Previous Article Next Article Key merger role for junior Corus staffOn 15 May 2001 in Personnel Today Comments are closed. Junior members of the HR team at steel company Corus played a key role incutting senior management positions after British Steel and Dutch aluminiumgiant Koninklijke Hoogovens merged. After the merger was announced in October 1999, these junior staff helped insupporting the redundancy process and to develop HR policies for the mergedcompany, including a health and safety policy. The company had to reduce the number of its senior managers from 800 to 500by the end of December. “This did not go down well with some of the senior HR people in thebusiness. “But they were candidates for some of the roles and I could not usethem,” he said. Johnston said that if British Steel had not merged the 6,050 UK redundanciesthat the company confirmed this month would have happened a year ago. Johnston said he was involved in the merger process the day after the chiefexecutives of the two companies had made the decision to join forces. “A lot of difficult decisions had to be made. We decided to do it fast.We probably got 95 per cent of appointments right and five per wrong. Getting95 per cent right fast is better than getting 98 per cent slow.” Related posts:No related photos.
Comments are closed. Related posts:No related photos. What questions will they ask me?On 16 Oct 2001 in Personnel Today Iam in my first HR role, which I moved across into from an admin post, and havebeen made redundant. Can you give some advice on what HR-related questions Icould expect to receive at interviews so I can prepare accordingly?CliveSussams, recruitment consultant, Malpas Flexible LearningAsyou are at a very early stage of your career and have been performingadministration duties, typical interview questions will focus on system andanalysis skills, together with the depth of your HR knowledge, including theextent of advice you give on a daily basis. You should emphasis your HR careeraspirations and, if you are not already studying, give details of your plan toattain CIPD membership.PeterLewis, consultant, Chiumento Questionsthat you may well be asked and should be well prepared for may include:Whathave been your main achievements in your career to date?Whatare your strengths and weaknesses?Howeasy did you find it to make the transition from administration to HR?Whatwere the biggest challenges that you have faced in your last role?Whathave been your greatest achievements in your last HR position?Whatrelevant HR experience and achievements can you bring to us?Whatareas of HR are you particularly interested in? Whatdo you think are the main employment issues facing the HR function?Howproactive do you think the role of HR should be within a company? Why?Ifwe offered you a position, what would be the main goals that you would setyourself in the first three months?Wouldyou be interested in undertaking an HR-related qualification?LouiseWhite, consultant, EJ Human ResourcesYoudon’t say how long you were in your HR role for, so it is difficult to gaugethe level of questioning you might come up against. Assuming that you arelooking for a junior officer role, I wouldn’t expect too many heavily technicalquestions at this level. Attitude at this stage is more important and futureemployers will want to know that you have a strong customer service ethic, aflexible attitude and a willingness to learn. Iwould suggest that you break your previous role down into categories and thinkof examples of work you have done in each area. This way you will be able toget across the depth of your experience if asked specific questions. Previous Article Next Article
This week’s lettersHaving women in IT benefits all I am heartened to see the Government is finally encouraging women into ITwith the newly formed Champions Group (News, 22 January). The IT industry has been male dominated for too long. The number of women inIT is very low and, to my knowledge, the situation is not improving. Even whenwomen do join, they tend to take on traditional female roles, such as marketingor HR. The IT skills shortage is prevalent across many sectors, so there isplenty of opportunity for women to develop an exciting career. To help attract women, employers need to offer flexible workingarrangements. The IT industry is ideal for family life as departments can allowfor flexi-time or working from home. We also need to educate schoolgirls on thebenefits of the IT industry, as most view it as boring. This is an outdatedstereotype, with the IT sector having plenty to offer. Furthermore, many IT departments are missing out on skills that research hasshown that women are more likely to possess, such as communication skills andmulti-tasking. Carl Kemp Head of marketing, MSB International Atmosphere for happy workers The article ‘State of workplace hits staff productivity’ (News, 22 January)was a welcome investigation into the impact of work environments on staffmotivation. Office designs proved that cosmetically enhancing work environments was auseful weapon in the war for talent, but now the focus has shifted todelivering competitive advantage through the dynamics of the workplace. Productivity is impaired if employees don’t feel happy in their office. Butequally important for improved productivity is ease of communication betweenteams and departments. Staff need to be involved