HSE addresses stressOn 1 Mar 2001 in Personnel Today Comments are closed. HSE offers practical guides to help organisations tackle work-related stressMore than three-quarters of workers believe stress in the workplace needs tobe controlled in the same way as other health and safety issues – but nearlyhalf say their organisation has no means to tackle it, a study has found. The research by the HSE was undertaken to find out what impact itsthree-year drive on work-related stress has had so far. While 79 per cent of workers polled believed workplace stress needed to becontrolled in the same way as health and safety issues, more promisingly, 40per cent of those surveyed said their organisation had taken steps to reducestress. Follow-up interviews with respondents found 35 per cent said theirorganisation had used some sort of primary level intervention to tackle theissue. But nearly half – 42 per cent of those polled – said their organisation wasunaware of any resources to help them tackle work-related stress. Elizabeth Gryngell, senior policy manager at the HSEs health directorate,said publicity was all well and good, but only action by managers could tacklethe issue. The HSE began its campaign to raise awareness of work-related stress back inNovember, when it launched National Stress Awareness Day as part of a widerHealth and Safety Commission strategy on the issue. It said it hoped to see significant improvements on the latest figures whenthe study is revisited at the end of the campaign. The next phase of its campaign is to publish a comprehensive set of guidesto help organisations tackle what is now recognised as one of the largestcauses of occupational ill health in the country. These guides will provide practical advice on how to go about tackling theproblem of workplace stress, said the HSE. Previous Article Next Article Related posts:No related photos.
Comments are closed. HR director Nick Taylor’s elevation to the Pizza Express board has allowedhim to influence company strategy and implement the necessary training schemesto enable the company to expand worldwide. DeeDee Doke reportsFor most HR directors, a seat on the company board represents the pinnacle oftheir ambitions – a ‘final destination’ of sorts, and the successfulculmination of a career. But for Pizza Express HR director, Nick Taylor, beingselected to a board seat was just the beginning of a journey to help hisambitious, UK-headquartered restaurant and retail food company realise its ownfuture. And as a straight-talking pragmatist, Taylor would probably be thefirst to admit that since his ascent to the board in February 2001, the newposition has proved more of a hot seat than an easy chair. “On Monday morning, I was a very happy HR non-board director, doing myjob. The next day, I was a main board director. Great,” Taylor recalls.”Get a bit of grooming and development, perhaps? No. While I had muchexperience of the front line, I had the problems of not being groomed for amain board role. So it would have been good if I’d been told the year before,‘You’re board material. It’s time to develop you’. That would have made life alot easier.” (See box on p24) So, not only is Taylor still learning the ropes of being a director, but hehas also taken on a major, high-profile project that could make the differencebetween future success and failure for his company, and himself, as the firstHR director at Pizza Express to achieve a board position. Founded in 1965, Pizza Express now has about 300 restaurants in the UK andIreland, as well as other branches – mostly franchise-owned eateries –elsewhere around the world, including Cyprus, Greece, Hong Kong, Hungary,India, Japan, Poland, Spain and Saudi Arabia. It also owns the Café Pastarestaurant chain, and has begun a retail operation in which Pizza Express foodproducts are sold in several supermarket chains in the UK and Hong Kong. Aggressive expansion plans anticipate hundreds of additional Pizza Expressrestaurants in the UK and Ireland. Internationally, short-term plans call forthe opening and operating of more company-owned restaurants in France andSpain, with continued expansion elsewhere through franchise agreements. Overthe long-term, the international outlook suggests future investment of companyequity in “other territories”, which are as yet undisclosed. The very nature of this corporate strategy forced Pizza Express’ leaders toconsider the company’s future in terms of its people. Who did they have on handto carry out their ambitions? What skills did they need? And if there were gapsin people or skills, how were they going to fill them? Early this year, with the help of the London-based Institute of Directors(IoD), Taylor launched a new development programme for Pizza Express’s mostsenior managers. It was a completely new training concept for the company.”Ironically, the one target group we had never done any work on was thevery senior. Beyond area manager, the training rather fell