#Staff Recruitment and Retention

[thecoachingdirectory]

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[indizombie]

Thirty-three organisations across Wales have written a joint letter to First Minister Mark Drakeford calling on the Welsh Government to publish its "long-awaited" workforce plan for the NHS and social care. As the country braces itself for what is likely to be the most difficult winter in the history of the health service, the organisations claim they are "flying blind" due to a lack of reliable and up-to-date workforce data and no implementation plan for the recruitment and retention of NHS and social care staff. They claim the impact of staff shortages on patient care "cannot be underestimated" as waiting times reach record levels in Wales. Cancer lists and ambulance performance times are currently the worst on record and overall waiting list numbers passed 750,000 for the first time in October 2022.

Mark Smith, ‘33 organisations write to First Minister to demand urgent workforce plan for NHS’, WalesOnline

[letteredlettered]

What an interesting topic. I’ve heard that a large percentage of employees cite their bosses as the reason they leave their jobs. What are some ways companies try to mitigate this?

They don't.

I can really only answer for my company, which cared about retention (of employees) a lot. Many companies do, because it costs much less to recruit/onboard/train as little as possible, and because it can be hard to get the work done without adequate staffing. I'd add that my company had one area in which staffing was a nation-wide crisis; also my company was in the public sector and was in the press a lot, which mean they cared about their image.

They still didn't do that much to ensure that people had good bosses. That has less to do with this company and more to do with the structure of business in capitalist society. This is a big reason HR is never going to be that helpful unless you've got a tiny company that, completely by luck, has mostly good folks.

A company isn't going to take a generalized point about folks leaving their job because they don't like their bosses as fact. Companies feel they are too diverse and the financial risk is too great to pour money into something if they don't have hard data, so the first step to retention is getting data. You would think exit interviews would be really informative, but those require a lot of time which equals staff which equals money. Some employers do them but mine would only do one if you asked, and then they did nothing with the info. This is because the company's mentality was "well, if you're leaving you're probably really dissatisfied and we don't want to hear about that." I know this makes no sense. But in general, not just in the business but in this society (formed by capitalism), the idea seems to be if you're dissatisfied it's your fault. Meanwhile the company is interested in data about why people stay; they figure if folks are satisfied, that's the company's fault and they want to keep doing the same so they can retain employees.

Our company had a huge employee satisfaction survey they did every year that included questions about employee opinions about the company, their colleagues, and their bosses. You get emails to remind you to take it and if you can't get time in the workday, bosses are supposed to allow time for it. Some problems with that are you still have to remember to take it; if you don't have time you have to ask a boss you might not like to get that time; some folks at my company literally had jobs that literally are life or death so it can be hard to take time to take a survey; the survey is only in English; the survey is only in the computer; the reminders are only in email. So you have to be a moderately good English speaker who regularly checks email and knows how to use a computer and gets regular access to a computer for the company to get your data about your satisfaction. As you can imagine, our most vulnerable employees often get missed.

If the survey showed that folks were really dissatisfied with a particular boss, that boss got put into a series of trainings. Training is good, but US businesses (and plenty of employees themselves) seemed to have latched onto the idea that training is the be-all, end-all of improvement. Many of us saw this in response to the discussions about EDI (equity, diversity, and inclusion) that came about in 2020; business promised to be anti-racist and had some EDI seminars to prove it, and that was all. Why is it like this? What is really needed to make bosses better bosses? And why isn't that being done?

When it comes to "why is it like this": recruiting and retaining good leaders is hard. The way someone becomes a boss in almost any organization is a) management likes them, and/or b) they were good at a job in a lower level or different department, or c) they come from the outside with a good resume and what sounds like good experience. But a lot of time, management likes people who aren't disruptive, and sometimes folks who aren't disruptive are the folks who are not thinking for themselves and not asking questions and doing everything the way they're told even when it doesn't make sense. That doesn't make a good leader. As for folks who are good at the lower level job in the hierarchy or in another department, they aren't always good at managing. It's a different skill set, but I've seen a lot of leaders and employees make this mistake. They think that that the folks who are great at the job should be promoted, and honestly that really doesn't make sense. And last but not least, folks who get hired from the outside are a complete crapshoot, because experience with leadership does not necessarily a good leader make.

