NewsLocal NewsWillie’s white elephantBy Alan Jacques – April 17, 2015 637 TAGSFianna FáilHorizon MalllimerickWillie O’Dea TD RELATED ARTICLESMORE FROM AUTHOR Vanishing Ireland podcast documenting interviews with people over 70’s, looking for volunteers to share their stories FIANNA Fail TD for Limerick, Willie O’Dea, revealed that while there will be welcome jobs created during the construction phase of the Horizon Mall development, he shares the concerns of many regarding the potential negative effect it will have on the city centre. “I am also concerned that the development will not be completed by the prescribed timeline of August 2016 and could end up as another ‘white elephant’ just like Coonagh Cross shopping,” Deputy O’Dea told the Limerick Post. Linkedin Limerick Artist ‘Willzee’ releases new Music Video – “A Dream of Peace” Advertisement Print WhatsApp Facebook WATCH: “Everyone is fighting so hard to get on” – Pat Ryan on competitive camogie squads Predictions on the future of learning discussed at Limerick Lifelong Learning Festival Previous articleSarah Jane’s general election bid to put Limerick firstNext articleRural areas hit by fuel thieves Alan Jacqueshttp://www.limerickpost.ie Email Limerick’s National Camogie League double header to be streamed live Twitter Limerick Ladies National Football League opener to be streamed live
Promotingbest training practice across five restaurant brands is no mean feat. LucieCarrington reports on the approach taken by Whitbread’s learning anddevelopment director Alison ClarkeMakingsure that good ideas and methods are not confined to one section of thebusiness is a major preoccupation for most organisations. The restaurantdivision of Whitbread decided to tackle this head on and last year set to workon a massive learning and development strategy to share best practice acrosstheir five different brands.“Weare bringing together many talented people across the brands and creatingsomething unique within the industry,” says Alison Clarke, divisional directorof learning and development.It’sunique because branding is what the business is about. Whitbread owns five mainbrands: Beefeater, Brewers Fare, TGI Friday’s, Costa Café and Pelican, whichconsists of Café Rouge and Bella Pasta. ABeefeater experience is designed to be different from a Café Rouge experience –both for customers and employees. But Clarke and her learning and developmentteam are pulling together common recruitment, induction and management trainingprogrammes, which they believe, can meet individual brand as well as corporateneeds. Theirstrategy has come out of a major company reorganisation. Over the past year,Whitbread has sold its interests in brewing and pubs, and introduced a matrixmanagement structure. Within the restaurant division, brands are no longerentirely independent and many of the senior managers, including Clarke, nowhave two roles – a brand one and a central one. Clarke’s“other job” is as HR director for the largest brand – Brewers Fare. She movedthere at the time of the reorganisation last September, having spent 14 monthsas HR director of the Pelican brand. It was her decision to add training to herbrief.“Ihad a feeling that learning and development was going to be the most strategicpart of HR,” Clarke says. There are, she insists, only occasional conflicts ofinterest between her two roles.CentralteamAsL&D chief, Clarke has pulled together a central team to spearheadcross-brand solutions. Jo-Anne Miller is currently learning and developmentmanager, operations, within the division, but was group training manager forthe Pelican brand. LynnThompson-Lee joined Whitbread 11 years ago. At the time of the restructure shewas training manager for the Beefeater brand, but she now works as a projectmanager on the division’s First 90 Days programme. Her fellow project manageris Grace Coleman, who recently joined Whitbread from Marks & Spencer.Theyare not working in isolation. A team of regional L&D specialists keeps themin touch with local needs, and each brand has a link person on the centralL&D team. Thereare two central planks to the shared development strategy – the First 90 Daysinduction framework and a centralised programme of legislative training. Thislatter programme covers issues such