With legislation looming over the use of temporary and agency workers, JimMatthewman, worldwide partner at Mercer Human Resources, looks at how onecompany approached streamlining its management of temporary staffThere are an estimated 1.8 million temporary workers in the UK costingbusinesses about £1.7bn a year. Under new legislation making its way throughthe European Parliament, that cost may rise considerably. Under the current proposals, submitted in November and due for introductionby June 2003, temporary workers would be entitled to the same terms andconditions as the permanent position they are covering. There is still considerabledebate to be had. The UK and Ireland propose that the regulations should onlyapply once a person has been in employment for more than a year, while some ofthe other EU countries want the provisions to apply from day one. But just how widespread is the use of contingent workers – defined astemporaries, agency staff and contractors – within given industries or aspecific skill group? Contingent workers are found at lower skill levels inproduction, packing and labouring roles, semi-skilled and skilled levels inadministration, research and manufacturing and expert levels such as projectmanagement, software design, engineering and interim management. At current average rates, 100 contingent workers will be costing a UK firmclose to £1m a year. Given current market conditions and significant pressureto reduce costs, most firms would do well to undertake an audit to identifywhere the contingent workers are being used, how many are being used, at whatcost and on what terms and what approval processes are being used. Of course, use of contingent workers is highly dependent on organisations’specific business models and associated people strategy. Some industries, suchas consulting engineering, where projects are typically long-standing yetintermittent, contingents might make up a third of the workforce. Others,notably retailers, are high employers of temporary staff for the ‘goldenquarter’ around Christmas and the January sales. The reality of using temps However, experience shows that where organisations might feel they have agood handle on using and deploying temporaries, the reality is often verydifferent. But, why might this be the case? A recent case study, where Mercer HR Consulting conducted a pan-Europeanaudit, highlights some of these points. The organisation has a large contingent workforce operating in more than 10countries across Europe. To our surprise, there were more than 400 separatesupplying organisations ranging from multi-country, large-scale employmentagencies such as Manpower and Adecco, to small boutiques, often providing ahandful of workers. In some countries, HR took responsibility for sourcing the workers, while inothers it was the role of procurement, and in some, the line managers. Thislack of consistency had allowed a whole series of inefficient processes andbehaviours to develop. While the company had a broadly similar approval processacross countries, there was a lack of agreed, formal policies around usage –indeed, some managers saw the use of contingents as a convenient way to bypasslimits (and freezes) on permanent recruitment. The lesson learned was that the processes might be similar but this needsbacking, requiring clear direction and effective implementation. Even where amajor supplier was involved in a number of countries, the service standardprovided was very mixed. The main issue being one of pushing inappropriatecandidates or difficulties in the supplier relationship. Again this points tothe need of a common set of key performance indicators for supplierperformance. It is common that local operating companies create policies framed withinlocal legislative frameworks. These do vary across Europe – for example, inItaly and France there are restrictions in respect of ‘body shops’ and, as aresult, workers are usually supplied under professional service agreements, egcontractors. Varying definitions Internal definitions of contingent workers also varied between countries.The audit also showed the clear need for a single, agreed definition oftemporary, agency and contracting workers, as well as skill definitions inorder to analyse, measure and monitor usage. This then provides the ability toidentify where, how many and the cost of usage. In this particular example, the bulk of contingent workers were either lowskilled or skilled. There was no apparent value in continuing relationshipswith smaller agencies, as there was little difference in the pay rates and nodifference in the quality of worker. Additionally, better bulk terms were available through arrangements withlarge volume suppliers. An added bonus was the reduction in bureaucracy throughmaintaining fewer agency relationships. We also found there was a difference in definition between true specialistsand experts with readily-available skills. As you would expect, a premium ispaid for true specialists, who are mostly sourced from niche