in work space development. Their knowledge andexperience will be imperative when developing the ideal environment. It shouldbe achieved through a carefully implemented consultation pro-cess thatencourages staff buy-in and fosters a sense of value. The way to exploit the correlation between productivity and environment isto ensure all aspects of the workspace are considered and aligned with thebusiness objectives. Richard Taylor Director, Corpra It’s people who live the brands The suggestion that City analysts should take human collateral intoconsideration when evaluating a company’s worth in ‘More than just a number’ isan interesting idea (Feature, 8 January). It is only recently that the City has accepted that brands have real valuefor an organisation and can contribute to the bottom line. It accepts that acompany is more than just bricks and mortar and that a strong, well-establishedbrand has value that should be factored into its valuations. If analysts accept brands contribute value to companies, they must acceptthat staff play a vital role in success. They make the brand proposition cometo life. Brands cannot thrive without staff who understand and buy into thebrand’s positioning, promote and nurture its identity and values. Andrew Johnson Sales and marketing director, Virgin Incentives Outsourcing is all about quality I take issue with the Editor’s opinion (8 January) that outsourcing isentirely driven by needs to cut costs. There are many other benefits – the mostimportant being an improved level of service for customers and staff. In these trying times where the challenge for organisations is to retaintheir best talent and keep workforces motivated, anything that allows HR toconcentrate on the softer aspects of their role – such as the development ofkey staff – is worthwhile. Also, by linking up with a reputable service provider the company gainsaccess to a wealth of expert knowledge and advice. This can result in improvedcustomer satisfaction levels and can help prevent costly mistakes. It does not mean loss of control. Systems can be implemented that allowclients to monitor and track procedures, maintain control and easily identifycosts. David Kneeshaw Chief executive, Propeller Comments are closed. LettersOn 12 Feb 2002 in Personnel Today Related posts:No related photos. Previous Article Next Article
Related posts:No related photos. Previous Article Next Article I am an HR advisor for a large UK company and my role is to provide HRexpertise to managers in the business. In practice this means correctingmistakes, fire-fighting, trying to avert costly legal cases and handlingadministration in the knowledge that if I don’t do it, it won’t get done atall. The reality seems to be that managers are not interested in HR. There isno enjoyment left in the job for me and I’m concerned life is the same in everyHR department. Is it time for me to get out of HR? Victoria Wall, managing director, Victoria Wall Associates While it is unfortunate you have experienced the negative impact of devolvingHR responsibility to the line, try not to lose faith in the benefits of thisstrategy. Many large organisations have successfully changed their linemanagers’ perception of HR by making them accountable for managing humancapital. To do this successfully, senior management must communicate the importanceand value of using HR experts, and the negative impact an incorrect decisioncan have on the company from a human, commercial and legal standpoint. I wouldadvise you to remain in HR but work within a company that links its businessplan to its HR strategy and has real board commitment. Peter Sell, joint managing director, DMS Consultancy It is my experience that many companies are unsuccessful at devolving HR to theline. The usual reason for failure is the lack of training given to those linemanagers in people skills. Another issue is the reluctance of the organisationto use the performance management process to ensure a key part of the linemanager’s role is undertaken to an acceptable standard. It is usual for a roledefinition/job description to outline the percentage time the line managerneeds to spend on HR issues. If these are not being undertaken, then that partof their salary is being taken under false pretences. Regarding your career, are you in a position to influence the effectivenessof devolving HR management to the line? If not, then move on to a moreenlightened organisation. Philip Spencer, consultant, Macmillan Davies Hodes It sounds as though your role has become highly reactive to the point thatyou pick up the problems and issues caused by the line managers in thedivisions you support. If mistakes and errors are commonplace it suggests yourexpertise could be used in coaching line managers on best practice. You also state that HR does not feature high in all managers’ priorities.Again this could be an issue addressed via one-to-one coaching or thefacilitation of workshops raising the profile of HR and value it adds. You could seek a fresh challenge with an organisation that values HR orrequires an HR function to be developed. Both provide a reasonable level ofproject work that will rejuvenate your enthusiasm and drive in HR. Also look atsmaller organisations, which may offer you more autonomy in a role andtherefore greater challenges. Line managers not keen on HROn 16 Jul 2002 in Personnel Today Comments are closed.
