Previous Article Next Article Related posts:No related photos. Thereis no substitute for experience so here are five companies who relate how theirinterim managers measured up, By Sally O’ReillyBringingin interim HR managers is increasingly useful. With organisational change nowthe norm, it is often more cost-effective to use temporary HR managers thanrecruit a full-time member of staff. But how do you make sure you get aninterim with the right skills? And, once in post, how do you ensure you get thebest possible performance from them? Here are five examples of how differentcompanies tackled the issue.Charter– Interims with international experienceMergersand acquisitions are endemic in business today, and this often meansintegrating systems and staffing structures across national boundaries. InterimHR staff with international experience can be extremely helpful to companiesgoing through this kind of transition, as international engineering companyCharter found when it acquired Howden, a firm which specialised in air and gashandling.WhenCharter went to interim executive provider Board Level Interim Executive, itwanted an interim HR manager who could help with a programme which includedclosing four sites, cutting staff from 1,400 to 1,100 and bringing in a new ITsystem. And to make life more complicated still, the interim would have tosteer all this through the Howden European works council, in order to complywith EU regulations. The staff elected to this council would have to be consultedon issues such as redundancy.Changeneeded to happen quickly, so bringing in an interim for 18 months wasessential. But it had to be someone with the right skills. “Findingsomeone who really knew their way around European HR issues was critical,”says Bob Boland, chief executive of Howden European Air and Gas HandlingDivision. “If you don’t know your way around the legislation, it can getyou into a lot of trouble. I was losing staff in a number of countries as wellas moving staff across boundaries to work elsewhere.””Wedrew up clear guidelines about what we wanted to happen,” says Boland.”We presented this to the management board and it included cost savingsand target dates for the restructuring. It was the interim’s job to operatewithin that but they would have freedom in the way they chose to tackleit.”Bolandwas pleased with the appointment, David Kitchen. Not only did he have the rightexperience, he also had the confidence to challenge Boland if he thoughtchanges were being brought in too hastily.”Likeother interim managers, an interim HR director can stand outside officepolitics,” says Boland. “They can be honest about what needs to bedone. David would say, ‘I know you want to close that factory tomorrow, butthese are the factors you need to take into account.’”Ina situation where jobs are being cut, another advantage of hiring an interim isthat they can play the hard policeman and then move on. “It does work thatway,” agrees Boland. “When a permanent person is appointed, theyaren’t tarnished with the memory of what went before.”Sowas it a success? Boland thinks so. “It wasn’t a straightforward processbut we worked on it very closely and came in ahead of every target we hadagreed with the board.”LloydsTSB – outsourcing specialist recruitment to an interimCompanies of all sizes can find that an interim HR manager is a usefuladdition to permanent personnel staff, and financial services company LloydsTSB is no exception. Last year it identified the need to recruit highlyspecialised salespeople across the UK to sell regulated products such aspensions and life insurance policies, as well as non-regulated productsincluding credit cards and loans. This was a discrete piece of work whichLloyds TSB decided to outsource to an interim manager, and it was also part ofthe structural changes which followed the merger of Lloyds and TSB two yearsago.SharonHaywood, senior portfolio manager with Lloyds TSB, is part of the team thattackled the projects with an HR implication which arose from the merger.”It was a big change, and we needed to bring in extra HR staff to pick upthe issues as project managers,” she says.Inthis case, Haywood was looking for someone who could oversee the recruitment of350 branch bank sellers and 80 financial consultants, and who could draw up arecruitment plan. Using interim firm Chiumento Consulting Group, she hired PatSpink, a former trainer with broad HR experience.”Weneeded Pat to look at when these people needed to be in post and to work backfrom there,” says Haywood. “If we wanted them to be trained, whenshould we recruit them into the organisation? When should we advertise? Whenshould selection take place?”Thedeadlines were tight. Spink came into place in September and Lloyds TSB wantedthe new financial advisers in post by the end of December 2000 and the branchbased sellers by the end of January 2001. Even so, the appointment worked well.”Itwas a smooth process,” says Haywood. “Essentially, we wanted to getsomeone with the skills and experience to get on with it. You do have to buildin time for any new interim to get used to the company culture, and they dohave to fit in with the way Lloyds TSB works. We have a particular method ofproject management and we stick to a consistent process.”Spinkbelieves experience makes all the difference when meeting the needs of a clientsuch as Lloyds TSB. “I pick