The recruitment outlook as Covid-19 continues

first_imgPeople AddThis Sharing ButtonsShare to LinkedInLinkedInShare to FacebookFacebookShare to TwitterTwitter Now the initial shock has passed, igaming businesses are finding their feet again. Focus remains on ensuring the safest possible returns to work, and reopening of premises where permitted. But the future of our industry has also been fundamentally shifted, and workforces are already beginning to transform in response, writes Alastair Cleland.In recruitment, we understand that the ‘quality’ of new hires is now of greater importance than ever. Even for business with bright long-term futures, short-term cashflow issues have added temporary constraints. It’s clear that every hire really counts.Getting the right person for the job – someone who offers best possible value for money – is therefore critical. Good people are an essential component of every successful business, and in challenging times, even more so.Grit, resilience and strong core skills are traits that will continue to serve igaming businesses well as the novel coronavirus (Covid-19) pandemic, and its economic effects, continues on.iGaming: Optimism for future growth The igaming industry went into 2020 with huge optimism for future growth. Whilst major sub-sectors of the gambling industry – notably, sports betting, land-based casinos and retail – have suffered setbacks, it is heartening that, broadly, long-term outlooks remain positive.It seems that short-term sporting event cancellations – and reduced betting opportunities – do not necessarily mean longer-term problems for the industry.Even in the US, despite shockways being sent through the land-based industry, “Covid-19 has sent American gamblers online”, according to an Economist headline. Only 8% of the population yet have access to legal online gambling, but signs are strong for those early adopting states, as evidenced by significant advances in igaming across Pennsylvania, New Jersey and Delaware.The end of the talent shortage? For years we’ve been charting a clear talent shortage in our industry. Skills including tech, product, compliance and analytics have all been in desperately short supply. It has limited sector growth. So, will rising unemployment saturate the market and end the talent shortage?Certainly, ‘not yet’ is the picture we’re seeing. And in fact, considering igaming’s requirement for highly skilled and specialist staff, it seems unlikely that the talent shortage will be abated by this trend alone.As other industries face workforce reductions, igaming employers will likely receive increased quantities of applications from out-of-industry. In these cases, it will be the job of experienced recruiters to assess candidates’ potential, above and beyond their directly-relevant experience. Specialist industry training and upskilling will also prove key.Covid-19 travel and border restrictions have, until recently, prevented many candidates from securing work overseas. As these restrictions have begun to be eased, international relocation for roles has returned. In fact, as new igaming markets regulate and expand, cross-border recruitment remains a priority for much of the industry.To fully support the igaming industry’s evolution (including the pivot from retail to online for example, or capitalising on esports), ensuring highly skilled individuals can enter and progress through the talent pipeline will be more vital than ever.Alastair Cleland is managing director of Pentasia Recruitment Group, a specialist igaming recruitment agency. With 23 years’ experience managing large and multi-location agencies, Alastair has a track record of delivering hard-to-reach candidates for growing companies. 22nd July 2020 | By contenteditor Tags: Online Gambling Topics: Peoplecenter_img The recruitment outlook as Covid-19 continues Now the initial shock has passed, igaming businesses are finding their feet again. Focus remains on ensuring the safest possible returns to work, and reopening of premises where permitted. But the future of our industry has also been fundamentally shifted, and workforces are already beginning to transform in response, writes Alastair Cleland. Subscribe to the iGaming newsletter Email Addresslast_img read more

Apopka City Council Meeting Preview

first_img Save my name, email, and website in this browser for the next time I comment. With the controversy of The Lake Apopka Natural Gas District Board membership now in its rearview mirror, another potentially controversial topic will be making its debut on the Apopka City Council Meeting agenda – Richard Anderson.Last week the City sent a letter to Anderson, who has been a contract lobbyist/consultant for the City of Apopka since September 17, 2014. The letter informed Anderson that he had breached his contract with the City of Apopka and that the Mayor intends to recommend to the Council that the contract be immediately terminated. Through his attorney, Anderson informed the City that he intends to challenge their assertion.Here are some other interesting items on tomorrow’s Apopka City Council Meeting agenda:Marden Road UpdateA presentation by MMI Development who will provide an update regarding the improvements affecting Marden Road.  On September 2, 2015 the City Council approved a synthetic tax incremental financing district to fund the construction of an interchange change that would allow eastbound traffic to enter SR 414 and westbound traffic to exit at Marden Road.April Disbursement ReportThe first of ten items on the “Consent Agenda” is approval of a 42-page report that lists 625 checks that were issued by the City in April 2016.  These payments total $2,859,330.The “Consent Agenda” is a meeting practice which packages routine and non-controversial items not requiring discussion and/or separate approval as one agenda item.  However, any member of the Council can request that any item on the Consent Agenda be “pulled,” and discussed separately.New Football ScoreboardAnother item on the Consent Agenda is to spend $11,860 to purchase a new football scoreboard for the Northwest Recreation Complex. Modern Orthodontics has agreed to a $5,100 sponsorship that will partially offset the cost.Directional Boring ServicesAnother Consent Agenda item.  $29,810 is proposed to be spent.  The pricing is based on “piggybacking” on a contract between the proposed contractor and the City of St. Cloud that began in 2012.Perimeter Security Fence PurchaseAnother Consent Agenda Item.  The proposal is to spend $85,207 on a perimeter security fence around the Golden Gem Reclaimed Water Reservoir.  The pricing is based on a 2015 Orange County Public Schools Contract with All-Rite Fence Services, Inc.Fire Station DesignThe last Consent Agenda item proposes to retain Lunz Prebor Fowler Architects for the design of the new fire station.  The expected cost is $77,450.Disposal of Surplus PropertyCity staff has proposed to dispose of 12 items, mostly vehicles, by auction.Recreation Department Fee ScheduleCity Staff is asking for the Council to approve the changes recommended at the City Council workshop on May 18, 2016. The proposed fee schedule excludes fees associated with the youth sports groups which will be brought before the Council at a later date.Use this link to see the details on these issues and to review the entire meeting package.The meeting is at 1:30 PM in the Council Chamber at Apopka City Hall. LEAVE A REPLY Cancel reply Free webinar for job seekers on best interview answers, hosted by Goodwill June 11 Share on Facebook Tweet on Twitter TAGSApopka City Council Meeting Previous articleApopka High Debate Team Brings Home MedalsNext articleSunRail Offers “Way to Go!” Rewards for Safe Behavior Dale Fenwick RELATED ARTICLESMORE FROM AUTHOR You have entered an incorrect email address! Please enter your email address here Support conservation and fish with NEW Florida specialty license plate Please enter your name here The Anatomy of Fear Please enter your comment!last_img read more

