Howard Lake | 21 June 2007 | News 30 total views, 1 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis Tagged with: Celebrity Stars line up for Premier League “Creating Chances” AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis The Premier League today launched Creating Chances, a showcase of the huge amount of positive work that top-flight football does in the community, and for good causes and charities. The core element of Creating Chances is a new initiative called ‘Places for Players’, which will involve 200 Premier League players supporting a number of charities and good causes in September, raising awareness of and funds for the work that these organisations do. Over 400 good causes will benefit either by players getting involved in their work or from a £2,000 cash donation direct from the Premier League. Advertisement About Howard Lake Howard Lake is a digital fundraising entrepreneur. Publisher of UK Fundraising, the world’s first web resource for professional fundraisers, since 1994. Trainer and consultant in digital fundraising. Founder of Fundraising Camp and co-founder of GoodJobs.org.uk. Researching massive growth in giving.
The Children’s Trust, the charity for children with brain injury, has this week begun an integrated donor recruitment campaign using DRTV adverts and posters, a new initiative for the charity.The posters have already begun to appear on train panels in London and the South East.The campaign, entitled “step”, has been created by end-to-end agency WPN Chameleon. It tells the story of Tommy. Aged two, on a family holiday, he fell 50 feet from a balcony on to concrete. He He received rehabilitation at The Children’s Trust after the hospital had told his parents that he would never walk again.The advert is made entirely from home movie footage showing him before the accident and then his painstaking steps back to recovery.Amanda Burton, a Children’s Trust Ambassador has kindly agreed to provide the voiceover for the ad. The out of home posters pick up on the key “step” message of the campaign. Text response and regular giving are both being tested.[youtube height=”450″ width=”800″]https://www.youtube.com/watch?v=Ur0ThZqFAU0[/youtube] Howard Lake | 28 October 2014 | News AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis Advertisement The Children’s Trust uses DRTV and posters for integrated donor recruitment campaign Media has been planned and bought by JAA Media and the response handling is being organised by Reynolds Busby Lee and fulfilled by DTV Optimise. Text messaging is being managed by Cymba.Jess Thomas, Senior Individual Giving Manager of Surrey-based The Children’s Trust, said:“Tommy’s story is every parent’s worst nightmare, but accidents like this can happen to anyone. More than 40,000 children a year are left with a brain injury after an accident or illness. We want to dramatically increase the number of children we support with brain injuries and to do that need to increase our supporter base. This campaign is our first step to realising our ambitions.” 71 total views, 3 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis Tagged with: Advertising DRTV Individual giving About Howard Lake Howard Lake is a digital fundraising entrepreneur. Publisher of UK Fundraising, the world’s first web resource for professional fundraisers, since 1994. Trainer and consultant in digital fundraising. Founder of Fundraising Camp and co-founder of GoodJobs.org.uk. Researching massive growth in giving.
954 total views, 3 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis1 Big Society Trust changes name & appoints Sir Stuart Etherington as Chair Melanie May | 2 July 2020 | News 953 total views, 2 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis1 Big Society Trust is changing its name to The Oversight Trust – Assets for the Common Good, and has also appointed Sir Stuart Etherington as Chair.Big Society Trust was created in 2011 to oversee the work of Big Society Capital and its use of monies from dormant accounts to develop the social investment market.Since launch, it has seen its remit widen to include overseeing three more bodies subsequently created with funding from the English allocation of UK unclaimed assets:Access – The Foundation for Social Investment: focused on supporting charities and social enterprises through enterprise development programmes and blended finance.Fair4All Finance: focused on increasing financial resilience of people in vulnerable circumstances through access to fair and affordable financial products and services.Youth Futures Foundation: focused on initiatives to support young people furthest from the labour market into employment.This has prompted its name change to The Oversight Trust – Assets for the Common Good, while it has also appointed Sir Stuart Etherington (pictured), former CEO of NCVO, to chair the Trust. He takes over from Robin Budenberg who was Acting Chair.Sir Etherington and the existing Board will be joined by four new Board members: Clara Barby CEO of the Impact Management Project, Kevin Davis Group CEO of the Vine Trust Group, Helen England Vice Chair of United Response, and Andrew Rose Formerly CEO of Homes and Communities Agency, Infrastructure UK in HM Treasury and Global Infrastructure Investor Association.On his appointment, Sir Etherington commented:“I’m delighted to be taking the Chair of The Oversight Trust at this critical period. I should like to pay tribute to my predecessor, Robin Budenberg, for all his work on developing the Trust into its new role.” Advertisement About Melanie May Melanie May is a journalist and copywriter specialising in writing both for and about the charity and marketing services sectors since 2001. She can be reached via www.thepurplepim.com.