as health and safety, food hygiene andlicensing laws. There were clear economies to be gained from bringing thisunder one umbrella. Every brand has to comply with the same laws. So, the wholelegislative programme has been outsourced to a single provider. TheFirst 90 Days programme is run in house. It is aimed at frontline staff, whomWhitbread calls team members, and unit managers. With up to four in 10 recruitsto the industry leaving within the first three months, getting people throughthat first 90 days is critical. “Wehad tried it before,” points out Miller. “But because of the way the companywas structured and brands acquired, it didn’t work.”InductionprojectFirst90 Days is the working title for an induction project that is still evolving.Most of the work that has been done so far has been aimed at unit managers. Anew leaders’ welcome programme was introduced eight months ago for anyone newto Whitbread management. It is now running across the brands.Itstarts with a two-day programme designed for anyone from any brand. On thefirst day, participants are introduced to Whitbread Restaurants as an employer.New leaders learn about different brands, the jobs they will be doing asmanagers, the people they are responsible for and accountable to. “It’sa very powerful programme because it gives new managers an opportunity to findout what the business expects from them and that job,” Miller says.Thesecond day is devoted to helping managers draw up their personal learningplans. These are based on their own assessment of their strengths anddevelopment needs. They take the initial plan back to their line managers andbetween them agree a final plan and learning processes. These could includecourses, coaching or perhaps secondments.Behindthe welcome exercise the L&D team have put together a managementdevelopment programme of six modules. It’s based on Whitbread’s managementcompetencies, which are grouped into five areas including leadership, workingwith people, and drive for results. New leaders can pick and choose whicheverbits they need. Theaim of First 90 Days is to be as flexible as possible, while recognising thecore skills the division and brands need their managers to have. “At the momentthese are being delivered in a course format. But we are looking at othermedia,” Miller says. However,First 90 Days is not introducing lots of new training tools and techniques.Instead the project team is making a point of using the good things that arealready going on within brands. “It’sabout pulling together existing best practice. Different brands have things inplace that work for them,” says project manager Grace Coleman.Clarketakes up the baton. “In the old way of doing things there was the mostfantastic best practice within brands. For example TGI Friday’s was up fortraining awards. But we were missing out on sharing that,” she says.SteeringgroupThedesire to share good practice stretches beyond the division. Clarke is part ofa corporate learning steering group. Once a month senior learning anddevelopment managers from across the plc meet to exchange news and information.Now that Whitbread has sold its pubs and inns it has become a much smaller, butarguably more focused group, Clarke says.Shecites several reasons why sharing good practice is such a great idea. To startwith there are some economies of scale to be gained – as in the legislativeprogramme. “In the old world there was a huge amount of duplication,” Clarkesays.Butthere are more strategic motives behind the change too. The whole issue ofretention is high on the agenda. The division employs 35,000 people andturnover is high – as in any restaurant business in the UK. But Whitbread wantsto be sure it can hold on to the best. SoFirst 90 Days is about positioning the firm as the employer of choice withinits market. “We know that Generation X is going to decide to join us or notbased on whether we have the capacity to learn and grow,” Clarke says.CompetitiveedgeIt’salso about Whitbread restaurants gaining the competitive edge in its broadestsense. Clarke talks a great deal about renewal and the importance of staff –especially managers – being able to renew their skills. “We have a verycompetitive market, which is at best flat,” Clarke says. “We have to be thebest and