Month: May 2021

  • Europe remains resistant to wide use of psychometric testing

    first_img Comments are closed. Previous Article Next Article Related posts:No related photos. Europe remains resistant to wide use of psychometric testingOn 3 Apr 2001 in Personnel Today Psychometrictesting in recruitment and selection remains relatively uncommon.Only16 per cent of UK organisations employ psychometric tests in most selectiondecisions. And 50 per cent of UK organisations never or only rarely involve them.Across Europe, those organisations using psychometric tests for only a fewappointments, if at all, outnumber frequent users by at least two to one. Largeemployers are only slightly more likely to use tests than smaller ones.Duringthe last decade there has been a proliferation of new psychometric tests. Evenif good practice recommendations would frown on over-reliance on psychometrictesting in selection, psychometric testing in combination with other selectionmethods has been shown to have greater validity as a selection tool than areliance on more conventional approaches.Whereknowledge becomes rapidly outdated and competitive advantage depends on theability to innovate and communicate, being able to select people with the rightattributes – rather than the right skills – becomes more important. Yetbarriers to the widespread use of tests remain.Germanyleads in the resistance against testing. Nine out of 10 employers never orrarely make use of psychometric testing. Part of the explanation lies in theGerman employment statute which allows job applicants to challenge test resultsin court. More importantly, it reflects high levels of suspicion towardstesting. Particularly at more senior appointment levels, many applicants feelthat such techniques simply are not appropriate or legitimate. Attitudes seemto have softened during the past few years.Butone country runs against the general trend – Spain. Here, most organisationsuse psychometric testing. This might reflect the rapid modernisation of theSpanish economy since the death of Franco in the late 1970s. last_img read more

  • Longevity helps push pension costs up

    first_imgLongevity helps push pension costs upOn 5 Jun 2001 in Personnel Today Comments are closed. Related posts:No related photos. Previous Article Next Article Nearly half the pension schemes in the UK have seen their costs grow at afaster rate than other business overheads, according to research by businesssupport company Capita Hartshead. The Eighth Annual Pension Scheme Administration Survey shows that 45 percent of schemes have seen pension administration and contribution costs grow inthe past five years as a result of steps taken to address lower surpluses, lowinflation, member longevity and changes to Advanced Corporation Tax. Mike Addenbrooke, business services director of Capita Hartshead, said,”While so many schemes complain bitterly at the extra costs being placedon them, more than a third who retain service administration in-house are stillneglecting to cost their own administration services.” The survey also shows that more than 40 per cent of schemes will be requiredto offer access to stakeholder pension schemes, showing the extent to whichexisting occupational provision is not geared to covering all employees. The survey covers schemes with more than £176bn in collective assets,representing a third of all members of UK pension schemes. www.capitagroup.com last_img read more

  • Flexi days help to cut wholesaler’s turnover

    first_imgFlexi days help to cut wholesaler’s turnoverOn 7 Aug 2001 in Personnel Today Comments are closed. Wilts Wholesale has reduced staff turnover and sickness absence andincreased sales with a series of flexible working initiatives. The company used a DTI Challenge Fund award to hire a consultancy to look atits working practices and suggest ways to improve work-life balance. HR manager Ruth Pryor said the company had now introduced flexible workingat its head office, which has 140 staff. She said, “We had a problem with high employee turnover because we arein an area with almost zero unemployment. “We introduced a scheme where our employees could take flexi days aslong as they did their core hours. “Our accounts staff might work lots of hours during their busy periodbut they can take more time during quiet periods.” Only three staff at its head office left last year compared with 15 in theprevious 12 months and sick leave had reduced from 6.5 per cent to 3 per cent. Wilts Wholesale also started a Saturday working pilot at one of itsbranches, which has led to increased sales without increasing labour costs. In addition, the company is to introduce home working for its IT staff. Related posts:No related photos. Previous Article Next Articlelast_img read more

