Comments are closed. Life Long Learning and Continuing Professional Development (CPD) are theprocesses by which professionals, such as nurses, develop and improve theirpractice. There are many ways to address CPD: formally, through attending courses,study days and workshops; or informally, through private study and reflection.Reading articles in professional journals is a good way of keeping up to datewith what is going on in the field of practice, but reflecting and identifyingwhat you have learnt is not always easy. These questions are designed to helpyou to identify what you have learnt from studying the article. They will alsohelp you to clarify what you can apply to practice, what you did not understandand what you need to explore further. 1.What does a modern approach to occupational health rely on? a) Sound occupational health advice b) Risk assessment c) The UK economy d) Health promotion 2. The influenza virus is commonly spread through: a) Airborne infected particles b) Contaminated food and water c) Inadequate handwashing d) Contaminated equipment and utensils 3. Outbreaks of influenza occur in the UK between: a) January and June b) March and September c) June and December d) September and March 4. What is the cost of Relenza per patient? a) £5 b) £12 c) £18 d) £24 5. When was the most recent major influenza epidemic in the UK? a) 1989-90 b) 1994-95 c) 1995-96 d) 1999-2000 6. The NHS Trust in the article did not offer influenza vaccination tostaff because: a) It was too expensive b) It was unnecessary for healthy staff c) They would be better protected in the future by building up their own antibodiesd) They would be regarded as malingerers if they subsequently contractedinfluenza 7. The 1979 study carried out by the Post Office showed that a) It was cost-effective to vaccinate against influenza b) There was no consistent benefit to those staff who were vaccinated c) There was a saving on sickness absence attributable to the vaccinationprogramme d) Over the five year period it was a consistent benefit to staff 8.How long does the influenza vaccine give cover for? a) 6 months b) 1 year c) 3 years d) 5 years 9. An increase in acute hospital admissions for influenza-relatedrespiratory illnesses results in: a) A backlog of routine admissions, cancelled routine theatre sessions andincreased waiting lists b) A backlog of routine admissions, cancelled routine theatre sessions andstaff holidays cancelled c) A backlog of routine admissions, cancellation of staff holidays andincreased waiting lists d) Cancelled routine theatre sessions and staff holidays and increased waitinglists 10. Which one of the following is NOT a sign or symptom of influenza a) Malaise b) Myalgia c) Anorexia d) Pyrogen Feedback1. b); 2. a) update your knowledge of influenza by visiting some of the websites given in Occupational Health journal 2000, October, p32 – especiallywww.influenza.com or, if you do not have access to the internet then visit alibrary and carry out a literature search; 3. d); 4. d); 5. a); 6. c); 7.b); 8. b); 9. a); 10. d) pyrogen is a substance capable of producing fever Previous Article Next Article Learning for life: InfluenzaOn 1 Feb 2001 in Personnel Today Related posts:No related photos.
Businesses that invest in trainingincrease their profits nearly twice as fast as those that don’t, a study hasrevealed.The strong linksbetween increasing employee skills and bottom line performance are highlightedin research published by the Learning and Skills Council.The report, People andProfit, finds that the difference between those firms that do and don’t makefinancial gains out of training can be an investment of as little as £50 a week.Bryan Sanderson,chairman of the LSC, said, “Some businesses still question the impact oftraining on the bottom line. This research will pull them up short. It showsthat without training profits and growth are significantly lower.”The responses ofbusinesses that took part in our research shows that fresh investment intraining, typically just an extra £2,500 a year, reaps rewards.”Independentresearchers carried out 800 interviews to match the training budgets andattitudes of SMEs to their profits and growth.They found thatcompanies that increased their annual training budgets saw profits rise onaverage by 11.4 per cent compared to an increase in profits of only 6.3 peramong firms which did no invest in training.Sanderson added,”We’ve put numbers on the small cost and huge reward to companies ofinvesting in training. Businesses simply cannot afford not to invest in newskills.”Businesses makeall the right noises about training except for saying yes when it comes toinvesting. No fine words will keep your business and your people competitive –it’s money that talks, in training as in most things.”A nationwide programmeto improve knowledge and skills in the workplace is being introduced by the newLearning and Skills Council. It aims to attract 50,000 adults into furthereducation (News, 3 April). www.dfee.gov.ukBy Ben Willmott Training equates to bigger profitsOn 10 Apr 2001 in Personnel Today Related posts:No related photos. Previous Article Next Article Comments are closed.