As for what is needed to make bosses better bosses, imo what you would really need is someone embedded within the department who is managed by the boss and is doing the same work as the other employees, but also has the training and experience to evaluate what the boss is doing well and isn't doing well, and then also has the authority and buy-in to work with the boss so that the boss can shadow and learn the leadership skills they need. Then, if the boss can't improve, there would need to be the will within the org to fire or demote that boss, and often that will doesn't exist because recruiting bosses is so hard and the training is usually monumental.

Side note, what I'm describing is what consultants should do and normally don't. Consultants come in and ask a lot of questions and do focus groups and maybe some observations, but they are not in there doing the work understanding what it is like to live in this world, and without that I frankly find a lot of the work they do useless. That said, consultants are almost always hired to identify inefficiencies; they're not really there to make it a more satisfying job. Imo, the greatest efficiency is a satisfied worker, but it is hard to get the data to point that way, and again, companies only want data, and again, your dissatisfaction is your own fault.

Another side note, this is why unions are so great. Union stewards are folks who work for the company but can act as a union representative. This means they're embedded in the department and doing the work everyone does, but they can also at times step outside that role and carry the authority of an outside entity that does have some power to use against the employer. This is why all employees should have a union.

So, why aren't companies doing this? As you can imagine, hiring the ambassador to embed within a department, training them, paying them for their time--all of these are just too cost prohibitive to justify when they only thing you're getting out of it is employee satisfaction. It is also possible to improve employee satisfaction by paying employees more, which is in fact why I stayed in this job I hated as long as I did. I was getting paid so much that it just did not make sense to walk away without a firm plan in place. In the end, paying employees more costs less than ensuring they have a good boss.

I have lots more to say about this, but I've said a lot already, so if anyone has follow up questions, feel free to send more asks.

[allthecanadianpolitics]

Transit workers in the Comox Valley and Campbell River — neighbouring regions on the northern half of B.C.'s Vancouver Island — walked off the job Friday, citing unfair wages and excessive overtime.  Unifor Local 114's bargaining committee had come to two negotiated agreements with the employer, Pacific Western (PW) Transit, but members overwhelmingly rejected both.  More than 70 employees — which includes bus and handyDART operators, mechanics, cleaners and support staff — say they want wage parity with transit workers in other B.C. communities like Victoria, Whistler, and the Fraser Valley.  They say better wages would also help with recruitment and retention, which would mean existing employees would have to work less overtime. 

Continue Reading

Tagging @politicsofcanada

[triptychgrip]

Several years post-canon: expanding Ice Castle into a Nishigori/Katsuki-Nikiforov skating academy

Chapter 16 of my married Viktuuri 2018/2022 Olympic Games fic is up! It was one of my favorite chapters to write, as it touches upon Yuuri and Viktor's long-term plans once Yuuri retires (after the 2022 Games): partnering with the Nishigoris to expand Ice Castle into a world-class skating academy.

If you've read/are in the process of reading my fic, you'll know that figure skating politics are a huge part of my story, specifically because of a non-doping related scandal that shakes up the 2018 Games and affects the figure skating community for years to come. This same scandal/its aftermath deeply influences Yuuri and Viktor to usher in change within the sport, emboldening them to think through how their/the Nishigoris' future academy could push an aspirational advocacy agenda forward.

Below is an excerpt from this latest chapter, which I hope piques your interest in checking this fic out, or my other Yuri!!! on Ice work.

----

“Yuuko and Takeshi are so invested in this vision we have, and they’re sticking their necks out for us a lot. I’m just glad that they’re also so passionate about the waves we’re hoping to make.”

