Previous Article Next Article Comments are closed. Related posts:No related photos. HR consultantOn 21 May 2002 in Personnel Today A ‘leap into the dark’ mentality may sound like a job requirement for aparatrooper, but the ability and courage to take personal risks in uncertaincircumstances is equally as applicable to would-be HR consultants. Whether you’re setting up on your own or joining a large consultancy youwill be entering a hard-headed business world where bonuses and targets have amajor importance and the flow of work is largely dependent on one person alone:you. And while some HR departments may view consultancy as a cushy number, thereality couldn’t be further from the truth. Along with securing work,consultants have to establish themselves in a fiercely competitive market. Thismeans not only keeping up to speed with the latest HR trends, but to undertakeextra training where necessary as well as exploiting contacts to secure as muchwork as possible. But more than anything, says Richard Chiumento, head of theChiumento Consulting Group, your feet need to be planted firmly on the ground.”If I had to give one bit of advice to new consultants it would be: ‘Don’tunderestimate the difficulty of becoming a successful consultant; the vastmajority fail.’” For some consultants these business skills may take time to perfect.However, time is not a commodity consultants have in abundance. A successfulconsultant is usually one who can combine the ability to produce good work withthe economic imperative of securing further employment. And for those who arenew to consultancy, these contacts can often be in short supply and quicklyexhausted. Julie Holden, owner of Spring Consultancy, describes consultancy as “ajuggling act between delivering a service and wondering where your next clientis”. As well as being able to think on your feet, you have to be a good marketeer-both to sell your skills and deliver on your promise and that you will do itbetter than any rival consultancy. This will involve researching the companyyou are working for – studying financial reports, and analysing the companyculture to identify where help is most needed and how best to operate withinthe company structure. As Ian Florence, director of ASE Consulting, points out:”You need to understand the company you’re working for. Consulting is allabout understanding an organisation’s needs, defining a solution for them thatworks and demonstrating the benefits of that solution.” The 2001 Review by the Management Consultants Association indicates that 96per cent of clients prefer to have some form of relationship. Those that haveexperienced first hand your ability to produce good work on deadline are farmore likely to refer you to their colleagues and associates. Even when these clients move on, they are likely to retain your servicesshould the need arise some time in the future. John Baker, head of practice atrecruitment consultancy Macmillan Davies Hodes, says: “It’s a relationshipbusiness. Once you have clients who know and trust you they will come back,whoever they are working for.” It is because of this fluctuating nature that an HR consultant’s averageearnings are difficult to calculate. Starting out a consultant could charge aslittle as £150 a day. At the top end of the scale consultants can expect toearn a minimum of £100,000 a year. And for some the rewards are far, far higher– to hire the consulting services of one leading management guru is in theregion of £100,000 a day. Quite simply, an HR consultant could earn as much astheir reputation, experience and work ethic permits. But consultancy is not all working at the leading-edge of HR. There is amore mundane side to the job – knowing how to run a business as well as keepingup with self-employment regulations. There can also be financial pitfalls. Along with having to shoulder theexpense of paying for office equipment and technology (tax deductible ofcourse), you could have to wait several months for fees which may presentdifficulties with cash flow. Above all, you have to be determined, and have an unwavering belief in yourabilities. As Sue Wotruba, a senior consultant at Penna Change Consulting, points out:”A consultant has to be completely self-sufficient as they may have tomake lots of decisions at short notice, sometimes in the middle of nowhere, andproduce work of a very high standard.” Case study Richard Chiumento, director of Chiumento Consulting GroupRichard Chiumento founded the Chiumento Consulting Group 10 years ago. Ithas since become one of the UK’s leading HR consultancies with 100 HRconsultants and 300 HR interim managers on its books.Chiumento began in HR in the early 1970s, moving into consultancy nearly 20years ago. Now dividing his time between Chiumento’s offices in Oxford andLondon he has been involved in major projects within financial services,manufacturing and the electronics sector. The consultancy has recently securedone of the largest HR outplacement and restructuring assignments ever – a dealthat will take six years to complete.Specialising in change management and management restructuring, Chiumentobelieves that successful consultancy stems from advising HR to develop and growtheir businesses in a commercially sensitive way. His guiding ethos is to keepthings simple and avoid overcomplication.He also stresses the need to develop an understanding with clients.”Successful consultancy is all about building relationships,” hesays, and developing trust is a key element of this. With new clients Chiumentoadvises that you both promise and deliver on something that’s relatively easyto measure. “A lot of HR people are nervous of taking risks when an HRconsultant is new,” he says. “You have to take something small thatcan be tested and prove how effective you are.” By concentrating on thesesmall building blocks Chiumento believes he has developed relationships basedon mutual trust that encourage clients to use his services wherever they happento be working.Along with building trust, Richard Chiumento also sets out to present asprofessional an image as possible, focusing on punctuality, smart appearanceand frequent communication with clients. Through this he believes he hasdeveloped a client-centred brand image that makes it clear what the consultancystands for and what it can deliver.”To be a successful consultant you have to manage your time well, keepyour finger on the pulse of the industry, help others to manage themselves andkeep your promises. But you also have to develop a valuable and client-centredbrand that makes it clear to everyone what you stand for and exactly what youcan deliver,” he says.
