Government will take charge of top NHS careers

first_imgRelated posts:No related photos. Government will take charge of top NHS careersOn 29 Oct 2002 in Personnel Today The careers of the England’s top 1,000 chief executives in the NHS are tobecome the direct responsibility of the Government. Nigel Crisp, NHS chief executive, England, and his team are currentlyassessing the top 1,000 chief executives and will assume responsibility fortheir career progression from next January. Crisp himself will directly take charge of the top 250 chief executiveswhile the rest will report to the directors of social care. The aim of the move is to improve career progression planning and helpretain chief executives in the NHS. Crisp told delegates that HR management is critical in helping to modernisethe health service. “The people function in the NHS makes the difference.It is what it is all about. Modernising the NHS is the biggest HR project inthe world,” he said. “We have the opportunity to bring about real improvements. We must putin support training and bring people on through the organisation. We must getcloser to staff and introduce real improvements by communicating and engagingwith them.” Comments are closed. Previous Article Next Articlelast_img read more

The greatest Briton: Alexander Graham Bell

first_imgIf the BBC can do it, so can Personnel Today. We want to know which Britonyou rate as the greatest people manager and leader of all time. Personnel Todayhas invited 10 leading figures in the field of management to nominateindividuals they believe are the best, and then convince you they are right. Tovote, visit the voting form where you will also find summaries of all 10nominees. The voting closes on Tuesday 4th March 2003.. This week’s nominee is:Alexander Graham BellBy Paul Pagliari, HR director of Scottish WaterThere was a Scot who was responsible for transforming the world in waysinconceivable before his radical invention. Who was that man? Alexander Graham Bell, of course, inventor of the telephone,and the man who truly deserves the title of the Greatest Briton. Bell was born in Edinburgh on 3 March 1847. He was the son of Melville – aspeech and elocution teacher who developed the first international phoneticalphabet – and Eliza, who was deaf from the age of five. Bell was the only child to survive into adulthood, with his younger andelder brothers, Ted and Melly, dying of tuberculosis. These biographical facts foretell the strong values, personality anddetermination of the man destined to radically change the preferred mode oflong distance communications to voice, and thus transform virtually all aspectsof modern life. Bell developed a passion for communication from a young age. He was tobecome an extraordinary man with a visionary understanding of its power andpotential. Educated at the universities of Edinburgh and London, Bell emigrated to theUS in 1870. In his twenties, he set about developing a multiple telegraph thatcould send several morse code messages. Like many great people, Bell appeared to benefit from luck and skill inequal measure, and it was while he was trying to develop multiple morse codethat he stumbled on the concept that speech could be reproduced through soundwaves in a continuous undulating current. This truly brilliant discovery is theprinciple behind the telephone. On 7 March 1876, Bell patented the telephone (Patent 174,465) at the tenderage of 29. But unlike so many great pioneers and inventors, Bell followed through,visualising the future and realising the potential of his remarkable invention.Shortly after the invention of the telephone, Bell had told his father:”The day is coming when telegraph wires will be laid on to houses, justlike water or gasÉ and friends will converse with each other without leavinghome.” How right he was. Remember this prediction was at a time when the telephonewas in its infancy and its full potential was far from recognised. Bell’s invention changed for good the way people live their lives. Telehonesand telephone lines have enabled us to network global companies via computers,make transactions electronically, or simply talk to our loved ones to let themknow all is well, wherever in the world we might be at the time. The telephone is not only capable of transmitting voice, but also oftransmitting emotion and, therefore, allows us to communicate not only what weare thinking but how we feel. In a stroke of genius, Bell shrank the world and transformed the lives ofthe citizens of his country of birth and education, Great Britain, and, indeed,the lives of people around the world. But Bell was more than a ‘one event wonder’. Like Leonardo da Vinci, heforesaw the future and continued to be a prolific inventor, developing theforerunners to mobile telephones, tape recorders and air conditioning. He dared to lead the way and in 1877, helped establish the Bell TelephoneCompany, which proved enormously successful and a great many have continued toaccrue the benefits. Bell, though, was able to translate his exceptional values into his privatelife. He lobbied the cause of deaf people and to establish day schools for themthroughout the US. When he set out on this challenge, only 40 per cent of deafchildren were taught to speak. At the time of his death in 1922 the figure was80 per cent – testimony enough in itself to his leadership qualities. Like all exceptional leaders, Bell made himself accessible to all. Heencouraged one family – the Kellers – to educate their little girl Helen, whowas deaf. She later attended the Boston Museum of fine arts and became a highlysuccessful commercial artist. Employers today can learn much from Bell’s great achievements – nurtureideas, encourage innovation and pursue developments, however radical they mightseem at the time. Likewise, there remains a need today for companies to accept and fostertheir links and social responsibilities within the communities in which theyoperate and beyond. Bell proved that leaders and business can create thecircumstances to improve our quality of life. In researching this article, I have grown to respect the great depth andleadership qualities of Alexander Graham Bell, a hugely successful entrepreneurand a great humanitarian. While telephones, fax, mobiles, text messaging, and the like may sometimesdrive you mad, they have undoubtedly revolutionised the world for the better,and it can all be traced back to the leadership and vision of one man. Bell isthe greatest creator ever of shareholder value and an inspirational figure forthe to the cause of the “children of a lesser God” – it must earn himthe title of Greatest Briton in Management and Leadership. Bell’s CV3 March 1847 – Born in Edinburgh1865 – Educated at Edinburgh and London universities 1870 – Bell family emigrated to the US   7 March 1876 – Patented the telephone 1877 – Created the Bell Telephone Company 2 August 1922 – Died in Nova Scotia The greatest Briton: Alexander Graham BellOn 21 Jan 2003 in Personnel Today Related posts:No related photos. 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Higgs report to force radical rethink on choice of directors