off,” saysTaylor. “It really became apparent that we needed to do some development workfor the future, particularly as the business became more complex. We have sixdivisions now. You’ve got to make sure your top people have got the skills todo all of this, not simply run one restaurant,” he continues. “It was that recognition – that we are going to be a global player, weare going to have more divisions – that sowed the seed,” Taylor says.”And it is my job to make sure we’ve got the right people in place.” Devising and getting a plan approved for the senior management developmentprogramme took Taylor nearly a year. “There was, pretty much, totalagreement on the need for development, even prior to my appointment to theboard,” Taylor says. “Indeed, my appointment was part of thatprocess, in recognition that we needed to develop for the future. That was theeasy part. Where the battle came, was how we were actually going to carry outthat development, or training, call it what you will.” There was no shortage of educational or training providers who wanted thePizza Express business – from universities offering MBAs, to corporate trainersdelivering executive coaching. As Taylor found out, the toughest part wasselecting the right development for his company’s specific needs. He knew, however, that a purely academic approach was not the right answer.Pursuing the academic avenue would have gone against the cultural grain ofPizza Express’ traditional informality, unstructured environ-ment and pragmatism– not to mention a hierarchy of primarily self-made businesspeople, most ofwhom had succeeded without an advanced degree. “It was critical that we got the right fit. If it was too high a level,it would have switched our people off – they wouldn’t have listened, theywouldn’t have learned anything. They would have just said: ‘It’s typical HRgobbledy-gook, it’s not relevant to our business, Nick’.” Taylor saw the potential of involving the IoD after he and anothernewly-appointed Pizza Express director began a director development coursethere. He began exploring the training and development options with the IoD tosee if a good match could be made. The IoD’s director of development, John Weston, says: “We actually satdown with them right at the beginning and asked, ‘What is it you want? What isit you need?’ It’s a sort of diagnosis process. Because often when you sit downwith somebody, they don’t quite know what they want. But maybe they’ve got areasonably good idea, and you’ve got a reasonably good idea of what you can do– the skill is finding where we can help. “We ended up with a programme that has evolved out of the diagnosisprocess, that they own as much as we do. You’ve got to tailor it to the needsof the organisation.” An interesting difference in the IoD’s experience with Pizza Expresscompared to its usual dealings with companies, was who was calling the shots indeveloping the programme, says Weston. “The HR director is usually not the decision maker. What is differentin this case, is that Nick actually had the genuine responsibility andauthority to do that programme. If the programme ‘sponsor’ is not the decisionmaker, or isn’t the person who identified the need, then you can sometimes dowhat’s not actually required. It helps when the person you’re talking to is thedecision maker – and he was.” The pre-launch portion of the programme included group meetings, andone-to-ones between Taylor and each of the 18 participants. The diagnosisprocess also required these Pizza Express managers to undergo in-depthinterviews and profiling by IoD representatives – an early trial by fire forthe participants. “It was a long, drawn-out process,” says Taylor, “extremelyexpensive, and quite painful in a couple of cases. It is quite daunting to haveto look at yourself in the mirror; what you see is not always very nice. But itwas well worthwhile, because it really did set the scene. It made theindividuals feel it was serious. They also began to see some areas fordevelopment, and gave the IoD and the trainers some very good material to workwith before they launched the programme.” All of the company’s most senior managers – those reporting to the mainboard – were invited to participate. Only one turned down the offer. Twoparticipants, who had been external appointments to their current roles, hadadvanced degrees. Another participant had his last training in the 1970s. Thenumber of years in service at Pizza Express ranged from one year to 25. “From an HR practitioner’s perspective, it was a group from hell. Youcould not get a more diverse group in a room all at once.” The main skillin need of development was strategy, Taylor says. “We’d been a veryinward-looking company. The majority of the candidates were internallypromoted. Therefore, the issue for us was preparing people for that awfulconcept, ‘thinking outside the box’. We made it clear we were not there to makethem better wholesale directors or HR managers; they were learning