be able to create new brands for the market. And if people can’t learnand keep recreating themselves then they won’t be competitive.”However,reaching the nirvana of renewal requires significant cultural change. With1,500 units to reach, managers are Whitbread’s key players here. Recognisingthis, Whitbread has set up what it calls its Enabling Leadership programme –open to all managers who have got beyond First 90 Days.Itseems to be more of a philosophy than a training and development programme. “Weare moving from saying, ‘I’m a manager, let me show you how clever I am’ to‘I’m a leader, let me show you how clever you are’,” Clarke says. Muchof this is delivered on the job through coaching and secondments. But theL&D team is also introducing action learning sets. And a link with theInternational Management Centres Association is designed to provideparticipants in Enabling Leadership some form of accreditation towards acertificate or diploma in management studies, or even an MBA.“Weare not just thinking about the people who will lead today, but also ourleaders of tomorrow,” Clarke says.BranddevelopmentThroughall this, Clarke and her team insist that the brands and their needs remainparamount. This means consulting with brands at every turn, says LynnThompson-Lee, and talking their language – whether its colleghi in Costa Coffeeor the “can do” approach of TGI Friday’s.Thecommonality is the approach, Clarke says. She cites the example of branddevelopment. “So many businesses see refurbishment as a lick of paint and a newsign. We see it as new style, new service quality and new behaviours,” shesays. Withthis in mind, she has introduced a brand development role to the L&D team.Someone with L&D expertise can sweep in, identify potential trainers withinthe brand and eventually hand the learning side of rebranding over to them.Sowho do people work for when they join a Whitbread restaurant: the unit, thebrand, the division or the plc? Clarke and her colleagues have chewed severalpounds of fat over this. “Inthe end we decided that team members must decide for themselves,” Clarke says.“If we are talking about vision, mission and values, then we want that to bebrand-, even restaurant-specific. But, ideally we want people to feel that theybelong to Whitbread too – as I do.”Clarkeserves top tips on best practice at work–Involve brands at every stage– Use best practice – Create brand champions to drive activity– Protect brand integrity– Make learning integral to the way your people work– Think about who owns the learning Comments are closed. Recipes for sharingOn 1 May 2001 in Personnel Today Previous Article Next Article Related posts:No related photos.
Bryophytes are unable to control tissue water content although physiological adaptations allow growth in a wide range of habitats. Carbon isotope signals in two mosses (Syntrichia ruralis and Chorisodontium aciphyllum) and two liverworts (Conocephalum conicum and Marchantia polymorpha), whether instantaneous (real-time, Δ13C), or organic matter (as δ13COM), provide an assimilation-weighted summary of bryophyte environmental adaptations. In mosses, δ13COM is within the measured range of Δ13C values, which suggests that other proxies, such as compound specific organic signals will be representative of historical photosynthetic and growth conditions. The liverworts were photosynthetically active over a wider range of relative water contents (RWC) than the mosses. There was a consistent 5‰ offset between Δ13C values in C. conicum and M. polymorpha, suggestive of greater diffusion limitation in the latter. Analysis of a C. aciphyllum moss-peat core showed the isotopic composition over the past 200 years reflects recent anthropogenic CO2 emissions. Once corrected for source-CO2 inputs, the seasonally integrated ∆13COM between 1350 and 2000 AD varied by 1.5‰ compared with potential range of the 12‰ measured experimentally, demonstrating the relatively narrow range of conditions under which the majority of net assimilation takes place. Carbon isotope discrimination also varies spatially, with a 4‰ shift in epiphytic bryophyte organic matter found between lowland Amazonia and upper montane tropical cloud forest in the Peruvian Andes; associated with increased diffusion limitation.