The Press and Publication Law amendments were widely criticized by the media when they were passed in 2012. While many media accepted the need for Internet regulation, they did not see the need for news websites to be licenced, regarding it as a restriction on online freedom of information and expression. Jordan bans coverage of teachers’ protests News Help by sharing this information July 9, 2014 – Updated on January 20, 2016 Jordan blocks access to nine more news websites News “We point out that the UN special rapporteur on freedom of expression specifically said in a report in May 2011 that there are no grounds for requiring online publications to be registered or licenced,” Reporters Without Borders added.In an open letter to King Abdullah on 18 June 2013, Reporters Without Borders voiced concern about the website blocking and urged him to repeal some of the draconian provisions of the amended version of the Press and Publication Law that had been promulgated by royal decree in September 2012.Jordan is ranked 141st in the 2014 Reporters Without Borders press index, seven places lower than in 2013. JordanMiddle East – North Africa Organisation News April 14, 2020 Find out more The blocking is based on the Press and Publication Law, as amended in 2012. Article 49 says that any site that publishing “news, investigations, articles, and commentary related to the Kingdom’s internal or external affairs must obtain a licence from the Press and Publication Department”.Under article 49, sites that fail to comply can be blocked by the Media Commission Commission without referring to any court. “The Jordanian government aims to use this licencing system to ensure that it controls the Internet and the information published on it,” said Reporters Without Borders assistant research director Virginie Dangles. “It must urgently repeal the Press and Publication Law provisions that are incompatible with Jordan’s international obligations.”7iber editor in chief, Lina Ejeilat, told Reporters Without Borders “We refuse to apply for a license because we believe this is a form of censorship and that websites should not have to obtain permission from the government to operate. The editor in chief has to have been a member of the Jordan Press Association for at least four years, a condition that is obviously very hard to meet.” Ejeilat added. “This licence is a way for the government to control the news reported by websites.”The eight other news sites that, like 7iber, were blocked on 30 June for “failing to meet the required conditions,” had filed applications for licences.The Media Commission gave similar grounds for the earlier blocking of 263 websites, including 7iber, on 1 June 2013. Like 7iber, some had since become accessible again after changing their URL. Licencing system again used to curtail online freedom of information A year after blocking access to 263 websites, Jordan’s Media Commission has blocked another nine news and information websites on the grounds that they failed to obtain the required licence.They include 7iber, a site that promotes free speech and media freedom, which had changed its URL after being blocked a year ago. August 12, 2020 Find out more Receive email alerts June 15, 2020 Find out more JordanMiddle East – North Africa Follow the news on Jordan Coronavirus “information heroes” – journalism that saves lives to go further News Two Jordanian TV journalists arrested after broadcasting criticism of lockdown RSF_en
June 8, 2021 Find out more Crédit photo: AFP to go further Help by sharing this information NSO Group hasn’t kept its promises on human rights, RSF and other NGOs say March 9, 2021 Find out more “Any let-up in pressure, any decision to compromise, would not only be a defeat for morality and the law, but would also be tantamount to giving the Saudi regime a ‘licence to kill’ and to imprison,” RSF secretary-general Christophe Deloire said. Saudi media silent on RSF complaint against MBS As Crown Prince Mohammad bin Salman uses the two-day G-20 summit that began today for his first reappearance on the international stage since journalist Jamal Khashoggi’s murder, RSF warns of the dangers of normalizing relations with Saudi Arabia, where at least 28 journalists and bloggers are currently detained. Follow the news on Saudi Arabia November 30, 2018 – Updated on February 25, 2019 RSF urges G-20 not to give Saudi regime a “licence to kill” or imprison April 28, 2021 Find out more Organisation Saudi ArabiaMiddle East – North Africa Condemning abusesInternational bodiesEvents ImpunityFreedom of expression RSF joins Middle East