North Shore Animal League America(NEW YORK) — Animal shelters across the country are encouraging people to adopt and foster pets as they hunker down at home.As social distancing becomes the norm and millions of Americans stay put in an effort to blunt the spread of COVID-19, North Shore Animal League America explains now is the perfect time to adopt a furry friend. “Right now people have the time to give pets the love and attention they deserve,” said Diane Johnson, shelter operations vice president at North Shore Animal League America. “Being home gives people the chance to bond with their animal and normally we don’t always have the time. If you’re thinking about adopting, I urge you to consider doing so soon.”ABC News chief meteorologist Ginger Zee adopted her dog Brando just last week from North Shore Animal League America.“The outbreak had a lot to do with it,” Zee said. “He’s a great dog. There’s a million reasons why you should adopt, but number one is your saving a life and they’re saving yours.”The push for adoptions comes as many shelters share concerns of a rise in capacity as visitations from potential adopters drop off.“We’re seeing adopters not coming in as much right now, but shelters are still obligated to take in animals from the city and those who wish to surrender their animals,” said Hannah Stember, the public relations manager of Best Friends Animal Society. “Of course we encourage people to adopt and we appreciate those who have, but if you’re unable to commit, fostering a pet at this time will likely alleviate stress on your local shelter.”The Centers for Disease Control and Prevention, World Health Organization, American Veterinary Medical Association and Hong Kong’s Agriculture, Fisheries, and Conservation Department (AFCD) all agree pets are not at risk of spreading COVID-19.Although a dog reportedly tested weakly positive for COVID-19 in Hong Kong, experts confirm dogs and cats cannot pass the pathogen on to humans.There is currently “no evidence that pet animals can be a source of infection of COVID-19 or that they can become sick,” an AFCD spokesman said in a statement.Above all, Stember urges pet owners to make sure their animals have everything they need during the coronavirus pandemic.“We recommend having a one-month supply of food, water and medications for your pet during this time of self-isolation,” said Stember.Copyright © 2020, ABC Audio. All rights reserved.
carlballou/iStockBy CATHERINE THORBECKE, ABC NEWS(MINNEAPOLIS, Minn.) — Derek Chauvin, the police officer charged with third-degree murder in connection with the death of George Floyd, had his knee on Floyd’s neck for nearly nine minutes — including almost three minutes while Floyd was unresponsive — according to court documents.Video of Chauvin pinning Floyd to the ground with his knee pressed into Floyd’s neck went viral earlier this week, sparking widespread protests across the country that have taken a violent turn in Minnesota as outrage mounts.In the video, Floyd can be heard repeatedly saying, “I can’t breathe.”On Friday, prosecutors in Hennepin County, Minnesota, released what they say are new details about the incident from analysis of police body camera footage and other evidence that paint a harrowing picture of the last few minutes of Floyd’s life.The complaint claims that Chauvin had his knee on Floyd’s neck for a total of 8 minutes and 46 seconds, including two minutes and 53 seconds of which Floyd was non-responsive.Chauvin was not the first responding officer to the 911 call reporting that Floyd had allegedly used a fake $20 bill to make a purchase at a local Cup Foods, according to the complaint.Officers Thomas Lane and J.A. Kueng arrived at the scene and were reported to Floyd’s car, where they found him in the driver’s seat with two adult passengers.Officer Lane began speaking with Floyd and then pulled his gun out and pointed it at Floyd’s open window, asking him to show his hands, according to the complaint. When Floyd put his hands on the steering wheel, Lane holstered his gun and then ordered him out of the car and pulled him out of the vehicle, the statement reads.Floyd “resisted being handcuffed,” according to the complaint, but once he was in cuffs he “became compliant” as Lane sat him on the ground and asked for his name, identification and told him why he was being arrested.Lane and Keung then stood Floyd up and attempted to walk him to their squad car. At 8:14 p.m., however, the complaint says Floyd stiffened up, fell to the ground and told the officers he was claustrophobic.Officers Chauvin and Tou Thao then arrived in a separate squad car.The officers made several attempts to get Floyd in the backseat of the police car from the driver’s side, according to the complaint, which says Floyd “did not voluntarily get in the car and struggled with the officers by intentionally falling down,” and “refusing to stand still.”While standing outside the car, Floyd began saying that he could not breathe, the statement reads. The officers then