Answers to young turks quiz

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first_imgRelated posts:No related photos. Answers to young turks quizOn 13 Mar 2001 in Personnel Today Howdid you do? Now compare your answers with those below and score accordingly.Question 1 Does your job title refer to“Personnel” or “HR”?–Personnel. You are stuck in the past. Deduct 1 point– HR. Add 1 pointQuestion 2 Do you report to themanaging director/chief executive officer or another functional director?–MD/CEO Add 2 points– Another functional director. Deduct 2 pointsQuestion 3 Do you regard anything withan “e-” at the front as new fangled?–Yes. Deduct 1 point– No. Add 1 pointQuestion 4 Have you devised a writtenHR strategy?–Yes. Add 2 points– No. Minus 2 pointsQuestion 5 Have you got a businessqualification?–None. Deduct1 point– MBA. Add 1 pointQuestion 6 Has your department everbeen referred to as the “Human Remains” department or some similar pejorativeor derogatory term?–Yes. Deduct 2 points– No. Add 2 pointsQuestion 7 Now that you’ve outsourcedhalf of your function, is the other half wondering what to do with all theirspare time?–No. Add 2 points– Yes. Deduct 2 pointsQuestion 8 Do the words “bottom line”and “performance measurement” sound like a foreign language in your team?–No. Add 2 points– Yes. Deduct 2 pointsQuestion 9 What title do you prefer –business partner or personnel officer?–Business partner. Add 1 point– Personnel officer. Deduct 1 pointQuestion 10 Do you think dress down daymeans replacing the pinstripe with a plain blue suit?–Yes. Add 1 point– No. Deduct 1 pointSCORINGHowdid you do?15 points: You are a high-flying, boardmember running the company. If you’re not, you should be.10-14 points: It’s only a matter oftime before you get your seat on the board.5-9 points: Time to call in the imageconsultants and make sure you get that qualification under your belt.1-4 points: You must be gathering dustin a fusty old personnel department.Less than 0: Have you thought aboutchanging your job? Comments are closed. Previous Article Next Articlelast_img read more