and North Africa coalition to combat digital surveillance Reporters Without Borders (RSF) calls on the leaders of the world’s 20 most powerful countries attending a two-day summit in Argentina not to normalize relations with the Saudi regime without getting significant concessions on respect for press freedom in return. “Democratic governments have a duty and an obligation to take action in order to obtain an international enquiry and to introduce press freedom in Saudi Arabia. This would mean the swift release of the 30 or so journalists and bloggers held arbitrarily without trial or serving unjust prison sentences for using their right to freedom of expression and opinion.” News News News RSF is calling for the creation of an international enquiry on the initiative of United Nations secretary-general Antonio Guterres so that appropriate sanctions can be taken against those responsible for Khashoggi’s murder. Saudi ArabiaMiddle East – North Africa Condemning abusesInternational bodiesEvents ImpunityFreedom of expression News Receive email alerts At least 28 journalists and bloggers are currently detained in Saudi Arabia, according to RSF’s tally. Some were arrested several years ago, under King Salman or his predecessor, King Abdullah. They include the blogger Raif Badawi, sentenced in 2012 to ten years in prison and 1,000 lashes for “insulting Islam.” Others were arrested during the crackdown launched in the autumn of 2017 by the current crown prince. They include three women – a journalist, a columnist and a blogger – who defend women’s rights. All were jailed without any official charge being brought against them. Most of the detained journalists are still awaiting trial. Saudi Arabia is ranked 169th out of 180 countries in RSF’s 2018 World Press Freedom Index. RSF_en
Linkedin Advertisement Facebook Sign up for the weekly Limerick Post newsletter Sign Up Twitter WhatsApp NewsBreaking newsHigh kicks at CocacobanaBy Guest Writer – November 21, 2013 706 WHEN ‘Cocacobana’ fans onto Lime Tree Theatre stage on Wednesday November 27, audiences will see a spectacle delivering all the bright lights and high kicks of a Broadway musical.“This show has something for everyone with a host of instantly recognisable musical numbers,” notes PRO Caroline Diffley, “Cocacobana, Just Arrived, Dancin’ Fool, Lets Go Steppin’, Ave Caramba, Bolero de Amor Sweet Heaven, El Brava and Who Needa To Dream – all round entertainment for the whole family”.Taking place over four nights in this 510-seat venue in Mary Immaculate College’s grounds, well known musical theatre faces are cast in this romance between Tony Forte (Michael O’Gorman) and Lola La Mar (Sadhbh McCoy).Production standards will be sky high, aided by choreographer Barbra Meany’s input for another production. Cecilian regular Brian Henry, cast as Sam Silver in this show, made the point to Arts page that the company has won four out of five AIM (Association of Irish Musical Society) awards in the past five years “and we have a very talented cast on all front. ‘Cocacobana’ is a great musical and we have a new director in Shane Farrell who has directed with Ennis Musical Society.“The cast is working well and heartened by such a buzz – we are surely making for glitz and glamour in these dark recessionary times”.According to Mr Silver, rehearsals for the cast of 30 have been ongoing since August; Shane Farrell is putting together a 10-piece orchestra to accompany the show. Ours to enjoy, transported to the hot Summer nights of New York and Cuba from Wednesday November 27 to Saturday 30, 8pm.Book in advance at bow office or on www.limetreetheatre.iePhoto: Mike O’Gorman with Leane Moloney and Taylor Dillon Previous articleAfter Dark – At the Brian Hogan fundraiserNext articleBooze fuelled kids on rampage Guest Writerhttp://www.limerickpost.ie Print Email
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AudioHomepage BannerNews Previous articleDonegal GAA Regional League Results 26/07/2020Next articleWins for Termon and Glenfin in Donegal Senior Ladies Championship News Highland WhatsApp Twitter RELATED ARTICLESMORE FROM AUTHOR Google+ Twitter Facebook Loganair’s new Derry – Liverpool air service takes off from CODA Facebook Pinterest Arranmore progress and potential flagged as population grows Community Enhancement Programme open for applications WhatsApp Nine til Noon Show – Listen back to Monday’s Programme Google+ News, Sport and Obituaries on Monday May 24th By News Highland – July 26, 2020 Pinterest Irish Pharmacy Union say medicine shortages a growing problem Important message for people attending LUH’s INR clinic The Irish Pharmacy Union says medicine shortages are a growing problem.This comes as a new survey from the Union found 97% of pharmacists reported an increase in shortages in the past 12 months.Many common medicines such as antibiotics and antidepressants are among those in short supply.IPU secretary general, Darragh O’Loughlin says it’s a major concern:Audio Playerhttps://www.highlandradio.com/wp-content/uploads/2020/07/oloughlin4pm.mp300:0000:0000:00Use Up/Down Arrow keys to increase or decrease volume.