  • Survey uncovers bawdy antics in the boardroom

    first_imgRelated posts:No related photos. Comments are closed. Previous Article Next Article Survey uncovers bawdy antics in the boardroomOn 8 Jan 2002 in Personnel Today The boardroom is becoming more like a late night comedy club, if the latestresearch is to be believed. The use of slang, mild swearing and cracking of politically incorrect jokesare now deemed acceptable in many business situations, according to the majorityof company directors in the Aziz Management Communications Index. The research reveals that 57 per cent of the 200 company directors surveyedthink that politically-incorrect but funny jokes should be allowed in internalconversations and meetings, and a further 17 per cent believe they should beallowed at any time. Nearly two-thirds of respondents think slang should be permitted in internalmeetings and 21 per cent believe it is acceptable at any time. The use of mildswear words is deemed acceptable by 45 per cent of directors in informalmeetings and by a further 14 per cent in all situations. Women are more likely than men to take offence at politically incorrectjokes. www.azizcorp.com last_img read more

  • People

    first_img Comments are closed. PeopleOn 1 Jun 2002 in Personnel Today This week’s people newsJoseth V Benevides JRHas been named president and chief operating officer of Relocation ResourcesInternational. In his new role, one of his primary focuses will be to help RRIachieve its Vision 2005, the company’s strategic campaign to be recognised asthe industry’s highest-quality service provider, evidenced by client growth andretention, and service satisfaction ratings. Boston-based RRI is one of the world’slargest relocation service companies, providing comprehensive relocation andoutsourcing to corporate clients in more than 100 countries worldwide. David A EdgarHas been appointed vice-president of HR at US-based CUNO. He will beresponsible for CUNO’s worldwide HR strategies and programmes, includingcompensation, employee benefits, performance measurement, training anddevelopment, recruiting and labour relations. Edgar has more than 20 years HRexperience in both public and private companies, including Allied Signal andReflexite Corporation. In addition, during the past two years, he founded andoperated a consulting firm specialising in HR advisory services. Mike JarochHas been appointed executive director of HR at HealtheTech, a Colorado,US-based company that designs, develops and markets medical devices andsoftware that measure and monitor health parameters. Jaroch will lead allaspects of HR management for HealtheTech. He has more than 30 years businessand leadership experience in HR management, acquisition integration, executiveselection and coaching, executive and sales compensation, high-growth staffing,organisation development, compensation and benefits strategy andimplementation. Tracey MarshallHas been appointed global head of HR at the Benfield Group, one of theworld’s leading independent reinsurance intermediaries. Reporting to BenfieldGroup chairman, John Coldman, Marshall will be responsible for the group’s HRfunctions worldwide. Marshall, who is a Chartered Accountant, joined BenfieldGroup in 1997 and is already a member of the senior management team of thefinance and operations areas of the group. She has been responsible for puttingin place a number of the group’s joint ventures and subsidiary companies andhas played an active part in the management of those businesses. Brad PatrickIs the new vice-president of HR at Delta Air Lines. He will be responsiblefor providing HR support to the airline’s operational areas, including airportcustomer service, flight operations, in-flight service and technicaloperations, as well as international operations in Asia, Canada, Europe andLatin America. Previous Article Next Article Related posts:No related photos.last_img read more

  • Which MA is better for me?

    first_imgI have completed a BA in HR and a minor in Business Law, and I’m consideringstudying for an MA. One university has a good reputation and attractivecontent, but does not have a placement programme and is not recognised by theCIPD. The other offers a summer placement and graduate membership to CIPD.Which one should I choose? Victoria Wall, managing director, Victoria Wall Associates As you have not mentioned your motives for wanting to study an MA, or whatyour future career aspirations are, it is hard to be specific. Assuming thatyou wish to pursue a career in HR, I recommend choosing the university offeringthe summer placement and graduate membership to the CIPD. Prospective employers do pay attention to placements, but in the presenteconomic climate, it may not be easy to organise them yourself. Therefore, auniversity that has industry links and assists with arranging the placement isa huge help. Having HR placements on your CV will definitely enhance the jobopportunities you will be considered for. In addition, graduate membership tothe CIPD will give your CV even more credibility. Peter Sell, joint managing director, DMS Consultancy If you are looking to pursue a career in HR, the university that is CIPDrecognised is the best choice. However, I have seen quite a few HRprofessionals take a masters at a university not approved by the CIPD, and thengo on to take the full CIPD qualification afterwards. You don’t mention anything about the reputation of the second university,but if it is CIPD approved it will have been through a rigorous qualityassurance process. The summer placement is a very good idea. Employers are looking for bothacademic qualifications and experience. By working in a HR department, you will also get a better idea of whetherthis really is the career for you. Clare Judd, consultant, Macmillan Davies Hodes From your question, it would appear that you are in the early stages of yourHR career. Bearing that in mind, I would highly recommend the CIPD certifiedcourse with the placement programme. The CIPD will have reviewed the course content and certified that it meetstheir Professional Standards. The resulting CIPD qualification will then assistyou in securing your first HR role. In addition, the placement will give youpractical HR experience and valuable insight into how an HR team functionswithin a business. Which MA is better for me?On 3 Sep 2002 in Personnel Today Related posts:No related photos. Comments are closed. Previous Article Next Articlelast_img read more