businessskills about strategy, and developing strategic leadership skills.” By the end of this month, the group will be more than halfway through theyear-long programme. “I lay awake in a cold sweat at night during thefirst couple of modules, waiting for the feedback,” he admits. “ButI’ve spoken to virtually all of them after each module, and generally, I’vebeen delighted by the feedback. Overall, it has been great, and they’ve allreally enjoyed it.” Once this initial programme ends, it will be reviewed for fine-tuning.Taylor would like to see it become an annual offering, with the group ofparticipants roughly a third of the size of the first. One possibility is thatthe initial in-depth interviews and profiling of prospective participants willeventually be used to screen out some of the candidates. “Bearing in mind this was the first time we had done this, to suddenlyhave gone from no development at all, to saying ‘right, it’s you and you butnot you’, could have been desperately unfair and deeply divisive,” Taylorsays. The managers involved in the programme are now working better together as agroup, Taylor notes. However, immediate results were not expected, heemphasises. By the same token, his own coursework at IoD is nearly complete, but he sayshe does nothing differently in his day-to-day role in spite of being”aware of an awful lot more”. Look ahead to five years time though,he adds, “and the difference will be immense”. Getting on the ‘hallowed’ boardNick Taylor has managed otherrestaurants, worked in Pizza Express’ franchise department, and headed up thecompany’s training department, as well as HR. He’s been on the front line, andhas experienced what it is like to have little use for an HR department. But hedidn’t have preparation to join the ‘hallowed’ board.Ascending to the company board without appropriate training ordevelopment is all too common – a scenario that companies should seek toprevent. The selectee’s first reaction is typically “delight. ‘Imade it! I made it!’ – which then turns to complete apprehension”, saysProfessor David Norburn of the University of London’s Imperial College. The IoD’s John Weston agrees. “What we have often foundover the years, is that people get trained very well to be managers, or upthrough functional disciplines. But when they get to the board, it is acompletely different game. The rules have changed, they’ve got collectiveresponsibility for the whole organisation.”Norburn says the process of preparing for the board must beginearly in a career, so the aspirant can gain a breadth of experience across avariety of functions, and preferably, across international borders. Suchexperience will demonstrate an ability to adapt: the more adaptations a personhas to make, the better for their upward climb – and for the company as well. Further, Norburn says, failure should be rewarded as itreflects a willingness to take risks, in spite of the typical company attitudeof ‘it’s not my fault’. Accountancy and engineering are among the most commonprofessional backgrounds represented on a board, with the occasional marketeerthrown in, says Weston. HR is still rarely present at the table. What excitedIoD about Pizza Express, he says, is that “this company is saying: ‘Wevalue HR so much, we’re going to put the HR director on the board’.”Defining strategyWhen it comes to strategy, the IoD’sJohn Weston is quick to point out the critical link between HR and corporatestrategy, the need to define that strategy, and Nick Taylor’s proactive stancein sharpening Pizza Express’ strategic knife-edge. “HR is relatively simple in principle: it is about havingthe right people in the right place with the right skills at the right time tofulfill the strategy,” Weston says. “Personnel is about havingpolicies and procedures, and strategic HR is about aligning those things withcorporate goals. If you don’t have corporate goals, you can’t have a strategicHR policy.”So set the company strategy first. That’s what mostcompanies have got to do, and to be honest, not as many as you’d think actuallydo,” he adds. “Some have a mission, some have a vision. But noteveryone has a strategy. “The hardest thing about strategy is implementing it. Alot of strategies don’t happen because when it comes to the implementation,it’s too difficult or too big a challenge. Strategy is a reasonably simpleintellectual concept, but people struggle making it happen and managing thechange – that is where HR comes in,” he says. “The skill of a good HR person is to say, ‘Here’s thecompany strategy: how do we make sure we have the right people in the rightplace at the right time? How do we make sure they’re inspired and involved, andhow do we make sure we get them to do these things to ensure the strategybecomes a reality? And that’s what Nick is trying very hard to do.”Websiteswww.pizzaexpress.co.ukwww.iod.com A slice of the actionOn 1 Sep 2002 in Personnel Today Previous Article Next Article Related posts:No related photos.