attempted to get him into the car from the passenger side.Next, Chauvin pulled Floyd out of the passenger side of the squad car and he landed face down and still handcuffed, according to the complaint. Two of the officers held his legs down and then Chauvin placed his left knee on the back of Floyd’s neck.As Floyd said “I can’t breathe” and “Mama” and “please,” the complaint states that the officers stayed in their positions. An officer told him, “You are talking fine.”Lane eventually asked, “Should we roll him on his side?” Chauvin responded, “No, staying put where we got him.”When Lane said he was “worried about excited delirium,” Chauvin said, “That’s why we have him on his stomach,” the statement reads.Floyd went face down on the ground with Chauvin’s knee in his neck at 8:19:38 p.m., according to the complaint. At 8:24:24, Floyd stopped moving. Approximately a minute later, video “appears to show Mr. Floyd ceasing to breathe or speak.”Keung checked for a pulse on Floyd’s right wrist, said he couldn’t find one, the complaint states, and still none of the officers moved from their positions.At 8:27:31 p.m., Chauvin removed his knee from Floyd’s neck, according to the statement. An ambulance was called to the scene and Floyd was pronounced dead at Hennepin County Medical Center shortly after.The autopsy revealed no physical findings that support a diagnosis of traumatic asphyxia or strangulation. Mr. Floyd had underlying health conditions including coronary artery disease and hypertensive heart disease. The combined effects of Mr. Floyd being restrained by the police, his underlying health conditions and any potential intoxicants in his system likely contributed to his death.Chauvin faces charges of third-degree murder and second-degree manslaughter in the death of Floyd.Prosecutors say the investigation is still ongoing and more arrests and charges are anticipated.Copyright © 2020, ABC Audio. All rights reserved
iStock/nathanphotoBY: SHANNON MCLELLAN(HOUSTON) — It’s one small step for a woman, one giant leap for womankind.NASA gave an official update to their Artemis Plan this week, stating that they will land the first woman on the moon in 2024.New suit. New tools. New mission. @NASA_Astronauts are preparing now for moonwalks planned for when we land the first woman and next man on the Moon — and they’re practicing underwater to evaluate how we’ll train for #Artemis missions. More: https://t.co/DPqGRKfmxH pic.twitter.com/hflHIWTbsj— Johnson Space Center (@NASA_Johnson) September 23, 2020NASA plans to land the next man on the moon in the same mission. This will be the first time sending humans to the moon since the last Apollo lunar mission in 1972.“We’re going back to the Moon for scientific discovery, economic benefits, and inspiration for a new a generation of explorers,” NASA Administrator Jim Bridenstine said in a press release. “As we build up a sustainable presence, we’re also building momentum toward those first human steps on the Red Planet.”LIVE NOW: We are going to the Moon, and here’s how.Administrator @JimBridenstine and other senior leadership discuss our #Artemis Phase 1 plan to return humanity to lunar surface by 2024. Listen in: https://t.co/f1K1MFXFRn pic.twitter.com/18GNq62Elw— NASA (@NASA) September 21, 2020NASA will launch their powerful new rocket, the Space Launch System, and the Orion spacecraft together from Kennedy Space Center in 2021 for two flight tests around the moon.In addition to sending the first woman to the moon, the Artemis Plan will work to search for resources, such as water. Due to new landing technologies, astronauts will also be able to travel farther in order to explore new regions of the moon.Copyright © 2020, ABC Audio. All rights reserved.
kali9/iStock(SOUTH SALT LAKE, Utah) — Two deputies are injured and a suspect is dead following a shooting outside a sheriff’s office in South Salt Lake, Utah, authorities said.The shooting occurred around 10:30 a.m. local time Saturday, on the north side of the property’s parking lot near a bus stop, Salt Lake County Sheriff Rosie Rivera said during a press briefing.Two deputies on the campus security team were shot and are currently hospitalized, she said. One is in stable condition after getting shot in the face, and the other is in critical condition after being shot in the eye, the sheriff said.An Officer Involved Critical Incident team will be investigating, she said, though didn’t provide any additional details about the shooting.“Something occurred to where there were shots fired and that is all we can release at this time,” she said.“These incidents are devastating for the department, and we hope and pray the deputies will be OK,” she added.The sheriff’s office is located near the Salt Lake County Metro Jail, which is on lockdown following the shooting.“It’ll be on lockdown until we feel it’s secure,” Rivera said. “The jail is not in danger but that is our protocol.”ABC News’ Sarah Hermina contributed to this report.Copyright © 2021, ABC Audio. All rights reserved.