agencies. Thesespecialists tend to be critical to the business. However, experts in common fieldsare available from volume suppliers at better rates and hence another area ofpotential savings. Lack of consistency We found there was little consistency in the way the contingent workforcewas managed. The division of responsibilities between procurement and HR wasunclear, and varied between geography and business unit. This, combined withlittle use of automation, resulted in poor management information and fewcontrols. As a result, the organisation was incurring additional costs throughlack of pay rate management and process inefficiencies, resulting in anextended time to hire. Finally, there was little vendor management through theuse of key performance indicators, which could have been used to drive andmonitor cost and quality improvements. The audit – conducted over a period of eight weeks, largely throughquestionnaire but also structured interviews and a workshop – identified somesignificant areas of cost reduction. The main area of potential reduction was smarter sourcing of temporaryworker according to skill level. This was shown to be in the order of £13.7m insix months, with a similar level annually thereafter. To achieve these, theorganisation needed to address three key areas: – Consistent use of technology – Reduced number of suppliers – Strong management information to drive cost and quality improvement ofvendor management. Over the past 10 years, e-procurement and e-recruitment systems haveadvanced significantly. Technology provides the opportunity to achieve hard, bottom-linesavings by automating the business rules and processes to manage therequirement, authorisation, attraction, selection, tracking and payment ofcontingent workers. Today, there are in excess of 20 specialist e-recruitment/vendor managementsuppliers. Some, such as PeopleSoft, Oracle and SAP have recently added newmodules. Not all, however, provide the full functionality or are trulypan-European, especially in language versions. Choosing a supplier However, the use of a single system across an organisation has compellingbenefits. The software operating through a management web-based portal would ensureauthorisation processes are both standardised and adhered to. It can also provide instant updates to line managers as to where candidatesare in the process and, ultimately, be used to monitor invoicing. Clearly, having more than 400 vendor suppliers, each with a degree ofmanagement resources managing the relationship, was highly inefficient. The critical question for any organisation is what is the appropriate numberto provide assurance of both quality and timelines to meet the business need?Three main options should be reviewed: – Insourced versus outsourced – A single master managed service provider – A vendor-neutral option accessing an agreed list of suppliers. There is a strong temptation to opt for a single master vendor solution. Butas we noted, there may significant service variation between geographies and adanger that all the eggs are in one basket, resulting in unsuitable candidatesbeing put forward. The other major problem lies with implementation. If managers have been usedto sourcing key contingents from niche suppliers, there is likely to besignificant resistance if they are told only one source is now available. It alsolikely that the niche suppliers will be reluctant to ‘partner’ with a singlesupplier if this inevitably means their rates and margins are squeezed. In our case study, many of the resourcing managers preferred the idea of twoor three master vendors so they could play one off against another. This isreally avoiding the issue and likely to lead to variable quality. The third alternative is to consider a neutral master supplier – a supplierthat will co-ordinate a preferred list of suppliers without being one of thedominant vendors. The organisation benefits from having just one relationship to manage, andthe line managers feel there is still a reasonable choice of suppliers, albeitthe contact with the suppliers is now removed from day-to-day operations, whilesmaller niche providers will feel the neutral vendor is more objective andunbiased. Probably the hardest and most critical question is how to implementsuch a solution. Given the size of savings, there will be senior management pressure to implementfast – within six months. But in order to realise these gains, there are anumber of steps which need to addressed: – While the business case will be compelling at the most senior levels, itwill be operational managers who will find their current, convenient practicescurtailed or restricted. There will need to be an education exercise to winthese people over – Many of these arrangements are likely to have been built up over manyyears with cosy, personal dealings – the exposure of these arrangements maywell be uncomfortable at all levels of the organisation – Some of the contracts may be long-standing and will need to be reviewed oreven renegotiated, although the likely