Comments are closed. Related posts:No related photos. Previous Article Next Article It can be difficult to assess which employees under-perform and the reasonswhy they are not meeting their expected targets. But a guideline developed bysenior partner at Personnel Works Paul Kearns should help you pinpoint problemareasIf you or your organisation really want to take performance measurementseriously then there needs to be an agreed framework installed so that everyoneis working to the same blueprint. But I am not talking about common appraisal forms or the need for jobevaluation. The framework needs to encapsulate the company’s philosophy on performance,adhere to the principles of performance measurement and management andsimultaneously offer a practical basis for implementation.You might wonder what wonderfully sophisticated system could possibly fulfilall of these requirements. It is a framework that has been around for a longtime, and it is usually referred to as a frequency distribution curve. For thetime being I will refer to it as a normal, performance distribution curve, otherwiseknown as a bell shaped curve. One is shown overleaf.The performance measurement curveBut how do you construct a frequency distribution curve and what does ittell us? If you asked everyone in your organisation for their shoe size thetheory of probability suggests that they will range from very small to verylarge. If you actually charted the range of shoe sizes on the X-axis and thenumber of employees, of each size, on the Y-axis, there is a very good chancethat the curve would look like the one on page 22. Most employees would haveaverage sized feet and there would be a smaller number, at each extreme withvery small or very large shoe sizes. That is all a distribution curve does.I could go further and suggest that, whatever you measure, there is likelyto be a similar distribution curve – height and weight for instance. So, ifthis is a fundamental law, would it hold true for measuring the performance ofemployees?I asked one group of managers to score their staff on a simple one to 10 basis,just to see if it produced this curve. This was after having already given themguidelines that scores of less than three are indicating that an employee’sperformance is unacceptable and more than eight is a superior performance.An HR director, present at the time, was horrified that this was beingsuggested in a rather cavalier manner without using more sophisticatedmeasures. I was just about to suggest that there was no real harm in thisexercise when a senior manager sitting next to her smiled and said, “We dothis already, Paul is just asking us to put some actual figures on thesubjective assessments we have already made”.So it looks like the normal distribution assumption is sound. Consequently,the curve would suggest that, in any particular organisation, there are amajority of employees who come to work every day and do a reasonable, or atleast acceptable, job. A smaller number at the right of the curve are thesuperior performers and potential high-fliers and at the opposite end are thosewho do not even fulfil the minimum requirements of their job. This seems to bea reasonable reflection of reality.The performance management propositionFirst you have to find some measures which will enable you to produce thiscurve; secondly, regardless of the actual shape of this curve, what you need todo is shift it. This is represented in the diagram by the move from thecontinuous to the dotted line. All you then need do is work out how to shiftit.There is nothing new in this idea but its practical application is, for mostorganisations, revolutionary. Furthermore, performance deficiencies may notrest with the individual employee, but could equally be the result of poorprocess or simply bad management. Within every section of this curve there are a multitude of human resourceissues.Managing under-performanceMy usual advice, to anyone using the performance curve for the first time isto tackle the under-performers first. This does not mean that an organisationhas to become a