Professional dilemmasOn 1 Apr 2003 in Personnel Today Do you have an e-learning problem? Then ask our experts to find a solution.E-mail it to the address at the bottom of the page Q How can I ensure that my learning management solution helps improveorganisational performance, as well as track a learner’s progress? A Organisations must select a solution that enables them to customisethe training, make training flexible and provide a central database to trackemployee skills so employees are matched to the right tasks. The defining feature of learning management solutions is that they enableemployees to participate in a training curriculum that has been customised tothe skillset and role of the individual. Their capabilities extend beyond theexpertise of in-house trainers. They allow training managers to personalisetraining pathways to the individual needs. More traditional methods lack a customised approach because they involve employeesof different skill and education levels, requiring the trainer to generalisethe subject matter and miss opportunities to address issues specific to any oneindividual. Companies can also tailor the solution to align with incentive programmes,so employees could, for example, find out if there was a post-course salaryupgrade available online without having to ask HR professionals to researchthis information. Organisations must seek out a solution that enables employees to accesstraining sessions over their PCs at their convenience and preferred location.Many solutions today allow training for employees whether at work, home, oreven in another country. Companies must also look for a learning solution that monitors employees’progress and guides them towards developing individual talents and skillsrequired to be successful in their position. Some provide central informationon skills developed company-wide, allowing managerial access to reviewemployees’ knowledge sets and educational levels. Companies can put thisinformation to good use straight away by deploying staff members to specificprojects that call upon the knowledge recently acquired. Response from Lisa Clark, education services director for SAP UK andIreland Related posts:No related photos. Comments are closed. Previous Article Next Article
A question that all HR/recruitment professionals get asked on at least a semi regular basis is: “How should I resign?”. The real answer is, there is no textbook answer as there are so many variables and moving parts involved relevant to e.g. company, manager, your professional style etc. but there are definitely a whole lot of wrong ways to do it. Here’s my 4 small tips that hopefully will offer some piece of mind during what in most cases is an awkward conversation (at best), and help it flow with a little more ease and hopefully avoid friction or burned bridges.Tip 1: No matter how much you might feel like it, don’t use the flaws of the company/manager as your reason for leaving. This is not the time or the place to have this conversation. My advice would be that if there is a burning desire inside you to offer some constructive criticism, do so at an exit interview in a rational and balanced manner. Instead use the positive points of why you have chosen to accept the new role as the reason for your departure.Tip 2: I’m firmly of the belief that we never stop learning and thus regardless of if you feel it has been the most fulfilling role or not, think of the lessons you’ve learned and thank your manager/company for the opportunity to have learned and grown as a professional.Tip 3: Unless extenuating circumstances dictate otherwise, wherever possible be willing to work your full contractual notice period. Make arrangements as such so as to make your transition out of the company as smooth as possible.Tip 4: If not already part of process, offer your time to have an “exit meeting/interview” with your line manager with the aim of trying to shed light on where in your opinion, the organisation could improve. This is where you can offer your CONSTRUCTIVE feedback and show that you are not harbouring any ill feelings due to some negative experiences but instead are aiming to offer your opinion to ensure other employees don’t feel the same thing.These are by no means complicated steps and is relatively “back to basics” kind of stuff but I hope it will give some piece of mind to anyone who may be looking for a little direction on ways to part ways in a positive light. Comments are closed. Previous Article Next Article Read full article Related posts:No related photos. Positive Resignation – How to hand in your noticeShared from missc on 8 Jan 2015 in Personnel Today