TheConservative Party intends to slash business red tape by introducing aderegulation commission and resisting further European Union directives.Ifelected, the Tories would introduce a new body that would closely monitor andrestrict the costs of regulation.ShadowTrade and Industry Secretary David Heathcoat-Amory said, “Managers need tobe able to manage, so we need to get business costs down and clip red tape.”Wewant well-paid staff in secure employment, but realise that can’t be done bypassing a law. It has to be achieved by promoting the competitiveness andproductivity of British businesses, which are now more than ever exposed to thechill winds of international competition.”AConservative government would change the UK’s relationship with the EU. Itwould not ratify the Nice treaty and would insist on keeping a national veto onEuropean legislation.”TheEU economic model is characterised by a high level of so-called employment and socialprotection, but in fact it has led to high unemployment and the loss ofinternational competitiveness,” said Heathcoat-Amory.Thepromotion of business competitiveness is a key Conservative promise.Heathcoat-Amory claimed the productivity gap as measured by output per workerhad widened between the UK and France, Germany and America since 1997.Hesaid, “We would adopt a double approach. We want to reduce burdens torelease management time and to lighten business costs, and at the same timepromote training and skills through public agencies.”Businesstaxes would also be reduced. The climate change levy and IR35, the new tax ruleof subcontracted employees, would be abolished.Inthe workplace, Heathcoat-Amory is concerned that further legislation supportingwork-life balance practices could be dangerous to business.Hesaid, “The Government’s instinct is to reach for the legal button in therun up to the election, but all the costs will be borne by the companiesthemselves.”Ifa company loses its competitiveness and profitability and invests less as aresult, the long-term consequence will be fewer jobs. The best thing we can dofor the employee is to ensure that there is a continuous supply of good andwell-paid jobs in expanding British companies.”Heathcoat-Amorysays only a Conservative government would be sympathetic to business. “Wehave a government that doesn’t understand business. Few of them have everworked in any sort of commercial environment whatsoever. It is all a theory tothem.”Manifesto:at a glanceTaxand the economy– Public spending not to outstrip the growth of the economy– £8bn of tax cuts– No more “stealth” taxes– Cut fuel tax by 6p a litreBusiness– New deregulation commission to cut red tape– Promote business competitivenessEducation– 10,000 new teachers– Endowment for universitiesHealth– Increase in NHS funding– Increase staffing, but no figuresConstitution– Transfer power from central government to effective local councils– Strengthen parliamentary scrutiny of the governmentEurope– A more flexible European union – Vetro further transfers of power from Westminster to Brussels– Retention of the poundCrime– 6,000 extra police recruits– Less police bureaucracywww.conservatives.com Comments are closed. Previous Article Next Article Lowering costs and clipping the red tapeOn 22 May 2001 in Personnel Today Related posts:No related photos.
