Data file: Employment tribunbal disputes

first_img Comments are closed. Related posts:No related photos. Previous Article Next Article Data file: Employment tribunbal disputesOn 19 Jun 2001 in Personnel Today The latest in a series of articles that give the basics on key areas ofemployment legislation. This issue we look at employment tribunbal disputesThe hard facts Employment Tribunal (Constitution and Rules of Procedure) Regulations2001 These new regulations come into force on 16 July 2001 and bring in a newrange of issues for employer and employee when a claim is pursued in thetribunal. The intention behind the changes is that tribunals should activelymanage cases to a conclusion more quickly and efficiently. The main changes include: – A new overriding objective similar to that in use in County Courtprocedure – The introduction of case management powers – The increase of the fee payable to continue with a claim following a pre-hearingreview from £150 to £500 – The increase in costs that may be awarded without assessment from £500 to£10,000 – A new rule to allow tribunals to direct cases are heard in private when thereis a national security issue – The ability to lodge claims previously submitted in a number of ET1s in asingle document. www.legislation.hmso.gov.ukAlternative Dispute Resolution Acas Arbitration Scheme This new procedure was introduced in the Employment Rights (DisputeResolution) Act 1998. It is only applicable to unfair dismissal claims. The main provisions are: – Both parties must agree to arbitration – Evidence is not given on oath – There is no right of appeal except in respect of “seriousirregularity” in the arbitrator’s conduct, hearing of the case or aboutthe award made. Advantages: – Likely to be quicker than an employment tribunal– Proceedings are held in private and – Awards made are confidential. www.acas.org.uk/arbitrationMediation This is available for most litigation disputes and may be a good optionwhen: – The claim is of high value and of a sensitive nature – The issues are highly complex or involve international law. Reading around the subject – The DTI has produced a useful commentary on the main changes resultingfrom the employment tribunal regulations: www.dti.gov.uk/er/individual/et.htm– The Acas website has access to a full copy of the Arbitration Schemetogether with a guide and introduction to the provisions: www.acas.org.uk/arbitration– The Centre for Dispute Resolution (CEDR) provides a useful source ofinformation on mediation including “myths and facts”,”appropriate cases”, a news update and an online fee calculator: www.cedr.co.ukIn the news “Arbitrator to handle unfair dismissals” – The Daily Telegraph, 19February 2001 last_img read more

Why it is important to have a formal strategy for retaining talented people

first_img10. ImplicationsOrganisations that understand employee retention and itscauses will ultimately have a competitive edge. However, HR professionals mightnot be using the best approach to introducing changes that will improveretention. In fact, the consensus is that turnover in organisations willincrease. To avoid the damage and costs of increased staff turnover,organisations need to act now to improve their retention efforts. 2. Cost of replacementThe cost of replacing an employee ranges from 29 to 46 percent of the person’s salary. In the US, staff turnover costs the average firmmore than $27m (£17m) each year. This figure includes the cost of advertising,travel, interviewing time (spent by managers), lost productivity and otherassociated expenses. On average, the cost of replacing a manager is three timesthat of replacing a non-manager. Related posts:No related photos. Comments are closed. www.ddiworld.com 6. Failing to understand the causes of retentionAlthough HR professionals recognise some of the mostimportant retention drives, they miss these factors more often than theyunderstand. They are especially likely to ignore the importance of aco-operative and trusting work environment. They also fail to see how muchemployees value the meaning of the work they do. HR professionals need to makesure they understand the retention drivers in their company before they takeaction. 5. Primary drivers of retentionWhile pay and benefits do matter, employees are moreconcerned with the level of fulfilment they get from their jobs. They also feelthat working with an understanding supervisor or manager in a co-operativeenvironment is important.  Organisationsshould focus on making sure that the people they hire are a good match for thejob and the work culture. 1. Staff turnover is a major issue and set to increaseOn average, organisations expect staff turnover to increase.Turnover is much more common for frontline and non-managerial workers. It ispredicted that an increasingly competitive labour market will make findingqualified candidates more difficult in the future. Organisations thatunderstand retention and its causes will experience a competitive edge. Everytime a position becomes vacant, an organisation becomes less capable of meetingits goals. Previous Article Next Article Top tips by international consultancy DDIcenter_img 9. The bottom lineVoluntary turnover rates are almost twice as high fornon-management positions (19.3 per cent) as for management positions (10.3 percent). This is crucial, since, when retention is above average, customersatisfaction, productivity and profitability also tend to be above average. 8. Successful interventionsMost HR professionals (98 per cent) are dissatisfied withtheir current retention efforts. It is important to improve organisationalsystems, such as training and development and the selection system, and todevelop openness of communication between managers and employees. 3. Young employees are more likely to move onYoung people are less likely to spend their entire careerswith one organisation than their predecessors. With the implementation of newtechnologies, certain positions have become difficult to fill. Some candidatescan choose from the best offers from a number of organisations. Those who feel neutral or dissatisfied about their jobs aremore than twice as likely to leave an organisation as their colleagues. 7. The importance of gathering informationHR professionals greatly value the information gathered frominternal studies of retention and exit interviews. Before action can be taken,however, they must look beyond the surface of the often scarce and tactfullypresented data gleaned from an exit interview to develop an understanding ofwhy employees leave. 4. A business priorityThe study showed that retention is a top business priorityfor more than one-third of the respondent organisations. Nevertheless, almosthalf, 49 per cent, have no formal strategy for addressing retention. Many donot consider it a top priority. This approach might backfire later when thelabour market tightens and filling positions becomes difficult. Why it is important to have a formal strategy for retaining talented peopleOn 4 Mar 2003 in Personnel Today It’s axiomatic that high-fliers move on. A benchmarkingstudy by DDI shows that almost one-third of employees surveyed expects to leavefor another job within the next year. Dissatisfied employees will ‘vote withtheir feet’. last_img read more