things up very quickly – I have worked as atrainer and you learn to build a rapport and assimilate information fast.”Shewelcomes such clear-cut projects as this one. “One problem for interimscan be that you find you are catching up with things that have alreadyhappened.” Starting with a blank piece of paper is the ideal situation foran interim HR manager.OysterGroup – Using an interim as a consultantInterimscan be useful for periods of transition, particularly when HR departments aretrying to re-invent themselves and move from an operational role to a morestrategic position in the organisation. An interim HR director or manager withexperience of personnel issues in a wide range of organisations can add weightto the HR function – and act as a consultant as well as a temporary addition tothe staff. Thiswas certainly the experience of digital transformation company Oyster. Thefirm, which employs 210 staff, had some new investment money last spring andneeded to build its corporate office, including the HR function, with theeventual aim of floating on the stock market. The HR manager then in post wasinvolved only in the day-to-day running of the company and the firm was keen tomove this role onto a more influential footing.Sothe company brought in Tricia Breslin as an interim HR director, using interimconsultancy Macmillan Davies Hodes. She was given two main objectives – tocover the operational role of the existing HR manager, who had gone onmaternity leave, and to prepare the ground for a strategic HR director. Thisnew director was Maxine Sutton, chief people officer of Oyster, who came intopost at the end of 2000.Suttonwas quick to see that the experience of someone like Breslin was highlyvaluable. Breslin worked as a product manager before qualifying in personnelmanagement and serves on employment law tribunals. She therefore has a usefulknowledge of both the broader aspects of business and the legal implications ofHR.”WhenI came into post I needed someone while I found my feet,” says Sutton.”We were very fortunate in finding someone like Tricia, who could look atthe operational issues and at the bigger issues as well.” Oysteralso decided to draw on Breslin’s legal expertise after Sutton was in post, byasking her to compile a staff handbook setting up good practice employmentprocesses for the company.Suttonbelieves giving interims the chance to complete at least one project is a greatmorale booster and means the client company will get more out of the process.”Interims start a lot of processes but they don’t often execute everything,”she points out. “It’s good to give them something they originate and seethrough.”Whichis all part of making the most of the experience of the person you have boughtin, Sutton believes. “A lot of interims, like Tricia, are veryexperienced, intelligent, articulate people,” she says. “Companiesneed to know they are getting the maximum use of their knowledge, not justusing them as a stop gap to fill an admin role.”Omnova– Using an interim to set up changeCompanieswho need interims often need permanent staff as well, so it can make sense touse an interim consultant who can meet both needs. This was the decision madeby James Scouller, managing director of commercial wallpaper manufacturerMuraspec, which has 400 staff in Europe and the Middle East and is thesubsidiary of US parent company Omnova Solutions.Whenhis HR director left last August, he initially thought his best option was towait till a permanent replacement was in post, and muddle along as best hecould till they arrived. But after discussions with the divisional HR directorof his parent firm in Ohio, he thought better of it and established thatinterim firm Odgers Ray & Berndtson could provide both a short-term and along-term solution to the problem.ForScouller, one of the first priorities was to be clear about the differencebetween the permanent and the temporary post. “I wanted to be clear aboutthe job spec and the person spec,” he says. “Again, I worked on thiswith the help of the HR divisional director in the US. We decided we wanted theinterim to hold the fort and also draw up a 12-month agenda for the permanentHR director, so it was clear what their remit was when they came into thejob.”Thisagenda included auditing the issues for the HR department, compiling a trainingneeds assessment and installing a performance management system. Through OdgersRay & Berndtson, interim HR manager Jane Saddler was brought in for afour-month period and Scouller was very pleased with the result.”Gettingin someone with experience smartens up your processes and systems,” saysScouller. “And Jane was very adept at dealing with the issues andobserving the way we worked. She was extremely helpful in a backgroundteambuilding role and helped people understand each other better.”Ontop of this, all of his original objectives were met. “We certainly got anassessment of the big issues, and an action plan, and the HR issues were dealtwith very competently for the four months Jane was in post,” he says.”So it did work for us – in fact we are already using another interim inthe personnel department.”ButScouller has a caveat for anyone considering bringing in an interim HR manager.Expecting them to implement sweeping changes is not realistic unless you bringthem into post for at least a year. “For shorter periods it’s better toget an interim