Viktor nodded before taking a hefty bite of his own onigiri, evidently catching on to what he meant.

Even with the preliminary conversations they’d had with the Japan Skating Federation, the four of them knew that some of the core principles of their future skating academy might be a hard sell. However, they were ones that they refused to compromise on, given everything that had happened at the PyeongChang Games (and in the aftermath).

In witnessing the struggle that both Seung-Gil and Yura had undergone to break away from the Korea Skating Union and FFKKR, respectively, the Nishigoris and Katsuki-Nikiforovs were committed to prioritizing at least 4 slots – 2 for the Men’s division and 2 for the Women’s division – for Russian and Korean skaters that wished to skate independently of their federations. But in doing so, they were creating something of a headache for themselves: each one of these prospective skaters would need to find a way to completely self-fund their careers. As such, it would be more important than ever for them and their future staff to acquire some savvy when it came to sponsor recruitment and retention.

Along with this, in a dramatic departure from the way things are typically done, all four of them knew that they wanted their skaters to be well-versed in understanding the politics of the sport.

Though the realities were sobering, there was simply no way that he or his spouse would be able to operate in good conscience and send their Novices and Juniors off to their first ISU competitions without at least some semblance of understanding around how judging worked. Or rather…all the ways it didn’t work.

And by continuing to model the pathways to reform, they wanted their future students to feel empowered to be vocal when it came to ushering in change within figure skating.

The two other priorities he and Viktor decided on with the Nishigoris would be less difficult to garner support around, but even so, they came with their own respective bureaucratic hurdles.

In seeing the way Phichit had hustled to both make and maintain a name for himself in a sport so dominated by the big-name federations, they wanted to reserve at least two spots in their inaugural year for skaters attached to smaller name federations. Working out a fair selection “rubric” would be complicated, and they’d already begun to pick Phichit-kun’s brain as to how one might devise such a process to be the most fair.

[shepherds-of-haven]

How exactly did Red end up as the archmage of the Circle? Were there no other staff who were older/more experienced than him?

Good question! I can't remember in how much detail this was expounded upon in the game, but essentially, all Circles have always had trouble finding and retaining long-term faculty, instructors, and staff. In the old days before the Castigation, teaching positions at places like Solhadur were essentially like collegiate professorships at universities: you'd teach your classes, conduct office hours and head up research and projects, but you still had a home, life, and typically family outside of the school that you would return to once your day or week was over.

After the Castigation, of course, instructors don't really have this luxury: it's not as if you can risk being regularly seen making trips up to "the old abandoned castle" on the outskirts of town and then coming home to your house and family in Capra every night, exactly as if you... worked at the old abandoned castle that used to be a Mage academy, so instructors have to teach and live on the grounds under the same restrictions that the students have. Your whole life has to be about the Circle, by necessity, for everyone's safety. Except that students will eventually graduate after a few years and have the opportunity to leave and go their own ways in the world (if they want to); and teachers don't really get that luxury.

So if you try to source teachers from the outside, you already face a great deal of obstacles: you have to 1) find teachers who are experienced, advanced, and skilled enough at magic to teach it (hard enough when learning magic is outlawed by the Autarchy, so you're already dealing with a drastically-reduced pool of candidates), 2) someone who has the aptitude and demeanor suitable for teacher (further reducing the pool), 3) someone who has the willingness and capacity to devote their lives to the Circle and forego having a family, life, residence, or pursuits outside of it* (reducing the pool even further), and 4) to do all of this scouting, vetting, and recruiting in a way that doesn't result you both in getting caught by the Inquisitors or other authorities.

*There are exceptions to this, of course: nothing precludes the instructor from bringing their family to live with them at the Circle, but this also introduces new complications: what will your partner do for a living? What if your kids grow older and don't want that kind of life, or long to have friends outside of the Circle? Etc.

