Click here for your chance to win an off-road driving experience with a Lion! The Lol-down: Dallaglio gets up close and personal with some Lions fans in Hong KongIT’S SQUEAKY-BUM time! The series is currently drawn at one Test win each for Australia and the Lions, and with the decider looming on Saturday rugby fans all over the world are losing their hair and biting their nails. Who’s going to win? These fans get a surprise when Will Greenwood, Lawrence Dallaglio and Phil Waugh get into their cars… check out the video below to hear their views on who’s going to win the all important third Test match! LATEST RUGBY WORLD MAGAZINE SUBSCRIPTION DEALS
Featured Jobs & Calls Submit a Job Listing Canon for Family Ministry Jackson, MS [Episcopal Diocese of Texas] The Rev. Dr. Clay Lein has accepted the call as the fifth rector of St. John the Divine, Houston, according to a statement released by their search committee this week. Lein is the founding rector of St. Philip’s Episcopal Church in Frisco, Texas, where he has grown the congregation to more than 1400 members since 2002. His first Sunday at St. John the Divine will be November 23, 2014.“It has become clear to us that God has laid a strong foundation of faith [at St. John the Divine] and that [the congregation] is poised for a real movement of God’s spirit,” Lein said. “I believe that the best really is yet to be, and I’m grateful that Jill and I get to be part of it.”Lein previously served as executive pastor at Christ Episcopal Church in Plano, Texas and associate pastor at All Saints Episcopal Church in Pawley’s Island, South Carolina. He received his Master of Divinity degree from Trinity School for Ministry and recently completed his Doctor of Ministry at Gordon-Conwell in Charlotte, North Carolina. He also received a BS in electrical engineering from the University of Missouri and an MBA from Arizona State University. Prior to his ordination, Lein was a product-marketing engineer with Intel Corporation. He is the author of Ordinary Faith, published in 2008, about “finding real faith in ordinary life.” Clay and his wife, Jill, have three grown children: Jennifer, John and Joshua.“We believe that we have called the priest that God has anointed to lead SJD into the next phase of our life together,” wrote the search committee in a letter to the congregation.St. John the Divine is a congregation of 4000 active members in Houston’s River Oaks neighborhood. The Rev. Larry Hall retired in April after more than 32 years as rector. See video of Lein’s greeting to St. John the Divine below: The Church Pension Fund Invests $20 Million in Impact Investment Fund Designed to Preserve Workforce Housing Communities Nationwide Church Pension Group People Episcopal Church releases new prayer book translations into Spanish and French, solicits feedback Episcopal Church Office of Public Affairs Tags Rector and Chaplain Eugene, OR Curate Diocese of Nebraska Featured Events Rector Martinsville, VA Posted Jun 26, 2014 Director of Music Morristown, NJ Richard nelson says: Priest-in-Charge Lebanon, OH Comments (1) Rector Bath, NC Rector Hopkinsville, KY Ya no son extranjeros: Un diálogo acerca de inmigración Una conversación de Zoom June 22 @ 7 p.m. ET Virtual Episcopal Latino Ministry Competency Course Online Course Aug. 9-13 Seminary of the Southwest announces appointment of two new full time faculty members Seminary of the Southwest Course Director Jerusalem, Israel Rector Knoxville, TN Submit a Press Release Press Release Service Comments are closed. In-person Retreat: Thanksgiving Trinity Retreat Center (West Cornwall, CT) Nov. 24-28 The Church Investment Group Commends the Taskforce on the Theology of Money on its report, The Theology of Money and Investing as Doing Theology Church Investment Group Associate Priest for Pastoral Care New York, NY Rector Shreveport, LA Join the Episcopal Diocese of Texas in Celebrating the Pauli Murray Feast Online Worship Service June 27 Clay Lein named as rector of St. John the Divine, Houston This Summer’s Anti-Racism Training Online Course (Diocese of New Jersey) June 18-July 16 Cathedral Dean Boise, ID Assistant/Associate Rector Morristown, NJ AddThis Sharing ButtonsShare to PrintFriendlyPrintFriendlyShare to FacebookFacebookShare to TwitterTwitterShare to EmailEmailShare to MoreAddThis Rector Albany, NY Remember Holy Land Christians on Jerusalem Sunday, June 20 American Friends of the Episcopal Diocese of Jerusalem Rector Washington, DC An Evening with Presiding Bishop Curry and Iconographer Kelly Latimore Episcopal Migration Ministries via Zoom June 23 @ 6 p.m. ET Episcopal Charities of the Diocese of New York Hires Reverend Kevin W. VanHook, II as Executive Director Episcopal Charities of the Diocese of New York Rector Tampa, FL New Berrigan Book With Episcopal Roots Cascade Books June 27, 2014 at 4:23 pm Having been born and raised in Missouri. I would like to,know where Dr. Clay Lien,s homeWas? Did he go to high school in Missouri?. I also went to the university of Missouri. thanks. Family Ministry Coordinator Baton Rouge, LA Youth Minister Lorton, VA Rector (FT or PT) Indian River, MI Inaugural Diocesan Feast Day Celebrating Juneteenth San Francisco, CA (and livestream) June 19 @ 2 p.m. PT Rector Collierville, TN Associate Rector for Family Ministries Anchorage, AK Curate (Associate & Priest-in-Charge) Traverse City, MI Rector Smithfield, NC Missioner for Disaster Resilience Sacramento, CA Priest Associate or Director of Adult Ministries Greenville, SC Episcopal Migration Ministries’ Virtual Prayer Vigil for World Refugee Day Facebook Live Prayer Vigil June 20 @ 7 p.m. ET Submit an Event Listing An Evening with Aliya Cycon Playing the Oud Lancaster, PA (and streaming online) July 3 @ 7 p.m. ET Director of Administration & Finance Atlanta, GA Rector/Priest in Charge (PT) Lisbon, ME Bishop Diocesan Springfield, IL Rector Pittsburgh, PA Assistant/Associate Rector Washington, DC TryTank Experimental Lab and York St. John University of England Launch Survey to Study the Impact of Covid-19 on the Episcopal Church TryTank Experimental Lab Assistant/Associate Priest Scottsdale, AZ Virtual Celebration of the Jerusalem Princess Basma Center Zoom Conversation June 19 @ 12 p.m. ET Associate Rector Columbus, GA Rector Belleville, IL