in to set up change than to expect them to implement it,’ hesays. “Establishing a system for someone else to put into practice is theideal approach – and if you don’t do this, I think it’s unfair to theinterim.”AxaSun Life – Using interims in a large-scale change programmeEighteenmonths ago, Axa Equity and Law merged with Sun Life, and a new chief executivetook over the company, the Axa UK Group. Axa Sun Life is one of the threecompanies which makes up the group, and has 4,500 staff. After the merger, amajor change initiative was the inevitable next step and a new HR director wasthe first senior appointment.”TheHR department had a high profile and we were in a position to influence thedirection of the business from an early stage,” says David Morgan, head ofresourcing and organisation. “Also, the changed profile led to us changingfrom a purely admin function to one which operates on a consultancybasis.”Butmoving from one style to the other was not easy. New functions included dealingwith internal and external suppliers, outsourcing certain activities andembarking on a restructuring programme which included redundancies in number ofdepartments, including HR. Also, personnel staff needed to deal with a staffassociation which was merging with Unisys. So last year Morgan decided to bringin six interim HR managers to help with this extensive programme, includingmanagers from Interim Human Resources.Accordingto Morgan it was the sheer scale of the enterprise which made HR interims souseful, together with the fact that this is an effective way of tapping intospecialist expertise as quickly as possible. “Wewanted people with strong HR experience, who would support line managersthrough the restructuring, and people with specialised expertise who would lookat the reward structure, organisational design and so on,” he says.”These were one-off activities which they would then hand back to the HRdepartment.”Morganpoints out that the demands on HR interims at this level are challenging.”We had high level requirements. We needed people with strong technicalcompetence, credibility and influence,” he says. “They needed tointegrate with senior line managers and operate in a very sensitive way –particularly because there were redundancies in this department itself.”Bringingin interims for a such a far-reaching change programme means it is not alwayspossible to give them a step-by-step programme of activities – they need to beable to use their own initiative, says Morgan. “Insome cases, there are very clear objectives – for instance, you want tooutsource a particular activity,” he says. “But if someone iscovering field issues for an HR manager, for instance, you cannot predict whatwill happen.”Thesolution is to spend time building up a good relationship with suppliers,Morgan believes. “You need to be able to put a lot of trust in yoursuppliers, and often you will need them to supply you with staff to a verytight timetable,” he says. “In many cases, you may be able to provideonly a limited brief. So they must know your business.” The client perspectiveOn 1 Mar 2001 in Personnel Today Comments are closed.
Board begins to see value of HROn 27 Mar 2001 in Personnel Today Previous Article Next Article Comments are closed. Effectivebenchmarking can reveal the dramatic impact a well-run HR department can haveon a company’s staff turnover and profitability.Onesuccessful chief executive, whose company has benefited from having its HR policiesand performance analysed, said, “I now know that our employee turnover hasfallen from almost 16 per cent overall to 13.5 per cent in the past six months– achieved in an area of low unemployment and against a background of difficultrecruitment conditions. “Thesaving direct to the bottom line for this year alone will be, we reckon,equivalent to at least £250,000.”Thisquote represented the first stage in the main board’s recognition that the HRfunction was adding value. Ithas progressed to explore and develop a range of personnel initiatives thatwent on to reduce both absenteeism and grievances.TheHR manager was able to identify areas of weakness by checking against nationaland industry benchmarking databases.Thiswas achieved by starting to measure, record and compare issues such asturnover, recruitment time and cost, absenteeism, disciplinary cases andgrievances, training time and cost.Moreimportantly, she was able to identify internal comparative data and theunderlying difficulties with individual areas of the company, structural issuesand management style. Suggestingsolutions on a site-by-site and departmental basis, she gained rapid acceptanceof some quite radical and valuable new HR procedures. Thepower of the straightforward comparative data gathered, which could be seen torelate to corporate profitability, was immense. Access was gained todepartments that for years had ploughed their own furrows and which hadvirtually ignored all but the most pressing HR requirements.Obviously,not all managers feel comfortable with the measurement and benchmarkingprocess. By definition, 50 per cent or more will be at or below the mediandata-line, so the study must not be seen as simply a scoring process. Thegreatest likelihood of success will be achieved by the application of subtlechange management skills. ByDerek Burn, partner, MCG Consulting Group [email protected] Related posts:No related photos.