And then even if you manage to do all of this and hire an instructor, nothing guarantees that they'll want to teach forever. So your retention rate is pretty regular, with some teachers exiting after 5-10 years (and some even less), whether due to retirement or illness or seeking a new career or settling down and starting a family/lifestyle that isn't compatible with the Circle or having to go back home to take care of someone, or any number of reasons; but your hiring rate is drastically reduced.

(What about hiring internally, you ask, rather than finding instructors from outside the Circle? Well, consider your average high school or small college population. Of all the students you graduated with, how many of them would want to stick around after graduation to continue teaching? Let's say that number is higher than average because of the altered circumstances of the Autarchy: there aren't a lot of professions that allow young Mages to keep using their powers in a way they've now become accustomed to, so let's say interest in staying on as a staff member is far higher than the average student population. But of that number, who are also actually suited to be good teachers?)

Anyway, in the early days of Archmage Tevanti's tenure, he was actually pretty successful at scooping up a great number of faculty members who were interested in helping maintain the Circle: he was the son of the last Archmage of Solhadur and had that clout going for him, and he was very old when he died (around 200), so when he started his recruiting, it was actually in the early years directly after the Castigation. So there were still a number of pre-Castigation educated Mages willing and able to teach, and under his leadership, he garnered more over the years. But once he got older, active recruitment stagnated, partially because he already had his set faculty members and wasn't actively seeking new, fresh, younger blood; and also because the difficulty and danger of traveling on the roads seeking Mage instructors increased with the return of the Endarkened as well as heightened activity and zealotry from the Inquisitors, especially once Enik took charge. By the time Archmage Tevanti died, recruitment efforts had basically halted entirely, and it was left to "his" generation of teachers to keep things going. But over the years, many had already retired or died at the normal rate of decay, so where he may have started with, say, 40, in his twilight years there were 10. It was just bad luck that, because they were all of similar age to him, many of them also became ill, retired, or passed away around the same time as him, just before, or just after; so by the time it came to choosing a successor, the "senior" generation of faculty members were pretty much all gone or on the way out, and the middle generation were exiting for their own reasons (too dangerous, tired of teaching and quitting after a normal rate (say five years), wanting a career change or new pursuits, settling down and starting families, disheartened by his loss, etc.). So, to his thinking, you'd want someone younger, stronger, and sharper, someone who has a lot of years to give and isn't prone to noping out because of the demands of middle age or looming retirement, someone who could tackle this enormous task of being Archmage with the necessary fresh perspective and vigor of youth... which is why he chose someone like Red, and not the fifty-year-old Charms instructor who had indicated he would be retiring soon to spend more time with his granddaughter within a few years. It was just really, really bad luck that Red's stepping into the role coincided with anyone more senior than him (who could at least serve as an advisor or consultant or mentor) being eliminated/whittled down due to unfortunate circumstances and extremely bad timing: I think he mentions some professors were there to help him in the first years, but one was hit by a curse, one fell ill, and etc. It was probably on Archmage Tevanti to have recruited younger, fresher teachers sooner so Red would have a pre-established faculty before he took over, but again, a lot of circumstances prevented him from being as active in his recruitment as he should have (not even mentioning his long illness), and he really couldn't have predicted how things would go.

This is a long explanation, but hopefully that paints a better picture of how Red was essentially launched into a very stressful position without the guidance and direction Archmage Tevanti was expecting he would have, and why many of the teachers currently at the Circle are around the same age as him! However, after joining the Shepherds, there's obviously a lot more contact with Mages, so the faculty is more diverse in age and experience again and he can take a step back from his Archmage duties without feeling like it's all on him, as there's an actual support system for it all now! Hope that all makes sense!

[lesbiansandgayssupporttheminers]

Apparently, on twitter, there are some people still unaware of the massive teacher shortage in England and Wales. It does affect some subjects and some geographic areas more than others, so let’s talk about it and the impact on kids and the impact on wider society.