Please enter your comment! Orange County still under district burn banAs a result of recent rainfall, the St. Johns River Water Management District is lifting the districtwide burn ban on campfires. Campfires on district lands are still prohibited by the burn bans issued by the following counties: Putnam, Flagler, Volusia, Orange, Osceola and Indian River.Several counties within the St. Johns River Water Management District have lifted their burn bans, and additional counties are likely to follow suit.Nassau, Clay, St. Johns, Alachua, Lake, Seminole, and Brevard counties have removed their mandatory burn bans that had been in place for the past several weeks. Marion County has downgraded its burn ban from mandatory to voluntary.For an updated status list of burn bans within the St. Johns River Water Management District, visit www.sjrwmd.com.About the St. Johns River Water Management DistrictSt. Johns River Water Management District staff are committed to ensuring the sustainable use and protection of water resources for the benefit of the people of the district and the state of Florida. The St. Johns River Water Management District is one of five districts in Florida managing groundwater and surface water supplies in the state. The district encompasses all or part of 18 northeast and east-central Florida counties. District headquarters are in Palatka, and staff also are available to serve the public at service centers in Maitland, Jacksonville, and Palm Bay. You have entered an incorrect email address! Please enter your email address here LEAVE A REPLY Cancel reply Florida gas prices jump 12 cents; most expensive since 2014 Please enter your name here Gov. DeSantis says new moment-of-silence law in public schools protects religious freedom Share on Facebook Tweet on Twitter TAGSBurn BanCampfiresSt. John’s Water Management District Previous articleApopka Burglary ReportNext articleWill the City and the Task Force work together? Denise Connell RELATED ARTICLESMORE FROM AUTHOR UF/IFAS in Apopka will temporarily house District staff; saves almost $400,000 Save my name, email, and website in this browser for the next time I comment.
Save this picture!© Amit Geron+ 33Curated by Paula Pintos Share Ecological House / Dan and Hila Israelevitz Architects “COPY” “COPY” Ecological House / Dan and Hila Israelevitz ArchitectsSave this projectSaveEcological House / Dan and Hila Israelevitz Architects ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/927885/ecological-house-dan-and-hila-israelevitz-architects Clipboard CopyHouses•Israel Houses Photographs: Amit Geron Manufacturers Brands with products used in this architecture project Manufacturers: AutoDesk, APEX Windows, Mody, Tollman’s, ST-or, SchüllerSave this picture!© Amit GeronRecommended ProductsDoorsSaliceSliding Door System – Slider S20Suspension SystemsMetawellAluminum Panels for Ceiling SailsWoodParklex International S.L.Wood cladding – FacadeWindowsOTTOSTUMM | MOGSWindow Systems – BronzoFinestra B40Text description provided by the architects. The family who built this home wanted to create a relaxing, embracing environment which, while providing a view to the surrounding green, pastoral landscapes, manages to maintain a sense of privacy. The result – an impressive architectonic structure in which both demands were perfectly combined and met, enabling all family members to enjoy all aspects of their vision. The house, which is located in the northern part of Israel, is built on about 10000 square meters of land, 3000 out of which has been processed for construction (the rest being agricultural land). The built area of the house spans across an area of about 500 m2 and includes 7 rooms.Save this picture!© Amit GeronThe property includes a tennis court, along with an orchard and a fruit garden that blend well with their natural environment. The L-shaped structure of the building enables Dynamism and creates separation between wings. The large, lush courtyards which separate between the entrance lobbies and the house itself create an interesting play on space and dimension. There is a complete and hermetic bond between the interior space and the exterior of this home – while its wings are exposed to the outside landscape, natural light and fresh air, they are also capable of creating an embracing and intimate space.Save this picture!© Amit GeronThe facade and interior parts of the house feature ecological elements and various built-in solutions, designed to reduce electricity consumption. Thus, for example, the wide shading pergolas were designed according to the solar position from sunrise to sunset. Natural construction materials and other materials featuring natural looks (such as concrete, iron, glass and teak wood)were combined to create a clean and elegant look.Save this picture!© Amit GeronThe horizontal terrain rendered it vital to maintain a connection between the building and its low surroundings. This was achieved by designing a flat structure. In practice, the structure blends well with its surroundings, enabling an independent connection between its exterior and interior at almost any angle and corner. The design was based on the concept of creating an element of surprise and curiosity within the space: this house does not reveal itself at once, but rather does so in a gradual manner. Upon entering the property, we are greeted by an atmospheric garden which can be seen through the house, but for those who approach it from the outside, still remains hidden behind decorative grille walls, which play a functional, as well as an equally decorative role.Save this picture!© Amit GeronSave this picture!ElevationsSave this picture!© Amit GeronThe structure is divided to 2 perpendicular wings: the first is shared, while the second is private. Most areas share a view to the external space. To enhance the experience while making efficient use of the property, we chose to embed patios and various small gardens within the structure. The view from these elements can be also enjoyed from inside the house. The structure can be somewhat compared to a swiss cheese that hides these elements within its “eyes”. For instance, the entrance lobby leads to a garden, while the front facade is in fact a grille wall made out of teak wood that hides all that occurs behind it.Save this picture!