brutal, hire- and-fire employer. But, by the same token, youshould not shy away from the whole issue of under performance either.If the desired outcome is a shift in performance then you need to work onthe causes of under-performance. First, identify the under-performers and thenput some effort into analysing the causes of under performance.Also, try to distinguish between lack of capability and lack of effort. Thisis the antidote to broad-brush, scattergun, organisational change initiatives.As with many things in organisational life, though, what appears to beobvious on paper is less so in practice. No organisation would want to admitthat it tolerates under-performance – especially if the shareholders wereasking. Yet, in reality, every organisation does accept a certain level ofunder-performance. So why is this apparent paradox so prevalent?One reason is operational pressure. Recruitment can be a very time-consumingactivity and, once a new employee is recruited, there is a reluctance to go throughthe whole palaver again, so soon.Hard-pressed managers, who need every pair of hands available, will put upwith under-performance simply because any extra pair of hands is better thannone. Some managers also follow the principle, “Better the devil youknow”, but this never was a brilliant management maxim.Obviously, when the operational pressures relax at a later date, the damageis already done. Not only will the employee now have some rights regardingtermination of employment, but there is also a build-up of emotional pressurethat tends to make the manager prevaricate about getting rid of them.Few managers actually relish the possibility of firing someone. Moreover, ifthis under-performer happens to work for an ineffectual manager then they maywell choose to transfer them to another team rather than become involved indismissal proceedings. Not all “under-performers” are bad employees though.Under-performance may be an issue simply because training is inadequate.There can even be a culture that accepts under-performance. Someorganisations believe employees are always worth another chance or do not wantto admit failure. They may also feel that they are sending the wrong signals totheir workforce. Companies such as IBM used to go even further and had a “noredundancy” policy for many years. But this led to such organisationalatrophy that their policy had to change.The most startling example of how simply and effectively this curve can beused was demonstrated when I received a call from someone who had been on oneof my public seminars. He introduced himself as the sales training manager fora large life insurance business. I had not spoken to him at the time of theworkshop, or since, but he told me that he had constructed the performancecurve and acted on my advice. He did this simply by asking the sales directorfor the current sales commission figures for the sales force, producing thedistribution curve, and then agreeing with the director where the lower(unacceptable) and upper (superior) cut-off points would be. He was ebullient on the phone and the reason for this was that he wasringing to tell me what a success it had been. In fact he quoted me salesimprovement figures of up to 24 per cent.I was intrigued to find out more, so he told me that he had listened, inparticular, to my advice to always focus attention on the lowest end of thecurve first. To this end he had designed a new training programme called the”under-performers initiative”. He sensed my shocked reaction to thenotion of stigmatising the under-performers and assured me that most of themwere quite willing participants in the programme. They wanted to continueworking for the company and had an obvious vested interest in improving theirsales and the commission they earned.Even more interesting was that once the successful figures were publicisedhe began to get inquiries from the superior performers on the curve. They wereso well motivated that they, too, thought they could learn something to theiradvantage from the under-performers programme. So much for the stigmatism ofunder-performance.There are no perfect answers in performance management but there are somevery good reasons why under-performance should be dealt with effectively, if anorganisation wants to aspire to become high-performing.I gave the advice to the sales training manager, to focus on theunder-performers first, because dealing with under-performers is likely toachieve the biggest, immediate payback. Also, under-performers are damaging tothe business. This may be through inefficiency, poor customer service or evenexposing