Message* Full Name* Email Address* Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink The Corcoran Group founder Barbara Corcoran (Getty)On the eve of Barbara Corcoran’s sale of her eponymous brokerage in 2001, a former deputy nearly scuttled the deal by demanding $1 million — or else.Rather than let the $66 million deal fall apart, Corcoran pulled out her checkbook. “At the eleventh hour, one of the most important people in my business held me up for $1 million,” Corcoran disclosed for the first time on the Dec. 4 episode of “Shark Tank.” “She said, ‘You’re going to pay me $1 million or I’m going to your rival.’ Now what do you think happened? I gave her the $1 million immediately.”No, Corcoran didn’t name the offender. Industry sources, of course, have suspicions. Corcoran said the person left the firm after a couple of years and they lost touch.“You never see the train coming in a situation like that,” she told The Real Deal in a recent phone interview. “This person was a hunter by nature. When she saw the opportunity, she went for the kill.”Corcoran said she had never spoken publicly about the encounter. But when a contestant on “Shark Tank” described seizing control of a startup, she said it touched a nerve. “I was enraged,” she said.Read moreRealogy to franchise Cocoran brand Corcoran, Citi Habitats merge NRT’s Liebman love affair TagsBarbara CorcoranCorcoran GroupPam Liebmanrealogy Share via Shortlink Corcoran famously launched her firm in 1973 with $1,000 from an ex-boyfriend who told her she would never succeed. By 2001, it was Manhattan’s second-largest independent brokerage with 700 agents.Days before the Sept. 11 terrorist attacks, Corcoran struck a deal to sell the firm to NRT, now part of Realogy. “I wanted to grow aggressively,” Corcoran told the Wall Street Journal at the time. “I saw more opportunity than my pocketbook could afford.”In fact, it was a period of consolidation in the brokerage world that is repeating itself today, with firms like Berkshire Hathaway and Compass snapping up independent shops.Back then, Corcoran and then-president Pam Liebman negotiated with NRT for months. Liebman, along with Corcoran’s business partner Esther Kaplan and Melinda Magnett, who headed the firm’s Brooklyn operation, were minority partners in the brokerage.Improbably, the parties struck a deal on Sept. 7, 2001.Corcoran recalled recently that negotiations dragged late on Friday night, and by 8:30 p.m. her team wanted to break for the weekend. “I said, ‘No one is leaving until the contract is signed,’” she said. The deal got done around 11:30 p.m.On Tuesday morning, the attack on the World Trade Center changed the course of history.Corcoran’s contract — with a force majeure clause — was anything but secure, she said, and in the ensuing days her calls to NRT went unreturned. Reading the writing on the wall, she snapped into action. Corcoran said she bought a silver toy gun and marched into NRT’s office.“I gave the best one-minute sales pitch of my life,” she said. The pitch touched on Corcoran’s recently-refurbished offices and an army of agents who hadn’t yet hit peak productivity. As a finale, Corcoran said she whipped out the gun and threw it on a table, where it spun around. Corcoran said she compared the brokerage to a “new gun that’s ready to be fired and the bullets won’t ever run out.”It worked.Corcoran announced the deal to agents on Sept. 21, 2001, at the Pierre hotel. After it closed, she stayed on as chairwoman, a role she held until 2005, while Liebman took over as CEO.Liebman, who joined the brokerage in 1984 at age 23, was already running the firm and had negotiated terms of the sale to NRT, finalizing some of the details while riding a Ferris wheel with her young daughter. “Barbara would always say, ‘I want the last page of my book to say, I never even read a piece of paper,’” Liebman told The Real Deal in 2016. “She didn’t want to get involved in the details.”Under NRT — and now Realogy — Corcoran continued to grow. In 2002, its parent company purchased new development marketing firm the Sunshine Group from Louise Sunshine. (Today, it operates as Corcoran Sunshine Marketing Group.) Then in 2004, Corcoran acquired rental firm Citi Habitats from founder Andrew Heiberger. The two brands operated independently until January of this year. The merger left Corcoran with 2,420 agents and $7 billion in annual sales.More recently, Realogy said in 2018 it would expand the Corcoran brand by selling franchises in second-home cities around the world.Barbara Corcoran admitted that when confronted by her deputy all those years ago, part of her wanted to say, “Blank you! Take a walk.” But she believed satisfying her ego would also be the wrong decision.