Apopkan enters race for House District 31 seat

first_img Dr O Previous article4Rivers Opens Today to Raise Funds for Pulse VictimsNext articleThis Day in History: Jaws released Dale Fenwick RELATED ARTICLESMORE FROM AUTHOR What are candidates’ position on state related issues? For instance, Florida is 50th in funding for mental health. How would they handle the issue?Thank you. Reply Share on Facebook Tweet on Twitter LEAVE A REPLY Cancel reply 1 COMMENT Please enter your comment! Rightmyer to challenge Sullivan for House District 31 seat.Apopka resident Robert Rightmyer has filed to run as a candidate with no party affiliation for Florida House of Representatives District 31.District 31 includes Apopka (north of 441), the northern part of Northwest Orange Count, Mount Dora, Tavares, Eustis and Northeast Lake County.Jennifer Sullivan is the District 31 incumbent.According to his website, Rightmyer is the founder and owner of The Rightmyer Law Firm, P.A.  He practices general civil litigation and business law.Florida House District 31Prior to starting his own firm he was a partner at Cole, Scott & Kissane. Righmyer was also Senior Counsel Foley & Lardner. Rightmyer’s practice and experience includes complex commercial litigation, contractual and other business disputes, non-compete and trade secret litigation, commercial landlord-tenant disputes and litigation, contract and corporate document preparation, and insurance-related litigation.Rightmyer was born in Ohio, grew up in Louisiana, attended high school in Maryland, college in Illinois and law school in Florida.He earned his Juris Doctor degree, cum laude, from the University of Miami, School of Law in 1999. While in law school, he was a member of the University of Miami Business Law Review. He holds a Bachelor of Science degree in Accountancy from the University of Illinois at Urbana-Champaign (1996) where he was a member of the Phi Kappa Tau social fraternity.District 31 includes all of Orange County north of 441.  Use this link to see the exact boundaries of Florida House District 31.center_img The Anatomy of Fear You have entered an incorrect email address! Please enter your email address here Free webinar for job seekers on best interview answers, hosted by Goodwill June 11 Support conservation and fish with NEW Florida specialty license plate Please enter your name here June 22, 2016 at 1:05 am Save my name, email, and website in this browser for the next time I comment.last_img read more

Terras 8 House / Atelier Cais

first_img Projects Photographs Save this picture!© Francisco Nogueira+ 24 Share “COPY” Terras 8 House / Atelier Cais “COPY” Area:  210 m² Year Completion year of this architecture project ShareFacebookTwitterPinterestWhatsappMailOr Clipboard ArchDaily CopyHouses•Lisboa, Portugal Architects: Atelier Cais Area Area of this architecture project Year:  Houses ShareFacebookTwitterPinterestWhatsappMailOr Clipboard 2015 Portugal Terras 8 House / Atelier CaisSave this projectSaveTerras 8 House / Atelier Cais Photographs:  Francisco Nogueira Design Team:Guilherme Bivar, Marta PavãoConstruction:PMJ Construções LdaWater Insfrastructures:Patrícia FerreiraAcoustic Project, Gas Project:Patrícia FerreiraThermical Project:Maria Ribeiro VargasStucture:PMPElectricity:Pedro Miguel da Luz CortesTelecommunication Project:Pedro Miguel da Luz CortesCity:LisboaCountry:PortugalMore SpecsLess SpecsSave this picture!© Francisco NogueiraText description provided by the architects. Requalification and expansion project of an existing house, set in belém neighborhood, in Lisbon, Portugal. In the existing plot, there was a one store house, a backyard and the ruins of an old warehouse. The project had the main goal of rehabilitating the existing house and expanding its total area through the addition of an upper floor.Save this picture!SectionThe existing front facade (characterized by a higher frieze of historical tiles) was preserved and treated. There was a free reorganization of the internal layout of the ground floor, to hold the social program of the house. The upper floor holds the private house program – rooms.Save this picture!© Francisco NogueiraAt the backyard, there was a topography arrangement , in order to optimize the relationship between the house and the outdoor areas. The old warehouse was converted into a walled garden, with a small storage at one corner.Save this picture!© Francisco NogueiraSave this picture!© Francisco NogueiraFrom the street entry to the walled garden at the back, the house develops in sequential levels, in order to reduce the significant difference of hights, at the same time promoting a smooth transition between inside and outside. The house is south-west-north-west solar orientation and is intended for a family composed of a couple and three children. The house has a South-North solar orientation and it is intended for a family composed by a couple and three children.Save this picture!© Francisco NogueiraIn the front facade, it was decided to use the green tile, recovering the plasticity of the typical facades of that neighborhood. The main interior covering materials are; wood, sanded and varnished cement, tile and glass mosaic.Save this picture!© Francisco NogueiraProject gallerySee allShow lessJohn Lautner’s Goldstein House Gifted to LACMA by its OwnerArchitecture News6 Architects Share What It’s Like to Build in New YorkVideos Share CopyAbout this officeAtelier CaisOfficeFollowProductsWoodGlassConcrete#TagsProjectsBuilt ProjectsSelected ProjectsResidential ArchitectureHousesLisbonLisboaPortugalPublished on February 18, 2016Cite: “Terras 8 House / Atelier Cais” 18 Feb 2016. ArchDaily. Accessed 11 Jun 2021. ISSN 0719-8884Browse the CatalogPartitionsSkyfoldVertically Folding Operable Walls – Classic™ SeriesVinyl Walls3MVinyl Finish – DI-NOC™ AbstractFaucetshansgroheKitchen Mixers – Talis MShower ColumnsAXORShowers – AXOR LampShower by NendoWoodBruagRoom Acoustics – Interior Cladding PanelsPanels / Prefabricated AssembliesIsland Exterior FabricatorsMega-Panel Facade SystemsConcreteKrytonCrystalline Waterproofing – KIMTable LampsAxolightTable Lights – SkirtDoorsRabel Aluminium SystemsMinimal Glass Pivot Door – Rabel 8700 Slim Super ThermalUrban ShadingPunto DesignPublic Architecture in Residential ComplexExterior DeckingHouse of BambooDecking – BambooAnti-Corrosive CoatingsTIGERPowder Coating – Drylac® Bianco 605More products »Save世界上最受欢迎的建筑网站现已推出你的母语版本!想浏览ArchDaily中国吗?是否翻译成中文现有为你所在地区特制的网站?想浏览ArchDaily中国吗?Take me there »✖You’ve started following your first account!Did you know?You’ll now receive updates based on what you follow! Personalize your stream and start following your favorite authors, offices and users.Go to my streamlast_img read more