Previous Article Next Article Related posts:No related photos. Comments are closed. Thumbs down for training revampOn 29 Feb 2000 in Personnel Today The Government has come under more fire over its training strategy as itlaunched a major shake-up of vocational training.Education and Employment Secretary David Blunkett made the expected promiseof more financial incentives for employers to offer Modern Apprenticeships(News, 1 February).But specialist trainer and consultant Paul Kearns said the Government hasfailed to learn from previous initiatives which bolster the supply of schemeswithout checking if employers need them.”Saying ‘We need Modern Apprentices’ and then trying to find people totake them on is very different from businesses demanding them,” saidKearns.Kearns’ criticisms follow those of training managers who hit out at theplans to coerce employers into forcing more trainees through apprenticeships.But the DfEE denied it is neglecting employers’ needs. It argued that thesewill be built in to the strategic National Learning and Skills Council, toreplace the Tec system from April 2001.Lifelong learning minister Malcolm Wicks last week announced thatemployer-led national training organisations will have a formal role in informingthe strategy of the new Learning and Skills Council.The new programme of skills dialogues – forums run by NTOs to assess theskills needs of each sector – “will produce first-class credibleassessments of industry’s skill requirements,” said Wicks.The restructure of vocational training, announced by Blunkett, includes thefollowing changes:• National Traineeships will become known as Foundation ModernApprenticeships.• Entry requirements for Modern Advanced Apprenticeships will be tightened,and minimum periods of learning will be specified.• GNVQs will now be known as Vocational A-levels.Writing in this issue, Blunkett said critics ignored the remedial worknecessary on basic skills. “More than 30 per cent of adults do not havefive good GCSEs or the vocational equivalent.”By Philip Whiteley
Related posts:No related photos. Comments are closed. Firms of all sizes can be an employer of choiceOn 18 Apr 2000 in Personnel Today The mission to become an employer of choice should not be the preoccupationonly of large global businesses, according to Eversheds employment lawyer LizFallon.She urged all HR managers to strive towards it and highlighted the successof four very different organisations – JCB, Ernst & Young, Addenbrookes NHSTrust and US finance firm Charles Schwab – as proof that employers of allshapes and sizes can make it work for them. Charles Schwab is listed as number eight in Fortune magazine’s Top 100 BestCompanies to Work For. It has achieved widespread share ownership amongemployees and its claim to fame is that it has more than 1,000 dollarmillionaires among its US staff.Fallon claimed Schwab has become an impressive employer of choice. Iteducates employees in how they can benefit from the success of the financialservices firm. In-house training, stock purchase assistance and access toindependent pensions advisers are part of the Schwab package. Addenbrookes NHS Trust in Cambridge adopted far reaching family-friendlypolicies in order to recruit and retain the best.Eversheds’ Owen Warnock said there was an unequivocal business case forAddenbrookes to be more flexible because it faced a fiercely competitive labourmarket with zero unemployment in the area.Its policies had to reflect the needs of the available workforce which wasmainly women requiring part-time contracts. “Such flexibility broadens the pool of candidates, attractshigh-calibre applicants, responds to the needs of a 24-hour society and ensuresthe employer is fulfilling a moral responsibility” he said.Eversheds senior partner Viv Du Feu pointed to construction equipmentmanufacturer JCB as an employer that has got to grips with knowledge as the newcurrency in recruitment and retention.JCB saw continual personal development as key to the job security of itsstaff because it improves their portability. Du Feu urged HR managers to moveaway from measuring what staff learn from this development to askingthemselves: what change has the business achieved? Previous Article Next Article
Comments are closed. Firms attack plan to let parents work part timeOn 12 Dec 2000 in Personnel Today Main proposals from Green Paper· Two weeks’ paid paternity leave for fathers· Any increase on existing unpaid maternity leave will beshared equally between the mother and father · The flat rate of maternity pay – currently £60.20 perweek – will be increased· Fathers will have the right to work reduced hours untilthe end of maternity leave· Both parents will be able to opt to work reduced hoursfor as long as they wish, when the maternity period endsBy Kathy Watson Previous Article Next Article Related posts:No related photos. Employers have dismissed proposals outlined by theGovernment last week to offer all parents the option of part-time working.Ministers suggest in a Green Paper that both parents shouldhave the right to work reduced hours for as long as they wish when thematernity period ends.The Green Paper is the Government’s bid to bring rights forworking parents up to date. It follows a major review