Rich pickings

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first_imgThe battle to get the very best staff on the books has led firms to draw upever more complicated incentive packages. But how can you make sure they stay?Alison Thomas reportsThe economy may be slowing down, but the executive pay train continues togather pace. According to the latest annual survey issued in August byprofessional services firm Monks Partnership, the chief executives of FTSE 100companies have seen their base salary increase by 14.9 per cent in the last 12months, and the figure rises to 16.7 per cent when bonuses are added to theequation. In pounds and pence, that represents annual earnings of £781,000 –considerably more for those at the top of the earnings league table. This makes life rather difficult for the HR departments of large globalfirms. Enticing the very best people with a tasty package of monster bonusesand stock-option windfalls is one thing. Keeping them on board is anotheraltogether. The business world is rife with tales of high earners whose response tobeing thwarted in the slightest way is to clear their desks and walk out thedoor. If accumulated wealth makes such behaviour a viable proposition, the impetuscomes from the very qualities that attract employers in the first place. AminRajan, chief executive of Create (Centre for Research in Employment andTechnology in Europe), interviewed “stars” from the financial sectorfor his report Fund Management: New Skills for a New Age. “In every sense, these are the mavericks of the labour market,” hesays. “Sometimes they change not only their jobs, but their occupation.They have talent. They have finance. They also have a lot of personal courageand are not afraid of taking risks. They are driven by fear of failure.” Employers are waking up to the problem and putting together ever morecomplicated incentive packages in a bid to hold on to their talented staff.”Free” shares with tough performance conditions attached, deferredbonuses that relate to performance for the current year while payment isstaggered over a longer period. In the words of Peter Kilgour, managing director, Towers Perrin UK,”The skill is to create these packages in such a way that a competitorwill have difficulty replicating them. Otherwise any rival who badly wants topoach your people will just buy them out.” Some employers try to heighten motivation and foster loyalty by requiringtheir executives to buy shares in the company. Known as a personal shareholderrequirement, this has long been a standard device in the US. According to recent research by consultants William M Mercer, 32 of the FTSE100 companies now require their executive directors to own a minimum number ofshares which typically ranges from one to five times their base salary. The idea is to give employees a sense of ownership, a personal stake in thebusiness. Damian Carnell, principal in the executive compensation practice,Towers Perrin, has reservations. “Asking executives to own shares is finewithin reasonable limits, but not if it deprives them of the opportunity tobuild up a diversified portfolio. Nor am I convinced that share ownershipguidelines always achieve their objective of improving performance andshareholder value. “If people are required to put a lot of their own wealth into acompany, it may even have a negative effect, by encouraging them to be morecautious than the business opportunities would properly suggest,” he says.No matter how clever a package you devise, he warns against the dangers ofpromising that incentives will transform people’s lives, a claim which is hardto substantiate, especially in the case of millionaires. So how do you motivateand hold on to someone who already possesses everything money can buy? “You have to find other ways. Love, interest, ambition, fear, guilt –all of the human emotions. If the employee leaves and the company hits a rockypatch, some colleagues might lose their jobs. That is the kind of dialogue youneed to engage in. Millionaires are people too.” Rajan’s interviews with the “stars” of finance have led him to thesame conclusion. Yet although he does not see money as a driver of behaviour,it plays an important role as a scorecard of success. Recognition is somethinghigh-fliers crave. They also like to create a legacy, make a genuine impact sothat they will be remembered long after they have left the organisation. Peter Kilgour makes a similar point when he identifies peer recognition andpublic acclaim as potentially powerful motivators. “It is no coincidencethat a lot of the most successful companies go in for awards, giving theiremployees the chance to prove they are the best in their field,” he says. “Giving them dependent teams can be another strong tool. Some of thesepeople enjoy taking younger employees under their wing and passing onskills.” Paradoxically, he believes that what drives top earners when they are fullyengaged is no different from the motivation of people in caring professions,which pay well below market value. “Such people have a sense of vocation, a calling, a broader goal or purpose.Their motivation goes beyond what they are paid. The same applies whenemployees align with the vision of an organisation. It is all about buzz,belief, culture. The things that retain millionaires are the same as for therest of us, but accentuated.” Mark Childs is director, global compensation and benefits development, atFidelity Investments. “For these people, job definition becomes rathermore fluid than many personnel managers are accustomed to,” he says.”They do not sit comfortably with job descriptions. Because of theirintellectual curiosity, they tend to enjoy internal consulting projects, movingfrom one thing to another, finding the complex and making itstraightforward.” This is something HR professionals have to take on board. “They see theworld differently from the HR people who are designing programmes for them. Youhave to listen and understand. And have sufficient grasp of the issues so youcan be robust in pushing back when their ambition runs away,” says Childs Another of their priorities is autonomy and space. “They like to beleft alone with minimum