosen to study, the course couldtake anywhere from one to three years. It all relates to the amount offlexibility you want to build into the course and whether you want to turn yourattention to it full-time, or simply after work and at the weekends.Thereis also a lot of flexibility in terms of enrolment and examinations dates.There are two exam sessions in November and May but these vary if you aretaking short-term courses.Enrolmenttakes place in September and January for the main PQS courses but runsthroughout the year for many of the others. Tofind out what’s available locally, contact the CIPD professional educationdepartment on 020-8263 3313 or e-mail [email protected] will my employer have?Inmost instances people are supported and subsidised through the schemes by theiremployers. And in a lot of cases the employers actually push their staff to doa course as it is seen as a license to practice by many of them.Thosewho want to convince their employers to send them on a course should simplyoutline the business benefits it will have. Many employers believe the coursesprovide skills that underpin people’s day-to-day work. Previous Article Next Article FAQs: Getting a CIPD qualificationOn 21 Jan 2002 in Auto-enrolment, Personnel Today Related posts:No related photos.last_img read more

Search engine

first_imgSearch engineOn 22 Jan 2002 in Personnel Today Worldwide HR consultancy Watson Wyatt identifies business continuityplanning as one of the 10 key e-HR trends for 2002. The following sites aregood starting points for any HR professional charged with assessing risk andmanaging in a crisis DTI the DTI aims much of its business support information on thiswebsite at small- to medium-sized enterprises, it is an equally worthy bookmarkfor blue-chip HR professionals with information clearly written and presented.The above link cuts straight to its section on business continuity and crisismanagement which includes notes on management action prepared by London-basedVisor Consultants, as well as clear guides to writing and managing a businesscontinuity plan. Global Risk Management Network www.grmn.comAn online resource based on information from International Risk Managementand The Review magazines. It offers a free searchable news service, tailored tospecific industries, and downloadable reports, which can be purchased onlineand downloaded as Acrobat pdf files. There is also a discussion forum andextensive links to risk management-related organisations around the world. Health and Safety Executive is information on the subject throughout this site but finding thebits you want isn’t always easy. The search facility returns literally hundredsof links, ranked by relevance, but be prepared for a fair amount of clicking.Using the A-Z index takes you to two useful printable reports (A guide to riskassessment requirements and five steps to risk assessment) and it also links toinformation on the UK Inter-department Liaison Group on Risk Assessment(UK-ILGRA) – an informal committee of senior policy-makers on risk issues. Institute of Risk Management www.theirm.orgMore useful if you’re contemplating a career in risk management or want togain qualifications in the area rather than glean general information on thesubject. That said, HR professionals should certainly be familiar with theinstitute, which was set up in 1986 to promote the theory and practice of riskmanagement. You should ensure that any risk management professionals engagedadhere to the institute’s standards and ethics (the IRM professional mark isFIRM). There are also useful events listed on the site. The Scarman Centre you’re looking for a qualification in risk management, this is a goodstarting point. Named after Lord Scarman, the centre, which is based inLeicester University, was established in 1988 initially to undertake research,teaching and professional training in the areas such as public disorder, crimeand punishment. Since then the work of the Centre has expanded and since 2000has been offering distance learning certificate and diploma courses in risk,crisis and disaster management. Find out about the courses here, plus furtherstudy opportunities at the centre. Survive www.survive.comSurvive was launched in the UK in 1989 and has grown into a global forum forthe exchange of expertise and information for those involved in businesscontinuity. It has around 3,000 members from senior board-level executives todedicated business continuity managers but makes the point that risk and crisismanagement responsibilities could fall to a range of people in a company, so HRpractitioners are likely to be among the membership too. Features covereverything from terrorism to foot and mouth and the fuel crisis. There is also a searchable vendors’ directory of business continuity anddisaster recovery providers. Previous Article Next Article Comments are closed. Related posts:No related photos.last_img read more