FacebookTwitterLinkedInEmailSALT LAKE CITY – The Utah baseball team travels to Orem for an in-state game against Utah Valley on Tuesday, May 15, at 6:00 p.m. MT.The contest is the second between the teams this season. Utah won the first game in Salt Lake City on April 10, 10-6.Utah is fourth in the Pac-12 in triples (15), tied for fifth in doubles (83) and ranks sixth in hits (442). Utah is fourth in the league in double plays (38) and ranks fifth in assists (477). The pitchers lead the league with 14 pickoffs.DaShawn Keirsey, Jr., ranks in the top 10 in the league in several categories including leading the league in doubles (21) and ranking fourth in the Pac-12 in batting average (.378). He is third in the league in hits per game (1.51). Keirsey is on a 15-game hitting streak and has had a hit in 33 out of Utah’s last 34 games. Oliver Dunn is tied for fourth in the league with 29 double plays and ranks sixth in assists (124). On the pitching staff, Trenton Stoltz is second in the Pac-12 with 29 appearances on the mound and is tied for fifth with six saves. Josh Lapiana’s four pickoffs is tied for second in the league. Tanner Thomas has allowed just three home runs this year, which is among the fewest in the league.Utah Valley is 15-33 this season. The Wolverines recently dropped two of three to Seattle.Utah plays its final home games of the season this week, opening a three-game series against Washington on Thursday, May 17. Written by Tags: Baseball/Utah Utes/UVU Wolverines May 15, 2018 /Sports News – Local Utah Baseball Takes on Utah Valley on Tuesday Robert Lovell
Home » News » Agencies & People » Penyards sold for £180,000 previous nextAgencies & PeoplePenyards sold for £180,000Highly regarded estate agency is sold out of administration in a ‘pre-packaged sale.’The Negotiator6th June 201601,097 Views Penyards estate agency, established in 1988, with nine offices in Hampshire, went into Administration on 17th May, but has now been sold for just £180,000.Gavin Savage and Julie Palmer of business recovery firm Begbies Traynor were appointed as joint administrators of Penyards Estate Agents on 17th May. The Hampshire Chronicle reported that the administrators sold the business and certain assets to Number 17 Marketing Ltd, one of whose directors is Paul Grant, Managing Partner of Southampton law firm Bernard Chill & Axtell. While the new owners have not taken on the old firm’s debts, the paper reported, the deal secured 32 jobs across the three areas of the Penyards business and Graham (left) and Lisa Evans, Penyards’ founders, stay on as consultants.The sale was handled by Gavin Savage, director of Begbies Traynor’s Southampton office.He said, “The company had been facing tough trading conditions in a sector we all recognise has continued to struggle, so it was therefore imperative that we acted quickly in order to ensure that people’s jobs were preserved.“It became apparent to us that the Penyards name trades on its reputation as a long-established business in the area and that a speedy sale out of administration was the best course of action.“We had to go through quite a complicated process to get to the right end result, but we are confident that the purchaser has the skills and team in place to ensure growth for the future and to establish the basis for a prosperous long-term future for the company.”Penyards sold Penyards estate agency Penyards June 6, 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 BREAKING: Evictions paperwork must now include ‘breathing space’ scheme details30th April 2021 City dwellers most satisfied with where they live30th April 2021 Hong Kong remains most expensive city to rent with London in 4th place30th April 2021
Gavel GamutBy Jim RedwineThomas Jefferson was excoriated by the newspapers of his day. Still, he thought the First Amendment was so important to our democracy he said he would choose a country without government over a country without newspapers as long as everyone had access to and could read the newspapers.Jefferson might reevaluate this premise were he alive today and be bombarded by the national television and print media, to say nothing of the flood of misinformation pervading the Internet.Be that as it may, Jefferson’s Hobson’s Choice came to mind when I read, on the Internet, that three high schools in Texas are providing new football stadiums for a mere $180,000,000.The first of these arenas was built five years ago in Allen, Texas at a cost of sixty million dollars. It seats 18,000 people. There are about 5,000 students. McKinney, Texas, five miles from Allen, is now building a 12,000-seat stadium for sixty-two point eight million dollars. McKinney High School has about 2,700 students. Katy High School in Houston, Texas is spending sixty-two million dollars on a 12,000-seat football stadium. Katy High School has nearly 3,000 students.When I was an undergraduate at Indiana University, I.U. wanted to build a new basketball arena. There was such