supervision, like the proverbial dog on a longleash,” says Amin Rajan. This is not without its dangers, however, as Chris Wathen, European partnerin the executive compensation practice of William M Mercer, explains, “Thedegree of relative freedom they have to get on with their business is veryimportant. But it poses quite a challenge to the employer, who has to achievesome sort of balance between their natural drive and desire to be in chargewith the need to ensure that they fit with the broader direction of thecompany,” he says. “Good entrepreneurs are often difficult to find, and there may be timeswhen an employer has to weigh up the advantages of securing the best person availableand giving him the flexibility he needs to grow the business against the riskof creating cultural strains.” Kilgour puts it more strongly. “Empowered leadership is vital. However,if the environment is too free and easy, these people may become quitedangerous. That is why they need some framework. The culture of theorganisation, the mores, the values – all of these are key,” he says. “Ironically they are also key to good business performance and toretention in general. If a company cannot retain its millionaires, you willoften find it has the same problem with staff at other levels.” The importance of culture is picked up by Rajan when he identifies quality”employer brand” as a major factor in employee retention. “Theythrive in a successful company, well-led and well-managed, which offers variedand interesting challenges and the stimulation of working with other talentedpeople. Talent begets talent,” he says. A prime example of a company with a vibrant culture is Microsoft, whichcounts around 10,000 US dollar millionaires among its 50,000 employeesworldwide. Bill Gates is famous for his ability to create an environment brimming withideas, relationships and information. Yet the last few years have not beeneasy. First it had to weather the dotcom challenge, now it is facing a differentproblem. Its employees’ wealth is largely tied up in stocks and, for the firsttime in the company’s history, the share price has fallen dramatically. Stockhas been reissued and modest pay rises awarded, but CEO Steve Bullmer has heldout against requests for more significant readjustments. “It is not about money, it is about excitement,” explains directorof people, profit and loyalty, Stephen Harvey. “We go out of our way tohire the right people. Then we work extremely hard to identify their strengthsand make sure they are engaged in what they are doing every day and in thecompany’s long-term vision,” he says. “In spite of the pressures of a tight market, my attrition rate is 2per cent. These people could double or even triple their earnings elsewhere. Sowhy do they stay? Because they love the dotnet strategy and where the companyis going. “The number one reason people leave is because the job is notstretching or challenging enough. The second is that they don’t like themanager. Pay and benefits come about sixth on the list.” One of the keys to this commitment lies in the company’s approach tointernal communications and knowledge sharing. Another is the buzz that comesfrom working with like-minded people. A third is the opportunity to focus oncreating new products, free from bureaucratic interference. “I passionately believe that most bureaucracy is in people’s heads.That is one of the reasons I took over HR,” he says. “I come from afinance background and I used to get very frustrated by the invisible policiesthat lurked in every corner. Whenever you tried to do something, another onewould pop up. We used to call it ‘HR handcuffs’. What I have done is to freethat world up and give people space to produce the best work of theirlives.” Work-life balance is often cited as another critical issue, although in thecase of Microsoft, the equation appears to be topsy-turvy. “The people we hire have a passion for technology, and they would spendall day here if they could. We actually have to persuade them to balance thingsout and give themselves space to enjoy their families and outsideinterests,” Harvey says. Not all high earners are as fortunate. Recent research conducted with 30European chief executives by the advertising company Ogilvy & Matherrevealed that many spend sleepless nights worrying about their personalperformance as leaders. Not only do they carry huge responsibility, they oftenfeel caught between the short-term demands of investors and their own long-termobjectives for the company. Some long for a quieter life with shorter, less stressful working hours – somuch so they are tempted to throw in the towel. So what is the solution to the HR dilemma? With so many variants dependenton individual circumstances and idiosyncracies, there is no single magicformula for success. Perhaps the closest you can come is to ensure you remainsensitive to each employee’s personal agenda. As Carnell points out,”Millionaires are people too.” Managing millionaires is a seminar at CIPD National Conference Harrogate,Wednesday 24 October 1400-1530. Fund management: New Skills for a New Age can be obtained from Create.Tel: 01892 526757. Five top sectors– A number of functions of the Cityhave always produced millionaires and will continue to do so. These includecorporate finance, private equity and fund management– In the long term, technology and telecoms offer significantgrowth opportunities – As senior executive pay continues to grow, traditionalbusinesses will spawn an increasing number of wealthy individuals– The pharmaceuticals and biotechnology sector looksparticularly promising. Despite hype which caused it to fall away in the shortterm, biotechnology remains the technology of the future– Cyclical industries are the first to suffer when times arehard and the first to bounce back when the upswing comes.Five ways to motivate millionaires– A stimulating environment– Varied work and interesting challenges– Autonomy and space– The opportunity to make a difference– Public recognition, including pay Rich pickingsOn 23 Oct 2001 in Personnel Today Comments are closed. Previous Article Next Article Related posts:No related photos.last_img read more

