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.
Solar Radiation Management (SRM) Geoengineering may ameliorate many consequences of global warming but also has the potential to drive regional climates outside the envelope of greenhouse-gas induced warming, creating ‘novel’ conditions, and could affect precipitation in some regions disproportionably. Here, using a fully coupled climate model we explore some new methodologies for assessing regional disparities in geoengineering impacts. Taking a 4 x CO2 climate and an idealized ‘sunshade’ SRM strategy, we consider different fractions of the maximum theoretical, 4 x CO2-cancelling global mean cooling. Whilst regional predictions in particularly relatively low resolution global climate models must be treated with caution, our simulations indicate that it might be possible to identify a level of SRM geoengineering capable of meeting multiple targets, such as maintaining a stable mass balance of the Greenland ice sheet and cooling global climate, but without reducing global precipitation below pre-industrial or exposing significant fractions of the Earth to ‘novel’ climate conditions. Citation: Irvine, P. J., A. Ridgwell, and D. J. Lunt (2010), Assessing the regional disparities in geoengineering impacts, Geophys. Res. Lett., 37, L18702, doi:10.1029/2010GL044447.
UAH440 million (€15m) loan from Raiffeisen Bank Aval is supported by EBRD’s Risk Sharing Facility and will finance working capital needs of Nadezhda EBRD and Raiffeisen Bank Aval support Nadezhda. (Credit: European Bank for Reconstruction and Development.) The European Bank for Reconstruction and Development (EBRD) and Raiffeisen Bank Aval (RBA) are supporting the operations of Nadezhda, a Ukrainian wholesale and retail distributor of liquefied petroleum gas and petroleum products.In a joint transaction RBA is providing a loan of up to UAH 440 million (€15 million equivalent) to Nadezhda the Poltava-headquartered company, while up to 60 per cent of the risk on the loan will be shared by the EBRD under a Risk Sharing Facility signed between the financial institutions.The funds will allow Nadezhda to restructure its balance sheet and finance working capital needs, which will help the retailer cope with the impact of the pandemic on its operations.Nadezhda is based in Poltava, a city in central Ukraine, and mainly serves small and medium-sized enterprises in the agribusiness sector through a network of fuelling stations across the country.Under the Risk Sharing Facility programme signed in 2018, the EBRD will share the risk on individual loans made by Raiffeisen Bank Aval to businesses for up to €20 million over a period of three years.The EBRD is the largest international financial investor in Ukraine. To date, the Bank has made a cumulative commitment of almost €15 billion through 466 projects in the country. Source: Company Press Release
Almost half of buyers who paid £1m or more for their home in 2015 took out a mortgage, the highest level in a decade.46 per cent of buyers of £1m+ homes used a mortgage in 2015, double the 23 per cent at the start of the financial crisis in 2008, according to new research from Hamptons International.Typically a greater proportion of a more expensive property is bought without the need for a loan, but the increasing use of mortgages reflects the view that £1m homes are no longer only for the super wealthy – particularly in London.The rise in the use of mortgages to buy more expensive homes since the financial crash also reflects the low cost and increasing availability of finance as the economy has recovered and credit conditions have loosened. With even well-off buyers struggling to get a mortgage during the 2008 downturn, just 23 per cent of purchases of homes for £1m or more involved a loan. In all but one year since the crisis, that proportion has risen.Key findings:46 per cent of people who bought a home for £1m or more used a mortgage in 2015, up from a trough of 23 per cent in 2008 – the start of the financial crisis. But the proportion differs across the country. (see table 2)58 per cent of homes bought for £1m or more in the capital last year were purchased with a mortgage – the highest proportion in 10 years. This compares with a low point of 31 per cent in London in 2009 as the credit crunch took hold.Yet in the North West just 23 per cent of £1m properties were bought with a mortgage in 2015 – the lowest in the country. This reflects the fact that such highly priced homes sit well beyond the top of the typical family housing ladder outside of the South of England. (see table 2)At the more expensive end of the market, mortgages are used less often. In 2015, 55 per cent of homes in the £1-2m bracket were bought using a mortgage. This compares to 30 per cent for the £2-5m bracket and just 9 per cent for homes worth over £5m.The number of buyers using a mortgage for £1-2m homes in Great Britain has increased by 139 per cent (2008-2015). The number using a mortgage to purchase a property of between £2-5m increased by just 36 per cent over the same period. (see table 1)In the first quarter of 2016 the number of £1m plus homes bought