This week Mark Childs, director of global compensation and benefits atFidelity Investments, and Carmen Burton, HR director at the Norton Practice,compare notes on their careers1 What are your main responsibilities? MC My job title is something of a misnomer. It is one of thebroadest-based compensation and benefits roles in the UK and is rapidlyevolving into a global HR services role. My responsibilities include globale-HR strategy, global reward strategy, global benefits (predominantly pensionplan design, medium and long-term incentives, international assignmentmanagement, payroll strategy and employment policy. CB My role is directing internal HR, payroll, training anddevelopment, members of the board, as well as running an HR consultancy service.2 What’s the pay like? MC Over the past 10-15 years HR people with significant internationalcompensation and benefits or management development experience have been ableto command a significant pay premium over Generalists. In my experience thatgap continues to widen – at all levels. CB I’m happy with my salary package, I have to say, it has just beenreviewed! 3 How flexible are the hours? MC Typically I spend 50-55 hours in the office each week. Duringvisits to offices outside the UK, I choose to work more intensely. There isinevitably a great deal to do and I prefer to minimise my time away from home. CB My hours aren’t really flexible, and as with most professionalsthey tend to be long. I do get the opportunity to work from home occasionallywhich is great. 4 What do you like about the job? MC I enjoy the diversity. Today’s in-tray is representative. Thismorning I have to review a Taiwanese sales incentive plan with thevice-chairman, discuss a share plan valuation with external tax advisers andwork on a stock option repricing analysis. CB There are lots of things I like about my job – it is very busy sothere’s never a dull moment. With regard to clients I get the opportunity towork with a wide variety of companies in different sectors and they allappreciate the advice and support. Internally within the practice it is nice tobe able to make a difference to the business. 5 What are the challenges? MC There are two challenges I would highlight. I serve eightpresidents/business heads and eight HR directors. Giving these people adequateservice in a way which makes them feel like they are your only customer is areal challenge. Added to this is an expectation among second and third- tierline managers that as head of this area of HR you will be available to them,even when some of the people who work for you are better placed to providesuperior service. The second is to keep on top of the body of knowledge neededto keep up with a business operating throughout Europe and Asia. In Fidelity’sculture you are expected to know your stuff – your credibility depends upon it.CB The main challenge is building an HR consultancy, which includesbusiness planning and marketing. The internal challenges we are facing includeways to introduce more flexible working patterns. It is our experience thatpeople want to work mornings and our clients want answers in the afternoon. 6 What is your biggest headache? MC The risk of being tripped up by trivia. Reward, more than anyother aspect of HR, can generate high emotion. It is a peculiar thing that onthe rare occasion a payroll input or medical plan administrator error is made,the likelihood is one of the presidents will be the victim. The more routineheadache is that operational HR people might think they know the answer in aspecialist area, but if it goes wrong, the resulting problem finds its way backto me for resolution. CB Mine is the conflict between being the Norton Practice HR directorand being a consultant to clients. You can’t be in two places at once – I’vetried it. All joking aside, it can cause anxiety when you want to do both jobswell. 7 What size is your team? MC Twenty-one, located in UK, mainland Europe and Asia Pacific. Theteam consists of e-HR specialists, compensation analysts, benefits experts,international assignment managers, payroll and share plan practitioners. CB There are four – soon to be five – people in my team. 8 Who do you report to? MC Brian Reilly, Fidelity’s managing director, Global HR. CB I report directly to the partners (owners) of the organisation. 9 What qualifications do you have? MC BA in politics and industrial relations (University of Kent atCanterbury), CIPD member and an Associate of the Institute of ManagementConsultants. CB I am MCIPD qualified and I also have a City and Guilds 7307 – aqualification to teach adults. 10 What are your career aspirations? MC A couple of years from now I will need to decide whether to revertto a senior generalist role or do something completely different. CB The role of director is quite new to me so I’m happy to continueat this level for the moment. In the future I’d like to teach CIPD students. 11 What training and development opportunities are there? MC Few HR people have yet woken up to just how transformational e-HRwill become to the employee-employer relationship and future HR career paths.The potential is amazing and my learning still has a long way to go. CB I’m responsible for the overall training budget – part of which isallocated to my team. 12 What is your holiday entitlement? MC Twenty-five days a year. CB This year it is 24 days. 13 What’s your working environment like? MC The office is in a country house in the Weald of Kent and the viewfrom my window surveys an ornamental lake, compared to my last employer’soffices where I could watch London Underground’s District Line trains go by. CB Our working environment is a little cramped, as a business we’vebeen growing for two years and we have run out of space to put people. 