Canada to award single contract for AOPS, JSS ship support

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first_img View post tag: Royal Canadian Navy The government of Canada has announced the decision to combine fleet support contracts for two new ship classes to be built for the Royal Canadian Navy into a single one worth CAD$5 billion.Minister of Public Services and Procurement Judy M. Foote on Thursday launched an open competition  to provide in-service support, including refit, repair and maintenance and training, for the Arctic Offshore Patrol Ships (AOPS) and Joint Support Ships (JSS).The government said this contract would provide the best value to Canadian taxpayers, while supporting Canada’s shipbuilding industry.Combining the contracts for the AOPS and JSS In-Service Support (AJISS) under a single contractor will benefit industry by increasing workforce stability and benefit Canadians by reducing costs through economies of scale, the government reasoned.The AJISS contract will include an initial service period of 8 years, with options to extend services up to 35 years under an open and competitive process.Up to six Arctic Offshore Patrol Ships are being built by Irving Shipbuilding with delivery of the first vessel to the Royal Canadian Navy is scheduled for 2018.Seaspan’s Vancouver Shipyards will build two Joint Support Ships first of which is scheduled to be delivered in 2020/2021.Judy M. Foote, Minister of Public Services and Procurement, said: “The Arctic Offshore Patrol Ships and Joint Support Ships In-Service Support contract will provide work for the Canadian marine industry for the next 35 years. Our Government is creating stable middle-class jobs and generating economic growth from coast to coast to coast. At the same time, we are seeking new ways to make procurement work better for businesses and Canadians, in this case by having one support contract for both ships.” Authorities Canada announces bid to unify AOPS, JSS ship support contract July 22, 2016 Back to overview,Home naval-today Canada announces bid to unify AOPS, JSS ship support contract View post tag: JSS View post tag: AOPS Share this articlelast_img read more

COVID-19 Infects 11 More County Residents

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first_imgMIDDLE TOWNSHIP2763214 WOODBINE7192307 25 AVALON07 OCEAN CITY825111 37 DENNIS TOWNSHIP86151313 WEST WILDWOOD13 276 NORTH WILDWOOD49 TOTAL DECEASED Cape May County reported 11 more coronavirus cases on Sunday, but no new deaths.Altogether, the county has had 579 cases and 47 deaths, while 276 residents have recovered and are off quarantine, according to a press release.Following is a breakdown of the number of cases and deaths for each municipality in the county: WEST CAPE MAY12 WILDWOOD CREST49 CAPE MAY POINT0center_img WILDWOOD330 LOWER TOWNSHIP224633572026 UPPER TOWNSHIP23352 TOTAL RECOVERED Cape May County Department of Health has launched a COVID-19 dashboard on its website at www.cmchealth.net. The dashboard has the total number of cases in Cape May County broken down into different categories. The categories include cases by municipality, confirmed cases by date, cases by age, fatality by age, and cases in long-term care facilities compared to community cases.“Keeping our residents informed during this time is very important to Cape May County Department of Health. The dashboard makes it easier for residents to view the county’s total number of cases,” said Kevin Thomas, Cape May County health officer.Stay up to date on the current situation as it evolves. Some reliable sources include the COVID-19 24/7 hotline 211 or 1-800-962-1253, the Centers for Disease Control and Prevention at www.cdc.gov, the World Health Organization at www.who.int and the New Jersey Department of Health at COVID19.nj.gov. MUNICIPALITYACTIVE CASESREPORTED TODAYOFF QUARANTINEDEATHSLONG TERM CARE ACTIVE CASESLONG TERM CARE OFF QUARANTINELONG TERM CARE CENTER DEATHS TOTAL ACTIVE111 CAPE MAY CITY24 SEA ISLE CITY02 10 TOTAL CASES IN CAPE MAY COUNTY579 STONE HARBOR1 120last_img read more