Miami-Dade resumes pre-pandemic evictions after unannounced February break

first_img Tags Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink Email Address* Share via Shortlink Evictionsforeclosurescenter_img Message* Full Name* Miami-Dade Mayor Daniella Levine Cava (Getty, iStock)Miami-Dade County resumed executing writs of possessions for residential eviction cases filed before the pandemic, following an unannounced month-long break.The police execute writs of possession, evicting residents or businesses from their properties. The move follows a final judgment in a court case.Homeowners with federally backed mortgages are protected from eviction until at least March 31, per a federal moratorium from the U.S. Department of Housing and Urban Development.On Nov. 13, former Miami-Dade Mayor Carlos Gimenez directed the police department to begin enforcing writs of possession for all cases filed on or before March 12, when the mayor declared a state of emergency. The policy continued under incumbent Mayor Daniella Levine Cava, who took office days after Gimenez’s order.But by early February, Miami-Dade Police paused the service of writs of possession as the mayor’s office looked to clarify the policy, according to a spokesperson. That temporary change in policy was not announced in writing. The break ended on Thursday, the spokesperson confirmed.In a court filing dated Feb. 2 for a foreclosure case dating back to 2015, the lender cited an “oral directive” from the mayor that led to the police refusing to execute a writ of possession. That residential borrower, who was foreclosed on, was evicted on Thursday, according to her attorney, David Winker.In a memo issued on Thursday, the mayor re-stated her policy on evictions. Miami-Dade Police will also remove non-tenants who are identified as squatters.Earlier this month, the Miami-Dade County Commission approved Levine Cava’s $60 million relief program for residential landlords with pending writs of possession for tenants facing eviction. The program offers landlords back rent of up to $3,000 per month. At that press conference, Michael Liu, Miami-Dade’s public housing director, said the courts had issued up to 1,700 writs of possession which would be prioritized.According to Miami-Dade Police, the department executed two commercial and nine residential writs of possession on Thursday. From Nov. 12 until Thursday, 324 writs of possession have been executed.Contact Katherine Kallergislast_img read more

New York legislator proposes “tenant union” to fight evictions

first_img Share via Shortlink EvictionsManhattanReal Estate and Politics Sen. Brad Hoylman (Getty, iStock/Illustration by Alexis Manrodt for The Real Deal)A Manhattan state senator wants renters to band together to increase their leverage with landlords when the eviction moratorium ends.Sen. Brad Hoylman proposed a new measure for the Manhattan borough president’s office to organize tenants to work out deals with landlords, according to the New York Daily News. The federal eviction moratorium ends in June and the state moratorium expires May 1.Hoylman anticipates a “nightmare scenario where money judgments are levied against tenants.” A new study by New York University’s Furman Center showed that households that began 2020 with rent arrears finished the year owing an average of 43 percent more.ADVERTISEMENTHoylman, a candidate for Manhattan borough president, aims to set up a hotline for tenants to connect with other tenants. He would also provide mediators for talks with landlords, the News reported. The senator claims this “Manhattan Tenant Union” could also benefit landlords by providing an avenue for them to make deals with tenants outside the court system.[NY Daily News] — Keith Larsen Tags Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlinklast_img read more

WeWork vet hired to launch Two Sigma’s real estate fund

first_img Share via Shortlink Message* Email Address* Rich Gomel, chief investment officer of Two Sigma Real Estate platform (Crunchbase)The former head of WeWork’s real estate investment arm has joined the quantitative hedge fund Two Sigma to help launch its new property investment platform.Rich Gomel joined the data-centric hedge fund as chief investment officer for its new Two Sigma Real Estate platform, the company announced Wednesday.“We’re focused on where we think the data and technology give us the most competitive advantage,” Gomel said. He added Two Sigma will use data sets like credit card info and geolocation data to identify areas of value and growth.He declined to comment on the size of the company’s new real estate platform, but said it’s “enough capital that we can get started doing investments of various sizes and be in business.”ADVERTISEMENTThe business will eye investments across all property types with a focus on growth areas such as industrial and multifamily or value opportunities like hospitality and retail, Gomel said.Two Sigma, based in Soho, was founded 20 years ago by D.E. Shaw veterans with backgrounds in computer science and mathematics. The firm has $58 billion in assets under management.Prior to joining Two Sigma, Gomel spent about 4 and a half years at WeWork’s property investment fund, ARK.Contact Rich Bockmann hedge fundsWeWorkcenter_img Tags Full Name* Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlinklast_img read more