first_imgHiggs report to force radical rethink on choice of directorsOn 11 Mar 2003 in Personnel Today Comments are closed. Previous Article Next Article Employers will face significant resourcing problems as they try to implementthe recommendations from the Higgs review on non-executive directors. This will be the message from recruitment expert Betty Thayer, chiefexecutive of Exec-appointments.com, at an Institute of Directors conferencenext week. The independent review into the role of directors by Derek Higgs publishedlast month concluded that the pool of people sitting on UK boards should bewidened and that half of company directors should be non-executive. Thayer will warn companies that they need a radical re-think of the criteriafor appointing directors if they are to fulfil their new obligations. She will argue that introducing the recommendations would require a majorcultural shift, with directors moving away from the ‘old boy network’ attitude.”Board members will have to be much more open-minded and considerappointing younger people who can bring valuable experience of modern businesspractice such as new technology and e-commerce,” she said. www.execappointments.com/non-exec Related posts:No related photos.last_img read more

Guru

first_imgThis week’s guruThe art of improving performanceThe crucial ingredient in driving productivity in the UK is not training ora greater emphasis on vocational education, it is errr… art. Two-thirds of workers believe they would work more productively if they wereinspired by music or art in the workplace, according to a study by Arts &Business. Apparently, staff would rather their employers provide subsidisedtickets to arts events than subsidised gym membership. Art can also help recruitment and retention – in all, three-quarters ofemployees would prefer to work where there is art on the walls. Guru is concerned that art in the workplace would be counter-productive, asstaff could become distracted by in-depth discussions over the merits ofimpressionist, abstract and pop art. Having said that, Guru has long argued tothe MD that that his untidy desk is a living piece of conceptual art – aworkplace interpretation of Tracy Emin’s Unmade Bed. Women are proven cause of all lateness Guru has learned that consistent lateness is nothing to do with the vagariesof the public transport system, traffic or faulty alarm clocks. The real reasonfor staff being consistently late is that they don’t like their jobs. A report by the School of Economic Studies at Manchester University revealsthat workers who are very satisfied with their jobs are half as likely to belate as those who were neutral about their jobs. Based on a survey of 2,000 UK workers, the study finds that those mostlikely to be late are young single women, working in the private sector in anon-unionised service job they don’t like. It also says children can cause‘shocks to scheduling decisions’ that make parents late. When Guru is late for work, it is usually due to what the study calls‘intra-household conflicts relating to allocation of time’, or translated intoEnglish – Mrs Guru nagging him over not doing the washing up as he’s trying toget out the door. Need for closure on pay is a load of hype An academic at the University of Warwick has come up with a controversialnew theory on the equal pay gap – it is not worth closing. Economist Maureen Paul finds that the average female worker is more likelyto believe she is fairly paid than her male counterpart. Paul thus suggeststhere is little point in paying contented women workers more. Instead, sheadvises employers to take advantage of this cheap happy labour force byemploying more women. Guru would be interested to know how ‘contented’ Ms Paul would be if shefound she was being paid 19 per cent less than male academics. Alternatively,she could chat with Louise Barton, who is in the middle of an equal pay battlewith her employer Investec Henderson.Guru gets a Grip on leadership tactics Following the England football team’s impressive return to form againstTurkey, Guru interviewed Sven-Goran Eriksson’s right-hand man Tord Grip on howto manage a team back from the brink. At a reception at the Swedish Embassy, where Guru had somehow wangled aninvite, the enigmatic Grip revealed that the best managers in any sector arejudged on results and that leadership is the most important attribute. “To be a boss is one thing, but to be a leader is another. It’s aboutrelationships and how you build them,” he told Guru, adding that despiteSven’s laid-back image he delivers fiery and inspiring team talks. To demonstrate, Grip predicted that under Sven’s charismatic leadership,England will win the World Cup in 2006. Previous Article Next Article Comments are closed. GuruOn 15 Apr 2003 in Personnel Today Related posts:No related photos.last_img read more