Incentives Remain for Private Investors in Housing

first_imgSubscribe Related Articles April 12, 2016 1,310 Views As housing is inches closer to fair value due to rising home prices and distressed properties for sale continue to decline, private investors are finding it harder to find bargains in the market.A U.S. housing market update from Capital Economics by Property Economist, Matthew Pointon, showed that although there are a few roadblocks on their path, private investor demand is not likely to dry up anytime soon.”With returns on other types of assets looking low and/or risky, expectations for further gains in house prices suggest Americans will continue to see housing as a good place to store wealth,” Pointon wrote.In the midst of tight supply, heightened competition for buyers, and unpredictable financial markets, U.S. home prices continued to rise in the fourth quarter.The Federal Housing Finance Agency’s (FHFA) House Price Index (HPI) shows that home prices rose 5.8 percent year-over-year in the fourth quarter of 2015. Prices increased 1.4 percent from the third quarter of 2015, marking the 18 consecutive quarterly price increase in the purchase-only, seasonally adjusted index. Home prices were up 0.4 percent month-over-month for December.“Instability in financial markets did not seem to put much of a drag on home prices in the fourth quarter,” said Andrew Leventis, FHFA Supervisory Economist. The 1.4 percent rise in home prices “was in line with the extremely steady—but historically elevated— appreciation rates we have been observing for several years now.”Capital Economics posed the question if the continued rise in prices will cause investors to withdraw from the market, potentially leading to a drop in housing demand if others—like first-time buyers—do not take up the slack. However, Pointon stated, “Private investors have proved a stable source of housing demand over in recent years.””Private investors are typically on the look-out for bargains they can buy with cash. But with housing now at fair value, good deals are becoming harder to find. In particular, the rise in house prices, low mortgage rates and improving labor market have all helped to bring mortgage delinquencies down to pre-crisis levels,” Pointon said. “As such, the share of homes bought for investment and vacation purposes that were distressed dropped in 2015 compared to 2014.”Capital Economics said that it not likely that the lack of distressed properties will fend off investors. “While bargains may be harder to find, the fact remains that house prices are expected to keep on rising. Even if the home is not rented out, buyers will be expecting a decent capital gain,” the report said.”We don’t see a collapse in private investor demand as a significant risk for the housing market. Rather, a slow recovery in first-time buyer numbers will complement second home buyers, and ensure that housing demand weathers the coming gradual rise in mortgage rates,” Pointon concluded. About Author: Xhevrije West Incentives Remain for Private Investors in Housing Data Provider Black Knight to Acquire Top of Mind 2 days ago Xhevrije West is a talented writer and editor based in Dallas, Texas. She has worked for a number of publications including The Syracuse New Times, Dallas Flow Magazine, and Bellwethr Magazine. She completed her Bachelors at Alcorn State University and went on to complete her Masters at Syracuse University. Previous: Is Government’s Defense in Fairholme Suit Valid? Next: DS News Webcast: Wednesday 4/13/2016 Tagged with: Capital Economics Housing Market Private Investors  Print This Post Share Save in Daily Dose, Featured, Market Studies, News Servicers Navigate the Post-Pandemic World 2 days agocenter_img The Week Ahead: Nearing the Forbearance Exit 2 days ago Capital Economics Housing Market Private Investors 2016-04-12 Brian Honea Governmental Measures Target Expanded Access to Affordable Housing 2 days ago The Best Markets For Residential Property Investors 2 days ago Demand Propels Home Prices Upward 2 days ago Demand Propels Home Prices Upward 2 days ago Data Provider Black Knight to Acquire Top of Mind 2 days ago Servicers Navigate the Post-Pandemic World 2 days ago The Best Markets For Residential Property Investors 2 days ago Home / Daily Dose / Incentives Remain for Private Investors in Housing Sign up for DS News Daily Governmental Measures Target Expanded Access to Affordable Housing 2 days agolast_img read more

