The Savoy Group has appointed Sara Edwards as group HR director. She will beresponsible for developing an HR strategy for the firm, which runs restaurantsand hotels. Edwards joined the company, which is owned by the Blackstone Group,from Claridge’s, where she was HR director for four years. Peter Whittall is the new HR director at rental business, the LavendonGroup. He will focus on recruitment, retention and the development of thegroup’s 1,000 employees. Prior to his appointment, Whittall worked in HR atIMI, BP, GSK and Taylor Hobson. He also has experience of HR in Europe, Japanand the US. Canterbury-based law firm Furley Page has appointed Hugh Horsford as HRconsultant. He was previously head of personnel at the Kent Institute of Artand Design, where he restructured the management and introduced a range oftraining and development. He has also worked for the Universities of Surrey andHertfordshire and spent four years with the Government of Bermuda. Moez Jamani has joined BAX Global Logistics as regional HR executive for theEMEA region. He moves from IT service provider NCR, where he spent three yearsas an HR consultant. In his new role, he will be responsible for implementingHR strategy, reporting to the regional HR director. On the moveOn 13 May 2003 in Personnel Today Previous Article Next Article Comments are closed. Related posts:No related photos.
View post tag: Naval View post tag: conduct Share this article The Royal Fleet Auxiliary is to conduct counter-narcotics patrols of the Caribbean as a result of Ministry of Defence budget cuts, according…[mappress]Source:defencemanagment , February 8, 2011; View post tag: Navy View post tag: Caribbean View post tag: Royal Royal Fleet Auxiliary to Conduct Caribbean Counter-Narcotics Patrols Back to overview,Home naval-today Royal Fleet Auxiliary to Conduct Caribbean Counter-Narcotics Patrols View post tag: Counter-Narcotics View post tag: Auxiliary View post tag: patrols February 8, 2011 View post tag: fleet
When the two great tastes of Manic Focus and the Break Science boys get together, there is no telling where they are gonna take the crowd. “Manic Science” exists somewhere in the middle ground of prior planning and living in the moment. The magic these two separate acts created at Fool’s Paradise needs to be seen to be believed.Brooklyn’s Break Science producers Borham Lee‘s keys and samples mixed with Adam Deitch‘s drum kit wizardry is more than enough inspiration to get any crowd bumping and jumping. The same can be said for the one man hurricane of sound, Manic Focus AKA John “JmaC” McCarten.Sharing the Fool’s Paradise stage last Friday with the exceptional talents of Organ Freeeman, Lettuce and Joe Russo’s Almost Dead, the double threat of “Manic Science” emerged and showed that they were mightier combined than separate. The set was nearly break free as each concept flowed perfectly into the next. To present this incredible performance, we have split the show in half with the two videos that follow.
Warren Haynes and his wife and music industry insider Stefani Scamardo have announced a special SiriusXM Valentine’s Day program, set to span all day Thursday, February 14th on Jam_ON (Ch. 29). Scamardo is a DJ on SiriusXM’s Jam_ON during the day, as well as founder and president of Evil Teen Records and Hard Head Productions and Management.On Thursday, Warren and Stefani will check in with Lewis Black, Phil Lesh, Dave Matthews, Mike Gordon, Derek Trucks and Susan Tedeschi, Billy Gibbons, Grace Potter, and Téa Leoni to see how the talented musicians, comedians, and actors are celebrating their Valentine’s Day. The announcement notes that the industry power couple will also play their favorite love songs throughout the day.Tune in to SiriusXM’s channel 29 tomorrow, February 14th, for Warren and Stefani’s all-day “Valentine’s Day Love Set”.