  • HR driving performance with pre-season tune-up

    first_img“It is not just the cars that need preparing for theseason, it’s essential that the whole race team is focused on the same goal andis fully formed ahead of the first Grands Prix in Melbourne,” saidMarsden. Comments are closed. Activities were designed to bring the two cultures togetherand included an assembly exercise and an opinion poll to gauge team morale. HR driving performance with pre-season tune-upOn 25 Feb 2003 in Personnel Today The HR director at Formula One racing outfit BAR organised aSpanish pre-season tune-up for the team to ensure they hit the track at fullspeed.center_img Previous Article Next Article John Marsden said the 70-strong team (including driverJenson Button, pictured) and 25 engineers from engine supplier Honda, attendeda team-building event by specialist coaching firm Performance First Limited inValencia to ensure that British and Japanese members of the team bonded andperformed to their maximum potential. Related posts:No related photos.last_img read more

  • Career-driven youngsters set their sights on the top

    first_img Comments are closed. Workers are more career-driven the younger they are, a new poll reveals. A study of more than 5,800 people shows 78 per cent of UK workers under theage of 25 think they are more ambitious than their parents were at their age. The survey, by internet job site reed.co.uk, shows that the younger a personis, the more ambitions they are likely to have. In all, 85 per cent of under18s feel more ambitious than their parents were. More than half of those under 18 say they would prefer to reach the top oftheir career rather than achieve a balanced lifestyle. However, things are very different for those aged 26 and over. Only 24 percent see reaching the top of their career as their main goal, while threequarters prioritise achieving a good work-life balance. Dan Ferrandino, director of reed.co.uk, said: “Are we seeing the end of‘Generation X’? It seems the lack of national energy they experienced underJohn Major has prompted an opposite reaction of drive and ambition in the under25s, and many are setting their sights on the top.” Previous Article Next Article Career-driven youngsters set their sights on the topOn 4 Mar 2003 in Personnel Today Related posts:No related photos.last_img read more