[Fight Against Corona] MP HC Judges, Staff To Contribute To PM Care Fund

first_imgNews Updates[Fight Against Corona] MP HC Judges, Staff To Contribute To PM Care Fund Radhika Roy4 April 2020 4:29 AMShare This – xThe High Court of Madhya Pradesh has issued a circular wherein all the Hon’ble Judges, as well as all officials and employees, have decided to contribute to PM CARES in wake of the Coronavirus (COVID-19) outbreak. “Our country and the world as a whole are passing through unprecedented times due to COVID-19 pandemic. The coronavirus is posing severe health and economic problems for our country…Your free access to Live Law has expiredTo read the article, get a premium account.Your Subscription Supports Independent JournalismSubscription starts from ₹ 599+GST (For 6 Months)View PlansPremium account gives you:Unlimited access to Live Law Archives, Weekly/Monthly Digest, Exclusive Notifications, Comments.Reading experience of Ad Free Version, Petition Copies, Judgement/Order Copies.Subscribe NowAlready a subscriber?LoginThe High Court of Madhya Pradesh has issued a circular wherein all the Hon’ble Judges, as well as all officials and employees, have decided to contribute to PM CARES in wake of the Coronavirus (COVID-19) outbreak. “Our country and the world as a whole are passing through unprecedented times due to COVID-19 pandemic. The coronavirus is posing severe health and economic problems for our country and the number of persons infected with Coronavirus is increasing day by day”. Accordingly, in order to deal with any kind of distress or emergency situation, the Chief Justice of the High Court of Madhya Pradesh has contributed Rs. 50,000/- and all Judges of the High Court of MP have decided to donate Rs. 25,000/- to PM CARES. All Registry Officers/officials and employees of the HC of MP, Main Registry at Jabalpur and Bench Registries at Indore and Gwalior, and Judicial Officers including Judicial Officers on deputation and employees of subordinate judiciary of the State of MP have also decided to contribute as follows:1. All District Judges/ADJs: Rs. 15,000/- each.2. All CJM and Civil Judges: Rs. 10,000/- each.3. All Non-Judicial Officers: Rs. 10,000/- each.4. Class I and II: Rs. 10,000/- each.5. All Class III employees: Rs. 5,000/- each. The amount is to be deducted from the salary for the month of April 2020. It is to be noted that the contribution will be done on a voluntary basis and that those officers/officials/employees who do not wish to contribute, may intimate their name, designation and employee code through call/SMS by 15th of April to officials as mentioned in the Circular. Additionally, non-receipt of SMS/call shall be taken as their consent to donate and the contribution will be exempted under Section 80G of the Income Tax Act.Click Here To Download Circular[Read Circular]Next Storylast_img read more