As workplaces have evolved, so have the workforces that use them. Several distinct worker personas have emerged, each with its own demands for specific hardware, software and services. We think it’s time your customers knew more about them.Thinking about how people work forces you to categorize them almost immediately. What’s their role? What components do they need to fulfill that role? By understanding Dell EMC’s personas, your sales team can quickly identify these different categories, helping them pick the technology that’s right for customers’ users.Thinking even deeper, you can split personas into different groups, too. Creatives and engineers are two such personas, and are the most likely to use our workstation products.EngineersDriving industry transformation, this persona uses computer-aided-design and computer-aided-manufacturing software to create products. Engineers design the products that are integral for your customers’ development, and Dell EMC has a solution for each stage of their workflow.Take the Dell Precision 7000 Series, for example, with Windows 10 Pro for Workstations. It has a dual-socket motherboard to allow for massive processing power, and it can support up to four NVIDIA Quadro or AMD Radeon graphics cards. Combine this workstation with the Dell UltraSharp monitor, and engineers get a fully immersive working experience. The same series in 2U rackmount provides a centralized workstation environment, and with that, customers can expect to get remote configuration, operating system deployment and health monitoring.Swiss engineering and research company, GKP Fassadentechnik is solving complex environmental issues with its engineering models and sees Dell EMC as a strategic partner for its increasing productivity. Read the case study in our engineer persona guide to learn more.Creatives Whether your customer is developing the latest blockbuster movie, creating an immersive virtual reality experience for a product launch, or editing 8k videos, an ISV-certified Dell Precision workstation with Microsoft Windows 10 Pro is the tool they can rely on. To bring their creations to life, however, these devices need to connect to render farms, and Dell EMC offers PowerEdge servers in an array of configurations, as well as switches to provide fast connectivity, and Isilon storage for sharing across multiple national or global sites.In our guide to creative workers, we introduce Animal Logic, an Australian animation and visual effects company behind Happy Feet, The Matrix and The Great GatsbyIt has partnered with us for the last 10 years across its bases in London, Vancouver, Sydney and California. You can find out why by downloading the guide.Our ApproachTechnology has a huge potential to help organizations transform their workplaces, and by extension, transform their people’s working lives. We believe that approaching workers as personas is a critical part of workplace transformation, providing personalized products for how employees work today and in the future.We’ll take care of the solutions, so you can take care of your customers.###Read the Creative User and Engineer guides, as well as others, here.We’ve also created related emails here, on our new Digital Marketing Platform so that your marketing teams can quickly get these guides into the hands of your customers. The guides explain how to maximise the productivity of their employees through the right choices from our end-to-end portfolio.If you don’t have access to the Digital Marketing Platform, please register here.
By Dialogo April 19, 2012 Javier Antonio Calle Serna, considered the leader of the ‘Los Rastrojos’ [The Stubble] drug-trafficking organization, has turned himself in to agents of the U.S. Drug Enforcement Agency (DEA), Colombian media and a source at that country’s Public Prosecutor’s Office announced on April 17. Calle Serna “has been negotiating his surrender for more than a year, and it has been established that this man reached agreement with the DEA and turned himself in a few minutes ago, in the United States,” broadcaster RCN Radio reported, citing the Colombian police as a source. A spokesperson for the Colombian Public Prosecutor’s Office confirmed to AFP the alleged drug trafficker’s surrender to the DEA, but noted that it took place in Panama. Calle Serna and his brother Luis Enrique formed a clan known as ‘Los Comba’ (combatants) and were considered the highest-ranking leaders of Los Rastrojos, one of the leading Colombian drug-trafficking groups. RCN reported that Calle Serna “is suspected of being one of the top exporters of drugs from Colombia to Central America, the United States, and Europe.” Another Calle Serna brother, Juan Carlos, was arrested in Ecuador in mid March and subsequently turned over to Colombia. The authorities accuse Los Rastrojos of ties with the Mexican Sinaloa cartel, as well as of protecting the Costa Rican citizen Alejandro Jiménez (alias Palidejo), who was arrested in Colombia in March for the murder of Argentine folk singer Facundo Cabral last year.