14 What other benefits do you get? (company car etc) MC One of the best defined contribution pension plans in the UK,medical benefits including an annual health check, comprehensive life andlong-term disability cover and various staff discounts. CB I receive a company car allowance, four times death in service,pension, critical ill health, permanent medical and health insurance. 15 What’s the best part? MC The best features of this job are dependent on the Fidelityculture. Being privately-owned (every employee has a shareholding interest) andcommitted to organic rather than acquisition-led growth, a strong cultureexists where managers think and behave like owners. Fidelity’s culture isstrong and positive without being aggressive, strategic and innovative, yetvaluing people who are practical, detailed and action orientated. CB The best part of my role is being kept on my toes, questionscoming at me from all directions and being able to get out and meet clients. Mark ChildsDirector of global compensation and benefits, Fidelity InvestmentsJob at a glanceSize of team: 21Qualifications: BA in politics and industrial relations, CIPD member and anassociate of the Institute of Management ConsultantsLeave: 25 daysBest part: The incredible diversity of the jobCurriculum Vitae 1998 VP reward management, Seagram1996 Global compensation and benefits director, Forte plc1993 International personnel director, Forte HotelsCarmen BurtonHR director, Norton Practice (Insolvency Services)Job at a glanceSize of team: Five Qualifications: MCIPD, City and Guilds to teach adultsLeave: 24 days Best part: Being able to make a difference to the businessCurriculum Vitae 1998 HR manager, Winterthur International Insurance Company1994 Payroll manager/personnel administrator, Matsushita Communications UK1993 Senior payroll administrator, Thames Valley University Previous Article Next Article Related posts:No related photos. Comments are closed. Head to headOn 29 Jan 2002 in Personnel Today
BT Ignite is introducing a new global bonus system to standardise the way itrewards staff around the world. The bonus system will apply to all 19,000 staff, employed across 50countries by BT Ignite, BT’s global telecommunications arm. HR vice-president Steven Kelly, who joined BT Ignite four months ago, saidthe new framework would make staff more focused on achieving targets. “We wanted to create a framework that rewarded people, whileunderpinning a performance-led culture. It’s linked to targets so staff knowwhat they have to achieve to be rewarded with a specific amount,” he said.Kelly explained that financial rewards would still vary around the worldbecause of local economies but the framework would standardise the way rewards arecalculated. “The current system is fragmented and very different depending on thecountry. Under the new scheme, the local market still dictates how rewards workfinancially but the framework will be the same regardless of location,” hesaid. The company will also be linking individual employee objectives to businessobjectives as part of its performance management process. Formed two years ago, BT Ignite is launching a work culture drive, calledInspire, to help staff deliver the strategic values of the business. It willuse a number of leadership programmes and improved internal communications,including quarterly feedback from staff, in a bid to get workers more focusedon the business objectives. Comments are closed. BT Ignite to unify its staff bonus systemOn 9 Jul 2002 in Personnel Today Previous Article Next Article Related posts:No related photos.
Related posts:No related photos. This week’s lettersMBAs lay down level of abilities I thought the MBA article was rotten. While it is important to stimulatedebate about the value of MBAs, its argument was based on a false premise. It assumed that MBA graduates are sought after because they provideorganisations with competitive advantage. In fact, the MBA is – like mostqualifications – more a marker of general competence and ability, than ademonstration of expertise in a particular field. There is a good argument that MBA studies should include HR, but I expectthat other professions, such as law and accountancy, could make equally strongclaims for their fields. I’d be surprised if firms employ MBA graduates, orsponsor their training, simply because they expect to make additional profitfrom their investment. Imagine the management team of the firm you work for has the choice betweenan MBA graduate whose studies focused heavily on accountancy, or one thatoverloaded on HR. Which one will provide greater competitive advantage? I woulddefy anyone to provide a definitive answer. However, if you asked people on theshopfloor, they would probably say that managers need is to understand thebusiness better. Incidentally, I work in the not-for-profit sector, paid for my own MBA andlanded a great job when I graduated. Martin Hone Director of resources, Broxbourne Borough Council Stress control starts at the top The survey on stress management by the Industrial Society Learning andDevelopment Council (News, 25 June) raises some fundamental issues. The inability of managers to help employees cope with stress only tells partof the story. The management of stress should start at the very top of theorganisation. Without high-level support, middle managers are left exposed andwill struggle to manage their own stress levels let alone be able to developstructures to support their staff. There is an assumption in this survey that an organisation’s onlyresponsibility is to equip managers and employees with better coping skills.But what about the root organisational causes of stress? Organisations should look in the mirror and examine their approach towork-life balance, internal communications, career development opportunitiesand workplace harassment or bullying, to name just a few potential areas ofconcern. It is virtually impossible to completely eliminate stress from a workplace,but organisations need to treat stress management more strategically. Laurence Collins Consulting manager, Ceridian Centrefile Ignore people at your perilThere has been a fundamental misreading of my article on MBAs‘What about the people?’ by many of your correspondents (Features, 25 June). The alarming finding of my research that there is littleteaching of how to manage and lead people in the typical MBA seems to have beeninterpreted as my arguing that there should be more modules on conventional HRtechniques.This is only one aspect. It is an imbalance that there is toolittle teaching on career planning, recruitment and talent retention, but myresearch also highlighted the lack of personal and leadership development.The courses remain obsessed with accountancy and strategicpositioning. It’s like teaching football on a blackboard while never actuallykicking a ball.What does a manager actually do in practice? All of their dayis spent dealing with people – negotiating, delegating, instructing, coachingand motivating. For nearly all of the training and development to focus on tactics,strategy and accountancy is lopsided. In a year that thousands of Enron workers have lost theirpensions and investors, the shirts off their backs, apologists for the MBAought to exercise a little more modesty.As for the point that 20 courses represent a small sample –this is nearly a fifth of the total, which is high in statistical terms. Carewas taken to ensure a spread of types of institution, to ensureinternationally-known universities, redbrick institutions and further educationcolleges were all included.Since reading your letters, I am even more alarmed by all thesepeople with an MBA who can’t get to the end of an article and remember the mainpoints.Philip WhitelyAuthor of the research on MBAs LettersOn 16 Jul 2002 in Personnel Today Comments are closed. Previous Article Next Article
More than 50 per cent of the UK’s 25.3 million working population believetheir managers are incompetent, new research finds. The survey, by TV recruiter the Job Channel, in conjunction with humancapital experts Profiles of London, also finds that only 27 per cent of thosesurveyed rate their boss as highly competent, with 18.5 per cent claiming theirsuperiors are just average. When analysing the gender divide between male and female bosses, men wererated higher. Of those employees questioned, only 39.5 per cent thought highly of theirfemale bosses, compared to the 48 per cent who rated their male bosses as goodor excellent. The survey also revealed that the majority of office workers believed theirboss was ineffective – 71 per cent questioned said their manager wasincompetent and only 8 per cent thought they were competent. Fred Hudson, human capital expert and CEO of Profiles of London, said:”Just because a manager is rated poorly by their staff, it does notnecessarily indicate they are bad at their job. But a truly good managerrequires excellent skills – ones that go way beyond just performing effectivelyand competently in a job.” Comments are closed. Previous Article Next Article Related posts:No related photos. Staff lack total confidence in boss’s abilitiesOn 14 Jan 2003 in Personnel Today
Previous Article Next Article Comments are closed. Equal e-learning for the disabledOn 1 Feb 2003 in Personnel Today NETg is claiming to be the first company to enhance its complete IT anddesktop e-learning courses to ensure that workers with disabilities have equallearning and development opportunities. The Thomson Learning Company recently hosted a roundtable event at whichrepresentatives from the disability, training and learning sectors unanimouslyagreed that many UK companies are unaware how to address the issue ofaccessibility when implementing learning programmes for the disabled. “Many organisations believe there are huge cost and time implicationsinvolved in introducing accessible learning solutions – something which doesn’thave to be the case,” says Richard Orme, head of technology in learningand employment at the Royal National Institute of the Blind. “Unfortunately, this fear means that accessibility is quickly thrownout of the window. The result? The wrong learning solutions are in place forthe wrong people, which not only ends in disabled workers being at adisadvantage, but all workers.” Organisations don’t have to buy separate NETg courses for disabled usersbecause the accessibility functionality is built into every course and can besimply switched on. NETg worked with TecAccess, a technology companyspecialising in accessibility for the disabled, and the functionality ispresent on a range of its IT and desktop programmes ranging from MicrosoftOffice applications to C++ programming courses. “Many UK companies are neglecting the training requirements of theirdisabled staff. This is leading to many workers not reaching their fullpotential,” says Jon Buttriss, operations and services director at NETg. “As we have shown with our courses, UK plcs shouldn’t be ignoring theneeds of disabled workers, but neither should they be making a special case forit. All learners should be able to use the same course and enjoy the sameresults regardless of any disability.” NETg has partnered with Safari Books Online to provide an electronic referencelibrary to supplement its portfolio of courses. www.netg.com Related posts:No related photos.