Personnel Today Awards 2016: TfL scoops Technology prize for online learning

first_imgRUNNERS-UPJT GroupAbout the organisationJT Group is a global communications company providing a suite of managed products and services. This includes fixed-line, mobile, broadband, network connectivity and hosting, as well as high-speed fibre broadband services. Based in the Channel Islands, it employs more than 600 staff in 11 locations.The challengeThe group recently acquired companies in Australia and the US. The legacy HR system was unable to support employees across different jurisdictions. Managers did not find it user-friendly as it was a standalone system with no integration with other processes. They felt they were unable to run any meaningful employee data, as reports were unreliable.What the organisation didChose the Oracle HR system as a solution to bring the workforce together in a collaborative cloud-based solution.Deployed Oracle across five countries in five months.The system integrated with multiple payrolls and provided all remote employees and road-based engineers with access to their own data, where they were able to book holiday, administer their timecards and view what development opportunities were available to them.Enabled managers to remotely manage their employees regardless of geographical location using a device of their choice, which was fully integrated with their emails.Allowed the system to be personalised – colleagues can choose a colour that suits them and the system adapts to local users’ terminology, based on location.Gathered a test group of employees across the businesses. Recruited “super users” who championed the technology and were able to assist with the training.Provided drop-in sessions, videos and online user guides. The system was so simple and intuitive, however, not many staff took up the training – preferring to teach themselves.Devolved people responsibility back to managers through using the system, which freed up HR resource.Benefits and achievementsManagers can now run meaningful reports on their own staff.Employees can see what development and training opportunities are available to them.Online appraisal system is slicker and more transparent.Savings in HR team allowed it to re-deploy team to a strategic business partner model rather than transactional.System can grow with the organisation as it expands globally in different jurisdictionsData is up to date and reportable.Judges’ comments“A well-run project to implement a new global HR system, overcoming barriers along the way.”Leeds Building SocietyAbout the organisationLeeds Building Society is the fifth-largest building society in the UK. It serves more than 700,000 customers across the country who, combined, hold around £9.9 billion in savings balances.The challengeLeeds Building Society questioned how it could continue to grow colleague numbers, while delivering major transformation projects and retaining a highly engaged workforce who demonstrate its values. It needed to know how its colleagues were feeling, and have an early-warning indicator of any concerns.What the organisation didWorked with PSYT Technologies to pilot a new behavioural analytics mobile phone app called [email protected] [email protected] to regularly alert colleagues, asking them health, wellbeing and performance survey questions. In return, colleagues received personalised feedback charts and insight into their productivity, wellbeing and mood.Received aggregated reporting on how colleagues operated across a broad range of colleague engagement elements; all of which could be segmented into different demographic groups, while retaining colleague anonymity.Offered colleagues an exciting opportunity to be part of something new, innovative and progressive. More than 120 colleagues volunteered, to help the society to have a better, mutual understanding of performance and wellbeing.Held an open day for all colleagues taking part, to showcase the app and answer questions.Reported that, on average, colleagues spent a maximum of two minutes per day using [email protected], over a two-month period.Demonstrated that by using [email protected], colleagues gained the benefits of increased self-awareness and increased performance. For example, they are able to see the time of the week at which they are most productive.Benefits and achievementsColleagues are happy with their internal relationships, including the relationship they have with their line manager. They feel that there is open and honest communication, which enables a sense of trust.Colleagues feel productive and are absorbed in their work, with opportunity to use their [email protected] has shown that there is insight to be gained into colleagues’ performance, wellbeing and health.Results have supported the breadth of engagement communications and the organisation has promoted the “team” award in its recognition programme, Excellence in Action.Included activities such as lunchtime pilates, walking clubs and spin classes in quarterly colleague wellbeing weeks; launched a colleague cash health plan, which promotes wellbeing by effectively paying for preventative health checks, such as dentist and optician costs, as well as providing discounts to national [email protected] has helped to develop thinking for the future of behavioural analytics. The organisation now wants to develop and embed the use of an app that takes elements of personal performance, wellbeing and health into an all-round colleague engagement and communication platform.Gamification and performance/behavioural data enabled the society to drive the right colleague engagement behaviours; deliver tailored communications to specific colleague groups, as well as Society wide; motivate and align teams through communication and recognition; develop colleague autonomy, mastery and purpose through re-enforcing what they are doing; and drive a culture of recognition and measurement.Judges’ comments“Really innovative solution helping employees to improve their wellbeing and productivity. It will be very interesting to see how the promising results from the pilot will be taken forward.”QuestbackAbout the organisationQuestback is an online survey and feedback software provider. It offers data collection and analysis solutions including: market research; customer satisfaction and loyalty; product and concept testing; employee evaluations; and people analytics. It serves more than 50 countries and has launched more than one billion online surveys.The challengeQuestback has 300 employees, more than 50% of whom have joined in the last two years. Growth has been both organic and through acquisitions, meaning that the company needed to create a strong, but inclusive, culture to unify its workforce.What the organisation didIntroduced MySay – an always-on, continuous feedback platform, which went live in July 2015. MySay allowed every employee to provide their feedback and ideas through simple to use, mobile-friendly software.Linked MySay directly to Questback’s purpose, helping ensure that employees are mobilised and empowered to contribute ideas on any subject.Allowed employees to log onto MySay, select a topic and rate how they believe the company is performing in that area and make suggestions for improvement. They can also create their own topics, if required.Permitted staff to give a quantitative score on performance, but more importantly let them provide comments. These are routed to the feedback team, where they are followed up.Ensured that every comment, and all feedback, is visible to the entire company. There is no anonymity for staff or managers. Once employees understood that they were not being judged, that everyone was equal, and that this was an opportunity to contribute to the company direction and strategy, the pace of feedback increased.Agreed that every suggestion would result in a dialogue between staff and relevant senior managers – nothing is ignored. Results can be broken down and analysed by country, department and office, providing Questback with a real-time picture of engagement and mobilisation.Benefits and achievementsOver the last year, enterprise revenue grew by more than 100%.Based on feedback and suggestions from new joiners, Questback has radically changed staff onboarding. This has increased satisfaction, retention rates and employer brand.Around 380 suggestions have already been made, covering everything from product innovations to the type of tea provided in office kitchens.All new staff now say they find the induction and onboarding process relevant; 70% of them view it as exceptional and something they have not experienced before.MySay has provided a central, high-profile system that spans all offices and countries, acting as a shared backbone to the