Many attempts have been made to define the concept of Information Operations; they can be understood as the use of a series of tools to manage one’s own information and that of one’s adversary, with the objective of identifying and revealing the enemy’s stratagems. This is done with the aim of developing information strategies that can strengthen the institution’s image and using them to confront 4th Generation Warfare; in this scenario, they become a tool that can transform society’s perceptions and defeat the enemy internally, through an appropriate planning process. In addition, Information Operations seek to strengthen the “interagency process,” better known in Colombia as “inter-institutional coordination,” with the aim of generating the necessary conditions for the state as a whole to provide the guarantees stipulated in the Constitution with regard to the population’s enjoyment of human rights. This inter-institutional coordination promotes community empowerment, thereby cutting the ties between the population and illegal groups, where they exist. Origin of Information Operations Their chief antecedent is the cyber war of the late 1970s; they have gradually undergone a process of transformation until becoming operations that acknowledge the significant role played by information as an element of power in times of peace, war, and conflict. Undoubtedly, the era of globalization entailed an increase in risks to national security, due to the fact that they took on a non-traditional role. The situation became even more complicated after the September 11 attacks, which led to a significant shift in the worldwide fight against terrorism. This episode in humanity’s history revealed a cruel and degrading threat characterized by the absence of defined limits, strategies, or objectives. The rise of threats of this non-traditional kind, which use information technology on a global scale in order to reach large populations en masse, falls under what is known as 4th Generation Warfare, defined by Thomas X. Hammes as “a complex arena of low-intensity conflict. (…) It encompasses the political, social, economic, and military spectrum and involves national, international, transnational, and subnational actors.” Some military commanders hold the view that the dispersion of this kind of warfare in society entails a significant level of flexibility and maneuverability in military operations. A considerable number of men or a great deal of firepower could become disadvantages for operations. The implementation of agile forces in small groups is necessary in order to confront this adversary; in addition, the aim is not to defeat him physically, but rather in his internal dimension, in order to attenuate the support provided by the population and the enemy culture. In this final element, the correct identification of strategic centers of gravity is decisive, as well as interagency action with other state entities. (To be continued…) By Dialogo July 19, 2012
Sign up for our COVID-19 newsletter to stay up-to-date on the latest coronavirus news throughout New York When Jackie Sharlup was 4 years old, her parents took her to the Long Island Game Farm in Manorville, where she saw, for the first time, live pigs, goats and chickens.She’s been a vegetarian ever since.“I never ate meat again,” recalls the chef and owner of Tula Kitchen in Bay Shore. “I remember my mom pointed out a chicken and I said, ‘Like – dinner chicken?’ And that was it.”Sharlup’s childhood informed her career as a chef in a number of ways. Around the time she was settling into her late-toddler vegetarianism, her father was diagnosed with cancer, which led the entire family to a clean and healthy, plant-based diet.“[My mom] was always taking us into Chinatown to get my dad weird teas — all sorts of stuff,” says Sharlup.“She always cooked for him, and got him to a very good place. I knew at a very young age that you could heal people with food.”As a teenager, Sharlup started working in delis and pizzerias, as so many young Long Islanders do, and continued to cook and work as a personal chef after high school while earning a bachelor’s degree in art and design. In 2006, she graduated from the Natural Gourmet Cookery School in Manhattan and started to think more seriously about opening Tula Kitchen, a dream she’d been fostering for years. The restaurant officially opened its doors that same year.“It was a pretty crazy time,” she says. “I probably didn’t see the light of day for the first six years. Owning a restaurant is no joke. You have to give it your heart and soul, or else you just can’t do it. It becomes your everything.”Although Sharlup has been a lifelong vegetarian, she doesn’t like to force it on others. She knew from the start of Tula Kitchen that she’d offer some more mainstream options – chicken, turkey, fish and seafood – but decided to leave red meat off the menu.“And nothing is fried,” she says. There are, of course, plenty of vegetarian options, including some products you don’t often see on menus in the area, such as seared seitan, a high-protein meat substitute made from wheat gluten.