© Amit GeronThe front facades of the house feature a precise geometrical design – it’s precision manifesting itself in the plan as well as in execution. The dominant materials are concrete, glass and teak wood grills which break the massive look achieved by black steel columns and concrete, to create a colorful contrast and a characteristic rhythm that balance the overall structure volume. Among all these, the steel columns and concrete are used to separate a grille pergola, which adds interest and an additional visual element, and serves to “lighten up” the massive structure.Save this picture!© Amit GeronProject gallerySee allShow lessAesop Store Miami / Metro Arquitetos AssociadosSelected Projects5 Science Park Drive Flagship Building / Serie Architects + Multiply ArchitectsSelected Projects Share Projects Photographs Year: 2018 Area: 500 m² Year Completion year of this architecture project ArchDaily Architects: Dan and Hila Israelevitz Architects Area Area of this architecture project ShareFacebookTwitterPinterestWhatsappMailOrhttps://www.archdaily.com/927885/ecological-house-dan-and-hila-israelevitz-architects Clipboard Israel CopyAbout this officeDan and Hila Israelevitz ArchitectsOfficeFollowProductsWoodSteelConcrete#TagsProjectsBuilt ProjectsSelected ProjectsResidential ArchitectureHousesIsraelPublished on November 07, 2019Cite: “Ecological House / Dan and Hila Israelevitz Architects” 07 Nov 2019. ArchDaily. Accessed 10 Jun 2021.
Email Carew Park residents win battle but are losing the warCAREW PARK residents acted swiftly this week to have rubbish removed from a derelict property- but are struggling to stop the City Council boarding up houses in the estate. Locals, who invited the Limerick Post to a meeting with city council housing officer Anne Cahill, remain furious that their estate has fallen into disrepair.Sign up for the weekly Limerick Post newsletter Sign Up Martina Hartigan of 159 Lane Way, said, “These boarded houses are magnets for antisocial behaviour”.Patricia Boylan, community officer, is frustrated by the number of houses being boarded up. “It is giving the impression that Carew and Kincora is now going to be let go the same way as other areas”.Of the 12 houses boarded up, five are seriously damaged, but the other seven require minor work to be re-let.She argues that potential tenants should be screened and ready to occupy available houses to ensure a steady flow of re-letting and eradicate derelict properties.Catherine Kennedy of Carew Park, cannot understand the present policy, “It costs euro 2,000 to board a house, money which could be used on repairs, rather than making it an attractive location to drink and take drugs”.A prime example of what is happening in the estate is 160 Lane Way, which was boarded up four weeks ago.Margaret Galvin, who lives next door, explained: “Within a few days of being boarded up they were trying to get into the house using a crow bar, only for us going out to stop them, and our houses were egged the following night”Martina Hartigan is concerned about the affect this empty house is having on her son, who has special needs, “He goes out there to play on the green and I’m afraid he could pick up a syringe and he wouldn’t know, and even if any doctor or speech therapist calls up it’s embarrassing having this eyesore next door”.There was a large amount of rubbish at the back of the house which, neighbours say, was attracting rats, flies and emitting a toxic stench.After making an official complaint to City Hall regarding the rubbish, residents were informed that funds were not available to remove the rubbish.They organised a meeting on Tuesday morning with the intention of approaching housing officer Anne Cahill, with their concerns.Gabriel Hartigan, a Lane Way resident, invited the Limerick Post to attend this meeting, at which it was revealed the rubbish would be removed immediately and the house would be re-let in the coming weeks.Many felt that without the media presence, this would not have been the case.When the residents returned to Carew Park after this meeting, they were delighted to discover that contractors had arrived to remove the waste.Lane Way and Rock Place residents are still concerned about the derelict house and hope that City Hall will re-let the property as promised. Print NewsLocal News‘Boarded houses are magnets for disaster’By admin – July 13, 2009 622 WhatsApp Twitter Linkedin Facebook Advertisement Previous articleArrests made following searchesNext articleCanada Qualify for Rugby World Cup 2011 admin
Top Stories’Citizens’ Faith In Police Department At Stake’ : Bombay High Court While Ordering CBI Enquiry Against Anil Deshmukh LIVELAW NEWS NETWORK5 April 2021 4:32 AMShare This – xThe Bombay High Court has observed that the allegations made by former Mumbai Police Commissioner Parambir Singh against the Maharashtra Home Minister Anil Deshmukh are of a “serious nature”, which warrant a preliminary enquiry by the Central Bureau of Investigation.”Prima facie, the issues are such that the very faith of citizens in the functioning of the police department is at stake”,…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 Bombay High Court has observed that the allegations made by former Mumbai Police Commissioner Parambir Singh against the Maharashtra Home Minister Anil Deshmukh are of a “serious nature”, which warrant a preliminary enquiry by the Central Bureau of Investigation.”Prima facie, the issues are such that the very faith of citizens in the functioning of the police department is at stake”, observed a bench comprising Chief Justice Dipankar Dutta and Justice GS Kulkarni, while disposing of PILs filed by Parambir Singh, Dr.Jaishri Laxmanrao Patil, Ghanshyam Upadhyay and Mohan Prabhakar Bhide.”If there is any amount of truth in such allegations, certainly it has a direct effect on the citizens’ confidence in the police machinery in the State. Such allegations, therefore, cannot remain unattended and are required to be looked into in the manner known to law when, prima facie, they indicate commission of a cognizable offence. It is, hence, certainly an issue of credibility of the State machinery, which would stare at the face when confronted with the expectations of the law and when such complaints are received against high ranking public officials”, the bench added.This Court said that it cannot be a “mere spectator in these circumstances”.The bench rejected the objections raised by the Advocate General of Maharashtra AG Kumbhakoni against the maintainability of the PILs seeking CBI investigation into the allegations raised by Parambir Singh