Comments are closed. Blended learning is a preoccupation for speakers and exhibitors at TrainingSolutions 2002Training Solutions opens its doors at Birmingham’s NEC on 19 and 20 Junewith a brand new format designed to give the best deal to visitors andexhibitors alike. Taking the increasingly important topic of blended learning as its theme,the two-day conference offers a total of 20 sessions, held in two separaterooms. Speakers include leading industry figures and experts who will deliverup-to-the-minute information on the latest trends in training. Keynote speechescome from Ian MacDonald, assistant chief constable, National Police Training;Dave Simonds, director of education at SAP (UK) Ltd, the world’s largestenterprise software company; Dave Snowden, director (EMEA and AP) of theInstitute for Knowledge Management, IBM Global Services, and Paul Kearns ofPersonnel Works, an expert on how to maximise return on investment in training.Case study presentations will show how major companies have used innovativeapproaches to tackle training challenges in a variety of industries. Organised by Brintex – with sponsors including leading HR consultants, TheHay Group; e-learning software specialists, Trainersoft; and learndirect – theevent includes a free exhibition, displaying the latest training products andservices. A full programme of happenings takes place in the ‘ActivZones’, wherevisitors can see new products in action and try them out. Day one Day one of the conference kicks off in Room 1 with a keynote speech fromDave Simonds, director of education SAP UK, Ireland and South Africa, member ofSAP’s Global Education Steering Committee. Simonds will step outside thecurrent main focus of e-learning on improving knowledge and performance ofinternal staff to cover the use of e-learning, e-education and technologies,such as learning management systems, in the broader context of thecollaborative business and extended enterprise resource planning. His address is aptly followed by Stuart Hornsey of John Matchett Ltd.Entitled What no LMS? Manage your blended learning the right way! Hornsey’ssession aims to help delegates discover what blended learning is really aboutand find out why a learning management system could be the answer to trainers’blended learning prayers. Hornsey promises to explain the terminology and whatthe available technology has to offer today, and tomorrow. “A cynic is someone who knows the price of everything and the value ofnothing,” says Paul Kearns, quoting Oscar Wilde. The author of Maximisingyour ROI in Training delivers the afternoon keynote speech on showing the realvalue of learning in improving organisational performance. Kearns starts from the premise that most managers would accept that trainingis important but would be hard pushed to put an actual value on it. His sessionwill show how a real monetary value can be put on training, demonstrate howtraining strategy can make direct connections between training and businessperformance, and suggest how trainers have to change their role to ‘performanceexpert’. Day two Keynote speakers switch to Room 2 on day two, when Ian MacDonald, assistantchief constable, National Police Training, shares his experience of strategiccommand training. Each year, National Police Training takes 50 to 60 carefully selected policeofficers, from across the globe, to prepare them for rapid advancement to thehighest ranks in the service. This task has caused the old notion of ‘sendingthem on a course’ to be abandoned in favour of a varied programme accredited toMasters level. MacDonald will cover, in depth, this fascinating programme, acclaimed as anoutstanding model of blended adult learning. Dave Snowden, European director, Institute for Knowledge Management at IBMGlobal Services, takes the afternoon keynote slot with his address entitledLearning ecologies: the art of achieving complexity through simplicity.”We know that organisations with strong networks share knowledge moreeffectively than those with formal systems,” says Snowden. Social networkstimulation recognises that a network of informal contacts is vital to anyindividual’s effective operation within an organisation. Narrative databasesallow us to record, capture and access the stories that people tell in