“We try to cook as healthy and natural and balanced as we can,” says Sharlup, noting that nearly everything they use is organic, right down to the sesame oil. “We try to make everything in this restaurant. Maybe two percent is purchased. Everything else we make; all of our dressings, sauces — everything.”Tula Kitchen offers breakfast and lunch Tuesday through Friday and dinner every night but Monday. The breakfast menu feature flap jacks with real maple syrup and fruit. ($11.95). The extensive lunch menu includes starters like stuffed acorn squash with quinoa, kale, caramelized onion and a lemon dressing ($14); and sesame crusted seared tuna with a wasabi drizzle and Asian slaw ($14).Options for “din-din” include balsamic glazed salmon over cauliflower and white bean smash with red grapes, roasted beets and white balsamic dressing ($28); a tuna lentil burger served with hummus and roasted sweet potato salad ($15); and veggie moussaka, a classic Greek dish of layered spinach, feta, breaded eggplant and potatoes ($19).Tula Kitchen has a split personality: two separate spaces – “west and east” – that have completely different décors. The western room, the home of the original restaurant, is dim and quiet, filled with dark wood and accented by yellow seat cushions and red floor to-ceiling curtains.Next door, a new space that opened two years ago is flooded with light, stylish crystal chandeliers and a long dramatic bar, what the restaurant’s website describes as “Frenchchic.”“There are a lot of jokes about how it’s the two sides or my personality,” says Sharlup, cracking a smile. “Good versus evil; dark versus light; whatever works for you.”Tula Kitchen is located at 41 East Main St. in Bay Shore. They can be reached at 631-539-7183 or tulakitchen.com.
continue reading » For decades, the number of positions in the C-suite could be counted on one hand. The senior leadership team was anchored by the CEO, COO and CFO. At some banks and credit unions, there might have been a Chief Retail Officer, Chief Risk Officer, Chief Lending Officer, Chief Marketing Officer or (more recently) a Chief Compliance Officer.These titles have been around long enough that most people understand what they are all about. But banking has grown more complex, and the C-suite along with it, forcing many banks and credit unions to conclude that traditional C-level roles no longer cut it.Now C-suites around the world are introducing a whole new slate of positions, some with colorful titles like “Chief Happiness Officer”. Mirroring trends that started with tech companies and Silicon Valley startups, a wide range of C-level positions have sprouted up at banks and credit unions around the world. Among the 45,000 banks and credit unions that subscribe to The Financial Brand’s email newsletters, you can find the following positions: 5SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr
In my hometown there’s a grocery chain whose moto has been: “We’re the friendliest store in town”. However, most people who shop there know the truth: their employees turn the moto to be “the surliest store in town.” If you’re gonna say you’re the friendliest, doesn’t it follow that you should actually hire people who are friendly and create a culture that radiates friendliness?We all know that your employees should be the face of your organization but, more importantly, your employees should be seen as the ambassadors of your brand. They should project your desired brand image through their behaviors every day during every interaction. And being an ambassador means they should do this with every external and internal interaction. They should be doing it when they’re at work but also when they’re away from the office interacting in the community.A well-known company that may be the posterchild for turning employees into brand ambassadors is Southwest Airlines. Take a flight on Southwest and then get on a United flight – notice anything different? Chances are that difference is attributable to the fact that Southwest dedicates so much to optimizing the brand awareness of every single employee. They don’t hope their employees live their brand; they invest in it, every day, to make sure they do, every time.There are two main ingredients to this brand ambassador recipe: 1) how strongly and definitively your company positions and substantiates your brand with employees (especially, new hires), and 2) to what extent those employees live and consistently represent your company’s brand.“Too many companies and organizations think their brand it something that is only visual. The way they appear outwardly, their logo, tagline, colors etc.” says Bill McKenna, VP Client Strategy and Growth, Colorworks, Inc. “Although these items do contribute to brand recognition, a deep rooted, well-defined brand starts in the hearts of every employee. They must all be on the same page and understand the important role they play in living your brand. They must also believe in the company they represent and the impact it has in the lives of members.”An organization’s brand is a direct derivative of its mission and values. When was the last time you updated your mission and values statements? When was the last team meeting that you discussed your mission and value statements? In a recent employee engagement we conducted, 20% of employees said they could not live the company’s mission and vision. If they can’t live it, they can’t be brand ambassadors.Employees