against Deshmukh. The bench noted that one of the petitioners, Dr.Patil, had lodged a complaint before the police seeking action on the allegations made by Singh against the Home Minister. However, no legal action followed on Dr.Patil’s complaint.”The CrWP of Dr. Patil raises an important issue of lack of enforcement of law by the police”, the bench observed. It further observed that the “frivolity” of the State’s objections was exposed when it changed the track of its arguments to attack the petition on the ground of availability of alternate remedies, after the failure of its initial objection that the PILs were not preceded by the filing of a written complaint.Since Dr. Patil has prayed for investigation into her complaint by the CBI, she could not have moved the Magistrate under Section 156(3), CrPC, the High Court noted. Only the High Court has the power to order CBI investigation. Dr. Patil had submitted her complaint to the Senior Police Inspector of the Malabar Hill Police Station on March 21, 2021;however, except for making an entry in the Inward Register, no action whatsoever, as the law would mandate, was initiated.The bench said that the serious nature of the allegations and the issue of public faith in police machinery in the State justified the demand for CBI investigation.”…it is indeed unheard of and unprecedented that a Minister could be so openly accused of wrongdoings and corrupt practices by none other than a senior police officer attracting wide attention from all and sundry”.”There is certainly a legitimate public expectation of a free, fair, honest and impartial inquiry and investigation into such allegations which have surfaced in the public domain. The necessity to have a probe into such allegations by an independent agency, would also certainly be a requirement of the rule of law. To instill public confidence and safeguard the Fundamental Rights of the citizens, it is necessary that an inquiry and investigation is conducted by an independent agency and for such reasons, we consider it to be in the paramount public interest that an independent probe in the present circumstances would meet the ends of justice””Here, Shri Deshmukh is the Home Minister. The police department is under his control and direction. There can be no fair, impartial, unbiased and untainted probe, if the same were entrusted to the State Police Force. As of necessity, the probe has to be entrusted to an independent agency like the CBI”. Constitution envisages rule of law and not rule of goonsThe Court also made certain significant observations regarding rule of law.”Rule of law, in terms of the Constitution, pervades over the entire field of administration and every organ of the State is regulated by it. In fact, what the Constitution envisages is a rule of law and not rule of goons having political support. An ordered polity within India to promote the integrity of the country and to enliven liberty, equality and fraternity, which Dr. B.R. Ambedkar was heard to say in the Constituent Assembly are not to be treated as separate entities but as a trinity, are the fundamental principles engrained in the Constitution. This trinity can be bypassed or overlooked only if the fabric of which the Constitution is woven be torn to pieces. Regrettably, for indolent State mechanisms and politicians, this can never happen for the courts shall not countenance violation of Constitutional principles by anyone, howsoever high an office he occupies,and hence while acting as the sentinel on the qui vive and being always there as a watch guard of the Constitution to repel any attack on it, the courts would ensure that the democratic values enshrined in the Constitution are respected and the ideals upheld”Click here to read/download the judgmentNext Story
Strategic initiativeOn 19 Sep 2000 in Personnel Today Comments are closed. Related posts:No related photos. Previous Article Next Article Theonly route to improved performance is by placing your people at the centre ofyour strategic decision-making. Lynda Gratton argues that a new managementagenda is crucial if strategies are to have meaningWeoperate in time, we search for meaning, we have a soul – these are the tenetson which the fundamental “humanness” of organisations is built. Todeny them is to create organisations without hope, inspiration or excitement.To acknowledge them brings creativity and inspiration. But how do you bringthese tenets to life?Mygoal here is not to present you with a list of concepts you should consider, orexamples from great companies. They can only be the result of a complexheritage which we can admire but not imitate. Rather, my goal is to share withyou a journey of decisions and actions which will lead to a living strategy andset of actions with people at the heart. Thisis a journey I have taken with a number of companies over the past decade, ajourney that has been illustrated by insights from the research with theLeading Edge Consortium of companies. I want to describe the journey in twoways, first by reference to what the journey is seeking to achieve, ie thecontent and then by the path which forms the process of the journey.Thegenesis of the journey to creating a living strategy started many years agowhen I began to advise companies on how to do more than simply design the bestassessment centres or reward strategies. By doing so we had begun toacknowledge that the alignment between these processes and the business goalswould be critical to the success of the organisation.Butit was no good having the world’s most advanced assessment centre if thecompetencies it profiled and the simulations it created were out of line withthe mission of the business. Working with teams at BAT, Unilever, NorthernTelecom, Philips and Shell we began to experiment with various ways of bringinglife into strategy. At about the same time it became clear to me from thein-depth interviews of the companies in the Leading Edge Research Consortiumthat, generally, HR professionals and their line manager partners felt confusedand unclear about what a strategy for people could look like and how it couldbe enacted.Tounderstand the content of the journey we need to consider the three keyelements. These should be seen as a cycle of activity which show the linkbetween the short- and long-term vision and performance of the business.Element1 Avision of the businessThekey to the energy of the system