the business to risk. Either way, eliminating poor performance isbound to have an immediately beneficial effect, so it is worth continuing.Probably the most serious consequence of failing to manage under-performanceeffectively, though, is that it undermines any attempt to encourage outstandingor superior performance. How can you expect performance improvement fromacceptable or superior performing employees when they can see the issue ofunder performance being side-stepped?Acceptable performersAs Napoleon said, when asked why he had executed some of his own generals,it was “pour encourager les autres”. This is the other, beneficialby-product of dealing with under-performance. When the organisation starts to send clear signals about what is anacceptable level of performance it has two simultaneous effects on the bulk ofthe employees. They can now see that they do not have to carry passengers anylonger and, by definition, their own performance has openly been recognised asbeing of an acceptable standard. This is desirable as both of these aremorale-boosting.Similarly, those who are on the borderline of acceptable performance will bein no doubt as to where the organisation is heading and what it might mean forthem if they do not start to improve. Superior performersSuperior performers are a very different proposition. They are alreadyhighly self-motivated. They are more likely to be ambitious. If their performance is to be managed maybe they are just waiting for anopportunity to excel. This could simply be a case of giving them more of a freerein or an opportunity to shine.In this group there may be reward issues or the re-designing of roles.Perhaps the high performers can mentor or coach the under-performers.Despite my normal suggestion of starting with under-performance there arealso compelling arguments for focusing on superior performers. If these are thebrightest, most innovative stars they could be the source of enormous addedvalue as long as their potential is tapped.Perhaps the biggest question for the largest organisations is are yougetting the full potential out of these people?Starting to produce the performance distribution curveWithout actual performance measurements, though, all of this is just anacademic debate – it’s great in theory but question- able in practice. If youcannot measure performance you cannot manage performance. This was one of ourfounding principles. So you need to start measuring now.The best way to start measuring performance is not to be too much of apurist. Sir John Harvey-Jones was absolutely right when he said that “bestis the enemy of good”. If this is a new technology then you have to trywalking before you start to run. A simple measurement system is all you need toget moving.By Paul KearnsThis is an edited extract from Measuring and Managing Employee Performance:A Practical Manual to Maximise Organisational Performance Through People, byPaul Kearns, Financial Times/Prentice Hall. ISBN 0 2736 4998 1. Price: £49 How do you measure up?On 21 Mar 2000 in Personnel Today
Related posts:No related photos. Comments are closed. What’s cache?A temporary file in which a browser saves the pages it has accessed on the Web. It’s designed to speed up your browsing – checking whether it holds a particular page in its cache when you point your browser to the site. For instance, you will have noticed how quickly you can move around a site using the Back and Forward buttons – this is because the pages are held in the cache. Altering some of the settings of your cache can speed up your browsing. How you do thisDepends on which browser you are using (Internet Explorer, for instance, calls its cache “Temporary Internet files”). If possible, ask your systems department to check or specify the size of your cache to speed up your browsing.What you can do to helpIf you find your browsing getting ever slower, you can help by emptying your cache. If you’re using Explorer, go to Temporary Internet Files (find it under Tools and Internet Options) and click Delete Files (on a Mac, you will see an Empty Now button). If you’re using Navigator, go to the Cache dialogue box in Preferences and click Clear Memory Cache and Clear Disk Cache. Make good use of itTo revisit a web page you’ve already looked at, go direct to your cache. Using Internet Explorer, go to Tools, then Internet Options and General, where you can click Settings and View Files. Using Navigator, go to File, Open Page, and click Choose File to see Cache and view your pages. Previous Article Next Article e-business toolbox: checking your cacheOn 10 Oct 2000 in Personnel Today