of work and parents thisyear.The CBI’s deputy director-general, John Cridland, claimedthat the proposals on part-time working were unworkable and warned they wouldlead to “more people going to tribunals to thrash out what they can and cannotdo”.His comments echo the concerns businesses have over this keyelement of the Green Paper. In the sectors where employees work long hours,legal firms, banks and consultancies were united in their rejection of theseproposals.Nomura International’s HR director, Ian Davidson, saidallowing staff to go part-time would have a big impact. He said: “This isuncharted territory and we would have to think carefully how to respond to anemployee wanting to work part-time.” The Government is proposing a “harm test” in the GreenPaper, which would permit employers the right to refuse a request to workreduced hours if it would harm the business. Trade and Industry SecretaryStephen Byers was unwilling to comment on its format, saying that was part ofthe consultation. “Whether it survives, who knows?” he said. The Green Paper suggests that there will be significant costimplications for employers. But Byers was unrepentant. He said: “The rightpolicies will not only support parents but also enable business to recruit andretain skilled staff, thereby increasing productivity.”A cautious welcome to the proposals was given by ArthurAndersen partner and head of the human capital services practice MichaelStanley. “Although the long-term implications are expensive, it all comes downto market demand and the war for talent,” he said. The deadline for comments on the consultation paper, Workand Parents: Competitiveness and Choice, ends on 7 March.
Middle managers have nothing to fear if H&S is rightOn 18 Jun 2002 in Personnel Today Where should blame lie when staff are injured or even killed while atwork? Managers must be fully aware ofthe latest health and safety legislationAccidents on the rail network, in the workplace and on school trips havefeatured heavily in the press recently. If an employee, a member of the public, or indeed a school- child is killedor badly injured in an accident, should someone be identified for blame? Askthe question of a work colleague, a neighbour or indeed anyone you care tochoose and the answer will inevitably be ‘yes’. Similarly, if you follow this up with the supplementary poser: shouldsociety not only apportion blame but exact a level of retribution for workplaceerrors, the answer will be repeated. But is it really that simple? People responding to the above questions willalmost always see the issue as either very black or very white. They will notconsider the nuances of negligence in each individual case. One needs to look at each case on an individual basis and ask the question:”If someone is badly injured, maimed or indeed killed in the workplace,did their manager or a member of staff in authority really consider an accidentmight happen?” And perhaps more crucially: “If they were not aware,were they negligent, taking into account their professional knowledge andskills?” The answer to this will be different in each individual case. Sometimesinaction – or indeed action – can be seen to be callously made with the fullknowledge of the likely consequences. In other cases the omission may not have been realised but plainly shouldhave been. In both instances blame needs to be apportioned and the full retribution ofthe law to be rigorously applied. However, when something goes wrong and it is transparent that the accidentwas unforeseen and unexpected, the question is: “Should the same thinkingbe applied to this as to wilful conscious negligence?” In other words,should we always react in the same way – dishing out dollops of blame andretribution in standard measures? At critical moments we can often be quick to condemn carte blanche and thismay explain why middle managers within medium to large organisations often findthe health and safety arena hard to take on board. Many are conscious of asweeping H&S sword of Damocles hanging over their heads waiting to strike. While this may or may not be true, it is the dominant perception – ifsomething goes wrong, despite a middle manager’s best efforts, they will stillget hauled over the proverbial hot coals. The result is that many middle managersdo little in terms of health and safety in the hope that the whole thing willsimply go away. So what messages should HR be giving them in order to change this workplaceculture? We need to make it clear to managers that they will be held accountable ifthey make conscious decisions to take shortcuts or if it can be shown that theyfailed to do something that someone in their position should have done becauseof their background or professional knowledge. However, we should also give the good news that if something unforeseenhappens despite best attempts to meet health and safety legislation, thequestion that will be asked will be: “What more could they have done thatwas reasonable?” If the answer is “nothing” then blame and/orsanctions should not end up a factor. Middle managers within organisations should have no need to be concernedabout their personal liability with regards to the health and safety arena aslong as they give health and safety their full and undivided attention. David Hodgkinson is a local authority health and safety adviser andmember of the CIPD Comments are closed. Related posts:No related photos. Previous Article Next Article