first_img Comments are closed. This week’s lettersAgeism is alive and well in HR I feel compelled to write about the state of recruitment today. I want toshare with you how it feels to be over 40 years of age and looking for work andhow you are treated by HR departments and recruitment agencies. I strongly believe there is a real problem with ageism and poorcommunication within the HR profession. I lost my job as a manager of aninternet company six months ago. It ran out of money and suddenly went bust.However, I consider myself to have had a successful career working my way up tosenior management positions prior to that. It has been the most difficult six months of my life and it’s hard toexplain the stress of trying to find a job. But it isn’t the financialrestraints that are the worst problem – it’s the lack of communication byrecruitment agencies and HR departments. To date, I have applied for 439 jobs. I have had 182 replies, 13 interviewsand four shortlistings. Most have been through recruitment agencies but I couldonly recommend one at a push. I have been told on no less than eight occasions that I am too old to applyfor a position. I watched a member of staff in one well-known agency goingthrough a large pile of CVs doing nothing but circling ages. When I asked herwhat she was doing, she replied: “I have to pull out anyone over 40 as theclient will not consider them for the vacancy.” The worst thing is the lack of communication. If you apply for jobs directlywith companies, you never hear anything. Furthermore, in six cases I have hadto ring up a company after I have had an interview with them to find out whatis going on. Finally, in this e-enabled world, why is it that I have only ever had threereplies from 47 jobs applications via the web? At 46 years of age I have more enthusiasm and determination than everbefore, so why am I being ignored? Name and address withheld Career advice falls way too short Your panel of experts failed to give a recent enquiry ‘Can I change frommanager to HR?’ a decent response (Careerwise, 12 March). I would ask Peter Sell, joint managing director of DMS Consultancy, whatchance this person would have of getting on to the CIPD professional assessmentscheme with the sort of CV he is suggesting they prepare. I would ask Tony Clarke, senior consultant of Macmillan Davies Hodes, whathope this person would have in applying to a recruitment agency for a job inwhich they were not already a specialist. I would ask Peter Lewis,consultant at Chiumento, how he expected the personto handle the continued rejection they would inevitably face if they followedhis plan. None of the experts got anywhere near giving any real careers advice to thisperson. Come on Personnel Today, provide the readers with real red meat to gettheir teeth into rather than these milky ‘write a CV’ type of careers approach.Anybody who has really faced the difficulties of career change knows this isnot where to start. Les Simpson Operations director, JMPS Agencies lacking in basic courtesy I read with great interest the comment piece by Chris Matchan (Comment, 19March). I am a personnel manager with more than 20 years’ experience and have beenlooking for a new position for several months. I am realistic in my demands andam willing to keep my options open when looking for a new position. In view of this I have registered with several well-known recruitmentagencies for both permanent and interim assignments and have found theirattitude and treatment less than professional. It has been my experience that their staff ring you up and present an opportunityand then badger you constantly until they can arrange an interview. Once thishas been accomplished they fail to contact you at all and eventually you haveto ring them to find out what you already suspect – you have been unsuccessful.In some cases I am still waiting to hear whether or not I have been successfulfor jobs I applied for six months ago. The courtesy and professionalism required to tell you that you were notsuccessful does not seem to be part of their function. I always ensure jobapplicants are advised of the outcome as soon as possible as I appreciate howimportant it is for them to have an answer as soon as possible and move on. I would appreciate being treated in the same way and hope that any agencystaff who read this letter bear this in mind when dealing with their clients. Michelle Bailey Group personnel manager, Crown Group LettersOn 2 Apr 2002 in Personnel Today Related posts:No related photos. Previous Article Next Articlelast_img read more

Soldiers to take part in post-conflict medical tests

first_img Comments are closed. Soldiers to take part in post-conflict medical testsOn 1 Jun 2003 in Personnel Today Related posts:No related photos. Previous Article Next Article Soldiers returning from the conflict in Iraq are to be tested for signs ofmental or physical illness, the Ministry of Defence (MoD) has said. Veterans’ minister Lewis Moonie said face-to-face interviews would beconducted with a sample of 50 soldiers as soon as possible after theirpost-operational leave. These will lead to the development of a post-conflict medical questionnaire,drawn up by King’s College, London, which will aim to seek information aboutthe physical and psychological health of the soldiers. It will then be issued to a representative group of soldiers, MoD personnel,aid workers, embedded journalists and others who were deployed, as well as anon-deployed comparison group. Once analysed, further clinical investigations will be carried out as andwhere necessary, said Moonie. All service personnel and MoD civilians who were deployed will also beoffered a medical assessment programme at St Thomas’s Hospital in London onreferral by their doctor. last_img read more

DTI reveals anti-ageism law plans

first_img Previous Article Next Article Comments are closed. Related posts:No related photos. DTI reveals anti-ageism law plansOn 1 Jul 2003 in Department for Business, Energy and Industrial Strategy (BEIS), Personnel Today The Government has announced its intention to allow employers to keepmandatory retirement ages if they can justify them as necessary for thebusiness. It is also considering setting a default age of 70 after which employerscould ask employees to retire without having to justify their decision. The proposals are set out in the consultation paper Equality and Diversity:Age Matters, released earlier this month. Employers would have to justify their retirement age requirements byreference to “specific aims set out in legislation”, and will have toprovide supporting evidence if challenged, for instance, at an employmenttribunal. The consultation paper gives examples of the sort of specific aims that mayjustify treating people differently on the grounds of age. They are: – Health, welfare and safety – Facilitation of employment planning (for example, where a business has anumber of people approaching retirement age at the same time) – Particular training requirements of the post, for example air trafficcontrollers who need good health, fitness and concentration – Encouraging and rewarding loyalty – The need for a reasonable period of employment before retirement. Consultation closes on 20 October. The DTI intends to give employers twoyears to prepare for the legislation, which needs to be in place by the end of2006. last_img read more