thefield, ensuring that the learning and experiences of key events are fresh.Snowden will explain how to create a social network and look at the creation oflearning environments through narrative databases. Blended learning The theme of blended learning is explored in a variety of sessions over thetwo days. In his session Getting the blend right, Gareth Jones, head of newmedia innovation and learning, BBC Training and Development, takes a look atthe BBC’s own experience of developing blended learning within the broadercontext of the UK’s changing learning culture. He will suggest why it offers apractical solution for both trainers and trainees. A range of businesses and external partners demonstrate their approaches incase study presentations. AXA Sun Life Services plc and e-learning specialistBYG Systems, present an alternative viewpoint of how a blended inductionprogramme should be structured, stressing that blended learning is not aboutsticking together a series of disparate learning events. Delegates can learn how blended learning can be successfully implemented ina large financial organisation by listening to the session presented by AdValGroup plc and the Royal Bank of Scotland, while Great North Eastern Railways(GNER) mounts a joint presentation with Adacel Simulation Learning. This casestudy looks at how it was possible to combine simulation learning withtraditional classroom training to implement a coaching culture throughout GNER.Blended learning cannot be fully examined without looking at the contributionof e-learning. But why is so much e-learning so bad, and how do you make itgood? That is the theme of the input from Henry Stewart of Happy Computers, ITTraining Company of the Year 2001. He promises a highly interactive – andslightly controversial session aiming to get delegates to discover what makese-learning great. One2One, with help from emergeSmart, will present its e-learning solutionfor the training and development of customer service staff in call centres.Halifax plc and Bourne Training will pass on their experiences of developingand implementing a blended e-learning solution across the retail network of20,000 staff to implement Halifax’s new mortgage sales process. AndKnowledgePool teams-up with the Forum for Technology and Training to analysethe results of a ground-breaking e-learning pilot to deliver an NVQ for thepolymer industry. Adding to the rich mix of sessions outside the central theme,contributions include a discussion led by The Leadership Trust which asks: Doesexecutive education really improve business performance? It will presentevidence to show it believes it can, and suggest why sometimes it does not. Meanwhile, Octavius Black, managing director, The Mind Gym Ltd, contendsthat much training remains stuck in a bygone era and it is time to catch up. Hewill paint his picture of the future of learning at work and lay out thechallenges for all those involved in the world of learning. Sunday Times columnist Helen Vandevelde and former war correspondent GilesTrendle are to run an interactive session on business agility in afast-changing world. They will underline the importance of deploying the right mindset to surviveand thrive amid change and deliver a specially-devised questionnaire to helpparticipants measure their own agility potential. Graham David, managing director of Blue Beetle, asks: Does my bum look bigin this? when he looks at some of the practicalities, problems and pleasures ofpresenting a training course. Amazing energisers and wonderful warm-ups are in store – the sort thattrainers will be able to use in their own sessions. Trainers can also learn from Sue Froggatt, of Voice Value, about the impacton the voice of working in a role which requires regular and extended periodsof talking. She will outline what can be done by an organisation to minimise the risksof damage and what practical steps the individual can take. Rounding off the conference, Barry Tomalin, of Culture Shock, identifies thekey pressure points where cultural awareness can make a difference in businessand presents 10 key things you should know about training in an internationalenvironment. Previous Article Next Article Finding the right blendOn 1 Jun 2002 in Personnel Today Related posts:No related photos.