Warburtons-owned Giles Foods confirms site closure

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first_imgGiles Foods has confirmed it is to close its bakery in Milton Keynes.As exclusively revealed by British Baker, the Warburtons-owned business announced in April that it planned to close the site with the potential loss of almost 220 jobs.At the time, Warburtons – which has just announced a £25m drop in overall turnover – said the move was a result of “significant ongoing challenges facing the business and is despite considerable time and financial investment”.Giles Foods has now confirmed the closure of the factory, which produces a range of own-label products including garlic breads, following a “full and meaningful” consultation with staff.“We have taken the difficult decision to close the Giles Foods bakery in Milton Keynes,” said a spokesman for Giles Foods. “Everyone impacted has been informed and we are now focused on supporting our people through this difficult time.”The bakery is expected to close this year, but the company has not confirmed a date. No other part of the Warburtons or Giles Food business is affected.In the most recent accounts filed at Companies House, which cover the 52 weeks to 26 September 2015, Giles Foods reported a loss before tax of £9.7m on turnover of £22.7m. The business stated it had lost “certain major contracts” over the period.Giles Foods was the first acquisition to be made by Warburtons, which bought the business in 2013.last_img read more

Dead Floyd And DeadPhish Orchestra Rock Classics At The Aggie [Video]

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first_imgThis past Friday night in Fort Collins, CO, fans packed Aggie Theatre to enjoy the music of the Grateful Dead, Pink Floyd, and Phish. Two bands, Dead Floyd and DeadPhish Orchestra, brought the heat to the town affectionately known as “Fort Fun” with a non-stop show of classics from the three heavy-weight acts.Both Colorado-based groups brought plenty of jam to the table, with a little dash of some uptempo funk to a few of the number played during the evening (i.e. “Dead Floyd during “Another Brick in the Wall Pt. 2,” seen below). They also played around with each other’s setlists, as DeadPhish Orchestra began both “Dark Star” and “Slipknot,” with Dead Floyd finishing the songs during their own set.DPO setlist consisted of Pink Floyd’s “Goodbye Cruel World,” a much welcomed “Lizards,” and a “Harry Hood > Bertha > Harry Hood”, the latter of which witnessed a “Goodbye Cruel World” refrain. All in all, a very creative set from the band out of Boulder.Highlights from the Dead Floyd set were a beautiful “Althea”, and a really well-played “Take It Back > Scarlet Begonias > Dark Star > Slipknot!” The lasers that the group brought along were a nice touch for the eyes to behold as the group went deep into some Pink Floyd numbers. “Pigs (3 Different Ones) > Not Fade Away” brought the evening to a successful conclusion as the crowd waltzed their way out onto the streets of “Fort Fun.”Check out some videos from the night below. All photos courtesy of Samuel Goldring.“Dark Star > Slipknot! > Happiest Days of our Lives > Another Brick in the Wall Pt. 2” “Not Fade Away”Dead Floyd Setlist – Aggie Theater – Ft. Collins, CO – 11/4/16Casey JonesFearlessAltheaDogs of WarMission in the RainOne Slip >Here Comes Sunshine >Take It Back >Scarlet Begonias >Dark Star >Slipknot! >Happiest Days of Our Lives >Another Brick in the Wall Pt. 2 >Terrapin Station >Run Like HellEncore:Pigs (3 Different One) >Not Fade AwayDark Star was Verse 2 only, completing the First Verse performed by Dead Phish Orchestra.Slipknot! completed unfinished Slipknot! from Dead Phish OrchestraRun Like Hell contained a Crosseyed & Painless JamDeadPhish Orchestra Setlist – Aggie Theater – Ft. Collins, CO – 11/4/16Goodbye Cruel World >My Friend My Friend >Help on the Way >Slipknot [1] >Tube >Franklin’s Tower >Tube >The Music Never StoppedLizards >Cumberland BluesWater in the Sky >The Wheel >Birds of a FeatherDark Star [2] >Harry Hood >Bertha >Harry Hood [3](Double-bill with Dead Floyd)[1] finished by Dead Floyd[2] 1st verse only DF played 2nd verse[3] w/ Goodbye Cruel World refrain “Pigs (3 Different Ones)”center_img Load remaining imageslast_img read more

