Barringtons Media Centre

Parents bullying teachers

admin — Fri, 18 May 2012 00:21:59 +0000

The SMH has reported that more than 80 per cent of 2500 teachers and school staff say they have been bullied by parents, according to research in a new book by three academics, Deirdre Duncan, Dan Riley and John Edwards. Teachers are increasingly being bullied, yelled at, and in rarer cases, physically assaulted by some assertive parents who believe they have an ”inalienable right to scream and demand things for their children,” the NSW Teachers Federation says.

They say the bullying of school staff by parents (and others including principals) is a ”dark side” of schools, ignored because schoolyard bullies attract the most publicity….

Learn about Barringtons Online Dealing with School Bullying Course here.

Source and read more.

Blayne Webb, Director, Barringtons

$40m computer contracts Fraud at Woolies

admin — Fri, 18 May 2012 00:07:48 +0000

The SMH has reported on former Woolworths employee David Wills who sent a stream of inside information to particular companies to ensure they won nearly $40 million worth of computer contracts in return for $3.7 million in kickbacks

The former general manager of information services at Woolworths, David Wills, is on trial in the Downing Centre District Court on 24 charges, including fraud, money laundering and fabricating evidence to mislead a tribunal.

Source and read more here.

Learn about Barringtons Investigations Services here.

Blayne Webb, Director, Barringtons

US News – Is Your Employee Background Screening Process Illegal?

admin — Thu, 17 May 2012 01:31:53 +0000

Ninety-two percent of employers subject job candidates to criminal backgrounds investigations in order to combat theft and fraud, address concerns about workplace violence, and meet state and local laws, like licensing requirements or those requiring background checks for particular positions. However, whether employers can make personnel decisions based on a criminal record often presents a complicated legal issue that implicates state and federal law. A new set of guidelines issued by the Equal Employment Opportunity Commission (EEOC) indicates that an employer’s good reason to employ criminal background checks may not be enough. The EEOC’s new guidance clarifies the agency’s long-standing policy on employers’ use of criminal background checks in hiring decisions. Hiring decisions that treat criminal history information differently for different applicants based on their race or national origin is obviously discriminatory, but the report makes clear that even general hiring policies related to criminal history may be discriminatory. The EEOC ultimately says that hiring policies that exclude candidates based on criminal history should be job related and a business necessity. The guidelines offer employers some best practices for using criminal background checks and information about criminal history in hiring policies and hiring decisions. They will need to treat arrests and convictions differently, as well as eliminate general hiring policies or practices that exclude candidates from employment based on any criminal record and replace them with narrowly tailored written screening practices that consider the nature of the job, the nature and gravity of the criminal conduct, and the time elapsed since the conduct. This kind of individualized assessment in the hiring process allows candidates the chance to explain a criminal history report before they are rejected outright. The guidance explicitly states that federal law trumps state and local laws, which may create a conflict for employer depending on a state’s specific licensing or permitting laws for electronic security providers.

From SecurityInfoWatch.com (05/08/12) Pritchard, Eric

Learn about Barringtons Vetting Services here.

Allen Barry, Executive Director, Barringtons

US News – Risk of Violence in Government Workplace Examined

admin — Thu, 17 May 2012 01:27:28 +0000

The Merit Systems Protection Board (MSPB) has found that all federal organizations are potentially at risk for workplace violence. The finding comes after the release of statistics showing that both state and local governments also experience higher rates of workplace violence. The MSPB initially believed that governments at all levels saw a higher risk of violence because of locations in high crime areas, interactions with angry or violent members of the public, and because they often hold high-value items. However, according to their initial results, “These groups are certainly at risk, but all federal organizations can be affected by workplace violence since one of the most common perpetrators of violence in the federal workplace are federal employees.” The source of the violent outbursts were found to be caused by conflicts with other employees or supervisors as well as conflicts with members of the public or incidents outside of the workplace. Based on these findings, the MSPB said that federal agencies may want to put in place procedures designed to prevent and respond to potential violence by employees.

From Washington Post (05/15/12) Yoder, Eric

Learn more about Barringtons Online Workplace Bullying Training here.

Allen Barry, Executive Director, Barringtons

Global Fraud Trends – 5% Revenue lost – Median loss $140,000

admin — Thu, 17 May 2012 00:19:49 +0000

Fraud Examiner magazine has released its 2012 Report to the Nations – Key Findings and Highlights on Occupational Fraud

Survey participants estimated that the typical organization loses 5% of its revenues to fraud each year. Applied to the estimated 2011 Gross World Product, this figure translates to a potential projected global fraud loss of more than $3.5 trillion.

The median loss caused by the occupational fraud cases in our study was $140,000. More than one-fifth of these cases caused losses of at least $1 million

Read full report here.

Learn more about Barringtons Fraud Investigation Services here.