Comments are closed. In the november issue of Training Magazine, we asked you for your top 10tips on motivating staff in difficult times. Here are some of your responses: Ask delegates to say what they want…1 Make the training relevant on a macro and micro scale – but run the eventas if it was a luxury. 2 Get delegates to tell you why it is relevant to them. 3 Get them to tell you what they want to achieve from the training 4 Make sure you deliver it – if it is not possible in that forum, thenrespond to them in another way. 5 Always deliver “what it says on the box” 6 Ensure they succeed: if that means the training is longer/more expensive,then so be it. It will be money well spent. 7 Make sure that however relevant the training it is as fun as possible –next time they will be more motivated to repeat the experience. 8 Give the delegates a chance to realise how much they have got out of theopportunity. 9 Make sure they have a chance to get some positive success using the newthinking and skills they have acheived or have refined quickly. 10 Remain in touch, offering support for other areas of need that they mighthave – in other words reinforce the postive process that they have carried outand show that you can make their lives better in other areas. Charlotte Dawber Training and development officer, West Sussex County Council Social and CaringServices …get to know more about your people…1 Set achievable goals. 2 Get rid of demotivation. Find out what is demotivator. 3 Get to know your people. Everyone is different. 4 Praise staff without patronising them. 5 Give regular feedback. 6 If you can’t motivate certain individuals try using another member of yourmanagement, never be too proud. 7 Remember, money isn’t always the biggest motivator. Try to individualisethe incentive. 8 Getting feedback from customers is a great motivator. Remember to tellyour staff in front of others if possible. 9 What motivates you? Your family members? It is probably different soremember your staff aren’t you. 10 Have fun! If people enjoy the job, motivation is easier. Allan Mcwilliam Training & development manager, Slater Menswear …and always respect their contribution 1 Induction, integration and get people effective as soon as possible. 2 Fun but focused training. 3 Provide development opportunities 4 Open, honest communication and involvement. 5 Listen to and respond to their needs. 6 Lead by example, be good role models 7 Empower. 8 Provide enthusiastic support, advice and guidance. 9 Respect and value their contribution. 10 Give them your best… and they will give you their best back. Mike Mair Production operations training manager, Napp Pharmaceuticals NetworkOn 1 Jan 2002 in Personnel Today Previous Article Next Article Related posts:No related photos.
Comments are closed. Previous Article Next Article Related posts:No related photos. One in three doctors face abuse at workOn 1 Nov 2003 in Personnel Today More than one in three doctors have experienced violence over the past year,with more than half saying it is a problem in their workplace, according to astudy by the British Medical Association (BMA). Its report, Violence: the experience of UK doctors, found that GPs andhospital workers experienced verbal threats and physical abuse. Those working in A&E and psychiatry are more likely to report violenceas a problem in their workplace. And it appears the Government’s ‘zerotolerance’ campaigns against violence do not extend to providing training andsupport. Seven in 10 of the doctors polled had not received any training on how todeal with violence, despite the fact that medical sites are at the greatestrisk of all workplaces in the UK for verbal and physical threats to staff. The BMA has called for healthcare facilities to be designed with theprevention of violence in mind, and for there to be a greater emphasis onregular training for staff on dealing with potentially violent situations. The under-reporting of violent incidents also remained a widespread problem,with the survey showing a lack of support and help for doctors. No action wastaken in a third of cases of violence reported in the survey. Dr John Garner, chairman of BMA’s Scottish Council, said: “Threateningbehaviour towards NHS workers is becoming a common problem for staff in allareas of the health service, and some even consider violence to be anoccupational hazard. “It is no wonder we struggle to recruit and retain staff. Unless thereis a cultural change in behaviour, this will go from bad to worse.” www.bma.org.uk
e-HR newsOn 2 Mar 2004 in Personnel Today Comments are closed. Previous Article Next Article Themonthly guide to e-businessnewsin brief…Who’sinstalling what…–Shell People Services isprolonging its preferred vendor contract with HRtechnology company Arinso until the end of 2004. By this time, more than115,000 Shell employees will be using the Shell People Services SAP HR system,which Arinso is supporting. www.arinso.com–The Government’s Adult Learning Inspectorate (ALI) is implementing 4thContact’s online system to manage and communicate its flexible benefits optionsto its employees. It previously ran a paper-based system, but it proved anadministrative burden. www.4thcontact.co.uknewproducts…–Management consultancy Secor Consulting is partnering with MINDsweep, an onlineknowledge management service provider, to deliver online compliance testing forthe financial services sector. It can be used to assess an individualemployee’s awareness of regulations in general and in terms of their ownspecific role. www.mindsweep.net www.secorconsulting.com–The latest version of Intellect’s Workforce HR software integrates fleetmanagement, and has new functionality for departmental restructuring, plus aset of new tools to automate letter production. www.workforcehr.comopinionpoll…–Six in 10 HR professionals agree that they could improve their career andsalary prospects by becoming IT literate, according to a poll of more than 200people by HR and payroll software provider Snowdrop Systems. Those polled wereworking at HR manager level and above. “Good IT skills provide anexcellent frame of reference in understanding just what is possible with modernHR systems and the data they hold. For a swift and effective implementation ofan HR system, an understanding of technology is a real asset,” saysSnowdrop chief executive Michael Richards. www.snowdrop.co.uk Related posts:No related photos.