dissention between those in favor and those against that the administration named the new building “Assembly Hall” to indicate it would be available for academic events. Madison Avenue would have been proud. Can you imagine Bobby Knight’s reaction if a geology professor had wanted to pre-empt basketball practice with a lecture on global warming? Assembly Hall cost 27 million dollars. It seats about the same as the Allen High School stadium.I grew up in Oklahoma. I know there are two religions in the Southwest: religion and football. My brothers and I played high school football. I get it. Call me reactionary but over 180 million dollars of taxpayers’ money for about 18 home football games has the feel of Through the Looking Glass to me.I know Texans want to claim all things from stands to hands are larger in Texas. But, come on, $180,000,000 for about 18 high school football games a year means each game cost the taxpayers $10,000,000. I guess if the stadiums last a thousand years the economies of scale might justify the expense.I pulled up the websites for all three high schools. They each have extensive facilities beyond football. To me that is not the point. The question is not do these public institutions provide scholastics along with football? The question to be considered is, how much educational return is there in the expenditure of $180,000,000 of public funds on three stadiums?I like football. And even though I root against Texas every year in the Oklahoma vs. Texas college game, I am glad we stole Texas from Mexico. Maybe Mexico should have built a wall in 1846. Then that $180,000,000 could have been spent on soccer stadiums.FacebookTwitterCopy LinkEmail
Since the Food Standards Agency’s (FSA) salt reduction campaign began in 2004, the Federation of Bakers (FoB) has worked closely with the FSA to ensure all of its targets have been met across all bread. Since then, salt in bread has been reduced by more than 30%, with 180 tonnes removed in branded bread alone, ensuring the industry is on track to achieve the 2010 targets. The FoB’s members are pleased to help consumers make healthier choices, while ensuring they continue to produce products of the highest quality.Against this positive background, the FSA launched its latest high-profile advertising campaign on salt reduction, which clearly establishes bread as a villain that consumers should be wary of. As such, the FoB believed it necessary to withdraw support from the FSA salt campaign as we felt the sensationalist advertising was unfair and unhelpful. Placing a disproportionate amount of blame on very few food products does not help consumers make an informed choice and does not recognise the efforts made by the bread industry towards reducing salt.Bread will always be a main contributor of salt to the diet, purely because it is a daily staple. That does not mean bread is the food with the highest salt content and consumers must not be left with the over-simplified impression that it’s an unhealthy food and best avoided.We firmly oppose the current consumer awareness campaign. The FSA must work collaboratively with the industry and we need to work out how we can do this so both parties are happy. The end result must be a product that consumers will enjoy and repeatedly buy, which is also as low in salt as it can possibly be a fine balancing act but one which we feel is not impossible to achieve.
In June, Phil Lesh and The Terrapin Family Band announced that they’d be performing for the online web series Jam In The Van. Today, the footage from this intimate recording session was released, which sees the group play three songs —”Galilee” in addition to the Grateful Dead classics “The Wheel” and “Uncle John’s Band.” In addition to the Grateful Dead bassist, Lesh is joined by his son guitarist Grahame Lesh plus guitarist Ross James, drummer Alex Koford, and keyboardist Jason Crosby. Phil Lesh and The Terrapin Family Band’s performance is characterized by silky harmonies, tight musicianship, and a laid-back and unhurried vibe throughout. You can take a listen to these three tracks of the ensemble jammin’ in the van below.Watch Chris Robinson Brotherhood’s 4/20 “Jam In The Van” Session In California The Wheel Uncle John’s Band Galilee
MANILA, Philippines (AP) — Philippine officials say two people died and more than 90 others have been sickened or injured after ammonia leaked from an ice plant in a fish port near the capital. Navotas City Mayor Toby Tiangco said an employee died after being exposed to the gas Wednesday. The body of a second employee was found Thursday. More than 90 residents and employees have been hospitalized. Ammonia is used as a refrigerant but could be toxic to people in large amounts. More than 20 have remained in a hospital, complaining of breathing difficulties and other illnesses. The plant has been ordered closed and won’t reopen until it puts in place additional safeguards. The owner has apologized to the victims.