The automatic system creates a faster turnover time, and iscompletely open so that staff can see all the other submitted ideas and tracktheir progress. Online suggestion scheme is set to cut out the middle manOn 25 Mar 2003 in Personnel Today Staff who submit ideas that are considered willautomatically receive a bonus from HR, and suggestions that are successfullyimplemented will receive a larger reward. “In our business, innovation is absolutely key. Thiswill improve the internal communication structure and deliver ideas through thebusiness,” he said. Adrian Farley, HR director at SAP, said he was almost readyto introduce the idea in the UK following successful pilot programmes inGermany and India. A new employee suggestion scheme at technology firm SAP willsoon enable staff to send their ideas directly to the managers responsible forimplementing them. Comments are closed. The online system allows employees to put forward ideas forimproving the business and ensures they are delivered electronically to amanager that can make it happen. “It is important for ideas go to the right person toensure they actually happen. Often, if you put ideas in the hands of acommittee, they don’t have the technical expertise to deal with themquickly,” Farley added. Previous Article Next Article The Idea Management software links individual employees,senior managers and technical experts, who can judge whether the idea willwork. Related posts:No related photos.
Comments are closed. Data mine: The Ageing WorkforceOn 10 Aug 2004 in Personnel Today Previous Article Next Article Data mine: The Ageing WorkforceThe Employers Forum on Age www.efa.org.uk Independent network of leading employers, which recognisethe business value of attracting experienced employees irrespective of theirage. Find out about campaigns and events, keep up-to-date with relatedlegislation such as the Age Discrimination Act, and join up yourself. Age Positive www.agepositive.gov.uk Online presence of the Age Positive team, which workswithin the Department for Work and Pensions to promote the benefits of amixed-age workforce. The website features case studies, useful facts andfigures, details on the New Deal 50 Plus, and a list of useful publications. FiftyOn www.fiftyon.co.ukWork-life balance and jobs website for those aged 50 and over. Employers canclick through to a special section in the jobs area and take a tour. If you arelooking for experience, then it’s worth checking out (it claims 70,000 users).It also carries an exclusive database of interim managers. Age INFO www.cpa.org.uk/ageinfo/worldres.htmlInformation service from the Centre for Policy on Ageing.Features the most comprehensive set of links on the subjectof ageing that we came across. They are not all employment related, butmany make valuable bookmarks. on Personneltoday.com Roundtable debate on age and retirement, led by South WestTrains HR director, Beverley Shears. www.personneltoday.com/goto/24161Interview with pensions minister Malcolm Wicks focusing on employing olderstaff. www.personneltoday.com/goto/21808 Related posts:No related photos.
Comments are closed. Seventypeople were shot dead in US workplaces last year, with staff murdering aboutthree senior employees per month, according to a report.Terror Nine to Five: Guns in the AmericanWorkplace, published by Virginia-based pressure group Handgun-Free America,blames easy gun access, stress, erratic job markets and decreased wages.”Theover-abundance of guns and the easy access to them make workplace incidents farworse and more violent,” states the report, which examined shootings from1994 to 2003. Guns were used in the majority of the 290 workplace homicides.Manyshooters had known mental-health concerns and even displayed warning signs thatwere often ignored. Most were over the age of 40 andmale (91 per cent). Half of the perpetrators experienced a recent negativechange in job status – either being fired, suspended or demoted. Almost a thirdoccurred in white-collar settings, in companies of all sizes. Workplaces breeding the killer instinctOn 14 Sep 2004 in Personnel Today Previous Article Next Article Related posts:No related photos.