Comments are closed. Related posts:No related photos. UK manufacturers are doing more than ever to tackle long-term absence in theworkplace, but believe their efforts are being frustrated by a lack of adequatesupport from the NHS, a study has suggested. Research published by IRS Employment Review and the manufacturing body EEFhas found that while long-term absence accounts for just 5.7 per cent ofabsence cases, it represents almost 70 per cent of the total time lost fromwork. The poll of 896 manufacturing workplaces employing 200,000, also found thatmore than 83 per cent of companies said they offered rehabilitation toemployees on long-term sick leave. Almost a third were engaged in programmes to improve their long-term absencemanagement and firms drew support from a mix of in-house (19.2 per cent) andexternal OH services (36 per cent). But companies felt services offered by theNHS and GPs were failing to support their efforts. While GPs helped to manage long-term absence in almost two-thirds (64.9 percent) of sites surveyed, only 9.7 per cent of employers felt they provided themost effective means of support. The NHS’s failure to provide fast access to services such as physiotherapyaffected almost half of the companies surveyed (46.4 per cent), and presentedthe single greatest barrier to successful rehabilitation for 16 per cent of thefirms polled. Only employee resistance to taking up rehabilitation, where it wasappropriate, presented a greater barrier (16.4 per cent). The EEF’s chief medical adviser, Dr Sayeed Khan, said: “There is afundamental problem around the lack of training of GPs in occupational health,and the difficulties they face when balancing their role as the employee’sadvocate and in providing evidence-based medical guidelines. “Greater efforts need to be made to improve relationships andunderstanding between employers, GPs and other health professionals.” Other key findings– A median of 4.56 days per employeewas lost to absence in 2002; 5.7 per cent of absences was long term– Cost was the main driver behind efforts to improve managementof long-term absence in more than a third of companies (39.1 per cent), withrising concern over employee well-being the driver in one in four (21.4 percent)– Four in 10 (40.1 per cent) of managers had experienced morelong-term absence cases because of stress in the past five years. Three in 10cited other mental health illnesses such as depression and anxiety as the cause– Employers did not believe line managers took responsibilityfor managing long-term absence, but six in 10 believed site managers were goodat tackling it– Only half (53.1 per cent) had written policies coveringlong-term absence and rehabilitation, but more than eight in 10 (83.4 per cent)employers offered it. Manufacturers call on NHS to help cut down on absenceOn 1 Apr 2004 in Personnel Today Previous Article Next Article
“I’m going to confess, right up front. This blog post is a shameless plug for my new ebook on social media, written with that very nice Tim Scott, better known on Twitter as”Read full article Watching the Watchers | People StuffShared from missc on 30 Apr 2015 in Personnel Today Comments are closed. Previous Article Next Article Related posts:No related photos.
Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink Full Name* Email Address* Photo illustration of HFZ chairman Ziel Feldman (Getty, iStock/Illustration by Kevin Rebong for The Real Deal)HFZ Capital Group seems to have a million problems. With the once prolific developer battling lawsuits and contractors’ liens as it clings to its Manhattan condo buildings, its travails seem fit for an HBO drama.But the latest episode is more like a plot from A&E’s “Storage Wars.”A storage company tried to auction off two HFZ tenants’ storage units, which include sports memorabilia and antiques, after HFZ fell behind on its payments. At one point an HFZ representative even went to a planned auction to bid, only to be accused of trespassing by the storage company, according to a complaint filed by HFZ.But treasure hunters will have to wait before making a bid in the hopes of finding an Honus Wagner baseball card or NBA championship ring in the back of the storage shed.A New York Supreme Court judge has temporarily stopped the sale, according to documents HFZ’s legal team provided to The Real Deal.“HFZ is committed to protecting the rights of its tenants and will continue to prosecute this case to ensure that these innocent parties are made whole,” said Christopher Milito of Morrison Cohen, who is representing HFZ Capital.The strange twist in HFZ’s struggles centers around whether the development firm paid Scanio Moving and Storage rent for 11 storage units used by the real estate firm and two of its tenants.The saga began when HFZ acquired two rental buildings in hopes of converting them to luxury condo projects called The Astor, at 235 West 75th Street, and The Chatsworth, at 344 West 72nd Street. To spare two tenants from the construction, it agreed to move them to other HFZ-owned apartments and to store their stuff.But HFZ’s “business soured,” according to its lawsuit, and it was unable to make payments on its own storage units. Still, the company insists, it kept current on the tenants’ units.According to HFZ, however, Scanio instead spread the payments across all the units. The developer then sought to redeem the tenants’ units, but Scanio rejected that, the complaint alleges.Scanio set the auction reserve for the two tenants’ units at a combined $80,000, when HFZ’s outstanding balance for all 11 units was $83,000, HFZ’s lawyer claims.Scanio “is using the tenants’ personal possessions as pawns in his efforts to extract payment on the HFZ units,” HFZ’s suit argues.Scanio’s lawyer declined to comment and its president, Nir Scanio, did not return a request for comment.In an email to HFZ’s lawyer in early February, Nir Scanio makes clear that he was annoyed by HFZ’s missed payments. Scanio said HFZ has been avoiding paying since 2016.“Scanio storage is not a dumping/disposal company,” he wrote in the email. “HFZ has known about the auction for months as well as the amount that needs to be paid to avoid the sale but has refused to pay their open balance.”HFZ Capital pins some of the blame on a former employee, Nir Meir, saying he was in charge of handling the storage bills and was “not punctual in paying Scanio’s invoices.”The company alleges that it had a much better picture of the situation once it terminated Meir in December.Meir’s spokespeople did not immediately respond to a request for comment. Crain’s first reported news of the lawsuit.In a final bit of irony, while fighting to reclaim the contents of the storage units, HFZ lost control of one of the buildings in the case. Its lender, Los Angeles-based CIM Group, foreclosed last month on the junior mezzanine positions tied to The Astor and three other Manhattan properties.Contact Keith Larsen Share via Shortlink Message* Tags HFZ CapitalManhattanReal Estate Lawsuits
Full Name* The company is also moving to a hybrid workweek, where employees can spend three days per week at the office and two days working from wherever is best for them, the publication reported.Another perk: With manager’s approval, staff can work from anywhere they want for four weeks of the year.Pichai said the changes were an effort to help employees do their best work.Google is a major occupier and owner of office space. In addition to its sprawling campus in Mountain View, California, the tech giant owns its offices at Chelsea Market and 111 Eighth Avenue and leases other locations in Manhattan.Other tech companies have adopted flexible work policies for life after the pandemic, such as Salesforce and Microsoft. It’s a contrast from major banks like Goldman Sachs and JPMorgan, which expect most employees to return to the office.A recent survey by JLL found that roughly 72 percent of employees do not want to return to the office full time, with the majority preferring a hybrid work-from-home model.[WSJ] — Cordilia JamesContact Cordilia James Share via Shortlink Email Address* Commercial Real Estategoogleoffice marketTechnology Google CEO Sundar Pichai (Getty, iStock)Google’s future in a post-pandemic world is looking pretty flexible.Parent company Alphabet announced a series of changes to the company’s work format that will result in 40 percent of its staffers working from new locations, the Wall Street Journal reported.In a company email, Alphabet CEO Sundar Pichai said about 20 percent of staff will work from home permanently, 20 percent will work out of offices at a new location and 60 percent will work from their current location. Employees can apply for both location change options and will need approval from their managers.Read moreSalesforce: Employees can work from home forever Google will bring some employees back to offices this month Sorry, boss: 72% of workers don’t want to return to offices full-time Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink Message* Tags
A low-temperature marineaquarium has been maintained at the British Antarctic Survey(BAS) headquarters in Cambridge for over 15 years. In 1988 acompletely new aquarium system was designed and construct ed toprovide a cold-water environment for holding a variety ofAntarctic fishes and invertebrates. The philosophy behind the newAntarctic aquarium is to provide a controlled environment in asystem that is simple to maintain. One of the most importantenvironmental conditions is the provision of a continuous low airtemperature and controlled sea water temperature, to facilitatethe transfer of specimens between holding and research facilitieswithout there being a significant difference between air andwater temperatures. In this way specimens are freed from thedangers of temperature stress. This paper describes how theseconditions have been established. It outlines the design,construction and operation of the BAS Marine Aquarium, one of theUK’s most unusual marine researchfacilities.