Conference shows how to walk the talkOn 1 May 2003 in Personnel Today Comments are closed. Previous Article Next Article Related posts:No related photos. Billed as Europe’s premier event on the subject, e-learning London has manypractical ideas on putting methods into action. Simon Kent takes a tourAccording to Charles Jennings, training 10,000 global employees on acompliance course would take more than eight years if delivered throughclassroom-based training. The same outcome can be achieved in just six monthsif e-learning is used. Jennings is head of internal training and global learning at Reuters, and isone of the speakers at the two-day e-learning London Exhibition and Conferencein June. One of the main themes is a focus on the integration of e-learning intocompany training programmes. The importance of such integration has increasedas the ability to accurately assess e-learning projects has improved. Jenningsis one of nearly 50 industry experts and practitioners who will be giving theirviews and sharing their experience of e-learning during the two-day event. Hewill be contributing to a Day One seminar on implementation entitled ‘Measuringe-learning effectiveness and return on investment’ (12.35-13.50) alongsideNigel Marsh, head of e-learning at Royal Mail. Hot topic Implementation is one of four over-arching themes featured in the conferenceseminars. The other three themes are strategy; training and competence forcompliance; and content and design. Every day there is also a free ‘hot topic’ session. For example, independentconsultant Nick Rushby will advise delegates on how to find their way throughthe maze of industry standards on Day One (16.15-16.45) while training anddevelopment manager Jean Whitehouse and project officer Simon Atkinson, bothfrom the Open University, will explore the concept of ‘learners as customers’on Day Two (15.15-15.45). Day Two also sees a free session dedicated to e-learning in the publicsector (11.30-12.45) in which Keith Whitburn, project manager at the NationalPatient Safety Agency and Bob Murrock, e-learning consultant at the DWP PensionService, will discuss the value and practicalities of e-learning programmeswithin the Government environment. While the public sector session will no doubt stimulate great interest onDay Two, the double session on training and competence for compliance will beof most importance to delegates on Day One. Running from 13.30-14.45 and15.15-16.30, the first session will address the importance of high- qualitycontent in achieving effective training compliance online, while e-auditingwill come under the spotlight in the second. Case studies will be used toillustrate how e-learning systems can assess and prove compliance across aworkforce. The issue of compliance is not simply the concern of the financial sector,and the conference illustrates this clearly by taking case studies fromcompanies such as NTL Group, British Energy, Zurich and Royal & SunAlliance. The opening address on each day is free to delegates and promises to give atimely and comprehensive insight into current thinking on e-learning. Theconference opens with Dr Saul Carliner, US author of Designing e-Learning andAn Overview of Online Learning. Carliner has an international reputation andhas worked with companies including IBM, Microsoft and 3M. Addressing the issue of fitting e-learning into the business as a whole(10.10-10.55 on Day One), Carliner takes the view that without engagingcontent, learners will not fully participate in an e-learning programme.Consequently, without that full participation, companies will never achieve thefull return from their e-learning investment. Quality and costs Dr Betty Collis, Shell professor of networked learning at the Netherlands’University of Twente, is the opening keynote speaker on Day Two (10.10-10.55).She will draw on recent research across more than 2,000 companies carried outto assess the effectiveness of e-learning. In her session ‘A new economy fore-learning’, she will explain the indicators of quality and costs fore-learning and discuss whether blended learning represents the way forward forcorporate training or is simply a predictable backlash against technology-basedtraining resources. “We have found many companies have spent large sums creatingcomprehensive technical platforms to deliver e-learning, but have not reallyused the collaborative learning approach within that framework as yet,”she says. “We regard the e-learning medium as a tool at our disposal which shouldbe used alongside a variety of media to provide an integrated solution tolearner’s needs.” The strength of the conference lies in the fact that delegates will have thechance to understand