is the first element, a collectiveunderstanding and vision of what the organisation is capable of achieving,expressed as short-term goals as well as a long-term vision. This collectiveunderstanding and vision has the potential to create a focal point for activitywhich is both engaging and inspirational. Atthe heart of this is the wide group of people who have the view of the futureand arrived at a common understanding of what the future could be. It is theenergy and inspiration of these goals and visions which drives the wholesystem.Element2 Anunderstanding of current capabilityTheshort-term business goals and long-term vision create a broad strategic agendaand understanding of where the organisation should be heading. But to makethese goals a reality there must be a more clearly defined awareness of whathas to be achieved. The pathway of action comes from the second element, thegap analysis, which creates a deep understanding of the gap between current capabilityand the desired state. The extent of this gap is the basis of a sharedunderstanding of what needs to be achieved and potentially the energy for thejourney.Therefore,on the left-hand side of the cycle, we see the major sources of energy – an articulatedand agreed vision for the future and short-term business goals, scanning of thecapability to deliver to the business goals and vision and from this anawareness of the gap between vision and capability.Thiscycle operates in the short term and in the longer term. I have described themas two distinct and separate cycles of activity to show that their cycle speedsare different. But in reality those two cycles operate simultaneously. At anyone time managers are grappling with making short-term adjustments to thepolicies and processes, yet preparing for and implementing changes which willbe felt only three or four years hence.Atthe top is the long-term cycle, operating over a three- to five-year period.The primary energy pump is the shared articulation of the future vision whichis shown by the arrow entering the model. Feeding into the future vision, isthe scanning of future capability in the sense the perceived ability of theorganisation to deliver to this future vision.Theanalysis expresses the degree of alignment between the future needs and likelyfuture capability. The understanding of this gap creates the frame for thelong-term people strategy and this highlights those long-term policy andprocess levers which can be pulled. Theshort-term cycle is a mirror image, operating on an annual cycle time andfocusing on short-term business goals, current capability and short-term peoplestrategy tactics. Here the emphasis is on those levers which have the capacityto create relatively rapid changes in the performance of the business.Whenthe cycle is viewed in its entirety it portrays the balance between theshort-term and long-term cycles. These two cycles of activity are seen to beworking in tandem. The energy each creates may be different, they may rotate atdifferent speeds, but the energy is balanced. If one cycle assumes greatermomentum, the other suffers by losing energy – they are not independentsystems. Thechallenge is to create a strong and vibrant short-term cycle as well as anexciting and compelling long-term cycle. Dominance of either cycle breaks thisharmony. Balancing the impact of the short-term and the longer term drivers iscritical – an over-emphasis of the short-term goals and levers and theorganisation will descend into continuous, iterative, reactive movement withoutbuilding the capability to meet the longer term vision.Nextcome the issues of implementation. The outcome of the understanding of thisalignment is a people strategy which describes the key actions needed to bridgefrom the present to the future. Part of the strategy will examine the roleplayed by the third element, the key people process levers: selection,performance management and career development. It will focus on those leverswhich are most appropriate to the delivery of the short-term goals and thelong-term strategy.Element3 Acluster of people process leversThecycle described simply refers to the key activities, the sequence of theseactivities and the feedback loops between them. In reality, the cycle operateswithin the context of time, with short-term elements spanning one year andlonger term elements spanning three to five years. Formost organisations there is a dominant short-term cycle which follows theannual cycle of business planning – the creation of annual budgets and goals,the communication and commitment to these goals, the monitoring of performanceand the annual ritual of agreeing performance-related pay and bonuses. Thisshort-term cycle focuses on the rapid realignment of the business as the needsand aspirations of the business change. Allthe aspects of the cycle are crucial. Without the driving force of the goals,the vision and actions lack energy and focus. Without the ability to monitorcurrent capability and understand the gap between aspirations and reality,actions are simply tactical responses to the most obvious problems, withlimited understanding of what could be more profound issues. Without anunderstanding of the total system and the points of leverage, managers fail tosee the bigger picture and the key emerging themes.Theenergy of the short-term cycle comes from a collective agreement about thegoals of the business and understanding of the capability of the business todeliver. Organisational capabilities and resources include the skills andmotivation of the individual members of the organisation and the capability ofthe organisation to deliver to the short-term business goals.Fromthis understanding comes the short-term people strategy which focuses on thoseshort-term actions that will be necessary to fine-tune the delivery of thegoals. In the short term there is limited potential to create systematicleverage. But there are five possible process levers that can be realignedrelatively quickly to meet subtle, annual adjustments in the business goals.These are recruitment and selection, performance objectives, performancemetrics, reward and recognition, and short-term training.Recruitment& selectionInone year of the short-term cycle it is possible to refocus recruitment andselection criteria and processes to rapidly bring and promote the skills,capabilities and behaviours needed by the current business goals. Changing