  • Too many cooks could leave Euro legislation in the soup

    first_imgRelated posts:No related photos. Previous Article Next Article Comments are closed. The HR community needs to put pressure on the Government to become a muchmore effective legislator, otherwise there will be a risk of widespreadnon-compliance from employers in the futureIt is understood that the Department of Trade and Industry has recentlyasked the CBI and TUC to discuss how the EU directive on information andconsultation should be implemented in the UK. This process of involving the‘social partners’ in drafting employment law is driven by the need for theGovernment to reach political solutions to implementing legislation. It was, ofcourse, always thus. However, as the number of European-led changes toemployment law has grown, this apparent failure to prioritise practical andworkable legislation above the politically expedient has become of increasingconcern to organisations and HR professionals left to grapple with the finalregulations. Employers need to be encouraged and supported in the pursuit of good peoplemanagement and development by a sensible legal framework that balances theirrights and responsibilities with those of their employees. Such a frameworkcannot be shaped by partisan but loud voices; it requires the views of allstakeholders to be taken into account. It also demands that the detail oflegislation – which can cost employers, employees and the taxpayer dearly inemployment tribunal cases – be ironed out. As European directives are implemented through regulations, which can onlybe accepted or rejected by Parliament, EU-driven legislation is not scrutinisedin the House of Commons or the Lords. This means the Government needs to beparticularly scrupulous in drafting legislation to implement directives. It islikely that this process would benefit from a great deal of scenario planning,giving a much more detailed consideration to the consequences of legislationthan a typical consultation exercise allow. A process of this kind is likely to be considerably more useful than theregulatory impact assessments (RIA) that are now required to accompany allproposals for new law. These assessments focus on the financial costs ofregulation, with the resulting sums of little or no use to employers covered bythe proposals. The administration costs of implementing the Fixed Term EmployeesRegulations 2002 would be approximately £2m, stated the RIA in the consultationdocument on this issue. This was based on an estimate of 20,000 affectedemployers paying for two days’ work by a personnel clerk – paid an average of£250 a week – to adjust the payroll system. I suspect there are few HRpractitioners, who, on hearing about the new law, threw a copy of theregulations on the desk of the personnel clerk and told them to change payrollaccordingly. As the UK is obliged to implement European directives, RIAs presumably havelittle effect on the policy-makers’ decisions, particularly if the Governmentfollows its stated aim of not ‘goldplating’ directives. Where regulationstemming from Europe is concerned, government departments’ time might be betterspent looking at the real effects of law in the workplace, rather than makingguesstimates of the financial costs. Spurred on by the Better Regulation Task Force, the DTI has started to takemore seriously the difficulty faced by employers in implementing new employmentlaw. It is helpful that two set dates each year will be introduced for newregulation, but this is a very small starting point. But it is more importantthat the Government focuses on a coherent approach to ensure that any sideeffects of new regulation are not more problematic than the issue theregulation is designed to address. There is also a need for more timely guidance for employers on whatdirectives might mean. There is little excuse for Government departments thatcopy out European legislation into domestic law, and then leave employmenttribunals to interpret the law, at the expense of employers and employees. For our part, the HR community must continue to put pressure on governmentdepartments to develop legislation that makes sense for businesses and theemployment relationship. Otherwise, we risk more employers giving up the fightaltogether, and a resulting move to a non-compliance culture. By Diane Sinclair, CIPD lead advisor on public policy Too many cooks could leave Euro legislation in the soupOn 22 Apr 2003 in Personnel Todaylast_img read more

  • Trump GoFundMe update: $6K raised, $2.994M to go

    first_imgFull Name* Donald Trump’s childhood home in Queens (Paramount Realty, Getty)A fundraiser seeking to raise $3 million to buy President Donald Trump’s childhood home has received thousands of dollars in donations, but it’s still far from that lofty goal.To be precise, the GoFundMe campaign, which launched Nov. 23, has raised just $6,528 — so it still has approximately $2.994 million to go.“What we’re selling here isn’t real estate. We’re selling something with intangible value,” said Misha Haghani, principal of Paramount Realty USA, which organized the GoFundMe.The property, located at 85-15 Wareham Place in Jamaica Estates, has brought in a range of donations from $5 to $500. If the fundraiser hits its $3 million goal, the property will be gifted to Trump, who could then decide the future of the home.Read moreNew tactic to sell Trump’s childhood home: GoFundMeReal estate players celebrate Hanukkah at Trump’s White House partyManhattan DA questions Deutsche Bank over Trump TagsCelebrity Real EstateDonald TrumpResidential Real Estate Message* Email Address*center_img Paramount considered other marketing opportunities for the property, including launching dueling campaigns for Trump supporters and opponents, but ultimately decided to stick with one fundraiser.In the past few years, the modest Queens home has been flipped several times. First, it sold for $1.4 million in 2016, when Trump was still running for president. (“I want to buy it,” Trump said at the time in an interview on “The Tonight Show.”)It was then auctioned off for $2.14 million three days before Trump’s inauguration. The buyer has since tried to sell it once more through auction, before trying this unusual tactic in an attempt to net a profit.If the home doesn’t raise enough funds, the GoFundMe donations will be given to a charity of Trump’s choosing. If Trump does not respond, Paramount Realty USA will determine where to donate the money.The donation page lists a variety of uses for the home, including as a presidential library, museum or historic site. However, Haghani said that he’d like to see it donated and ultimately occupied as a residence again.“Ultimately, where I would love to see the house go is to some charity, [which] gets it in the hands of a family that needs a home,” Haghani said. “Because that’s what it is — it’s a house in a residential neighborhood.”Contact the author Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink Share via Shortlinklast_img read more