Previous Article Next Article Providingdevelopment opportunities and giving staff autonomy are the best ways topromote competitivenessEmployersmust be prepared to give employees more choice, greater autonomy and improveddevelopment opportunities to compete in the future.Keynotespeakers, Gary Hamel, Lynda Gratton and CK Prahalad, told the HR delegates thatcompanies are operating in the most turbulent times in history and have toinnovate to survive.Prahalad,professor of business administration at the University of Michigan BusinessSchool, said the deregulation of industries, globalisation, growth in emergingmarkets, convergence of technology and the internet were working simultaneouslyto change the relationship between producers and consumers.Traditionalactions taken in response to increased competition – making efficiencies – areno longer enough, he warned. “You can only prune the rose bush so muchuntil you’re left with a stub,” said Prahalad.Strategyis the new source of competitive advantage, and it is critical for HR to”take a strategic view on where the business is going”, he said. Gratton,professor at London Business School, warned that the traditional command andcontrol model of employment is no longer appropriate because it does not allowemployees to develop or contribute to their full potential.Sheexplained that new technology, such as laptops, and employee portals, givingstaff more autonomy, and the changing expectations of the next generation ofemployees, must be harnessed if employers want to become the newhigh-performing democratic organisations.Todo this, companies must encourage their people to be the best they can be bycreating opportunities for them to make choices, such as providing variety atwork and training and development based on the interests and strengths of theirstaff.Thesechoices should extend to areas such as reward, location and the hours peoplework.”Youmust allow people to build their potential and the potential of yourorganisation,” said Gratton.Hamelsaid HR directors must develop a learning system for senior managers to helpthem react to the changing world.Hetold the conference that improved internal communication will become even morecritical in empowering commitment and personal development.Grattonused the example of BP as a democratic organisation that is already makingefforts to empower its staff. Thecompany’s intranet has a search engine, which matches employees’ interests andabilities to vacant positions within the organisation.”BPaccepts people into jobs for which they have little or no prior experience. Forexample, Greg Grimshaw, the head of e-HR, was previously an engineer and willbe going back to his specialist field,” said Gratton.Thefinal part of the jigsaw for employers wanting to evolve into democraticorganisations is ensuring staff have absolute clarity about their companies’goals.Grattonbelieves that organisations which successfully evolve into the new model willbe the new employers of choice and gain competitive advantage.ByBen Willmott Related posts:No related photos. Comments are closed. Employee choice is the key to successOn 29 Oct 2002 in Personnel Today
Council HR body is set to increase its influenceOn 10 Dec 2002 in Personnel Today Comments are closed. Related posts:No related photos. Previous Article Next Article FrancescaOkosi talks exclusively to Personnel Today about the challenges ahead for theSociety of Chief Personnel Officers and outlines how a new qualification andimproved alliances will spearhead the organisation’s modernisation plans,by Paul NelsonThecontinual restructuring of public services will see a radical overhaul of localgovernment HR body the Society of Chief Personnel Officers (Socpo) next year.Socpo’sambitious change agenda includes launching a local government professionalqualification in HR, a possible merger with its Scottish equivalent andentering into strategic partnerships with the Government, unions, employergroups and public sector bodies.NewqualificationSocpopresident Francesca Okosi said the organisation had approached academicinstitutes, including Warwick University and Henley Management College, toaccredit and facilitate its HR in local government qualification. It is beingadapted from the course run by the American public sector HR body, theInternational Personnel Managers Association.Okositold Personnel Today the qualification was central to Socpo’s strategy ofincreasing its membership. Thesociety expects to start offering the qualification in 12 months and aims toextend it to include an HR public sector qualification in due course, with NHScounterparts The Association of Healthcare Human Resource Management (AHHRM)already expressing an interest.Thequalification will be module-based, focusing on organisational development,leadership and making HR strategic.Okosisaid the qualification would probably take between 18 months and two years tocomplete, and it will not involve technical HR skills, as students should havealready learned these from the CIPD’s qualification. Socpois having discussions