with a mortgage has continued to rise. Between January 2016 and March 2016, 51 per cent of £1m plus homes were bought using a mortgage, 60 per cent in London.Hamptons Hamptons International Research £1m+ homes £1m+ mortgages May 5, 2016The NegotiatorWhat’s your opinion? Cancel replyYou must be logged in to post a comment.Please note: This is a site for professional discussion. Comments will carry your full name and company.This site uses Akismet to reduce spam. Learn how your comment data is processed.Related articles Letting agent fined £11,500 over unlicenced rent-to-rent HMO3rd May 2021 BREAKING: Evictions paperwork must now include ‘breathing space’ scheme details30th April 2021 City dwellers most satisfied with where they live30th April 2021 Home » News » Hamptons: “Mortgages for £1m+ homes reached highest level in 10 years” previous nextProducts & ServicesHamptons: “Mortgages for £1m+ homes reached highest level in 10 years”£1m homes are no longer just for the super-wealthy.The Negotiator5th May 20160721 Views
Back to overview,Home naval-today US Navy Assistant Secretary Backs NPS Community Outreach Initiative View post tag: community View post tag: News by topic View post tag: Navy View post tag: Backs Assistant Secretary of the Navy for Manpower and Reserve Affairs Juan M. Garcia returned to the Naval Postgraduate School (NPS) for his second round of meetings with local community business and education leaders, Jan. 9.“It has been a great couple of days for the NPS community. Secretary Garcia’s presence and participation in our community outreach initiative is critical to its success,” said NPS Interim President Rear Adm. Jan E. Tighe. “His interactions with our students, faculty and staff have been very beneficial in highlighting our unique value to the Navy and the nation. The high-quality of our students and workforce showed prominently throughout the visit.”The community outreach initiatives are intended to strengthen community ties, ensuring both the institution and the community maintain constant dialogue as NPS moves forward into 2013.“I am pleased to return to Monterey to continue our efforts of engagement with regional leadership through these outreach initiatives,” said Garcia. “The input we have received in the early stages of this effort has been invaluable, and I am very confident this outreach will only continue to provide critical input to the future of this prestigious university.”In addition to meeting with community leaders, Garcia also held a meeting with current NPS students as well. Garcia posed a series of questions on a wide range of subjects, with the students offering their own opinions on everything from NPS research opportunities and faculty to future assignments and quality of life issues.“During this visit to campus, I took the opportunity to meet with several students and faculty to gain a deeper understanding of their perspectives of the institution,” said Garcia. “The men and women studying here are the future leaders of the Navy … As we move forward, we must keep a vigilant eye toward the true value of NPS.”“The instruction at NPS, compared to the training we normally receive, is extraordinary … The people in front of the podium are incredible and what they teach is in line with the needs of my service,” said U.S. Marine Corps Maj. Brent Molaski in response to a question about the quality of an NPS education.“They are recognized experts in the field, particularly in my field of tropical cyclone research,” added U.S. Navy Lt. Travis Wendt.NASA employee Marissa Herron agreed with her fellow students, and commented on her plans after graduation.“I plan on going back to Houston and applying my remote sensing experience to a NASA problem, perhaps the Mars Rover Project,” said Herron.In addition to his meetings with regional leaders, students and faculty, Garcia also spent an afternoon touring various NPS educational and research facilities.“I was impressed with the research facilities and labs I had the chance to explore this afternoon,” said Garcia. “Certainly, any graduate education requires a fundamental effort in research, and NPS clearly has the talent and facilities to support the explorations of its students.”[mappress]Naval Today Staff, January 11, 2013 US Navy Assistant Secretary Backs NPS Community Outreach Initiative View post tag: Outreach View post tag: Initiative January 11, 2013 View post tag: NPS View post tag: US Share this article View post tag: Secretary View post tag: Naval View post tag: Assistant Authorities