History special subjects restricted

first_imgThe History Faculty has cut the number of Special Subjects open to the largest number of students. Only three subjects will be “24-capped”, offering up to 24 places, the maximum number for Special Subjects.Special Subject options for historians are decided using a balloting process, where each student registers three choices for the paper, one of which must be a course with 24 places, the largest number available.Dr Andrea Hopkins, History Faculty Administrative Officer, explained, “Because so many of the most popular subjects have a cap of 8 or 16, we have to hold a ballot to determine which students can study them. The students must therefore give two other alternate Special Subject choices in the event that they are unsuccessful in the ballot. One of these must be for a subject with a large cap – 24.”However, the three Special Course options capped at 24 this year are all either ancient or early modern history. As a result, some students expressed concerns over being forced to choose a Special Subject option that falls outside their area of interest.Dr Sue Doran, Senior Research Fellow in History at Jesus College, pointed out that the problem with uncapped subjects, “has been an issue for many years.”Dr Robin Briggs, Senior Research Fellow and Lecturer in Modern History at All Souls, stated, “the situation would indeed be rather ridiculous, if the only available second choices were in a period very few students would naturally opt for.”In addition, other Special Subjects were dropped altogether, although one option on Nazi Germany, for which some historians had been learning German in preparation, has since been reinstated by the History Faculty.A historian at Exeter commented, “I luckily wasn’t one of the ones left in the lurch when the Nazi Germany paper was briefly called off, however there is a disappointing lack of choice in the so-called Special Subjects, and it is a shame that whole areas of history, such as gender, social and cultural, have been excluded from the capped subjects.”Dr Briggs further commented, “The reason for the caps is simply that there are not enough tutors for some courses. That tends to vary from year to year as well, because particular academics take research leave, something that has become more of a problem now there are so many schemes for extended leave. So there could be particular bottlenecks in any given year.Dr Hopkins also pointed out that, “in 2013-14, 215 students got into their first choice subjects, and 76 had to go into another subject.” She went on to say, “the percentage is that 74% got into their first choice subject.”One second year historian said, “After your first and second choices you have to go through a reserve list of another three choices before you get left with your 24-capped option. That means you’ve got five chances before you have to do something you’re not particularly interested in. Although they’re called special subjects, they’re really just normal subjects. There shouldn’t be such a fuss.”last_img read more