introduction of new legislation may be aconvenient opener for discussions – The technology solution will require swift implementation, includingconsideration of revised business processes – Irrespective of whether an organisation chooses a master vendor or neutralvendor option, the terms of such a relationship need to be clearly agreed withclarity on expected savings and margins, key performance indicators andreporting schedules. So, in the end, the issue is the balance between clear cost savings andpotential risk to everyday operations. In our experience, managing contingentworkers is as much a behavioural issue as a cost equation. The new legalscenario prompts a re-questioning but it also provides an opportunity to get agrip on a loose process. In today’s climate, this might be a giant quick win. www.mercer.comWhat do employers think?Last year, Personnel Today andManpower surveyed almost 1,000 employers to see what they thought of theDirective. Key findings include:– More than 70 per cent of organisations think it will damagetheir businesses through increased red tape and employment costs– 45 per cent of firms pay their agency staff the same aspermanent staff and 23 per cent pay temps more than permanent employees– 50 per cent of employers surveyed do not provide their tempswith holiday pay, while only 20 per cent of respondents provide agency staffwith maternity leave, 12 per cent provide paternity leave and 10 per centprovide pension provision – 25 per cent of organisations use agency staff for periods ofbetween six weeks and three months, 14 per cent of firms use them for periodsof between three months and six months, and 8 per cent use agency employees forbetween six and 12 months– 3 per cent of respondents use temps for periods of between 12months and 18 months, and 2 per cent employ them for more than 18 monthsSnapshot of the directiveThe European Commission (EC) issued aproposal for a draft Directive on temporary work in March 2002. Changes were proposedby the European Parliament in November and, in response, the EC issued arevised proposal in December.Under the revised proposal, temporary agency workers will beentitled to the same working and employment conditions as if they had beenrecruited directly by the company for the same job. There are three derogations to this “equal treatment”principle. It does not apply to pay where assignments last less than six weeksor where agency workers are employed on permanent contracts with the agency andcontinue to be paid in the time between postings. Collective agreements mayderogate from the principle as long as an “adequate level ofprotection” is provided for the temporary workers.The proposal requires member states to periodically review therestrictions on the use of temporary agency workers and discontinue any thatare not justifiable. It also provides that temporary workers should be informedof any vacant posts in the client organisation and, if recruited, the agencyshould be entitled to compensation.The Greek President is seeking political agreement on theproposed directive at the council meeting in June. Once adopted, member statesare likely to have two years to implement the directive.www.agencyworkersdirective.uk.com Related posts:No related photos. Previous Article Next Article Less is moreOn 29 Apr 2003 in Personnel Today Comments are closed.
Written by FacebookTwitterLinkedInEmailNikola Jokic scored 28 points and dished out 10 assists as the short-handed Denver Nuggets rode a big second-half run to a 106-100 win over the Utah Jazz.Trailing 70-61 with 4:13 left in the third, the Nuggets went on a 15-0 spurt to close the quarter. They continued their roll in the fourth. In all, it was a 27-1 surge. But a 17-point Denver lead was whittled to three before Jokic took over.Jordan Clarkson had 37 points for the Jazz on a night when leading scorer Donovan Mitchell was held to four. January 31, 2020 /Sports News – Local Nikola Jokic carries short-handed Nuggets past Jazz 106-100 Tags: Denver Nuggets/NBA/Nikola Jokic/Utah Jazz Associated Press
Written by Mambacita is forever a Husky pic.twitter.com/3wdAbdK0Ye— UConn Women’s Hoops (@UConnWBB) January 27, 2020Gianna, known as Gigi, earned the nickname “Mambacita” because of her tenacity on the basketball court, like her famous dad, Bryant, whose nickname was “Mamba.”The father and daughter were on their way to a basketball game at Bryant’s Mamba Sports Academy in Thousand Oaks, California, Sunday morning when their helicopter crashed on a hillside in Calabasas. The Bryants, six other passengers and the helicopter pilot were all killed in the crash.Bryant started coaching Gianna’s basketball team when he retired in 2016, ending his 20-year career with the Los Angeles Lakers.Gianna reportedly wanted to attend the University of Connecticut and even got a chance to meet with the school’s women’s basketball team when they made a visit to Los Angeles in 2017. UConn women’s basketball coach Geno Auriemma also said Gianna visited the campus in Connecticut, according to ESPN.The UConn team and Team USA also observed a 24-second moment of silence at Monday night’s game, in honor of Bryant’s No. 24. At the start of the game, Team USA held the ball for an eight-second backcourt violation in honor of Bryant’s first jersey number, No. 8.The Huskies later ran out the 24-second shot clock as a tribute to Bryant’s second NBA jersey number, according to ESPN.In addition to coaching Gianna’s girls’ basketball team, Bryant was known as an outspoken supporter of the WNBA and female basketball players.Just a few days before his death, Bryant said he could see a day where women could play in the NBA, the same league he dominated for 20 years.