Blayne Webb, Director, Barringtons

Pros and Cons of Appointing in a “Specific Project” Manager

admin — Wed, 16 May 2012 23:44:40 +0000

HR daily contributor Richard Dunks from Vantage Performance makes some good points about when, why and how you might use an interim manager. Occasions when you might bring in an interim manager include to lead a specific project, manage a crisis, address a short-term need for a certain skill set, or transform a business.

Because many skill sets are quite specialised, companies would prefer the person in charge of that particular project to have done it a multitude of times. Getting the right people in the right roles, even if it is for a finite period of time, makes more commercial sense

Appointing an existing staff member based on their managerial rather than technical skills is an option but if you don’t get it right, it can blow out on cost and time and can be the undoing of the employee in charge. An in-house manager could also lack objectivity – tough decisions may need to be made within that organisation and if intimately involved in the business and is close to the business,they may find that difficult. With no emotional attachment, those decisions can be made more easily.

Appoint interim managers as early as possible in the planning process. Unfortunately, sometimes the decision to appoint a specialist manager only occurs after a project or change has commenced and floundered.

Interim managers need to be high-achieving, proven business leaders, capable of stepping into critical roles at short notice. During the hiring process heavily scrutinise their technical ability and specific examples of demonstrated skills in relation to the task they will be undertaking; be sure that they are used to running projects or a multitude of projects have a “finisher mentality and attitude.”

The hiring process should resemble a compressed version that for a permanent position. Remuneration will depend on the scale of work and the individual’s level of involvement, and should take the specialist nature of their skills and the temporary nature of the role into account.

Source and read more here.

Read about Barringtons Best Practice Pack here.

Blayne Webb, Director, Barringtons

Students Under 13 Face Expulsion For Using Facebook

admin — Wed, 16 May 2012 23:16:31 +0000

The SMH reports that a Queensland primary school principal, Leonie Hultgren, of Harlaxton State School in Toowoomba is threatening to expel students aged under 13 who refuse to delete their Facebook accounts, in a bold bid to stamp out cyber bullying at her school. In brief:

The policy has been applauded by cyber safety experts who say schools are grappling to deal with a surge in problems caused when children use social media sites designed for adults.
In a newsletter to parents, Ms Hultgren wrote that the school expected students would adhere to the Facebook guideline that users must be 13 years old to create an account. (It is not uncommon for primary students aged under 13 to falsify their birthdates to set up a Facebook account.)
She said, it was school policy that students and their parents would obey state and Commonwealth laws, as well as the guidelines set by social networking sites, with regard to children’s use of such sites. Therefore, she stated, no Harlaxton student aged under 13 was to have a Facebook account.
The Queensland Education Department’s director for the Toowoomba region, Greg Dickman, fully supports the principal in managing these issues at a school level. QLD state school principals had the power to discipline students if they were found to be using technology inappropriately both at school and outside of school hours.
A Victorian Education Department spokeswoman said that while principals could seek meetings with parents if students aged under 13 had Facebook accounts, they did not have the same disciplinary powers as their Queensland counterparts. In Vic, the principal can only request the family to remove their child’s Facebook profile.
Ms Hultgren said Facebook is a school issue because as many of the parents in the (senior) class would testify, there has been some considerable Facebook traffic that either bullies a child of this school or in some cases denigrates some staff and the school. Either of these circumstances warrant the school becoming involved.
A partner at Gadens Lawyers, which provides legal advice to leading Melbourne schools, said that while schools had the right to take disciplinary action when Facebook was used to bully students or staff, even if the bullying occurred outside school hours, he doubted principals had the authority to issue a blanket ban on social media. The Facebook guideline that stipulated users must be aged 13 and older is not enforced by any law.

Source and read more here.

Learn more about Barringtons Online Dealing with School Bullying Training here.

Blayne Webb, Director, Barringtons

SafeWork Awards 2012 & Parliamentary Committee – Workers Comp Scheme

admin — Tue, 15 May 2012 04:37:57 +0000

The 2012 WorkCover NSW SafeWork Awards are now open!
The Awards recognise and reward organisations and individuals who have gone the extra mile to make their workplaces safer.
If you have come up with an innovative solution that reduces workplace injuries or illness – or if you’ve developed a program or driven an activity aimed at improving work health and safety – we want to know who you are!
Click here to enter today. Entries close 8 June 2012.

The NSW Government has established a Parliamentary Committee to inquire into the Workers Compensation Scheme.
The Committee will report on possible options for workers compensation reforms, including the performance of the Scheme, its financial sustainability, and the functions and operations of the WorkCover Authority.
You can make an online submission to the Committee by clicking here or sending written submissions to: Joint Select Committee on the NSW Workers Compensation Scheme, Parliament House, Macquarie St, Sydney, NSW, 2000 or by fax to 02 9230 2981. The deadline for submissions is 17 May, 2012.
The Committee is due to report back to Parliament on 13 June 2012.