company, reinforcing culture and encouraging employees to see themselves as part of a bigger entity.Staff know that they are being listened to and that action will be taken on their ideas and concerns. This management accountability has increased staff satisfaction and empowered employees.MySay has been a vital part of cultural change, harnessing innovation and mobilising staff: in 2015, enterprise software revenues grew; investment in research and development increased by 50%, as ideas were turned into innovative new products and features; and, in the UK, sales grew by 21%.Judges’ comments“I like the approach to employee engagement which is evidently pervasive across the organisation. Strong submission.”Rentokil InitialAbout the organisationRentokil Initial is a multinational business services company and is focused on pest control, hygiene and workwear. It is one of the largest business services companies in the world, comprising a number of global brands.The challengeAround 90% of Rentokil’s employees are technicians whose access to technology is limited and literacy levels are poor; the ability to provide learning and development (L&D) is critical, but it is impossible to bring everyone off the road for classroom training. Rentokil operates in more than 60 countries, so activities are cascaded by managers whose experience is often limited – employees speak more than 31 different languages, with 70% of the organisation not speaking English as their first language.What the organisation didImplemented FUSE, a social and collaborative learning management system. It provided a platform that would engage users in the learning journey.Aimed to create an online environment where people could learn on their own, where they would become “part of the learning experience”, and not feel like they were having to do a mandatory piece of training.Wanted the system to provide an element of gamification – through this the organisation could run internal competitions and recognise and reward colleagues’ effort for engaging with the process.Enabled colleagues to be creative via the recording functionality; to collaborate and share with other users, while learning. Users can create their own screencasts from within the tool. This can be achieved regardless of whether they are using a desktop, tablet or mobile device.Developed FUSE to look like other social media tools – with the same look and feel as Google+ or Facebook, so that users would feel familiar with the interface. Users said that right away, it was easy to navigate and to find the necessary content.Benefits and achievementsAlmost eight in ten (78%) employees said FUSE has helped them to apply learning to their role.More than eight in ten (84%) found content on FUSE relevant and engaging.Increase of 7,223% in content views per month – there is more usage of the new system in a day than there was on the old system in a month.Net Promoter Score for FUSE is 8.6, an increase of five points.There have been 1,500,000 learning interventions delivered since FUSE was launched.More than 1,000 pieces of user-generated content have been produced or shared, resulting in a yearly saving of £232,000 (in comparison to the cost of creating/buying this content).FUSE has reduced the amount of classroom training time by 20 minutes and by using the “event tool” within the platform, has increased compliance tracking by 80%.Reduced number of training hours for technical training in North America, Germany, Spain, Portugal and Indonesia by an average of two hours per employee by using FUSE to deliver digital training, which has saved around £420,000.Judges’ comments“Good business challenge, solid solution and well-articulated business results.”Royal College of NursingAbout the organisationThe Royal College of Nursing (RCN) is the world’s largest union and professional body for nursing staff. It is a membership organisation of over 435,000 registered nurses, midwives, healthcare assistants and nursing students.The challengeA 2014 review showed recruitment processes were cumbersome and lengthy. Managers said that the e-recruitment system was difficult to use and very time-consuming. Almost one in five (19%) job applicants said that the e-recruitment system was disjointed. Half of the people who commenced the process did not submit their application, which meant that RCN was failing to hire talented candidates.What the organisation didDecided that the RCN needed to completely overhaul recruitment and selection.Created an employer brand that captured the culture and spirit of the existing workforce, coupled with projecting the RCN vision and future aspirations to prospective employees.Upgraded the e-recruitment system from iGrasp to the newest version of the system, Talentlink. Made Talentlink a single sign-on system, eliminating the need for managers to have a separate username and password.Reduced the number of authorisation steps needed to proceed to recruitment from four to two.Allowed vacancies to be recruited on a CV-only basis, rather than with a standard application form, to improve the candidate experience and increase the number of relevant, quality applications received.Introduced a simplified online shortlisting form.Built a new careers website. Decided to bring the project in-house to ensure that RCN had better control of the site and that it was quicker and easier to update.Benefits and achievementsCareers website is attracting, on average, 974% more hits than the jobs page on the RCN website.Reducing the number of authorisation steps has cut five days off the time taken to authorise recruitment – from six days to just one.Streamlining the recruitment process reduced time to hire from 56 days in 2012/13 to 46 days.Volume of applications reduced from an average of 17 per vacancy to 13, but a higher percentage of those applicants are shortlisted.Percentage of posts re-advertised has fallen from 11% to 4%, indicating that RCN is achieving a higher standard of applicants in terms of quality.Overall spend on recruitment has fallen 20% from £190 in 2013 to £152 in 2015 – in thanks to a significant reduction in expenditure on print advertising due to the technology of online recruitment.Cost per hire has fallen 6% from £1,605 in 2014 to £1,514 in 2015.Judges’ comments“Impressive example of revamping the recruitment process using technology. Impressed with the initial analysis and strong work on the employer brand.”SAP UKAbout the organisationSAP UK is a market leader in enterprise application software. It helps organisations generate new opportunities for innovation and growth, and stay ahead of the competition. It is based in Middlesex, but also has 900 employees working in locations in Ireland.The challengeAs a result of a cost-savings initiative, SAP UK realised that it needed to develop a better way to attract job candidates. It desperately needed to reduce its third-party agency and job board spend, which was much higher than its industry peers. This could be achieved by creating a robust talent community and enhancing its online social media presence.What the organisation didBegan building a state-of-the-art Talent Community, using its recruitment marketing tool (RMK). Actively marketed prospective candidates, using this ever-growing database as a primary hiring channel.All 300 members of the talent acquisition teams (sourcers and recruiters) began using the RMK tool on a daily basis.Relaunched SAP’s social media strategy to improve the overall employment brand. The social recruiting and creative media team launched “Life at SAP” social channels and focused on employees telling their personal stories.Drove all of the traffic generated from content on social media channels to the careers site, and tracked all of the applications and hires using RMK. Using RMK, SAP proved to the business that social media channels really work in recruiting and making the best hires.Merged the employment brand, creative media, and sourcing teams under one leader, Matthew Jeffery (VP of employment brand and sourcing). The employment brand team owns all “Life at SAP” social media channels, and this same team now markets directly to various segments of the Talent Community based on skillset, location, or both, based on the parameters of a specific hiring initiative.Enabled the sourcing teams to tap into more than 600,000 members as a database of qualified, passive candidates. Sourcing teams not only search the database, but they can set up complex search alerts, allowing them to know the moment someone with a particular skillset in a particular location joins the Talent Community, so that they can immediately begin a relationship-building process.Benefits and achievementsAs of 2015, SAP’s sourcing and employment brand teams had launched 10 