Georgia Master Gardener Coordinator Bob Westerfield gives some pruning tips to homeowners. It’s important to know when and how much to prune. Place the right plant in the right place. Putting shade-loving plants such as azalea in full sun stresses them, making them targets for insect pests and diseases. And homeowners try fixing the problem with pesticides.Some plants just tolerate pests better. If a plant in your landscape has become a five-star restaurant for insect pests, replace it, so you won’t have to cope with perennial infestations.Group plants by water needs. Called Xeriscape gardening, this can save you 50 percent on watering costs. It helps prevent overwatering some plants and underwatering others, too. And during watering restrictions, it can save a landscape.Know your plants’ and turf’s fertilizer and water needs. Fertilizing a dormant grass is wasting time and money. Applying fertilizer before a storm will guarantee its entry into the local watershed. It’s best to water before sunrise when it’s cooler and less windy, and before the dew has dried. Extending the dew makes diseases more likely.Learn when and how much to mow and prune. Mow grass so you remove no more than one-third of the height. Scalping grass stresses it, dries it out and promotes insect pests such as chinch bugs. And trying to prune a 10-foot shrub to fit under a 3-foot window may invite diseases.Don’t kill the good bugs. Before you grab the pesticide, learn the difference between beneficial insects and pests. In nature, only about 3 percent are pests. In a well-balanced ecosystem, like a classic movie, the good guys beat out the bad. Look around your yard often. Know what bugs are out there, and protect your helpers. Even if pests are feasting on your favorite rose, nontoxic alternatives may be effective.Give nature a hand. Pitch those banana peels and yard trimmings into a wire bin and help nature recycle them. It’s so simple. Just turn the pile and water it every few weeks, and presto: soil amendment and mulch at no cost in about six months. A 3- to 5-inch layer of mulch suppresses weeds and reduces soil erosion and the need for herbicides. Photo: Susan Varlamoff So go for it. Amaze your neighbors. Be a good steward of Georgia’s environment by using BMPs in your garden. Learn about home-garden BMPs on the Web at www.griffin.peachnet.edu/garden. Or get the manual by calling (770) 229-3367. Admit it. You really want the “Yard of the Month” award.But you worry that all those chemicals to keep the bugs at bay may damage the environment. Well, now you can have the best of both worlds: a beautiful yard that protects natural resources and even costs less to maintain. “Best Management Practices for Georgia Gardeners,” a new manual from the University of Georgia Center for Urban Agriculture, teaches how to maintain your landscape and protect water quality.BMPs are commonsense, economical practices UGA scientists have developed to help minimize fertilizer and pesticide use in the home landscape. They were designed to protect Georgia waterways from nonpoint source pollution, the technical term for contamination by runoff from uncountable sources.Higher Pesticide LevelsWater quality studies show that urban watersheds contain higher pesticide levels than rural streams. Landscapers must have a license to apply chemicals. But not homeowners, who often apply the notion, “If a little is good, more must be better.”The National Academy of Sciences reports that homeowners use more chemicals per acre on their lawns than farmers use on their lands. And a 1999 survey found that 76 percent of Georgia homeowners maintain their own landscapes.UGA Extension Service agents say half the diseased plants they see are the result of improper watering, poor soil and bad siting.Theory Behind BMPsSo BMPs follow the theory that a healthy plant, like a healthy person, can resist diseases and pests. Among the healthy practices:
Georgia’s summer heat is on, bringing with it a wealth of beautiful blooms. View the best summer has to offer at the University of Georgia Trial Gardens open house July 10 from 8 a.m. until 1 p.m.Located on the UGA campus in Athens, Ga., between Snelling Dining Hall and the R. C. Wilson Pharmacy Building, the gardens are where hundreds of annuals and perennials from plant breeders around the world are tested and displayed each year. The gardens are always open to visitors free of charge. During the annual open house, however, tours will be led by UGA College of Agricultural and Environmental Sciences horticulture professor Allan Armitage and his students. A well-known writer, speaker, researcher and teacher, Armitage spearheaded the garden’s creation in 1982.In addition to being a popular site for gardeners, CAES faculty and staff use it for research and teaching. The gardens are also a resource for breeders, retailers, growers, landscapers and consumers.A plant sale featuring interesting and hard-to-find plants is a major feature of this year’s open house. Rain barrels and garden art from a local artist will be available for purchase, too. The event will be held rain or shine. A donation of $5 is requested. Parking is available in the South Campus Parking Deck. For more information, visit the website ugatrial.hort.uga.edu.