“There’s a lot of players with a lot of skill that could do it,” he told CNN last Wednesday. “Diana Taurasi, Maya Moore, Elena Delle Donne. There’s a lot of great players out there, so they could certainly keep up with them.”Bryant was also actively involved with the WNBA through his close friend and former teammate Derek Fisher, who is now the head coach for the Los Angeles Sparks.“I want us to continue to push for what he was most recently striving for in terms of equity and opportunity for young girls, for girls like his daughters that are still with us,” Fisher told ABC News’ Good Morning America Monday. Copyright © 2020, ABC Audio. All rights reserved. FacebookTwitterLinkedInEmailAllen Berezovsky/Getty Images(HARTFORD, Conn.) — The University of Connecticut women’s basketball team paid tribute Monday to Gianna Bryant, the 13-year-old daughter of NBA legend Kobe Bryant who was following in her dad’s footsteps as a basketball star.The Huskies placed a No. 2 UConn jersey with flowers on their bench at Monday’s game in Hartford against USA Basketball.The team shared a photo of the tribute on social media, writing, “Mambacita is forever a Husky.” January 28, 2020 /Sports News – National UConn pays tribute to Kobe Bryant’s daughter Gianna Beau Lund
BMT Nigel Gee, a subsidiary of BMT Group, has announced its latest collaboration to deliver naval architecture and engineering expertise to premier Dutch custom yacht builder, Oceanco following completion of the 110m PA107 design.The 110m DP001 project which has been the main focus of work in 2011 is now fully compliant with the latest Passenger Yacht Code (PYC) for up to 36 guests. The design is intended to be a lower GRT variant of the PA107 concept. Building on the hull form development work undertaken for PA107, BMT and Oceanco worked with MARIN to undertake further hull form optimisation making extensive use of both CFD and model testing.In addition to DP001 the team is also supporting the Weyves/ Elie Saab 117m design which was first unveiled by Oceanco last year. The Weyves Couture yacht is the first design to come from Lebanese fashion designer Elie Saab and Weyves International Ltd. Work is currently being carried out on developing the technical background, as well as further refinement of the yacht’s general arrangement.James Roy, Yacht Design Director at BMT Nigel Gee comments: “We are delighted to be continuing our partnership with Oceanco in order to not only help develop the most innovative of ideas but to turn those designs into state of the art engineering reality for the modern day yacht market.”[mappress]Source: bmtrenewables, September 23, 2011; UK: BMT Nigel Gee to Deliver Naval Architecture to Oceanco View post tag: Naval View post tag: Nigel View post tag: to View post tag: deliver View post tag: Navy View post tag: BMT View post tag: Gee Back to overview,Home naval-today UK: BMT Nigel Gee to Deliver Naval Architecture to Oceanco September 23, 2011 Industry news View post tag: News by topic Share this article View post tag: Oceanco View post tag: Architecture
Applications are invited for appointment as Tenure-TrackClinical Associate Professor/ Clinical Assistant Professor in theSchool of Public Health (2 posts) (Ref.: 502515), to commenceas soon as possible, on a four-year fixed-term basis, with thepossibility of renewal and consideration for tenure before theexpiry of a second four-year fixed-term contract.Applicants should possess a primary medical qualificationregistrable in Hong Kong and a specialist qualification in PublicHealth Medicine (F.H.K.A.M. (Community Medicine)) or equivalent(e.g. F.F.P.H., F.A.F.P.H., F.R.C.P.