‘Lend an Ear’ promotes community service

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first_imgSaint Mary’s students launched the Lend An Ear initiative to establish a way for Belles to provide companionship to the local homeless population, Lend An Ear club president and senior Fernanda Amado said.The initiative specifically connects Saint Mary’s students with the residents of Center for the Homeless, Amado said.Amado said fellow senior Christina Porter sparked the idea for the club and the initiative.“In our junior year we both took Professor [Terri] Russ’s public communication course,” Amado said. “Every Thursday, we would go to the Center and teach our residents about communication.  While there, we found that most of the residents wanted to share their experiences with us.  That is when Christina came up with the idea.”Porter said she first became interested in Russ’s course when she learned she could teach communication concepts to residents of the Center for the Homeless, building on her experiences working with impoverished individuals during high school. She said her time in the class inspired her to create a student group.“We noticed that the guests would sometimes use a lot of class time describing their experiences and the paths they have taken to end up at the Center.  It was apparent to us that they enjoyed us visiting and wanted to talk more,” Porter said. “We also realized that sometimes it can be hard for the guests to share their personal challenges and hardships with other guests because … others may not want to listen, because they too are burdened with problems.”Porter said she and her classmates developed this volunteering initiative out of a desire to continue the companionship among Saint Mary’s students and Center residents fostered by her public communications course.Russ said she is proud of her students and their work.“This program provides a wonderful opportunity for students to provide meaningful service to the Center for the Homeless, while also learning that those who are homeless are more similar to us than dissimilar,” Russ said.Amado said she feels an important take-away from her time volunteering at the Center is the realization that anyone can find themselves in a situation of poverty.“It doesn’t just happen to those with addictions, most of them led ordinary lives,” Amado said. “But the really important thing to take way is that these are good people.  As a society we tend to stigmatize the homeless.  We don’t like to go near them or we think poorly of them because we have been conditioned to be weary of them.”The structure of the initiative is centered on communication between the volunteers and the guests, Porter said.“[The initiative] … is a way for us to be a secure outlet to talk about their lives and their daily struggles.  Our job is to ‘lend our ears’ and to be a friend to them.  It’s important to acknowledge that homelessness does not discriminate and people of all backgrounds can end up in a facility like the Center for the Homeless,” Porter said.Amado said Lend An Ear volunteers must volunteer for at least one hour per week at South Bend’s Center for the Homeless, though more substantial time commitments are encouraged.Students may sign up to participate on the Lend An Ear OrgSync page, Amado said.Tags: Center for the Homeless, Christina Porter, Fernanda Amado, Lend An Earlast_img read more