Estimation by use of field weighings of metabolic rate and food conversion efficiency in albatross chicks

A knowledge of the assimilation of food and of the energetic demands of chicks at different stages in the growth period can provide a basis for understanding growth strategies of seabirds. We have developed a simple model of chick weight loss between feeds that allows an estimation of metabolic costs and food-conversion efficiency in albatross chicks. The data required to provide these estimates are a series of frequent weights of a chick following a meal and the weight of food delivered in the meal. Preliminary results show a considerable variation in both food-conversion efficiency, which may reflect variation in the composition of meals delivered to chicks, and in the metabolic demands of individual chicks.

Thermal dependence of contractile properties of single skinned muscle fibres from Antarctic and various warm water marine fishes including Skipjack Tuna (Katsuwonus pelamis) and Kawakawa (Euthynnus affinis)

Single fast fibres and small bundles of slow fibres were isolated from the trunk muscles of an Antarctic (Notothenia neglecta) and various warm water marine fishes (Blue Crevally,Carangus melampygus; Grey Mullet,Mugil cephalus; Dolphin Fish,Coryphaena hippurus; Skipjack-tuna,Katsuwonus pelamis and Kawakawa,Euthynuus affinis). Fibres were chemically skinned with the nonionic detergent Brij 58. For warm water species, maximum Ca2+-activated tension (P0) almost doubled between 5–20°C with little further increase up to 30°C. However, when measured at their normal body temperatures,P0 values for fast fibres were similar for all species examined, 15.7–22.5 N · cm−2. Ca2+-regulation of contraction was disrupted at temperatures above 15°C in the Antarctic species, but was maintained at up to 30°C for warm water fish. Unloaded (maximum) contraction speeds (Vmax) of fibres were determined by the “slacktest” method. In general,Vmax was approximately two times higher in white than red muscles for all species studied, except Skipjack tuna. For Skipjack tuna,Vmax of superficial red and white fibres was similar (15.7 muscle lengths · s−1 (L0 · s−1)) but were 6.5 times faster than theVmax of internal red muscle fibres (2.4±0.2L0 · s−1) (25°C). Vmax forN. neglecta fast fibres at 0–5°C (2–3L0 · s−1) were similar to that of warm water species measured at 10–20°C. However, when measured at their normal muscle temperatures, theVmax for the fast muscle fibres of the warm water species were 2–3 times higher than that forN. neglecta. In general,Q10(15–30°C) values forVmax were in the range 1.8–2.0 for all warm water species studied except Skipjack tuna.Vmax for the internal red muscle fibres of Skipjack tuna were much more temperature dependent (Q10(15–30°C)=3.1) (P<0.01) than for superficial red or white muscle fibres. The proportion of slower red muscle fibres in tuna (28% for 1 kg Skipjack) is 3–10 times higher than for most teleosts and is related to the tuna's need to sustain high cruising speeds. We suggest that the 8–10°C temperature gradient that can exist in Skipjack tuna between internal red and white muscles allows both fibre types to contract at the same speed. Therefore, in tuna, both red and white muscle may contribute to power generation during high speed swimming. read more

A case study test of Araki’s physical model of geomagnetic sudden commencement

first_imgThis paper tests the Araki [1994] computational model of the Earth-ionosphere system during geomagnetic sudden commencement (sc). In particular, we test the model’s ability to predict the signs of the preliminary and main impulses, given the latitude and the magnetic local time (MLT), using a case study of an sc which occurred at 0949 UT on November 22, 1997. Data from a global network of magnetometer stations and from satellites are used. Model predictions compare well with the case study data at high latitudes (above ∼ 72°N Altitude Adjusted Corrected Geomagnetic Coordinates (AACGM)), less well for lower latitudes, particularly on the nightside. In addition, the position of the footprints of the field-aligned currents (FACs) associated with the sc ground signature varies with MLT, contrary to the model. Data from satellites in polar and geostationary orbits suggest that the FACs for both the preliminary and the main impulses map to gradients in magnetospheric plasma concentration, such as the outer radiation belt and the plasmapause.last_img read more

A mid-Cretaceous age for the Palmer Land event, Antarctic Peninsula: implications for terrane accretion timing and Gondwana palaeolatitudes

first_imgNew structural and age data suggest that West Gondwana may have been at lower palaeolatitudes than previously interpreted from Albian sequences in Gondwana marginal suspect terranes. The Palmer Land event, which juxtaposed Mesozoic terranes on the Gondwana margin, deformed granitoids in the southern Antarctic Peninsula. U–Pb SHRIMP dating of zircons from a microgranite dyke yields a crystallization age of 106.9± 1.1 Ma. This result and re-interpretation of the structural position of another granite pluton date the Palmer Land event, and probable terrane collision, as late Early Cretaceous, and not latest Jurassic as formerly interpreted.last_img