with the CIPD about sponsoring and/or supporting thecourse.”Iwant to have a comprehensive career development planner (CDP) so we can beginto form a career structure in local government and members can really furthertheir careers. It is my baby and I intend to see it through to the end,”Okosi said. Socpowill launch the qualification to members at its annual conference in Brightonnext March, a year after Personnel Today exclusively revealed the project.Thequalification will be split into three parts for senior, middle and junior HRprofessionals in local government.SeniorHR professionals will be taught leadership skills, while middle managers willlearn about organisational development, equality and diversity, workforceplanning, and how to operate in a political environment. Junior professionalswill receive employment law training and be involved in shadowing and mentoringschemes.Okosibelieves it is vital to develop the young HR professional’s skills andknowledge of local government to help them further their careers in the sector.The mentoring scheme will enable them to work in all four council types:metropolitan, county, district and unitary.MembershipdriveOkosisees the qualification as vital in enabling Socpo to attract young people tothe organisation and increase its size and power.Lastyear, the organisation outlined its aim to increase its membership ten-fold to5,000 by 2006, through opening up its membership – usually confined to seniormanagers – to all local government HR professionals. But 18 months on,membership has only increased by 150 to around 600 people.Okosibelieves the main reason is that, without the introduction of thequalification, Socpo does not have much to offer to lower and middle-ranking HRprofessionals.”Ifwe are going to get the numbers that we want, then without a doubt we are goingto have to do it on the back of the CPD,” she said. “A lot of ourmembers come from district councils where money is tight, and at the momentthere is not enough to offer them.”Forauthorities or individuals to pay, we will have to give them more thanemployment law updates – such as the chance to enhance their skills.”The5,000 in five years might have been over-optimistic, [but] if we can double ortreble the current number, then we will have done well,” she said.IncreasinginfluenceToincrease HR’s voice and political influence with local councils and at nationalgovernment level, Socpo is hoping to form strategic partnerships with otherorganisations, including a possible merger with its sister body, The Society ofPersonnel Directors in Scotland (SPDS).”Thereis only so much that an organisation of 600 people can do, as we all havefull-time jobs. So we have decided to work in strategic partnerships with otherorganisations, including the Employers’ Organisation and AHHRM, and decide whois going to take the lead on issues and we can participate.”Okosisaid a new UK-wide local government HR body would have a different name andshould be formed in around a year.”Ithink we [Socpo and SPDS] feel there is a missing part of the jigsaw, meaningthat we would be even more powerful if we represented the whole of the UK.”Keento increase Socpo’s influence on national government policy, Okosi isdetermined to resurrect its strategic partnership with AHHRM by including theAssociation of Directors in Social Services (ADSS).LastMay, the two public sector HR bodies announced they would form closer ties.They aimed to work closer together on professional development, benchmarking,staff secondments and research, because they felt the CIPD did not support HRprofessionals in the public sector.Butwith two president changes at both organisations, the link-up has fallen down theagenda. Two joint conferences have been cancelled due to a lack of memberinterest.”TheADSS is the missing link. If we can bring the three of us together, then wehave a real common agenda with there being more and more mergers going on atlocal level between health authorities, PCTs [Primary Care Trusts] and parts ofthe social services,” said Okosi. “Getting ADSS involved is themissing link between social services, health and ourselves.”NewAHHRM president Elaine Way told Personnel Today that her organisation iscommitted to the partnership and would explore ways of taking it forward.Linkswith unions are also to be formalised. Okosi has meetings planned with Unisonand T&G local government representatives and hopes to announce significantprogress at Socpo’s annual conference next March.”Socpopresidents on a one-to-one basis have had good relationships with the unions’bosses, but never at a formal level,” she said. Inher last four months as Socpo’s president, Okosi wants to focus on increasingthe number of women progressing to senior positions in local government as sheis is alarmed that the number of women at a senior level – particularly that ofchief executive – is actually decreasing.Socpois to set up brainstorming sessions with the Equal Opportunities Commissionthat could lead to research into local government’s glass ceiling.Okosibelieves that the politicians and the recruitment agencies opinions on whatmakes a good leader needs to be updated, while the experiences of other seniorwomen may put middle managers off applying. www.socpo.org.uk