Help with admin

first_imgQ: “I am really struggling in keeping on top of everything in my cake business. We are about a year old and quite small but doing quite well in that the orders are coming in thick and fast. The problem is I am just overwhelmed with paperwork- including insurance, tax, environmental health etc. I just want to get on with the creative side. Is there anyone I can employ to deal with all this stuff and how much should I pay if so?” A: It certainly sounds as if you need some help.In an ideal world having a competent virtual or personal assistant to help you with your paperwork would allow you to concentrate on being creative. However I guess that paying between £20-£30 per hour for one of these is out of the question. So I suggest you start by asking your friends and family if they can help or know someone that can. Facebook could be a good starting point.When I first started my sister-in-law came in for one or two morning a week to help with all my administration, it worked really well. Since those early days I have employed quite a few people but my best staff have all come through recommendations. It’s amazing what a difference it makes when there is someone else to help especially if they want your business to be a success too.Another tip is to join a local business network for help, support, training and contacts, I have found belonging to such a group invaluable. You’ll need to find a group that works for you, but again ask around for recommendations.Good luckDo you have a question for the Cake Doctor? Send it to: [email protected] Lindy Smith’s websitelast_img read more

Social Media Helps Reunite Dean Ween With His Custom ’62 Stratocaster Guitar

first_imgOver the weekend, Ween fans were in frenzy mode as their band’s guitarist, Dean Ween (aka Mickey Melchiondo Jr.), posted about a missing guitar. The guitar in question was a customized version of a 1962 Stratocaster, complete with a Jazzmaster neck from a 1961 model. Deaner even bragged about the new guitar in a recent Dean Ween Group post.As fans everywhere joined Dean Ween in the hunt for his guitar, it seems that the efforts were successful! Deaner posted the following message to his fans, thanking them for the support:With a number of dates on the schedule with both Ween and The Dean Ween Group, as well as a new album coming out soon for the latter project, it’s an exciting time to be a fan! For all things Dean Ween, check out his official website.last_img