And you can see here, teacher recruitment in 2022 was down on every measure: https://explore-education-statistics.service.gov.uk/find-statistics/initial-teacher-training-census

Teacher retention is also in a dire state- according to the DfE, nearly 20% of new teachers quit within just 2 years, whilst nearly half leave within 10 years. Meanwhile, NEU surveys show 44% of all teachers are considering leaving the profession in the next 5 years- see here: https://neu.org.uk/press-releases/state-education-profession

These surveys also show more and more schools having unfilled vacancies for teaching or support staff.

What does this actually mean in practice in the classroom?

In 2019, pre-pandemic, I was looking for a new science teaching job. I went to a few interviews, and found a job relatively easily, but all of the interviews I went to had a good field of applicants, and it didn’t seem like vacancies were going unfilled.

Last year, I worked in a school who had a vacancy for a science teacher. We advertised throughout the year, and it took 2 terms to find a suitable applicant. I left my job at that school, and got a new one on the first interview I went to (this is not because I’m amazing, I was the best of a bad bunch, as it were). My job, unfortunately, was not filled for September. Colleagues teaching maths and MFL (among others) also left at the same time and their jobs weren’t filled. Another vacancy was filled with an ECT who would be moving to the area but she couldn’t take up the post due to not being able to find anywhere to rent!

There will be areas of the country where teachers read this, and think actually, it doesn’t look so bad!

I know schools in my county and in the city where I used to work who now have no qualified physics teachers in the school. I know schools making timetable adjustments to ensure all students get time with a qualified science or maths teacher. I know of PE, English, History teachers teaching science or maths. I know of schools where I’d estimate 10% of the workforce is long term supply (who, btw, can just walk out one day and not come back). I know trainees being offered jobs in November of their training year for the following September.

Out of curiosity I keep an eye on teacher vacancies in my county- I’m seeing the same ones being advertised over and over since September. There’s currently over 20 vacancies being advertised for “as soon as possible” starts.

And certainly forget about finding maternity cover for a lot of subjects- teachers have no need to take temporary contracts at the moment!

So, what does this look like for the kids?

It means they get a string of supply teachers, who may change week on week. It means not being taught by subject specialists. It means if their teacher leaves part way through the year (and teachers do) there is almost no chance of that teacher being replaced, and no spare capacity to juggle. Schools try their best to “protect” exam classes, but it doesn’t always happen.

These kids get poorer quality lessons, often little marking/feedback, and run the risk of missing bits of the exam syllabus. Often, they don’t get to do practical work in relevant subjects, or the practical work they do will be more limited. HoDs are stressed sorting cover, and their own classes get neglected. Teachers go off sick with stress, and the class gets a few weeks of cover (or maybe more if things are really bad).

It also means that kids go without form tutors- that first point of pastoral contact- and they might end up feeling like there’s no-one they can go to if they have a problem at school. (I know some kids feel like this anyway, but not having a form tutor or regular teachers can make things feel worse).

In primary schools, it can look like classes being covered by unqualfied TAs. I don’t want to criticise TAs at all, they are amazing BUT they do not have the training a teacher has, and they are paid much less, so usually won’t do planning or marking in the same way- which I don’t think ends up being great for the kids.

Ultimately, teacher shortages are at their very worst in subjects like science and maths, although they are also bad in MFL, Geography and increasingly English. I am not one of those STEM > everything people, but we do need engineers, doctors, HCPs, biomedical scientists, chemists, environmental scientists, and so on. These are the people who build our infrastructure, take care of us when we are ill and develop new treatments, and ultimately make our lives better. If we don’t have good education in these areas, it is a major problem for the country.

Anyway, this is a very long post to say “things are crap in schools right now, and this is why teachers are striking”.

[beardedmrbean]

Kentucky’s public colleges and universities would have to defund all Diversity, Equity and Inclusion offices and trainings, eliminate race-based scholarships and end administrative promotion or justification of so-called “discriminatory concepts” like white privilege under a Republican-backed bill filed Friday.