Union predicts death of manufacturing industry

first_imgRelated posts: Features list 2021 – submitting content to Personnel TodayOn this page you will find details of how to submit content to Personnel Today. We do not publish a… Previous Article Next Article Comments are closed. center_img Union predicts death of manufacturing industryOn 7 Oct 2003 in Manufacturing, Personnel Today The Government must appoint a minister for manufacturing and force employersto invest more in staff or the manufacturing industry won’t survive, a majortrade union has warned. A report by Amicus has called for a range of cultural and political reformsto tackle chronic skills shortages, low productivity and falling investment inthe manufacturing sector. The union predicts that manufacturing may not even survive in the UK unlessthe Government introduces stronger employment protection and encourages moreinvestment in staff and production processes. Amicus general secretary Derek Simpson, said productivity was the key issue,and that improvements could be gleaned through more employee consultation, andby developing the modern apprenticeship scheme. “If Britain is to retain its manufacturing base, there have to befundamental changes in the way business operates,” he said. “It’s time the Government got tough with employers and called for anend to the investment strike.” The report claimed that both Germany and France enjoy better productivitythan the UK because of stronger employment legislation in Europe. It said the situation in UK manufacturing was compounded by the fact that italso lags behind its main international rivals in terms of output, employmentand investment. David Yeandle, deputy director of employment policy at the EngineeringEmployers’ Federation (EEF) said the lack of investment was caused by cripplingincreases to national insurance, the climate-change levy and liabilityinsurance. “We share many of the concerns, but it’s unfair to lay the blame at thedoor of employers when they are facing a whole raft of extra costs,” hesaid. “UK manufacturing does face some immense challenges, and it is down toGovernment, employers and the trade unions to address these key issues in aspirit of partnership.” By Ross Wighamlast_img read more

Personnel Today Awards: The main event of 2006

first_img Previous Article Next Article Personnel Today Awards: The main event of 2006On 21 Mar 2006 in Personnel Today This week we are launching the Personnel Today Awards 2006, with a mission to find the cream of HR – the teams making a big difference in organisations of all sizes and in all sectors across the UK. We want to honour those teams making an impact with their people policies and delivering great bottom-line business benefits.If your HR department has spearheaded an innovative project, driven down costs, been courageous in implementing change, or has achieved great results in the past 18 months, then you could be one of this year’s award winners.This year brings new opportunities to become a finalist, with a new category, the HR Impact Award for the most innovative tactical solution to a business problem. There are a total of 12 main categories in the 2006 line-up. Teams reaching the shortlist will be showcased in Personnel Today and on will be independent judges for each category. All entries will be measured against five criteria:Innovation & achievementWhat was innovative, different and unusual about the HR team’s effort in this area? How did the project originate? Describe the significance of the achievement to individuals, the team and the organisation. TeamworkWhat team was involved and how did they pull together to deliver? Describe the strengths of the team. LeadershipWho was the leader? What was their vision and what part did they play overall? Did they have influence beyond the team, and did they have an impact at a corporate level? HR’s contribution to the businessProvide evidence of the value of the project to the organisation as a whole. What impact did it have? How has HR helped develop positive outcomes overall?Effective use of resourcesDescribe the resources you had available in terms of people, investment and infrastructure. Explain how these resources were used to good effect. All shortlisted teams will be invited to an awards dinner at Grosvenor House, Park Lane, London, on 23 November, where the winners will be announced. Last year’s celebration welcomed more than 1,200 guests and was a sell-out weeks before the big night arrived.Entering the awards does not cost a penny, yet the shortlisted teams will reap the benefits of maximum exposure in the pages of Personnel Today. Enter now and give your team and organisation the recognition they deserve. The closing date for entries is 9 June.Personnel Today Awards categories 2006Addleshaw Goddard HR Impact AwardCapgemini Employer Branding AwardCeridian Centrefile HR Director of the Year AwardFujitsu Services and Baxter Neumann Award for Excellence in Outsourcing and Shared ServicesHays Human Resources Award for Innovation in Recruitment and RetentionHR Directors Club Award for Talent ManagementNorthgate HR Award for Best HR Strategy in Line with BusinessPersonnelTodayJobs Award for Excellence in Graduate RecruitmentPMI Health Group Award for Managing Health at WorkTraining & Coaching Today Award for Excellence in TrainingVizual Technology Award for Excellence in HR Through TechnologyXpertHR Award for HR CollaborationPersonnel Today Awards 2005 WinnersEmployer Branding Award – Compass GroupHR Collaboration Award – Co-operative Financial ServicesAge Positive at Work Award – Land RegistryExcellence in Outsourcing & Shared Services Award – Vertex Customer ManagementExcellence in Graduate Recruitment Award – CentricaHR Director of the Year Award – Angela O’Connor, Crown Prosecution ServiceInnovation in Recruitment & Retention Award – Matalan RetailInnovation in Career Development Award – Fujitsu ServicesBest Strategy in Line with Business Award – Compass GroupManaging Health at Work Award – GlaxoSmithKlineExcellence in HR Through Technology Award – The Cabinet OfficeExcellence in Training Award – Crown Prosecution ServiceLifetime Achievement Award – Professor Shaun Tyson, Cranfield University School of ManagementOverall Winner – Compass Group Comments are closed. Related posts:No related photos.last_img read more