thecompetency profiles for key roles sends strong messages about what is valued.The recruiting of talent from the external labour market is the critical firststep to building the base of the organisation.Butwhile buying talent from outside may plug short-term skills and competencygaps, the nature of the psychological relationship between these individualsand the organisation is likely to be mercenary, where skilled individuals areattracted primarily by the financial contract. They are more likely to move onwhen a competing firm brings a better offer for their skills. Sowhile the rapid deployment of skills and talent into the organisation can havea crucial impact on the delivery of short-term goals, the systematic selectionand retention of a stable and committed pool of talent cannot be achieved inthe short-term. For this we have to look to the longer term cycle.Thecharacterisation of selection and recruitment processes which are aligned tothe people strategy are:Thebasic competency and skill descriptions accurately reflect what is needed forthe current business goals (ie, there is strong vertical alignment) and futurebusiness goals (ie, there is temporal alignment)Theselection methods are capable of accurately identifying the necessarycompetency profiles and skillsRecruitingline managers accurately portray the business goals in the selection processTheselection process takes place in the manner which is judged to be fair by thoseparticipating.PerformanceobjectivesThefirst step in providing a context which defines performance expectations is todeploy and agree performance objectives which focus energy and key tasks ondelivering the business goals. Creating this vertical alignment between thebusiness goals and individual performance creates a strong sense of sharedmeaning. Thecharacteristics of performance objectives which are aligned to the peoplestrategy are:Theperformance objectives reflect what is necessary to the business goals (thereis strong vertical alignment)Thereis a strong shared agreement between the manager and the individual about thenature and extent of the business goals and what has to be achieved to meetthese goalsThesetting of objectives takes place in a way which is judged to be fair andaccurate.PerformancemetricsPerformancecan be realigned around business goals by creating performance metrics whichmeasure, highlight and communicate these business goals. These metrics are themeans by which the contribution of the business unit to the organisation can berecognised. Moreover, creating a broad understanding of performance is crucialto understanding the “state of the system” and to leveragingorganisational learning. The vertical alignment created between the businessgoal and individual performance allows managers to monitor the implementationof strategy and to learn either to adapt the strategy or change theirbehaviour. Thecharacteristics of performance metrics, which are aligned to the peoplestrategy are:Themetrics accurately reflect the business goalsThereis an appropriate mix of what has to be achieved (outcomes) and how it isachieved (behaviours)Individualsare given feedback about their performance in an open mannerTheappraisal takes place in a way which is judged to be fair and accurate.Rewardand recognitionWhatgets measured sends out strong messages and cues about what is important andvalued. Realigning the reward processes reinforces the business goals and makesknown those behaviours that support the business context. Reward andrecognition can be one of the greatest sources of leverage available to acompany in its quest to increase organisational performance and effectiveness.Thereis this strongest potential for leverage when individual and team-based pay ishigh enough to encourage and reward effort, and when the basis of rewardallocation is clear, fair and accepted.Ourresearch shows that while aligning rewards to business goals is moving up thecorporate agenda, the use of this potential lever is fraught with difficulties.For some companies the highly competitive environment in which they operate hascreated razor-thin profit margins, hence the overriding focus is on containingcosts, which wipes out the potential benefits of performance-related pay. Forother companies the overriding perception is that while attempts have been madeto measure accurately team or individual performance, the link between pay,job-related performance and business goals is not clear.Thecharacteristics of rewards which are aligned to the business strategy are:Financialand non-financial rewards and recognition are in line with the implementationof the business goalsThefinancial rewards create a sense of shared meaning through their alignment withthe setting of objectives and metrics (horizontal alignment)Thenon-financial and financial rewards meet employee and organisational needsTherewards process is judged to be fair and accurate.Short-termtrainingWithina relatively short term it is possible it is possible to bring new skills intothe organisation, to realign the objectives and metrics and to reshape thereward mechanisms. Within a short timescale it is also possible to increase theskills and competency base through focused, skills-based training and coaching.Short-termbusiness-focused training is a key lever in creating the flexible andmulti-skilled workforce crucial to delivering short-term business performance.The speed of response depends on a clear and shared understanding of the skillsnecessary to deliver to the business goals, the provision of high-qualitytraining and the diagnosis of individual training needs. Short-term trainingand development is as much about participating in challenging jobs as offlinetraining.Thecharacteristics of short-term training, which is aligned to the businessstrategy, are:Trainingand development is capable of delivering to the business goals of theorganisationIndividualskills needs profiled and understoodManagersare actively involved in sponsored training and development.Creatingalignment between the people processes of the short-term cycle and changingbusiness goals are critical to organisational success. Without this capacity torealign, the processes remain incapable of selecting, developing and rewardingthe skills and performance required of the current business goals and adaptingthese to align with the future vision. Theshort-term levers have a key role to play in reinforcing changing