“I did not regret it,” she said, and within a few years the individual left the company and, she said she believes, real estate. “So they weren’t so important after all. The company went on just fine.”Contact E.B. Solomont
Email Address* condoslong island cityResidential Real Estate Eric Benaim, CEO of Modern Spaces, said the incentives the brokerage offered to buyers and their agents changed every month to compensate for the tough market. Those incentives ranged from $5,000 gift cards for agents who brought in buyers, to having closing costs covered by the developer, Chris Jiashu Xu.Xu developed the tower alongside Risland US Holdings and FSA Capital, and financed the project with a $502 million construction loan from a consortium of lenders led by JPMorgan Chase.Prices for units in the building range from $600,000 to just over $3 million. Nest Seekers International’s new development arm is also marketing units in the building, according to the project’s website.Contact Erin Hudson Message* Tags Chris Jiashu Xu and Long Island City’s Skyline Tower. (Skyline Tower)The tallest building in Queens, Skyline Tower, is on its way to potentially breaking a record.About 41 percent of the 801 units in the Long Island City condominium are in contract, according to Modern Spaces, which has been handling marketing and sales at the building since 2018. The first set of closings began last month.The 67-story tower is aiming for a sellout of $1.09 billion, according to filings with the Attorney General’s office. It’s the first condo in the borough to try for a billion-dollar sellout.Selling units at the building is a tall order in and of itself, considering the glut of unsold condos in Long Island City. Last summer, nearly 60 percent of units built since 2018 were reportedly languishing on the market.ADVERTISEMENTRead more Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink Chris Xu’s record-breaking LIC condo tower aims for $1B sellout“You’ve either made the wrong shoes, or you’ve made too many”: LIC faces a serious condo glutA luxury development in LIC is to blame for viral subway flooding video: MTA Share via Shortlink Full Name*
As a part of the scientific activity of the Commonwealth Trans-Antarctic Expedition a collection of eight oriented samples was made by Stephenson from dolerite sills and dykes in the region of the Theron Mountains, Shackleton Range and Whichaway Nunataks. The seven intrusions which have been sampled bear petrological affinities with the Karroo Dolerites of South Africa and with the dolerite sills of Tasmania, and are thought to be of comparable age. They intrude flat-lying sediments and show no evidence of post-formational tilting.
Two species of moss growing in Moss Lake on Signy Island, South Orkney Islands, had unusual morphologies with large leaves and long internodes. Both Calliergon sarmentosum and Drepanocladus cf. aduncus differed from their terrestrial counterparts and from each other in the character of their leaves. The two genera differed in the ability of the terrestrial forms to develop a large-leaved growth form. Calliergon, which was represented by the same species in both environments, changed to the aquatic morphology when separated shoots were grown either submerged or under damp conditions. Ught intensity was not an important factor influencing change in morphology. In contrast, terrestrial Drepanocladus uncinatus, the closest taxonomic counterpart of D. cf. aduncus on Signy Island, did not show any adaptation under similar conditions. The aquatic forms also showed a corresponding degree of plasticity in their natural habitat. Calliergon varied from robust shoots to microphyllous or even leafless stems whereas Drepanocladus cf. aduncus only grew in the robust form. These differences were related to the success of the two species at different depths and it is suggested that the very low compensation points of the two mosses (reported in a separate study) resulted from the morphology of the plants.