RebusHR Award for Best HR Strategy in Line with Business

first_img Previous Article Next Article Related posts:No related photos. This award is aimed at HR teams which can demonstrate they have achievedgenuine business partner status within their organisations. Entries should explainthe business strategy and the contribution of HR to meeting objectives. Thejudge will look at the HR team’s own strategy, how this was devised andimplemented, the involvement of senior staff and what results have so far beenachieved. Entries should explain how HR has measured the benefits and how theteam identified priorities.Category JudgeProfessor Roger Gill is a visiting professor at the University ofStrathclyde’s Graduate School of Business. He is an expert in HR management andorganisational behaviour, having researched and taught these subjects atuniversities for many years. Gill has provided management consultancy to morethan 300 organisations worldwide, and cites being a fellow of the CIPD amonghis list of achievements. [email protected] the company Nestlé UK, part of food manufacturer Nestlé SA, employs around 8,000 staffin 13 locations, and produces 230 brands, including Nescafe and KitKat The challenge To provide an employee-centred, cost efficient HR service to make the companymore competitive in recruiting, retaining and developing staff What the company did – Overall review of HR structure – Internal investigation into HR function – Restructured the HR function to align with the company’s strategy – Split HR into six specialised areas from the individual service units Benefits and achievements – Nine out of 10 recruitment offer-to-hire rate – High employee satisfaction rate – Union partnership agreed – Flexible working introduced in factories – Reduced HR costs by £1m a year – HR intranet now single source of staff information Professor Roger Gill says: “Outstanding in innovation,achievement and teamwork in its development and contribution to the business.The HR strategy of Nestlé’s new @HR function is impressively aligned with thecompany’s business strategies. It has a clear vision and mission deliveredthrough key functions with agreed service levels and performance measures, andit has the unqualified endorsement of the chairman of the company.” The teamNo. in HR team 5 in steering group; 165 in HR team, including OHStaff responsible for 8,000Roger Cordier HR director of Nestle UKDennise Corfield Head of HR servicesDavid Harvey HR director of Nestle UK’s food and beverage unit Jean Gentry HR director of confessionary businessNigel Holt HR rewards and policy managerAdrian Hillier HR process development project managerFionna Alcorn Head of recruitmentTelford & Wrekin CouncilFlexible managementAbout the company The authority was formed in 1998 from Shropshire and Wrekin Council. Itemploys around 5,000 staff (including a teaching workforce) serving 154,000residents The challenge To introduce flexible management into the council What the company did – New employment conditions to support extended opening hours – Introduced flexible working including home and term-time working andflexi-time system – Outsourcing environmental maintenance while protecting conditions – HR restructure to have a representative working in each department – Updated HR information on intranet – Set up supply teachers agency for primary schools Benefits and achievements – Managerial survey shows high level of satisfaction and strategicinvolvement – Average sickness absence reduced by four days – A 50 per cent reduction in workplace accidents – Increased diversity with 40 per cent of top three management tiers nowwomen and 80 per cent female staff Professor Roger Gill says: “Telford & Wrekin Council setsthe standard in its HR strategy that most other councils probably only aspireto. Demonstrating outstanding innovation and achievement, HR strategy isclosely aligned with council priorities. It is also based on an excellentenvironmental analysis, shaped in collaboration with top management andconsultation with staff, and supported by a clear business plan.” The teamNo. in team 5 in project; 60 in HR, including training Staff responsible for 5,000Robert Cragg Head of personnel anddevelopmentJohn Harris Personnel managerMarie Whitefoot Learning and development managerJo Revell Health and safety managerMark Freathy Personnel manager for education and cultureSteve Newell Principle personnel officerSue Croughan Personnel officerClaire Hyde Senior personnel assistantBritish WaterwaysPeople Strategy teamAbout the company British Waterways is a public corporation that manages more than 2,000 milesof canals and navigable rivers. It employs more than 2,200 staff, includingarchitects, environmentalists and civil engineers, based at more than 50locations along the 200 year-old network. The challenge To improve the productivity and revenue of a company that evolved fromproviding maintenance to driving urban regeneration What the company did – Introduced performance management process – Performance appraisals and training and development initiatives – Management development programme – Harmonised employees terms and conditions Benefits and achievements – Doubled turnover of the business to more than £200m a year in five years – Productivity per employee increased by 178 per cent in five years – Staff turnover reduced to 8 per cent – Improvements in job satisfaction, loyalty and motivation – Reduction in absenteeism Professor Roger Gill says: “British Waterways’ HR strategy (knownas its ‘People Strategy’) shows outstanding innovation, achievement andcontribution to the business as a corporate champion in these areas. PeopleStrategy clearly supports the pursuit of the vision for its culture, and it hasreceived strong endorsements from senior executives in the company as well asstaff.” The teamNo. in team 4; 20 in HR, including pensions and payrollStaff responsible for 2,200Vince Morgan Personnel directorSally Charman Personnel manager (south)Andrew Johnson Personnel manager (north)Ken Adams Training and development managerThe sponsorRebusHR is one of the UK’s leading HR outsourcing firms providing strategicHR, payroll and employee information systems. It has been dedicated to helpingHR professionals  manage their functionto deliver bottom line business benefits for more than 30 years. RebusHR canoffer in-house systems, managed services, application hosting, personnelservices, ASP and outsourcing solutions for firms of all sizes. Comments are closed. RebusHR Award for Best HR Strategy in Line with BusinessOn 8 Oct 2002 in Personnel Todaylast_img read more