Guatemalan Army to Gradually Retreat from Civilian Public Safety Tasks

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first_img Maj. Gen. Estrada Pérez: I don’t think so. In some areas, the drug traffickers take advantage of youths in gangs by distributing these weapons at low prices, and the gangs then become violent in one way or another. There is no direct or definite connection between the actions of gangs and those of drug traffickers. The Guatemalan Army depends on its Chief of Staff, who is responsible for developing and implementing all the policies and guidelines issued by the Ministry of National Defense and the General Commander of the Armed Forces, who is also the president. Major General Carlos Eduardo Estrada Pérez is the Guatemalan Army’s current Chief of Staff, and his role involves creating operational plans and training for Guatemala’s Army. Diálogo met with Major General Estrada during the XII Caribbean Nation’s Security Conference (CANSEC) 2015 held from January 20-23 in Nassau, Bahamas, where he discussed the main challenges that Guatemala’s Army currently faces. Diálogo: Does that mean that there may be a greater number of exchanges held between Guatemala and other Caribbean countries for information, joint military exercises, etc.? Diálogo: Do you mean that the Guatemalan Army will retreat from undertaking public safety activities by the end of 2016? Diálogo: Regarding your comment that Guatemala is a transit country and now also a storage warehouse, do you think that one of the consequences of this is the weapons that arms traffickers leave behind, that then fall in the hands of young Guatemalan gang members? Diálogo: Does that mean that there may be a greater number of exchanges held between Guatemala and other Caribbean countries for information, joint military exercises, etc.? Diálogo: What is your opinion on the current war on drugs by the Guatemalan Armed Forces? Major General Carlos Eduardo Estrada Pérez: The drug problem has been evolving and changing. They are very skilled in that sense, when we try to do something against the drug traffickers, they sprout in another area under a different mechanism. Guatemala has always been considered a transit area because of its geographical location, a place where the aircraft fuel arrives and where the fuel from vessels also arrives. So by definition, this makes us a transit area. But beyond considering the activities of the security forces successful; we have to understand that Guatemala has become not only a bridge, but also a warehouse. Lately, Guatemala has become a country that produces synthetic drugs. We have been seizing precursor chemicals often; we have been finding and dismantling secret laboratories. This is how we have handled drug trafficking and consequently, how Guatemala has been affected by it. Lastly, though on a smaller scale, but always present, is money laundering. These are the correlative effects of the drug trafficking activity in Guatemala. Diálogo: Do you mean that the Guatemalan Army will retreat from undertaking public safety activities by the end of 2016? Maj. Gen. Estrada Pérez: I don’t think so. In some areas, the drug traffickers take advantage of youths in gangs by distributing these weapons at low prices, and the gangs then become violent in one way or another. There is no direct or definite connection between the actions of gangs and those of drug traffickers. By Dialogo February 12, 2015 Diálogo: We know that drugs are a problem, especially for Central America. How has this problem really affected Guatemala? Maj. Gen. Estrada Pérez: The Constitution of Guatemala establishes that the Army is responsible for external and internal security, as derived from the Peace Agreements. So we began by strengthening our National Police Units. Within the Peace Agreements, it was established that the Army would not get involved in what corresponds to internal security, this being a public security matter. Following an increase in common crime, organized crime, and violent activities generated by drug trafficking, however, the security forces, in this case the National Police, has become overwhelmed. But, during the current term of [our] President Otto Perez Molina, the police have recovered, strengthened, and have increased in numbers. We are projecting that by next year, 2016; the Army will gradually retreat from the public safety activities. Maj. Gen. Estrada Pérez: We are attending on a special invitation from General John Kelly, commander of U.S. Southern Command, who recently visited Guatemala and invited us to attend this conference.It’s important for us to attend this conference where the Caribbean nations are integrating, coordinating, exchanging information, and cooperating. It is something we have had in Central America for many years through the Central American Armed Forces Conference that has been working very well. Maj. Gen. Estrada Pérez: We are attending on a special invitation from General John Kelly, commander of U.S. Southern Command, who recently visited Guatemala and invited us to attend this conference.It’s important for us to attend this conference where the Caribbean nations are integrating, coordinating, exchanging information, and cooperating. It is something we have had in Central America for many years through the Central American Armed Forces Conference that has been working very well. Diálogo: Regarding your comment that Guatemala is a transit country and now also a storage warehouse, do you think that one of the consequences of this is the weapons that arms traffickers leave behind, that then fall in the hands of young Guatemalan gang members? Diálogo: What is your opinion on the current war on drugs by the Guatemalan Armed Forces? Maj. Gen. Estrada Pérez: Yes. I would also like to add that the Army, as a military force, currently has a small participation in citizen security activities because three public safety squadrons have been created. So, we have public safety squads that are shaped by personnel who have already served in the military and others that have not, but go through a training period. These units are directly involved in supporting the