Lifting Healthcare Out Of Its Digital Malaise

first_imgThe power of data in healthcare is nothing new. In 1846, a Hungarian doctor named Ignaz Semmelweis collected data to uncover why so many women in maternity wards were dying from childbed fever. After several outlandish theories, he discovered that medical students were transferring cadaverous particles from autopsies and thus one of the first infection-control hand-washing protocols was born. As a result, the rate of childbed fever fell dramatically. By using data to reach his conclusion, Dr. Semmelweis was a data scientist before his time.Fast-forward 170 odd yearsThankfully, we now have sophisticated data crunching and analysis tools. For instance, data lakes store information in a central repository, where data can be indexed and shared at a moment’s notice. These lakes manage and visualize data from multiple sources and create metaphorical workbenches from which companies can do deep analytics. Why do we need this? New healthcare data is growing at the rate of 48 percent per year. The Internet of Things is creating a lot of this information. In a short space of time, a vast network of sensors will automatically capture real-time biometric data. This information will shed light on the impact of lifestyle on chronic diseases and wellness, and ultimately change behavior.The Cardiac Risk Score visual design, based on the stellar work of David McCandless, is a case in point. From this design an app was developed around clinically derived specifications from Boston Children’s Hospital and was featured on SMART Health IT. Apps like this are designed to empower patients to make sense of their medical records by visually presenting their lab results to show that if they stopped smoking or lowered their blood pressure within normal range for instance, they could reduce their risk of a heart attack or stroke by a certain percentage. The app’s dynamic visualizations resonated with patients and provided important insights at the point of care.However, such examples are exceptions rather than the norm. Dr. Joseph Kvedar, author of the Internet of Healthy Things, believes the healthcare industry is at a loss as to what to do with this immense opportunity. A broad list of obstacles is curtailing innovation, from liability concerns and overregulation to complex and long sales cycles. He refers to “chaos” within the ranks.Recent Dell Technologies research certainly bears this out. Some 4,000 senior decision-makers from 16 countries and 12 major industries judged their businesses’ digital capabilities. The findings suggest public and private healthcare organizations are struggling the most. Public healthcare, for example, is the least digitally mature industry on the Digital Transformation Index: only 19 percent of organizations claim to be innovating in an agile way. In fact, the sector is least likely to perform any of the attributes of a digital business well and companywide.These findings are symptoms of a larger malaise, including an aging population, shrinking budgets, staffing pressures, and more. It’s somewhat alarming that only 34 percent credit the C-suite for driving their organization’s digital strategy forward. Leadership is a must because in some respects, the lack of competitive pressure places the public sector at a disadvantage, as it removes the incentive for constant reinvention and improvement.Private healthcare maintains only a slight edge over its public cousin. It’s the second least mature industry on the benchmark. In the same way that public healthcare organizations lack market pressures to compete, evidence suggests private healthcare has taken a laissez faire approach to rising customer expectations, insulated by the knowledge there will always be a stable need for healthcare. 72 percent of respondents in private healthcare admit to not acting on intelligence in real-time, and just half of respondents cite customers as a key influencer driving their digital strategies forward. This is markedly lower than the global average – despite the fact they exist to provide a patient-focused service.Security concernsWhile there are pockets of excellence, the industry faces significant security risks. According to the research, only 31 percent of respondents in public healthcare believe their organization can meet customer demands for better security. Medical equipment, of which there are legion – from diagnostic imaging machines, monitoring devices, etc. – operate as “black boxes,” using their own specialized software and hardware. These devices are typically overlooked when it comes to routine security testing and simulation.The fact that implantables, such as pacemakers and infusion pumps, can be breached and tampered with raises the spectre of serious threats to patient safety. To combat these risks, healthcare organizations need to move well beyond traditional anti-virus software and harden devices with regular patching and configuration management, as well as using robust data encryption and advanced malware protection at all endpoints. In short, what is needed are mature process and platforms to protect this ‘internet of diagnostic things’ from destructive cyber-attacks.Impacting lives with data enabled digital transformationReturning to Dell Technologies’ study, the evidence suggests disruption often motivates a company to innovate and be the best it can be. We can see this in commercial industries. For instance, well over a hundred years ago, ADT Security used to provide armed security guards. It’s now the largest professional installer of home automation solutions in the U.S. It transformed because it had to respond to market disruptors. The adapt-or-die dynamic made the company what it is today.Most industries have witnessed an influx of new competitors, in the form of digital start-ups and industry disruptors, thanks to digital technologies and initiatives. Healthcare recorded the least. But this doesn’t mean the healthcare industry isn’t and shouldn’t be under pressure to transform. We’ve seen several of our data-empowered customers such as Partners Healthcare leaping ahead. This all starts with transparent access to, and elegant visualization of, relevant data. Patients need a healthcare system that can prevent illness, cure cancer and save lives. Their needs are acute and their voices, if heeded, could change the world.We at Dell EMC are committed to delivering technology to healthcare organizations of all types and sizes so they can transform and thrive in the digital economy – in fact, we’ll be discussing how at HIMSS17. Stop by booth #3161, where our team will be discussing the opportunity at hand for all healthcare organizations.Please don’t hesitate to offer any comments below, and I look forward to seeing you at HIMSS17.last_img read more

Merck ends development of two potential COVID-19 vaccines

first_imgMerck is giving up on two potential COVID-19 vaccines following poor results in early-stage studies. The drugmaker said Monday that it will focus instead on studying two possible treatments for the virus that also have yet to be approved by regulators. The company said its potential vaccines were well tolerated by patients, but they generated an inferior immune system response compared with other vaccines. Merck entered the race to fight COVID-19 later than other top drugmakers.last_img

Spring Preview! Squigs Sketches All 18 Shows Arriving on Broadway

first_imgSpring has sprung on Broadway! March and April are jam-packed with new shows opening on the Great White Way, and to celebrate, Broadway.com resident artist Justin “Squigs” Robertson has been hard at work sketching tributes to every new show on Broadway. Above, we’re welcoming the new arrivals of (clockwise from top left): Gigi, Airline Highway, An American in Paris, Wolf Hall, The Audience, Finding Neverland, The King & I, Something Rotten, It Shoulda Been You, The Heidi Chronicles, The Visit, Doctor Zhivago, Skylight, Fun Home, Living on Love, Hand to God, On the Twentieth Century and Fish in the Dark. Bravo, Squigs, and cheers to an action-packed spring on the Main Stem! View Comments About the Artist: With a desire to celebrate the magic of live theater and those who create it, and with a deep reverence for such touchstones as the work of Al Hirschfeld and the wall at Sardi’s, Squigs is happy and grateful to be among those carrying on the traditions where theater and caricature meet. He was born and raised in Oregon, lived in Los Angeles for quite a long time and now calls New York City his home.last_img read more