how current theories and cutting-edge approaches totechnology-based learning work in practice. Cherie Holland, e-learning managerat Unilever, will be speaking on Day Two as part of a content and designsession on stimulating learning through virtual communities (14.45-16.00). Echoing Dr Collis’ ideas on taking an integrated approach to learning, shenotes achieving truly blended learning in her organisation has even meantpaying attention to the terminology of training interventions. “We use e-learning extensively for various course modules although weare careful to avoid categorising our courses as ‘e-learning’, as usually onlyone part of a course will be undertaken in a virtual environment,” shesays. She continues: “We have also found that where applicable, we can useonline communities to support and reinforce learning that is beingundertaken.” Challenges and rewards Holland shares this session with two speakers from Sheffield HallamUniversity – Paul Helm and Louise Thorpe of the Learning and TeachingInstitute, who will also explore the challenges and rewards of creating anonline learning community. At a time when economic conditions are putting real pressure on companies tomaximise their performance and reduce costs, e-Learning London is the idealevent to gain knowledge of the opportunities and challenges created by learningtechnology. There is unprecedented enthusiasm for the method and its ability to delivercritical skills directly to the people who require them at a time and placeappropriate to their own unique circumstances. There is also an amount of hype around the subject – assumptions that thelatest technology must be the most effective and that any implementation willbring benefits to an organisation. E-Learning London offers a unique andpowerful blend of cutting edge views and case studies to help the trainingfunction get the most from every new initiative. Exhibition highlightsBalance Learning(www.balancelearning.co.uk), the first dedicated blended learning publisher,will be demonstrating its new software system to manage blended learningprogrammes. The Dimension Manager enables trainers to survey student needs,schedule and monitor the completion of e-learning, develop customised classroommaterials and plan and assess post course activities undertaken as part of aBalance Learning programme. ebc (www.ebc.co.uk) will beshowing its latest work in video, CD-Rom and internet/intranet-deliveredlearning solutions. Producers of custom-built learning solutions, and capableof helping organisations create online learning communities, the company’schief learning architect, Robin Hoyle will be chairing a strategy conferenceseminar on training a sales force via e-learning. (Day Two,12.45-14.00).Impatica Inc(www.impatica.com) will demonstrate its range of desktop tools designed to givesubject matter experts the ability to create engaging online contentdeliverable to Java-enabled computers without the need for additional plug-ins.Impatica On Cue was launched in December 2001 and the exhibition will see theshowcasing of version 2.5. OnCue enables the production and delivery ofsynchronised video together with PowerPoint presentations and offers featuresincluding searchable text, dynamic indexing and navigation. Impatica also hastools to enhance the delivery of material created in Macromedia Director.Logicom (www.luk.net) has useda leading games engine to power a unique interactive training environment. Thesolution uses a CBT platform but goes further than simply replicating a virtualworld and can adjust to influences in ‘real time’. Users find the environmentengaging since they can learn through discovery. At the same time, all theactions of trainees can be recorded, enabling the trainer to provide livefeedback or material for use at review. The technology can also give numeroususers access to a shared environment, opening up the possibility of team-basedlearning.Walkgrove (www.walkgrove.co.uk) is a one-stop shopsupplier of training materials. Offering bespoke solutions, the company offerspaper-based materials, CBT and online delivery methods according to the demandsand practices of their clients. The company won a Wolce Award for BlendedSolution of the Year 2002 and Bryan Hopkins, consultant with the company, willbe chairing the Content and Design conference session on DIYe-learning – creating your own content. (Day Two, 11.15-12.30).