From WorkCover e News 15.05.12

Blayne Webb, Director, Barringtons

Licensed Venue and Bottle Shop Density and Domestic Violence Links

admin — Tue, 15 May 2012 02:32:53 +0000

The SMH today has reported on the correlation Michael Livingston, a research fellow at the Turning Point Alcohol and Drug Centre in Melbourne, has found between the number of neighbourhood bottle shops and domestic violence. Key Findings:

The density of all types of liquor outlets in Victoria and found bottle shops were key.
As you increase bottle shops in a neighbourhood you increase rates of domestic violence and rates of chronic disease
In poor neighbourhoods in Victoria, bottle shop concentrations are up to eight times more than rich neighbourhoods.
This pattern had been repeats overseas, suggesting NSW could face a similar situation.
Links are still being examined, but the availability and competitive pricing of packaged liquor could particularly affect decisions about alcohol among the marginalised or those with drinking problems.
Domestic violence was caused by a range of factors and regulation of bottle shops would not address them all, Livingston thinks it’s got the potential to make a difference.
The energy has gone into regulating the late-night economy, the pubs and bars, is having some impact and he thinks packaged liquor is the next area that needs to be focused on.

Mr Scipione, Police Commissioner, questioned the unregulated nature of bottle shop sales in the SMH yesterday and there has been criticism and counters by the industry:

Terry Mott, the chief executive of the Liquor Stores Association of NSW, wants a more holistic approach, including modifying people’s drinking behaviour, rather than simply blame one retail sector.
His association, which represents all packaged liquor retailers, including supermarkets, independents and chain stores, questioned the focus on bottle shops.
Between 2009 and last year the number of bottle shop licences increased by 266 compared with a rise of 1200 in the number of licensed venues.
The association was not consulted on the formation of an alcohol policy working group designed to examine solutions to alcohol-related violence for the government to consider.
The Office of Liquor, Gaming and Racing has commissioned Allen Consulting Group to examine the impact of clustering licensed premises. Submissions close on Friday.
The Minister for Hospitality, George Souris, said the study would provide a map of the social and economic impacts of licensed venue density and it will guide future liquor licensing and compliance initiatives and assist in determining the potential community impact … when liquor applications are being assessed.
Allen Consulting, which is also to gather feedback for a new compliance strategy, will hold a workshop for both studies this month.

Source

Blayne Webb, Director, Barringtons

Innovation is Key to Growth – Capitalising on Setbacks & Eliminating Bottlenecks in Your Business

admin — Tue, 15 May 2012 01:36:47 +0000

Hay Group Pacific head of leadership and talent, Wendy Montague has some great insights from a study into innovation in her recent piece in hrdaily:

The top 20 companies globally recognise that innovation is key to their future growth and ability to survive in a competitive global market
To encourage a culture of innovation, use disappointing results to encourage learning, development and growth rather than viewing as a “mistake.”
The best companies are almost twice as likely as others to support unprofitable projects in order to try new things demonstrating a commitment to innovation and encouraging the extra effort and risks it entails.
Her study suggest Australian employers underperform by not using setbacks as learning opportunities. (An Australian leader’s response to a worker’s performance difficulties might be wholly negative, even if the issue arose from an attempt to try a new idea with untapped potential.)
It is better to say “This is the way we’ve always done it, but how can we improve it? What would be a better way to do it? How can we do this and produce twice as much or three times as much?”
Challenge employees and give them the flexibility to do better, or more, or differently.
The best companies pursue multiple strategies to incorporate different perspectives in the workforce, such as: creating room for new ideas, and looking for them everywhere in their organisations; valuing differences, seeking cultural, ethnic and national diversity in their workforce; engaging the next generation, who value sustainability and bring their ideals to work; and deliberately seeking to expand their employees’ capabilities and professional experiences.

Innovation Bottlenecks in Australian Organisations

The hierarchical structure of Australian management is not as flexible as the workforce which is made up of part-timers and casual employees. How can we make that structure work more flexibly so that we can encourage innovation?
The chain of command is still very important in Australian organisations. In successful global companies, where innovation is a priority, workers are allowed and encouraged to go over their manager’s head to senior leadership and say, “This is a great idea, we should be doing this”.
Companies in the top 20 spend a lot of time thinking about how to improve communication. They make sure there is really strong communication from each level of the organisation in the company up and down, so they’re very quick to react. Australian companies are less likely to do this.
Australia is also behind when it comes to recruiting minorities, including people from different ethnic backgrounds, women in senior leadership and rewarding individual performance more than team performance. Collaboration assists innovation.

Source

Learn more about Barringtons Best Practice Pack here.

Blayne Webb, Director, Barringtons