businessgoals and creating a shared sense of meaning about what is important. Theshort-term cycle provides the opportunity to make small, incremental,fine-tuned adjustments as the annual business goals emerge. The energy,feedback loops and levers of the cycle ensure the organisation is capable ofreacting swiftly to changes in the competitive environment.Thelong-term cycleTheshort-term cycle is capable of making adjustments to meet the needs of changesto business goals. But the organisation also operates in a longer term cycle ofthree to five years, the speed at which more significant changes take place.For instance, at Glaxo Wellcome the creation of a team-oriented culture couldnot occur simply through the realignment of the performance managementprocesses. AtGlaxo Wellcome, this longer term vision was supported by organisationalrestructuring and by re-skilling of the workforce. At Motorola the delivery ofthe business strategy in China required a fundamental transformation of the wayin which the management cadre of the company would be selected and developed. Thislonger term timescale reflects the development of the knowledge base of thecompany created through management skills and competencies. Thelevers of structural change, leadership development and a basic realignment ofskills are not levers which bring instant results. Thelong-term cycle is a mirror image of the short-term cycle. The energy for thesystem is created through an engaging and exciting vision. The extent of thegap between the vision for the future and the capability of the organisation todeliver to this vision comes directly from scanning future capabilities. Thelong-term cycle has at the core, those levers which are crucial to theorganisation yet for which the complexity and scale requires continuedmanagement commitment over many years.Thisis an edited extract from Living Strategy: Putting People at the Heart ofCorporate Purpose, by Lynda Gratton. Financial Times/Prentice Hall. ISBN 0 27365015 7. Price £19.99. Lynda Gratton is associate professor of organisationalbehaviour at London Business SchoolTheelements for creating a living strategyWithregard to content the journey should contain the following elementsAvision of the short- and long-term goals of the businessAnunderstanding of the current and future capability of the business to deliverto these business goals and an awareness of the extent of the gapAcluster of people processes capable of changing the context in which peopleworkWithregard to process the journey should take the following pathItshould be capable of building wide involvement across the organisationItshould work back from a vision of the futureItshould be capable of creating alignment between the business goals and thecontext in which people workItshould be action-oriented and build on the inspiration and commitment of people
Previous Article Next Article Related posts:No related photos. Filtering finds a win-win situation on staff surfingOn 3 Apr 2001 in Personnel Today Comments are closed. Asurvey carried out in the US by Internet statistics provider eMarketer revealsthat employees spend 31 per cent of their online time surfing non-work relatedsites. Nospecific figures are available for the UK workforce’s online habits, but the risein desktop Internet access will inevitably lead us down a similar road.Internet filtering software has been in wide use in the education sector forsome years and can be an effective way of restricting an employee’s use of theInternet. PeterHodgson, managing director EMEA of N2H2, which supplies the Employee InternetManagement software system, explains how it can be used.PT:What is Internet filtering software and how does it work?PH:It is a piece of software that sits either on a network or a user’s hard diskwhich restricts their access to the Internet by blocking out certain categoriesof information, such as pornographic material. Firstyou have to identify the categories, and then identify the sites within thosecategories. There are a number of ways of doing this. One is through “keyword”blocking, where the page being requested is automatically scanned as it comesinto the client network. If certain restricted words are included in the page,the software will automatically prevent it from being displayed. Theother, more comprehensive method is to use automatic intelligence and spideringtechniques to assist a human review process where pre-determined categorieshave websites included in the database. If a request for the website isencountered, the system will then advise that the website cannot be retrieved.PT:Why do HR managers need to look at installing filtering software?PH:As more and more useful services go online, the temptation to use the Internetfor all your personal chores during the working day becomes greater. Whether itis used for ordering groceries, visiting gambling sites, looking for a holiday,downloading music – the distractions are endless. Manycompanies choose to ignore the situation because they fear a backlash fromstaff if they are restricted from universal access to the Internet.TheIndustrial Society says employers should accept that people will spend sometime surfing leisure-oriented sites at work because the same technology alsolets them work at home in their leisure time. This sounds fine in theory, but Idon’t think it works in practice because the temptations are too great. Ifan employee spends all day making personal phone calls they would be overheardby their co-workers and managers and something would be done. The Internet issilent and nobody knows what you’re using it for, so some kind of controls areneeded.PT:How do workforces react to these restrictions?PH:It seems sensible that some restrictions, maybe only during specific times ofthe day, are employed to ensure that staff are really focused on their work.You could set the software to block leisure-oriented sites for most of the day,but allow them to shop at tesco.com (or wherever) for half-an-hour at the endof the day. Employingfiltering software in this manner is a win-win situation. Employees treatedwith respect should feel the company is doing its best by them, giving them theopportunity to use the Internet for personal use at certain times of the day,but helping them stay focused at other times.PT:Does the UK have a major problem with staff surfing for pleasure at work?PH:Given that, according to the Chancellor, Britain has the lowestproductivity output from any European country, we may ask ourselves why.Considering that one hour per day of unnecessary surfing can cost around£500,000 per 100 staff per annum, the Internet is one area where companies canmake an immediate impact. Filtering software should be on every network. www.n2h2.com