– The exhibition also provides anopportunity for delegates to improve their own personal networks and stayinvolved with the ongoing debate and research in the field of e-learning. TheForum for Technology in Training (www.forumtt.org.uk) seeks to improve the useof technology-based learning through sharing experiences and ideas. The BritishAssociation of Open Learning (www.boal.co.uk) will also be in attendance. Thisorganisation provides a cross-sector view of all methods of open learning, fromconventional distance learning techniques to the latest in e-learning practice.e-Learning LondonBusiness Design Centre, 52 Upper Street, Islington, London N14 June 2003 – 10.00-17.00pm5 June 2003 – 10.00-16.00pmGetting therePublic transport recommended, although there are car parks onsite and approximately a 5-minute walk away.Nearest tube: Angel (Northern Line, City Branch), also12-minute walk from Highbury and Islington (Victoria Line)Buses: 4, 30, 38, 43, 73, 171a & 214Booking: 020 8394 5131www.e-learningevent.com
Comments are closed. GuruOn 1 Jul 2003 in Personnel Today This week’s guruGuru: the thinking-man’s GuevaraDisciples, admirers and fully paid-up members of the Guru fan club couldnever accuse their hero of arrogance. Even Guru himself once believed he was wrong, but soon found he wasmistaken. With these humble inclinations, Guru was shocked to hear that al-SaadiGaddafi, son of the Libyan dictator, has started trials with Italian Serie Afootball club Perugia. Previously, Gaddafi was captain and striker of Tripoli football clubal-Ittihad, and the evidence seems to point to a talented and successfulfootballer. However, the truth is a little different. Apparently, 30-year-old Gaddafi had a habit of awarding his team with medalsand trophies regardless of whether they had played any games, let alone won anytournaments. As chairman of the Libyan Football Association, he sacked the Libyan coachwho dropped him from the national team, despite the team seeing a dramatic risein fortune after he was sidelined. His strike rate is attributed to opposition players running away rather thantackling their president’s son. To Guru, this has strange echoes of Ugandan dictator and all-round nutcase,Idi Amin, who among other things called himself ‘Conqueror of the BritishEmpire in Africa’, ‘King of Scotland’ and ‘Lord of All the Beasts on the Land,and Fish in the Sea’. Such flagrant exploitation of position must be stopped. Guru wants to hearabout your colleagues and superiors and their abuses of power. All replies willbe kept anonymous. Guru: one man’s terrorist; another man’s freedom fighter A fate far worse than European… To join Europe, or not to join Europe; that is the question. Or so youthought. The issue has been settled. Guru has found that the British worker isquickly becoming… (clap of thunder)… a European. Surely not, you cry. Well let’s look at the evidence. A survey by the CIPDhas found a third of British companies have sacked staff for misusing e-mail.The chief abuse: sending porn. That will be the Dutch influence then. Furthermore, research has established that 63 per cent of staff pulling asickie admit hang-overs are the main reason for absence. Here, it is clear theGermans are asserting their culture on us, as their workers are the laziest inEurope and take an average of 43 days holiday a year. What about new findings that say 60-90 minute ‘power-naps’ couldconsiderably enhance your performance? As soon as the Spanish get to work, they take time out for a snooze in orderto prepare for the arduous siestas ahead. So, viva Britannia! Finally, somehow scientists have discovered that moaning staff may besuffering from post-traumatic embitterment disorder (PTED). This illness makes staff feel helpless and aggressive and affects dailyperformance. Could this be due to pressure from Italy, allegedly the unhappiestnation on Earth? Then again, perhaps not. Judging by the amount of whingers around, PTED (or‘dramatic inability to accept our own shortcomings and responsibilities’),could have much more sinister ramifications. We might not be turning into Europeans after all; we could be changing into…(more claps of thunder followed by lightening, plagues, and flooding ofbiblical proportions)É Americans. Telly icon goes West …and as if that wasn’t bad enough, another cultural icon has gone Stateside.Bob the Builder has left for the lucrative industry across the pond underthe guise of ‘Bob the Construction Worker’. Guru feels something has been lost in the translation and wonders whetherthe job description has changed. Moreover, are Bob’s vehicles going to have tochange to left-hand drive? He has clearly taken on a voice coach too, as he will soon sound far morelike Harrison Ford than Neil Morissey. Robert (as he’s known to his mother) seems to be going the same way as suchclassics as the Lion, the Witch and the Closet, and Dickens’Cross-Denominational Inclusive Wintertime Carol. Related posts:No related photos. Previous Article Next Article