should be motivated by your brand and your culture should allow that motivation to shine through. Employees need to be totally onboard with who you are, what you do, and why you do what you do. More often than not, investing in your culture will produce significantly higher levels of engagement with lower levels of turnover and performance that consistently substantiates your brand.Here’s a six-pack for creating an outstanding employee brand culture at your credit union:Teach employees about your brandInitially, your brand must convey a positive and attractive image. Don’t be shy about telling the back story – how did you develop your brand? Why is it important to employees, members, and the future success of the credit union? And what does it really mean to everyone (next bullet)? If the answers aren’t clear, it’s probably time for a revision or update.Conduct brand training (and re-training)Even if someone is motivated by your brand, they may not know how to live it and they may not know how to live it the way you want them to. That’s where training comes in: what are the specific behaviors you expect day-in and day-out to live your brand? Deliver this as a kickoff training session but also in frequent follow-on refreshers and, of course, in coaching interactions.Hire the right people to support your brandNot everyone is going to be cut out to execute on your desired brand image. Some people can’t or won’t live it in the manner you’ll expect. Proactively recruit and select employees who actively model your brand. They don’t quite have the level of experience you desire? You don’t really have a current opening for them? Weigh their ability to be an outstanding brand ambassador and you might suddenly find a place for them and get them the experience they lack.Hold everyone accountableSteps 1, 2, and 3 should send a crystal-clear message that branding is of paramount importance to the future viability, relevance, and success of your credit union. If it’s that important then you’d better hold people accountable to delivering on it as best as they can. Those behaviors trained in Step 2 better be included in observation forms and, ultimately, in performance reviews. If a new hire doesn’t sufficiently support the brand, they don’t graduate past their probationary period. Harsh? Maybe – but that’s how critical this is!Consistently gather feedback from employees and membersThe old saying is, “What gets measured, gets attention.” If you want employees to pay attention to being a brand ambassador, you’ll need to adequately and appropriately measure it. That means conducting annual engagement studies with employees and numerous feedback studies with members through various avenues. Don’t skimp on this; don’t do it the way you did it ten years ago; and definitely don’t mercilessly sacrifice it in budget cutting. Again, it’s critical!Invest (heavily) in your engagement cultureThis one is a little nebulous and it varies based on the dynamics of your culture but, generally, focus on doing whatever is necessary to create an environment where all employees feel like they have everything they need to live your brand image. For some, it may mean focusing on making it “fun”. For others, it may be focusing on education and development. For others, it may require more focus on feedback and recognition. Figure out what it means at your credit union and strategize to invest the resources to make it happen soon.Make note of how many people need to collaborate for this culture to be deployed and fully successful. Everyone is involved in these six steps – HR, Retail, Training, Finance, and, of course, the C-suite … it can’t just be a Marketing effort!“Quite often when credit unions talk about their brand and more specifically where the brand may need improvement, all heads turn to the marketing team for the answer,” says Jennifer Burns, Senior Consultant at FI Strategies, LLC. “Your brand is more than your logo, your web site or coordinating staff shirts. It’s the feeling that members get from doing business with you on a consistent basis through every delivery channel.”Burns goes on to say, “Every credit union employee has a responsibility to live the brand. Training can help your team get more comfortable speaking their brand’s language and articulating brand attributes. Ultimately the brand is a reflection of every interaction at your credit union.”Everyone hopes their brand has a positive perception but remember, “hope is not a strategy.” Commit today to investing in your people, elevate your culture, and create brand ambassadors. Walt Disney said, “You can build the most wonderful place in the world, but it takes people to make the dream a reality.” Your people are your competitive differentiator; they must substantiate your brand every day with every interaction.If you truly want to create the culture outlined in the six-pack above, we can help. Go to https://fi-strategies.com/contact-us/ and let’s get the conversation started. 20SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Paul Robert Paul Robert has been helping financial institutions drive their retail growth strategies for over 20 years. Paul is the Chief Executive Officer for FI Strategies, LLC, a private consulting company … Web: fi-strategies.com Details