(C) in Community Health,American Board certification in Preventive Medicine, etc.). Inaddition, they should demonstrate: (i) proven ability to producequality research, publications in high quality internationaljournals, and evidence of local and regional recognition forscholarship and professional expertise; (ii) ability inundergraduate and postgraduate education, clinical practice andresearch; (iii) participation in Faculty and University affairs;and (iv) capability in KE activities, and leadership inprofessional education programmes or community engagement.The appointees are expected to strengthen the School’s research,teaching and knowledge exchange (KE) programmes in public healthmedicine, and facilitate innovative and effective ways to integrateclinical medicine and public health practice into population healthresearch. They will play a key role in developing the academicscholarship and teaching programmes of the School, and contributingto the delivery of medical and health science courses in theFaculty. Those with less experience may be considered forappointment as Clinical Assistant Professor. Information about theSchool can be found at http://sph.hku.hk . Those who haveresponded to the previous advertisement (Ref.: 498865) need notre-apply.A highly competitive salary commensurate with qualifications andexperience will be offered, in addition to annual leave and medicalbenefits. At current rates, salaries tax does not exceed 15% ofgross income. The appointment will attract a contract-end gratuityand University contribution to a retirement benefits scheme,totalling up to 15% of basic salary. A monthly cash allowance willbe offered to the successful candidate. Housing benefits will alsobe provided as applicable.The University only accepts online application for the above post.Applicants should apply online and provide (a) an executive summarydescribing their most outstanding accomplishments andqualifications; (b) an updated C.V.; (c) a publication listhighlighting their best papers; and (d) a 1-page description oftheir future research and career plan. Review of applications willstart as soon as possible and continue until May 17, 2021 ,or until the posts are filled, whichever is earlier.Advertised: Nov 17, 2020 (HK Time)Applications close: May 17, 2021 (HK Time)
52, of Fairfield, NJ, formerly of Bayonne, passed away on September 24, 2018 at St. Joseph’s Hospital in Wayne, NJ. “Pudgie” as he was known by all, was born and raised in Bayonne before relocating to Fairfield over 3 years ago. He was predeceased by his parents, John Frank Patrick and Maureen (O’Neill) Patrick. Left to cherish his memory are his aunts, Barbara Kondratiuk and husband Joe; Carol Diaz and husband Miguel; his uncle Robert Patrick and cousins, Matthew Gotch, Eileen Fredman, Susan Benner, Doreen Diaz, Sean Patrick, and many friends. Funeral arrangements by DWORZANSKI & SON Funeral Home, 20 E. 22nd St.
Furloughed workers are apperantly keeping poison control busy Twitter Pinterest Google+ Pinterest By Carl Stutsman – April 23, 2020 0 377 Facebook WhatsApp CoronavirusIndianaLocalMichiganNews Twitter Facebook Previous articleBrother in Elkhart allegedly attempts to run over twinNext articleMichigan has paid nearly 70% of unemployment claimants Carl Stutsman WhatsApp Google+ Des Moines Public School Technology Director Dan Warren sanitizes tablets in a classroom at Central Academy high school, Thursday, March 19, 2020, in Des Moines, Iowa. All Des Moines public schools are closed in response to the coronavirus outbreak. (AP Photo/Charlie Neibergall) Since the stay-at-home efforts began the Michigan Poison Center says they have seen about a 9 percent increase in the number of calls for accident poisoning. Household cleaners are the biggest offender.One of the problems may be that people are buying industrial strength cleaners with regular household supplies in short supply. Officials say if you do have to use industrial cleaners though do so sparingly and follow directions carefully to avoid over exposure.There is absolutely no reason why you should be ingesting or putting in your mouth any form of hand sanitizer, cleaner, or disinfectant. Should you need it the Poison Control Hotline is 1-800-222-1222.Read more here with ABC 57 News
IndianaLocalNews Pinterest Pinterest Five from Elkhart indicted in home invasion robbery case Twitter Google+ WhatsApp Facebook By Network Indiana – September 11, 2020 3 601 WhatsApp Twitter Google+ Facebook (“Court Gavel” by Best Law, Public Domain) Five people from Elkhart have been indicted in a home invasion robbery case.The Department of Justice says a small group known as the “ChoppaBoyz” robbed a homeowner on June 9, 2020. The homeowner was shot in the leg and then beaten repeatedly with handguns while the robbers demanded to know where a safe was in the home, investigators say.Police say the robbers stole the safe, drugs, money, a handgun, and jewelry. After the police arrived, they obtained a search warrant for the home and found cocaine, marijuana, and prescription pills that the robbers didn’t notice. Police say the robbers asked for an AR-15 pistol that was recently traded, which gave the victims some idea of who the robbers were.The Department of Justice says based on this and other information, they were able to track down the five suspects.“This indictment is an example of the investigative focus on violence in our communities and the impact of collaboration among agencies in which crimes cross state lines,” said FBI Indianapolis Special Agent in Charge Paul Keenan, “The FBI’s Safe Streets Gang Task Force will continue to work with our partners the Elkhart Police Department, the St. Joseph County Sheriff’s Department, and the South Bend Police Department to pursue those who commit these violent crimes and take them off our streets.”They were charged by way of a two-count indictment with robbery affecting interstate commerce and using a firearm in the commission of a crime of violence, says U.S. Attorney Thomas Kirsch II.