major campaigns to Talent Community members.In early 2015, the employment brand team was able to identify 6,422 new graduates in the RMK Talent Community in Hungary, South Africa, and the UAE, and sent a targeted email, piquing their interest in the Sales Academy.More than one in 10 (11%) candidates who received this email clicked on the apply link, and 69% of those candidates completed an application. In total, 17 people were hired as a result of the marketing campaign. This achievement was replicated in four other hiring initiatives in 2015.Sourcers and recruiters have a massive candidate talent pool to tap into, and Talent Community is now their first and primary channel, above LinkedIn.RMK has been an invaluable technology innovation at SAP, allowing it to be certain of the source of hire, and saving SAP £ 3.01 million in agency and job board fees in 2015.Relaunch of “Life at SAP” social channels has reinforced which channels are building its pipelines and more has been invested in those channels: Facebook, Twitter, YouTube, Weibo, and WeChat. In 2015, the Facebook page grew from just 5,000 likes to almost 40,000.SAP’s WeChat site, launched in China in mid-2015, has almost 10,000 followers, with 68% growth in Q4 alone. The Weibo site (Chinese equivalent of Twitter), also launched in 2015, has more than 14,000 followers. These social media channels have accounted for more than 25% of the growth of the Talent Community in 2015.Judges’ comments“Great link of employer brand and recruitment, as well as aligning everyone into the same tool for recruiting purposes.” Previous Article Next Article WINNERTransport for LondonAbout the organisationTransport for London (TfL) manages London’s growing transport network, including London Underground (LU). Employing more than 5,000 station staff, LU comprises 270 tube stations and 11 train lines.Award for Excellence through Technology – the judgesGareth Jones, The Chemistry GroupAndrew Spence, Glassbead ConsultingFaye Holland, CofinitiveThe challengeEvery day the number of journeys made on TfL’s network is increasing, so the organisation embarked on a once-in-a-generation programme of change to provide world-class customer service. Considered the largest business transformation project in Europe, the three-year programme aimed to transform the service, reduce operating costs and engage staff.What the organisation didPartnered with e-learning specialists, Kallidus, and learning experts, Interact Together, to design and deliver a flexible digital learning programme, using immersive e-learning and gamification to inspire lasting behavioural change.Moved all learning online to increase the opportunity for technology adoption with staff who would be able to use their handheld devices to access the new learning content.Ran workshops in collaboration with Interact to enable stakeholders to provide input and help shape content for digital learning.Reduced complexity of handling cash and ticketing products, used e-learning to introduce staff to new automated procedures. Involved employees in the design process, using scenarios to facilitate learning of the full range of complex ticketing produces and processes.Created bite-sized, user-friendly content, focusing on practical application: learning by discovery, scenario-based quizzes and real-life video.Addressed accessibility challenges, as the majority of LU’s workforce works underground with intermittent internet connection, by giving all employees iPads. Developed content optimised for use anywhere, on any device, so all learning progress could be saved and synchronised on reconnection.Included virtual ticket machine simulations in the e-learning course, enabling employees to practice problem-solving before taking a final assessment. This approach had minimal impact on daily operations, with staff able to complete it remotely in 90 minutes instead of two weeks’ classroom training.Created a dynamic, Monopoly-style “Golden Ticket” game to motivate staff and further embed knowledge.Benefits and achievementsPositive uptake of e-learning enabled 48% of employees to achieve the advanced ticketing qualification (TMS) in four months.This was a critical enabler for successful implementation of the station operating model, allowing TfL to offer a full service to customers from April 2016.By delivering this course digitally, 30,000 days of staff release were saved, equating to productivity savings of approximately £4.4 million.Satisfaction survey shows that staff’s ability to assist customers at passenger-operated ticket machines has improved by one-third (from 36% to 65%).Fit for the Future will contribute savings of £50 million per annum to TfL’s strategic cost-saving objectives up to 2019.With a total spend of £8.4 million forecast for the project, the programme has been entirely self-funded, enabling TfL to invest in other vital improvements across the Tube network.Judges’ comments“Real feeling of ‘partnership’ between client and customer in the submissions. Initial e-learning requirement then extended to broader learning strategy. Timely and efficient use of technology to transform operations and adoption by employees.” Transport for London has won the 2016 Personnel Today Award for Excellence through Technology, sponsored by Broadbean, for implementing an online learning programme which engaged employees and saved money.  We profile its winning entry and those of our runners-up. Related posts:No related photos.center_img No comments yet. Leave a Reply Click here to cancel reply.Comment Name (required) Email (will not be published) (required) Website Personnel Today Awards 2016: TfL scoops Technology prize for online learningBy Clare Allerton on 22 Nov 2016 in HR Tech Talk, Onboarding, HR software, Personnel Today, PT Awards, HR Technology RUNNERS-UPBarclays BankAbout the organisationBarclays is a British banking and financial services company based in London. It has around 22 million retail customers, almost one million business banking clients and operations in more than 50 countries.The challengeBarclays’ goal was to transform its approach to recruiting the best talent. Over a two-year period, it set about: building a robust and globally scalable approach; advancing the accuracy of selection through scientific assessment and multimedia technologies; creating a pTransport for London collect their award foe Excellence in HR through Technologyositive hiring journey for candidates; and measuring progress around time-to-hire, cost per hire and quality of hire.What the organisation didDefined the organisation’s values, and translated these into desired, measurable employee behaviours.Mapped values to the competency framework to describe desirable skills, behaviours and attributes required in staff.Updated the selection and assessment approach to ensure there was a simple, rigorous and streamlined process that provided a consistent minimum global standard.Made technology the heart of the global hiring framework, with the aim of moving towards a globally consistent approach.Streamlined applications so that all candidates applying for a role at Barclays would go through the same process. With assessments online and automated, data on the completion and conversion rates could be analysed and monitored .Introduced live action situational judgement tests (SJTs) with integrated multimedia capability as the first point of assessment.Gave high volumes of candidates a realistic preview of life at Barclays through innovative tools. Technology combined accurate, predictive assessment that measures an individual’s values, personality style, work preference and motivations, with immersive multimedia.Customised SJTs to Barclays’ needs. Using green-screen technology, tests immersed candidates in live-action video that portrayed a series of real-life job scenarios in the role they were applying for.Rolled out SJTs to other divisions and geographies by replicating and localising scenarios in multiple languages.Benefits and achievementsMore than 600,000 applicants assessed across Europe and Africa.Achieved targeted cost savings of £6 million in the first year, and a further £14 million in 2014/15.Cost per hire reduced by 30% and direct hiring moved from 67% to 93% – facilitated by the improved process.Attracted fewer but higher-quality candidates; the average number of applications received per job nearly halved from 600 to 313.Conversion from assessment to hire is four times better than it was previously; moving from 1:8 to 1:2 conversion.Candidates net promoter score (NPS) rose by 41 points and hiring manager NPS rose by 21 points.Judges’ comments“An ambitious project linked to rebuilding culture globally. Delivered some excellent results with creative use of technology.”last_img read more