Granit Xhaka reveals Unai Emery reaction in Arsenal’s dressing room after Europa League final defeat to Chelsea

first_imgGranit Xhaka and Arsenal’s players suffered defeat in the Europa League final (AMA/Getty Images)Granit Xhaka has revealed that Unai Emery and Arsenal’s players were in silence after their defeat to Chelsea in the Europa League final on Wednesday evening.The Gunners have missed out on Champions League qualification once again after they were hammered 4-1 by Maurizio Sarri’s side in Baku.Chelsea went 3-0 up before Alex Iwobi scored an excellent goal to hand Arsenal a lifeline, but the Gunners’ hopes were extinguished as Eden Hazard scored his second of the game just three minutes later.Arsenal’s players and Emery looked dejected after the final whistle and Xhaka has revealed the reaction inside their dressing room following the defeat.AdvertisementAdvertisementADVERTISEMENT‘Him [Emery], the players, nobody speaks in the dressing room,’ said Xhaka. Unai Emery said nothing to his players inside Arsenal’s dressing room (AMA/Getty Images)Asked why Emery did not say anything, Xhaka said: ‘I don’t know. He was disappointed of course.‘I think we know how we played. We know we lost the game.More: FootballRio Ferdinand urges Ole Gunnar Solskjaer to drop Manchester United starChelsea defender Fikayo Tomori reveals why he made U-turn over transfer deadline day moveMikel Arteta rates Thomas Partey’s chances of making his Arsenal debut vs Man City‘It is not about shouting. It is not about shouting everything if we lose.‘You can say a lot now but it is not the time to explain why and what happens.‘I think it was a big chance for us and we didn’t take it.’More: Arsenal FCArsenal flop Denis Suarez delivers verdict on Thomas Partey and Lucas Torreira movesThomas Partey debut? Ian Wright picks his Arsenal starting XI vs Manchester CityArsene Wenger explains why Mikel Arteta is ‘lucky’ to be managing Arsenal Advertisement Metro Sport ReporterThursday 30 May 2019 12:33 pmShare this article via facebookShare this article via twitterShare this article via messengerShare this with Share this article via emailShare this article via flipboardCopy link Comment Granit Xhaka reveals Unai Emery reaction in Arsenal’s dressing room after Europa League final defeat to Chelsea Advertisementlast_img read more