Budget News, Jobs That Pay, Minimum Wage, Press Release Governor Tom Wolf is building on his commitment to help hardworking Pennsylvanians. Today, the governor joined legislators and workers to renew his call to raise Pennsylvania’s minimum wage to $12 an hour with a pathway to $15. Later this week, the governor’s plan to extend overtime pay eligibility to 82,000 more workers will be considered by the state’s rule-making board.The General Assembly has not passed a minimum wage increase in more than a decade, despite wide public support and many Pennsylvanians working full-time and multiple jobs but still unable to afford their lives.The governor’s proposal would give a direct wage increase to 1 million workers, provide better financial stability for women, rural and tipped workers, enable thousands of people to work their way off public assistance and grow the economy for everyone.“There’s momentum to finally raise the wage, but momentum in the Capitol doesn’t put food on the table in workers’ homes,” said Governor Wolf. “Too many workers are still struggling to get by because Pennsylvania hasn’t raised the minimum wage in more than a decade. The cost of living goes up and Pennsylvanians wait as 29 other states, including all of our neighbors, raised the minimum wage for their workers.”“Pennsylvanians shouldn’t earn less than workers in West Virginia, Ohio, or New Jersey for the same job. We are a state known for our tremendous work ethic, but when jobs don’t pay enough, people can’t afford basics like food, housing, childcare and transportation. That should be unacceptable to all of us. Hardworking people deserve the dignity of being able to support themselves.”Pennsylvania’s minimum wage has been stuck at $7.25 an hour since 2009, the minimum wage allowed by federal law. A full-time, year-round minimum wage worker earns only $15,080 annually, less than the federal poverty threshold for a family of two. Twenty-nine states have a higher minimum wage and 21 states are increasing the wage floor this year.The governor’s proposal raises the minimum wage to $12 an hour on July 1, 2020 with annual 50 cent increases until reaching $15 an hour in 2026. When workers are paid fairly, fewer people will need public assistance. At $15 an hour, nearly 93,000 adults will leave Medicaid and the workers will generate more than $300 million in state tax revenue in 2026.The governor was joined at a Capitol press conference by Sen. Christine M. Tartaglione, minority chairwoman of the Senate Labor & Industry Committee, and Rep. Patty Kim, both champions of raising the minimum wage.“The unwillingness of Pennsylvania House leaders merely to consider our bipartisan minimum wage legislation is a sad commentary on their commitment to the working people of the Commonwealth,” said Sen. Tartaglione. “Senate Bill 79 is a product of good-faith collaboration and compromise, a process in which all stakeholders were heard, and perspectives considered. It represents what we can achieve as a legislature if we focus on the practical needs of our constituents. Instead, regressive ideologies and nebulous special interests seem to be calling the shots. As a result, millions of low-wage Pennsylvanians continue to suffer.”Raising the minimum wage will improve the economic security of women and is a step toward closing the gender pay gap. Six in ten workers earning less than $12 are women. Additionally, 30 percent of workers getting a boost in pay are age 40 or older, which refutes harmful stereotypes by making clear that hundreds of thousands of adults are stuck making poverty wages. Further, it dispels the harmful myth that low-wage workers are mostly teenagers. All low-wage workers, no matter their age, would benefit from a minimum wage increase and deserve to be paid a living wage“I’m grateful that Governor Wolf has once again included a living wage for Pennsylvanians as a budget priority,” said Rep. Kim. “We can’t sit back for another year and watch other states lead on minimum wage. We have lagged behind for too long while workers are working longer and bringing home less. Let’s lead on this important issue that will help hundreds of thousands of families stop the paycheck-to-paycheck lifestyle. Let’s reward hardworking people and raise the minimum wage to $12 per hour.”Rural workers will also benefit from an increase in the minimum wage. The highest percentage of workers getting a raise are in 29 rural counties. Raising the wage will make the paychecks of hardworking rural workers more competitive with jobs in cities and the suburbs.In 2018, the governor signed an executive order raising the minimum wage for commonwealth employees under the governor’s jurisdiction to $12 an hour with a pathway to $15 by 2024. Today, the minimum wage for state workers is $12.50.