The Southern Ocean is an important biogeochemical region on a global scale, in which mineralising phytoplankton play a role in cycling energy, carbon and nutrients. Mineralising phytoplankton with cells 2–20 μm in diameter (nannoplankton) are poorly enumerated by traditional preservation and microscopy techniques, yet may fulfil an important role in the Southern Ocean. Here we define the spatial and temporal biogeography for these mineralising nannoplankton assessed by scanning electron microscopy in conjunction with an array of biological, physical, and chemical variables during two cruises to the Scotia Sea region of the Southern Ocean. The cruises encompassed two seasons, austral summer (January–February 2008) and austral autumn (March–April 2009). The biogeography of the three most numerous mineralising nannoplankton groups, the coccolithophore Emiliania huxleyi, the smaller (<10 μm) species of the diatom genus Fragilariopsis, and chrysophytes of the genus Tetraparma (mostly Tetraparma pelagica) were found to be related to the boundaries of the major circumpolar fronts. E. huxleyi abundances were relatively high in the northern water masses (maximum of 650 cells ml−1), while T. pelagica abundances were high in the southern water masses (maximum of 1910 cells ml−1). Small Fragilariopsis spp. abundances were also highest in the southern water masses (maximum of 1820 cells ml−1), but this group was present throughout the Scotia Sea. Multivariate statistical analysis found that the most influential environmental variables controlling mineralising nannoplankton biogeography were sea surface temperature and silicate concentration. Estimates of biomass indicated that the Scotia Sea mineralising nannoplankton community formed a substantial part of the total phytoplankton community, particularly south of the Southern Antarctic Circumpolar Current Front (SACCF) during the austral autumn, where mineralising nannoplankton biomass reached 36% of the total phytoplankton biomass. The results that are obtained suggest that traditional microscopic surveys of large Southern Ocean phytoplankton may underestimate total biomass by excluding key mineralising nannoplankton groups. Greater appreciation of the ecological significance of mineralising nannoplankton in the Southern Ocean will improve our understanding of the relationships between environmental parameters, primary production, and the biological carbon pump in this ecosystem.
Letter To The EditorGail Riecken State Representative District #77October 13, 2016Last evening I talked with President Sue Ellspermann about Ivy Tech’s list of proposed capital projects for funding, and the new medical school campus, in particular. I want to publicly thank the President for calling me after her busy schedule.I appreciate the objective evaluation metric the President’s administration has developed to prioritize their project requests to the Commission for Higher Education.However, I believe the metric leaves out the importance of the history of Ivy Tech to the IU medical school project in Evansville and the critical relationship the project represents to the entire IU medical school.I also believe not recommending the project is a breach of trust that legislators should challenge as Ivy Tech was promoted as an integral part of the IU medical school project.If what I understand is correct, the Ivy Tech projects offered to the Commission in a meeting today did not include Evansville in the top priority for funding.The decision to not fund Ivy Tech for construction at the medical school campus is a decision that affects the integrity of the entire project.New concepts in collaborative health care were to be trained and practiced.The new concepts were to be more effective and efficient in their use of medical personnel.The forward thinking concept was to improve the health care delivery system of not only southern Indiana but of the entire State.President Ellspermann said in our conversation that Ivy Tech’s job is to prepare students for the skills that build a future for them in jobs needed for the area. I can’t think of any industry more in need of skilled workers in Indiana than the health care industry.It is time that we as a community and the students of Ivy Tech stand up and demand answers about what has happened to the IU medical school project that the Ivy Tech project is not slated on the list of priorities from the Ivy Tech administration.I am asking that Ivy Tech request further education from the medical professionals who designed this project as to what is the health care delivery concept and Ivy Tech’s role envisioned in the design to better understand the concept?And, I am requesting that a public meeting be held by the Mayor and City Council to hear this explanation as well as information relative to the following.The Mayor and City Council should explain the dollars that are committed to the IU medical school project.They should explain why millions of taxpayer dollars will be spent when Ivy Tech won’t be a part, resulting in only 25% of the promised number of students (now around 200) enrolled.Ivy Tech, alone, was to provide 75% or more of the proposed students at the new facility, a promise that somehow seems to get lost in conversations about the project.The Mayor and City Council should offer their plan for advocacy locally and in the legislature.State elected legislators should offer their plan to advocate for funding.And, Ivy Tech locally should offer how Ivy Tech can be involved in advocacy efforts.The Ivy Tech project is important.It is important to Hoosiers who want to see health care needs addressed in Indiana.It is important to taxpayers who responded with a share of funding for the project.It is important to students who want the best training and opportunity for their future.Sincerely,Gail RieckenState Representative District #77FacebookTwitterCopy LinkEmail RIECKEN ENCOURAGES COMMUNITY AND IVY TECH STUDENTS TO STAND UP AND DEMAND ANSWERS ABOUT MEDICAL SCHOOL PROJECT(Riecken Charges That Decision Affects The Integrity Of The Entire Project)