“I commend the FBI, in addition to the other agencies that participated in solving this case,” said Kirsch. “Violent crimes, like those alleged, will be thoroughly investigated by our law enforcement partners and prosecuted by my Office.”The five people charged are the following:-Marco Fernandez (age 24)-Jose Trigo (age 20)-Juanito Gould (age 24)-Carlos Reyes (age 20)-Emmanuel Martinez-Guevara (age 20) Previous articleSt. Joseph County COVID-19 case rate continues to dropNext articleSouth Bend man sentenced after bomb threats to FedEx facilities Network Indiana
Load remaining images San Diego-based dub rockers Slightly Stoopid celebrated their fourth annual Closer To The Sun destination event at the New Sapphire Resort in Puerto Morelos, Mexico earlier this month. Offering four nights of music on the beach, a poolside stage perfect for afternoon sets, and a palapa for late night shows, there’s nothing quite like Closer to the Sun! On top of three shows from Slightly Stoopid, fans were delighted to two shows each from SOJA, Stick Figure, J Boog, Fortunate Youth, and The Expanders. With special guests G. Love, Chali 2na, Don Carlos, and Rashawn Ross on deck, the experience fulfilled the ultimate musical paradise. There’s truly nothing like the experience of being surrounded by awesome new friends of the Closer to the Sun community, digging your toes in the sand with a drink in your hand–all while watching your favorite musicians perform.Photographer Dave Vann was on site capturing the magic, as you can see in the full gallery below.Closer To The Sun 2017 | Puerto Morelos, Mexico | Photos by Dave Vann
The Division of Student Affairs honored six Notre Dame seniors and one post-baccalaureate student for their academic, journalistic and service contributions to the University at the April 3 Student Leadership Awards Banquet. The awards recognize students whose efforts benefit not only the University community but also disadvantaged populations across the globe, according to a University press release. Senior Emily Conron received the John W. Gardner Student Leadership Award for her work with the Notre Dame Fighting Neglected Tropical Diseases club. Conron said the trajectory of her service work was unexpected yet purposeful. “My involvement with the club has shaped everything else that I’ve undertaken in college, even though I got into it by accident,” Conron said. “I’m not a hard science major, but I’ve learned a lot. Over this past winter break, I was able to unite my psychology major with my theology major with my interest in NTDs by traveling to Haiti and interviewing patients there about their mental health and religious beliefs.” Conron said students should not necessarily limit their extracurricular activities to groups related to preexisting interests. “You need to be open to finding new passions and when things creep up on you that seem interesting, even if you think it will be a diversion from your plans. I think those diversions are sometimes the most fruitful things you encounter,” Conron said. “They force you to take something and run with it, and you never know where you are going to end up.” Michael Mercurio is the recipient of this year’s Rev. Leonard A. Collins Award, which honors a graduating senior who has made substantial efforts to advance the interest of students. He said students should work to join passion with purpose. “A lot of the club work I’ve done while at Notre Dame has stemmed from seeing a need. Often, I didn’t even plan on becoming involved, but I felt very at home in the communities these clubs created,” Mercurio said. “If you want to start a club or a new initiative, be passionate about it and don’t worry about the hoops you might have to jump through, because people want to see you succeed.” Mercurio is involved with the Classics club and is a resident assistant in Morrissey Manor. He said he considers leadership the natural outcome of personal passion and communal support. “I’ve been so lucky to be surrounded by good people. My rector has always been a great model of leadership and all those involved in the other organizations have made it easy to serve,” Mercurio said. “I have a hard time calling myself a leader. I just want to be there for people.” In addition to Conron and Mercurio, the Office of Student Affairs recognized student leaders writing for campus publications, working to create a more inclusive campus, demonstrating a passion for athletics and advancing the Catholic character of the University. Seniors Megan Doyle [Editor’s note: Doyle is a senior news writer for The Observer.], Clara Ritger, Adam Zebrowski and James White and law student Michael Gillman were all honored for their leadership at Notre Dame. Contact Aubrey Butts at [email protected]