National Police in public security tasks. Major General Carlos Eduardo Estrada Pérez: The drug problem has been evolving and changing. They are very skilled in that sense, when we try to do something against the drug traffickers, they sprout in another area under a different mechanism. Guatemala has always been considered a transit area because of its geographical location, a place where the aircraft fuel arrives and where the fuel from vessels also arrives. So by definition, this makes us a transit area. But beyond considering the activities of the security forces successful; we have to understand that Guatemala has become not only a bridge, but also a warehouse. Lately, Guatemala has become a country that produces synthetic drugs. We have been seizing precursor chemicals often; we have been finding and dismantling secret laboratories. This is how we have handled drug trafficking and consequently, how Guatemala has been affected by it. Lastly, though on a smaller scale, but always present, is money laundering. These are the correlative effects of the drug trafficking activity in Guatemala. Maj. Gen. Estrada Pérez: Possibly, because even though, for example, the Dominican Republic isn’t in Central America, it is also a member of CEFAC. This means that we, the four Central American countries that compose CEFAC [El Salvador, Honduras, Guatemala, Nicaragua], have a close relationship with the armed forces of several countries in the region. Maj. Gen. Estrada Pérez: The Constitution of Guatemala establishes that the Army is responsible for external and internal security, as derived from the Peace Agreements. So we began by strengthening our National Police Units. Within the Peace Agreements, it was established that the Army would not get involved in what corresponds to internal security, this being a public security matter. Following an increase in common crime, organized crime, and violent activities generated by drug trafficking, however, the security forces, in this case the National Police, has become overwhelmed. But, during the current term of [our] President Otto Perez Molina, the police have recovered, strengthened, and have increased in numbers. We are projecting that by next year, 2016; the Army will gradually retreat from the public safety activities. Diálogo: We know that drugs are a problem, especially for Central America. How has this problem really affected Guatemala? Maj. Gen. Estrada Pérez: Possibly, because even though, for example, the Dominican Republic isn’t in Central America, it is also a member of CEFAC. This means that we, the four Central American countries that compose CEFAC [El Salvador, Honduras, Guatemala, Nicaragua], have a close relationship with the armed forces of several countries in the region. How and why can this be??? In order for crime to increase, if they take away citizen security, what kind of security will we have left??? The police??? Corrupt accomplices of organized crime.. No thank you. A country without an army is like a mutilated human body with both arms cut off, why do we have to do what the foreign countries want in Guatemala when Guatemala is ours. Maj. Gen. Estrada Pérez: Yes. I would also like to add that the Army, as a military force, currently has a small participation in citizen security activities because three public safety squadrons have been created. So, we have public safety squads that are shaped by personnel who have already served in the military and others that have not, but go through a training period. These units are directly involved in supporting the National Police in public security tasks. The Guatemalan Army depends on its Chief of Staff, who is responsible for developing and implementing all the policies and guidelines issued by the Ministry of National Defense and the General Commander of the Armed Forces, who is also the president. Major General Carlos Eduardo Estrada Pérez is the Guatemalan Army’s current Chief of Staff, and his role involves creating operational plans and training for Guatemala’s Army. Diálogo met with Major General Estrada during the XII Caribbean Nation’s Security Conference (CANSEC) 2015 held from January 20-23 in Nassau, Bahamas, where he discussed the main challenges that Guatemala’s Army currently faces. Diálogo: Guatemala has historically participated in the Central American Regional Security Conference [CENTSEC], why are you participating in this year’s Caribbean Nation’s Security Conference [CANSEC]? Diálogo: Guatemala has historically participated in the Central American Regional Security Conference [CENTSEC], why are you participating in this year’s Caribbean Nation’s Security Conference [CANSEC]? last_img read more

HR Answers: How to increase frontline employee retention through engagement

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first_img continue reading » According to BalancedComp’s annual salary and incentive survey, the average employee turnover rates for banks and credit unions peaked at 19.7% in 2018. Unlike banking and tech firm competitors, credit unions are known for establishing and maintaining outstanding relationships with members, but there is opportunity to raise the bar even higher with a strategic focus on employees’ satisfaction.In fact, the key to lowering turnover is all about engagement. Research shows that organizations with higher engagement among employees experience less turnover. This is important because employee turnover proves costly for an organization when factoring in the money and resources required to attract and train new employees. Research has also revealed the strong correlation between employee engagement and an organization’s business outcomes that determine success, including productivity, profitability and member engagement.It’s obvious that engaged employees help their organization flourish, so credit unions should be open to and actively seeking ways to improve engagement among their own staff. Doing so allows employees to outperform their disengaged counterparts by 202%. ShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblrlast_img read more

Vodafone stays in Newbury

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