“Waiting more than a decade for a minimum wage increase is too long,” said Governor Wolf. “The public overwhelmingly supports raising the wage and it’s time for Harrisburg to listen. The legislature must stand with workers and raise Pennsylvania’s minimum wage.”New Overtime RulesIn addition to fighting for a minimum wage increase, more than 82,000 workers will get the pay increases they deserve if new overtime rules submitted by the Wolf Administration are approved by the Independent Regulatory Review Commission (IRRC) on Jan. 31. That is in addition to the 61,000 Pennsylvania workers who became eligible for time-and-a-half pay when new federal rules took effect Jan. 1 for workers earning less than $35,568.The governor’s proposal would require overtime pay to most full-time salaried workers in executive, administrative, and professional jobs if they make less than $45,500 by 2022. With the combined rule changes, an estimated 142,000 more workers will be eligible for time-and-half pay compared to last year. Gov. Wolf Proposes Minimum Wage Increase for Sixth Time SHARE Email Facebook Twitter January 28, 2020
Facebook Twitter Google+ Published on November 20, 2014 at 12:20 am Contact Jesse: [email protected] | @dougherty_jesse By the end of his junior year at Roselle Catholic (New Jersey) High School, Tyler Roberson was ranked as one of the top 30 players in the country. But just a season before, he wasn’t rated as a top-15 player in Union County, New Jersey.“He didn’t really have a high level of skill in terms of ball-handling, shooting, passing,” said Dave Boff, Roberson’s head coach at Roselle Catholic. “ … He hadn’t taken that next step. He was a long, lanky 6-8 post player as a sophomore.“As a junior, he was a 6-9 guy that could play multiple positions that had skills on the perimeter and in the high post.”The latter is the player No. 23 Syracuse (2-0) is looking to utilize as it heads into a matchup with California (2-0) in the semifinals of the 2K Sports Classic in Madison Square Garden on Thursday. The Orange and Golden Bears will tip off at 9 p.m., and Roberson will continue a familiar growing process as a sophomore starter for SU. AdvertisementThis is placeholder textAt Roselle Catholic, Roberson crawled out of the paint and expanded his offensive game, which pushed him onto the recruiting map. Now the Orange is expecting him to refine that expanded game so he can contribute to an offense that needs more than just Rakeem Christmas, Chris McCullough and up-and-down guard play.“The coaches have told me they just want me to be more aggressive,” Roberson said. “I’m still getting comfortable but it feels like I’m getting there.”After averaging 2.2 points in 8.1 minutes per game last season, Roberson has started at forward in each of the Orange’s first two contests this year. But he played just 16 minutes in SU’s win over Hampton on Sunday, even as Christmas and McCullough picked up four fouls and the Pirates pounded the ball into the paint. Six players, two off the bench, played more than 20 minutes, and SU head coach Jim Boeheim said that Roberson’s minutes were reduced because forward B.J. Johnson was a better fit against Hampton’s matchup zone. Yet Roberson looked hesitant to shoot, was slow rotating in the back of the zone and wasn’t given the chance to work out the kinks. “The more minutes he gets, the better you’re going to see,” said Sandy Pyonin, Roberson’s coach with the New Jersey Roadrunners AAU team. “He has the skills and athleticism and size to be a great basketball player, if they let him go you’ll see it. “It’s a matter of what they want from him and if they want to let him go.”Boff said Roberson fits well at power forward but also plays the perimeter well. Pyonin was quick to call Roberson a natural small forward that can also play shooting guard, saying that he’s worked tirelessly on his 3-point jumper and has a future as a face-up player. And in the early going, it’s clear Syracuse is asking for some combination of those three spots. When teams have played zone, Roberson sits in the high post on offense, where he swished back-to-back 15-foot jumpers against Kennesaw State and where he started his drive for a game-sealing and-one against Hampton. With teams playing man, Roberson steps out to the perimeter to create space for Christmas and McCullough, and has made just one of six shots from outside the paint so far. “A guy like Tyler can really help us,” SU guard Trevor Cooney said after the Hampton win. “His 15-foot jumper opens up stuff on the perimeter and his ability on the perimeter gives us room inside. I think he’ll get going and it will jumpstart the offense when he does.”When Pyonin first brought Boff to Roselle Catholic, Roberson had the size and natural ability to play at the Division I level. But it wasn’t until he extended his offensive game beyond the paint and grew familiar with Boff’s system that he blossomed into a player who received offers from Syracuse, Kansas and Villanova, among other schools. Now he’s nestled into the Orange’s starting lineup and has another coach, system and team to adapt to.“I think right now he’s still a little tentative to make some plays that I think he can make at that level,” Boff said. “But I think that will come with time.” Comments