Kingsmead and Queen’s Park Oval outfields rated poor

first_img… Boards have 14 days to respondTHE outfields at Kingsmead and Queen’s Park Oval have been rated poor by the ICC match referees who oversaw the washed-out Tests between South Africa and New Zealand in Durban, and West Indies and India in Trinidad.The ICC said the officials – Andy Pycroft in Durban and Ranjan Madugalle in Trinidad – had expressed concerns in accordance with clause three of the Pitch and Outfield Monitoring Process. The match referees’ reports have been forwarded to the concerned home boards, the WICB and Cricket South Africa, which now have 14 days to respond. CSA’s response, the ICC said, will be reviewed by ICC general manager, cricket, Geoff Allardice, while match referee David Boon will assess the WICB’s reply.Then, as per the rules, the grounds will either receive a warning or a fine not exceeding US$15 000, along with “a directive for appropriate corrective action”. A repeat offence over the next five years would draw a fine not exceeding US$30 000.In all, 11 sessions out of 15 were lost to a wet and soft outfield at Kingsmead, while in Port of Spain, West Indies and India were able to play only one session across five days.It was the first Test played in Trinidad in August, which is the wet season there, and rain had hampered preparations in the days leading up to the match but during the game itself there was largely sunshine.However, with there not being enough covers at the ground to protect the bowlers’ run-ups or the outfield, and no super sopper available either, the outfield did not recover enough to allow play. The draw meant that India, who needed to win the Test to retain their No.1 Test ranking, lost the top spot to Pakistan. The Trinidad & Tobago Cricket Board had already said it would investigate the reasons behind the washout.The Durban Test was also scheduled in what is traditionally the off-season in South Africa, during the winter. Rain forced the players off the field around lunch on day two, and the big damage was done to the outfield that night, when the ground took 65mm of water. Here, too, the covers did not protect large parts of the field, and the super sopper was made to stop operating for fear it would do further damage to the soft patches that persisted into day five despite no more rainfall.There were concerns over the Kingsmead outfield being underprepared even before the match began, as it had been relaid in June following complaints from South Africa and New Zealand that the surface was too hard during the limited-overs games played there last year.Similar comments were levelled at Centurion, the venue of the upcoming second Test, but the SuperSport Park outfield was relaid in April once the season ended; work could not get underway at Kingsmead till the Comrades Marathon – for which it is the ending point – was completed on May 29.last_img read more

Liverpool’s Salah is the idol of his Egyptian village

first_imgWhile the house of the player’s father, Salah Ghali, resembles others in the village, it was quieter: no-one was looking out of an open window, and no clothes hung from the house.The village has been the focus of huge media interest as Salah has risen to stardom, but family members at his house in Nagrig refused to talk to reporters “out of respect for his wishes”.– Gruelling daily journey –Salah’s journey, figuratively as well as literally, was anything but easy.“His talent clearly showed from the beginning,” said Ghamri Abdel-Hameed el-Saadani, who was the juniors coach at the Nagrig Youth Centre, where Salah started training at the age of eight.Still, Salah’s success is not just due to his talent, “it’s also a product of a will of steel, effort, and determination”, said Saadani.Share on: WhatsApp Pages: 1 2 On Wednesday his talent will be on show in the Champions League as Liverpool tackle Porto.Mohamed Abdel-Gawad, 12, gazes in admiration at the three-storey house where Salah was born and raised, which overlooks a narrow dirt road like most of the houses in the village, about 120 kilometres (75 miles) northwest of Cairo.“I hope to be like Mohamed Salah when I grow up,” Abdel-Gawad told AFP.“Mohamed Salah has become a professional player because of his ethics and humbleness.”In Nagrig as well as in Basyoun, the closest town, the youth centres were renamed after the Egyptian star.Fully aware that his success has become an inspiration for children in Egypt and Africa more widely, Salah addressed them in his acceptance speech when he won the African player of the year accolade in January, telling them: “Never stop dreaming, never stop believing.” Mohamed SalahCairo, Egypt | AFP | Deep in Egypt’s Nile Delta region, the children of Nagrig village have a clear goal in life: they want to become football stars like Mohamed Salah, Liverpool’s top scorer and Africa’s top player.Salah, who hails from their village, has been one of the sensations of the Premier League since joining Liverpool — his goal in the victory against Southampton on Sunday was his 29th of the season.Further enhancing his status as a national hero, Salah played a key role in leading Egypt to the World Cup finals in Russia later this year.last_img read more

Suspected Bubonic plague in China ‘being well managed’, says World Health Organization

first_imgAuthorities in the city of Bayannur, in the Chinese region of Inner Mongolia, issued a warning on Sunday after a hospital patient, reported to be a herdsman, contracted the disease from eating marmot meat last week.There were four reported cases of plague in people in the same region last November, including two cases of the deadlier pneumonic plague.The case triggered a level-three alert Sunday in the Bayannur district. Health officials released a statement ordering residents not to hunt wild animals, such as rodents like marmots, and to report anyone with fever or showing other possible signs of infection.The infected herdsman is being treated at a hospital and is in stable condition, according to state reports. While occasional cases are still reported among hunters encountering fleas carrying the bacterium, it is unknown how the man became infected.last_img read more