Arleigh Burke-Class Guided Missile Destroyer Holds Change of Command in Italy

first_imgBack to overview,Home naval-today Arleigh Burke-Class Guided Missile Destroyer Holds Change of Command in Italy View post tag: Arleigh View post tag: News by topic A change of command ceremony was held aboard Arleigh Burke-class guided missile destroyer USS Barry (DDG 52) while in port Gaeta, Italy, June 14.During the ceremony, Cmdr. Kevin Byrne relieved Cmdr. Adolfo Ibarra as Barry’s commanding officer (CO).“This has been an amazing experience,” said Ibarra. “From working with our coalition partners to combat operations off the coast of Libya, Sailors aboard Barry have always risen to the challenge, and I am proud to have served with them,” said Ibarra. “It has been an honor and privilege to serve with the best Sailors that the United States Navy has to offer.”Ibarra assumed command of Barry in 2009 and departs the ship for his next assignment at U.S. Africa Command in Stuttgart, Germany. Byrne, Barry’s former executive officer (XO), has served aboard the ship since August 2010. “I’m truly honored by the opportunity to take command of a United States warship,” said Byrne. “Because of the leadership and work displayed daily, I know this ship is ready to meet any challenges that may come our way.”Byrne said throughout his tour as CO, Ibarra took great care of the Barry crew. “Barry is blessed to have had [Ibarra] as their captain, and I wish him nothing but the best,” said Byrne.As Barry’s new CO, Byrne said his goals are to look after his crew in every way, both professionally and personally. He also looks forward to finishing a successful deployment and bringing the Barry Sailors back home safely to friends and families.Cmdr. Thomas Dickinson assumed duties as XO of Barry.“The new CO and XO are going to make a great team,” said Ibarra. “Both Cmdr. Byrne and Cmdr. Dickinson are ready to keep up the Navy tradition of high standards. I wish them the best of luck.”After Barry’s return to the U.S., she will make preparations to go through an eight-month Extended Docking Selective Restricted Availability (EDSRA) for a complete hull, mechanical and electrical system overhaul.Barry is part of the Bataan Amphibious Ready Group, conducting maritime security operations in U.S. 6th Fleet area of responsibility.[mappress]Source: navy, June 20, 2011; View post tag: Destroyer View post tag: Naval View post tag: Burke-Class View post tag: Italy View post tag: Command View post tag: changecenter_img View post tag: Guided View post tag: Missile June 20, 2011 Training & Education View post tag: holds View post tag: Navy Arleigh Burke-Class Guided Missile Destroyer Holds Change of Command in Italy Share this articlelast_img read more

USNS Comfort Ends CP15 Mission in Dominica

first_img View post tag: Navy August 12, 2015 Authorities USNS Comfort Ends CP15 Mission in Dominica View post tag: CP15 View post tag: Naval View post tag: americas Share this articlecenter_img View post tag: Mission Back to overview,Home naval-today USNS Comfort Ends CP15 Mission in Dominica The Military Sealift Command Mercy-class hospital ship USNS Comfort (T-AH 20) departed Dominica, Aug. 6, completing the crew’s eighth mission stop as part of Continuing Promise 2015 (CP-15).Working alongside government officials, community leaders and host-nation healthcare professionals and medical students, the CP-15 team provided medical care to more than 11,000 residents at medical sites established at the Dominica Grammar School in Roseau and the Roosevelt Douglas Primary School in Portsmouth.This was the first time the Continuing Promise mission visited Dominica. Comfort’s will continue the mission with a stop in Santo Domingo, Dominican Republic, and then proceed to Honduras and Haiti. The CP-15 team has now completed mission stops in Belize, Colombia, El Salvador, Guatemala, Jamaica, Nicaragua and Panama.[mappress mapid=”16642″]Image: US Navy View post tag: News by topic View post tag: USNS Comfort View post tag: Dominicalast_img read more

Adjunct, Chemistry/Environmental Chemistry

first_imgApplication Instructions:Applicants must apply online for any open staff and facultypositions by providing a cover-letter and resume. Pre-employmentbackground checks and reference checks are required of successfulcandidates. Salve Regina University participates in E-verify.URL: Job Description:The chemistry department at Salve Regina University is seeking ahighly qualified and motivated instructor to teach EnvironmentalChemistry course and/or lab in a small liberal arts University,this spring 2021. This position may also become available infuture. The instructor is expected to support the university’svision of becoming a catholic university of distinction. Theuniversity is located in scenic Newport, Rhode Island. Additional Information:Salve Regina University strives to provide equal opportunity inemployment and education to all employees, students and applicants.No employee, student or applicant shall be discriminated against orharassed on the basis of race, color, national and ethnic origin,sex, sexual orientation, gender identity or expression, religion,disability, age, marital or parental status, military or veteranstatus, genetic information or any other basis protected byapplicable federal or state law, in the administration of SalveRegina’s employment policies, education policies, admissionpolicies, scholarship and loan programs, athletic and otherUniversity administered programs. In accordance with Title IX, itdoes not discriminate on the basis of sex in any of its educationalprograms or activities. Salve Regina is also committed to makingits programs and campus accessible to its visitors and compliantwith all applicable non-discrimination laws. Experience teaching environmental chemistryAn ability to teach lecture during the day at the scheduledclass times, and/or lab in the eveningExperience using technology and interactive electronicmaterials to support teaching and learningExperience using a Learning Management System such asCanvascenter_img Requirements:A minimum of a Master’s degree in Chemistry or a related field andother appropriate credentials, if applicable. Ph.D in Chemistrypreferred. About Salve Regina University:Salve Regina University, ranked as one of the most transformativecolleges in the United States by Money Magazine and among the bestregional universities in the north by U.S. News and World Report,is a comprehensive Catholic University located in the sceniccoastal community of Newport, Rhode Island. The University’scommitment to academic success and personal discovery extendsbeyond its historic campus into a dynamic world where theapplication of higher thinking and skill are most valued. SalveRegina offers associate, bachelor’s and master’s degree programs,graduate certificates, and doctoral programs in humanities,international relations and nursing. Enrollment includes more than2,600 undergraduate and graduate students from across the U.S. andaround the world.last_img read more