Share via Shortlink Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink Red Hot Chili Peppers bassist Flea sold his compound in the Encinal Bluffs neighborhood. (Getty, iStock)Malibu is having a moment.The picturesque — and pricey — oceanfront locale has been a hive of activity for celebrity homebuyers and sellers in the last few weeks. In the latest deal, Red Hot Chili Peppers bassist Flea sold his compound in the Encinal Bluffs neighborhood for $20 million in an all-cash, off-market transaction, the Los Angeles Times reported.Flea — real name Michael Balzary — bought the 2.1-acre clifftop estate in 2006 for $9.9 million, according to the report. It includes a 2,700-square-foot, single-story main home with a pair of guesthouses, the publication reported.The buyer is said to be Alec Litowitz, CEO of hedge fund Magnetar Capital of Evanston, Illinois.The sale comes a short time after Flea bought another Malibu property for $7.5 million; he also owns a home in the wealthy enclave of La Crescenta.Malibu, long a popular spot for luxury buyers, has seen a surge of deals among the glitterati. In the last few weeks, “Wonder Woman” star Gal Gadot paid $5 million for a beachfront penthouse; Anne Hearst and writer Jay McInerney paid $10.7 million for a home on Colony Beach; and singer Avril Lavigne dropped $7.8 million for a home near Trancas Canyon.In one of the priciest Malibu deals this month, billionaire Chad Richison bought a 3,800-square-foot cliffside home for $26.5 million. It was a fraction of the $58 million original asking price. [Variety] — Alexi Friedman TagsCelebrity Real EstateLA Luxury MarketMalibu
Share via Shortlink Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink Tagstristate-weekly This unique two bedroom home is for sale in New Jersey. (Photos via Realtor/Susan Nice/ Pics Quik)A funky, dome-shape home in Forked River, New Jersey is on the market for $295,000, according to Realtor.com. The 1,400-square-foot home was built in 1972, and has just two bedrooms and one bathroom.The house is built around a large open room that’s lined with cedar and has several windows. A spiral staircase leads up to a main bedroom, located in a lofted area close to the top of the domed room. The other bedroom is on the main floor.“It’s completely unique. I’ve never seen anything like it,” listing agent Jeffrey Connell told Realtor.com. “The roof is almost like the Opera House in Sydney.”The home also comes with two decks, one of which has a hot tub. There is an unfinished basement and a two-car garage as well. [Realtor.com] — Dennis Lynch
Glaciological estimates of the ice supply to George VI Ice Shelf are obtained by integrating the accumulation over the catchment. The basal melt (or possible shelf thickening) rates for the ice shelf are calculated by balancing the accumulation with calving and melting. We calculate an average equilibrium melt rate for the ice shelf of 2 m a −1. If the ice shelf is in mass balance it alone provides 53 km3a −1 melt from its base compared to a total for Antarctica of only 320 km3a −1. The mean oxygen isotope composition of recent accumulation on the catchment is determined by using accumulation and isotope data, supplemented by temperature measurements and a close empirical relationship between isotope ratio and temperature. The catchment has a mean isotope ratio of −20.8‰ relative to SMOW. Oceanographic work has previously shown that the sea-water under the ice shelf at the north of George VI Sound is Warm Deep Water modified by melting ice. The melting ice has an isotope ratio of −20.3‰. The good agreement in isotope ratios suggest that the melting ice is from the catchment and because the basal ice of George VI Ice Shelf represents accumulation over the last few millennia the implication is that there has been no systematic change in the isotope composition of the accumulation during this period. This implies no secular change in either the elevation or the climatic temperature of this part of the ice sheet.
Clean sampling and analysis procedures have been used to measure the concentrations of Al and four heavy metals in snow representing one year’s accumulation (1983-84) near Dye 3 in Greenland. Mean values were Al 17.5ng g−1, Cd 0.74 pg g−1, Cu 6.2 pg g−1, Pb 28 pg g−1 and Zn 27 pg g−1. Concentrations of the heavy metals are lower than previously reported at other Greenland sites for snowfall during the last 20 years. A distinct late-winter / early-spring maximum is seen for Al, Cu, Pb and Zn, in accord with other workers’ measurements of various species in the atmospheric aerosol in the Arctic. Cu appears to have a large crustal component, but Cd, Pb and Zn probably originate mainly from pollution. One explanation for the lower Pb values may be the considerable reduction in North American and European usage of Pb as a petrol (gasoline) additive during the last decade. These limited data emphasize the importance of obtaining a reliable century-long record of these metals in Greenland ice.
This paper provides an introduction to the literature on the drying of porous solids and the relevance of these drying theories to the drying of Collembola in general, and hygrophilic Collembola in particular is discussed. The rate of drying of Parisotoma octooculata was highly dependent on both moisture content and temperature. Increasing the external drying temperature from 5 to 20°C, increased the cuticular conductance or permeability to water vapour from 15.8 to 72.0 mm/min; a change of 56.2 mm/min. Decreasing the moisture content from 3.5 to 2.0 g/g (grammes of water per gramme desiccated weight), whilst simultaneously increasing the temperature from 5 to 20°C, retarded the rate of transpiration. Moisture and temperature acted antagonistically to retard and promote transpiration in equal measure. The cuticular conductances to water vapour, of 16 species of Collembola from a wide range of habitats, were calculated using equivalent units, and then compared. There was a strong correlation between permeability and habitat type: the drier the habitat the lower the conductance value.