Dear Editor:A recent Facebook page asked: “Who was your favorite teacher?” As one can imagine, this question generated numerous responses. Current students – as well as those who have graduated and moved forward with their lives – eagerly replied. Yet, how many of our “favorite teachers” actually read those responses – those kind words of admiration, praise and appreciation?Time waits for no one! Many of our “favorite teachers” have retired and left. Sadly, some are no longer with us, and have since moved on to that great celestial classroom in the sky. Looking back, we have been taught by some of the best – the greatest – teachers within the public and parochial school systems, regrettably, when we were students, instead of giving our teachers thanks, we gave them “agita.”It would have been a wonderful gesture on our part had we – back then – thanked our “favorite teachers” for a job well done. If you have a “favorite teacher,” a teacher that has inspired and motivated you to be the very best that you can be, and then don’t wait for a question on Facebook to acknowledge them. Do so immediately! Because like us you may lose the opportunity to do so. And, as we have learned all too well, that will haunt you, and, ultimately, it will hurt. Very respectfully yours,Albert J. Cupo & John Di Genio
Third Ward Councilman Tony WilsonThird Ward Councilman Tony Wilson will host a public meeting 10 a.m. Saturday, Feb. 20, to provide information and answer questions about a roads and drainage project in the ward.The meeting will be held in the Chris Maloney Lecture Hall at the Ocean City Free Public Library.The meeting will address questions about a project that includes improvements to roads between 14th Street and 16th Street from Bay Avenue to the bay (with some work on the other side of Bay Avenue). The project is designed to use new drainage pipes with greater capacity tied into new outfall pipes to reduce flooding.If you have questions, call Wilson at 609-363-8669 or Council President Keith Hartzell at 609-289-1484.
Facebook WhatsApp Google+ Google+ IndianaLocalNews Pinterest (Photo supplied/ABC 57) The City of South Bend has released a draft of its Rebuilding Our Streets Plan. The plan calls for approximately a $25 million investment in streets over the next three years (2021-2023).Work will be based on a data-driven approach that looks at current and projected street conditions. These factors will determine the best repair or maintenance techniques. The plan also includes improvements to neighborhood streets that have seen conditions deteriorate over time.The 10-year plan prioritizes improvement of streets that have the lowest Pavement Surface Evaluation and Rating (PASER) scores. PASER is a system that assigns a rating from 1-10, with 1 being the worst condition and 10 being a newly paved street. The plan will over time improve the average street quality throughout South Bend while creating geographical equity.The Rebuilding Our Streets Plan includes a draft shortlist of the streets identified for paving over the next three years. An online dashboard has also been created for residents to view the rating of every street in South Bend.Residents are encouraged to read the full plan at southbendin.gov/streetsplan. Input can be given by filling out the online survey on the webpage. WhatsApp Facebook Twitter By Jon Zimney – February 2, 2021 2 404 Twitter Pinterest Previous articleCass County Republican Party censures Congressman Fred UptonNext articleBanks trying to unite GOP in post-Trump era Jon ZimneyJon Zimney is the News and Programming Director for News/Talk 95.3 Michiana’s News Channel and host of the Fries With That podcast. Follow him on Twitter @jzimney. City of South Bend unveils long-term plan to improve city streets, roads
The government’s revised accountability framework with NHS England and NHS Improvement combines the annual statutory mandate to NHS England with its remit for NHS Improvement.The revised financial directions to NHS England provide further detail on how NHS England’s budget is broken down.This takes into account the joint working between the 2 organisations to lead the NHS in taking forward its Long Term Plan.
FARMINGTON – A year and a half after a propane explosion completely decimated their newly constructed central office, LEAP Inc. has announced the purchase of a new site for their future relocation. The tragic Sept. 16, 2019 incident left the community mourning over the death of Capt. Michael Bell, and the life threatening injuries of many first responders as well as LEAP employee Larry Lord.Just days after the explosion, administration was able to move into the former Barclays office building on the Weld Road in Wilton where they have been able to conduct business for the last year and a half. That lease will expire at the end of 2021 at which point LEAP will once again transition to a new location on the Livermore Falls Road.The exact location, which is remaining undisclosed for now, will offer an existing building for office space and space for a new training facility. According to a press release, the organization will prioritize the use of local contractors including Meldrum Design, Main-Land Development Consultants, Scott Nason Builders and Meader Electric. Hammond Lumber Company will supply the majority of the building materials.According to Executive Director Darryl Wood, the new location will emphasis its natural surroundings and the new building will be as energy efficient as possible.“We want it to feel park-like,” Wood said.LEAP works with adults with varying abilities, and strives to provide better access to nature for all. Wood said they plan to construct an easily accessed path to Wilson Stream, and will strive to keep the site as natural as possible.