House Bill 9, introduced by Rep. Jennifer Decker, R-Waddy, would bar public post-secondary institutions from providing any “differential” or “preferential” treatment to a student or employee based on race, religion, sex, color or national origin.

That includes through any office, programming or training on diversity, equity and inclusion — also known as DEI — which has become a frequent target of conservatives nationwide.

In a news release accompanying the bill, Decker called DEI initiatives “misguided” and said they “made college more divided, more expensive and less tolerant.”

Diversity, equity and inclusion offices on campuses are designed to support marginalized or underrepresented student populations by fostering a more inclusive college experience, college administrators and experts say.

The University of Kentucky’s Office of Institutional Diversity, for example, says on its website it serves to “enhance the diversity and inclusivity of our university community through the recruitment and retention of an increasingly diverse population of faculty, administrators, staff and students.”

And UK does this, the office says, “by implementing initiatives that provide rich diversity-related experiences for all to help ensure their success in an interconnected world.”

“If education is to be the great equalizer in the commonwealth, the opportunity to obtain a college degree in our state must be equally available and affordable to all,” Decker said in a news release.

“HB 9 would allow our universities and colleges to return their focus to providing Kentucky students with excellent academic instruction in an environment that fosters critical thinking through constructive dialogue.”

A handful of states with Republican majorities have passed anti-DEI bills in recent years, perhaps most notably in Florida.

[religion-is-a-mental-illness]

By: Abigail Anthony

Published: Apr 19, 2023

Princeton has long had a reputation as the open-minded Ivy. High-school students enduring the arduous college-application process will come across articles describing Princeton as hospitable to conservatives, while the university’s president, Christopher Eisgruber, recently claimed, “We have civil discourse on this campus.” But Princeton’s reputation for relative openness is no longer deserved. In recent years, Princeton has embraced the imperatives of diversity, equity, and inclusion, making it an unwelcoming space for anyone—conservative or liberal, religious or secular—who happens to dissent.

Princeton’s diversity, equity, and inclusion initiatives are misnamed: They divide, exclude, and ostracize students of all political affiliations by rendering it socially dangerous to express any criticism of progressive mantras. Thirty-one academic departments have DEI committees, which could explain the land acknowledgements in syllabi and the deluge of departmental anti-racism statements that inform students what can and can’t be said in class. The university’s McGraw Center for Teaching and Learning offers recommendations for “inclusive teaching” and encourages instructors to “address blatantly offensive and discriminatory comments and hold students accountable for their behavior,” which seems to contravene the university’s adoption of the University of Chicago’s Free Speech Principles. Princeton’s Office of the Provost encourages departments to “develop a departmental procedure for the regular examination of syllabi to ensure the representation of a diverse array of scholars in the field” and to “redesign the curriculum to address inequities in access and retention.”

In the name of diversity, some requirements have been dropped and others have been added. In 2021, the Princeton classics department began “removing barriers to entry” and stopped requiring study of Greek or Latin, while the politics department introduced a Race and Identity track. The Provost recommends boosting the number of “underrepresented discipline-specific scholars and researchers to participate in departmental events.”

To ensure that faculty hiring results in a diverse work force, academic departments (possibly illegally) appoint a search officer who is the “only individual who can see the confidential individual, self-identified demographic data, including data about gender, race, and ethnicity,” and the officer should “monitor the recruitment and selection processes for tenure-track and tenured faculty positions.” The guidance states that “before the short list is sent to the associate dean for academic affairs or the deputy dean, the search officer must review it for gender and racial/ethnic representation.”

The search officer indicates to the search committee whether the applicant pool is diverse enough and recommends specific individuals without explicitly stating why, thereby circumventing federal and state laws prohibiting race-based hiring. Unsurprisingly, the university has documented a rise in Asian and black tenure and tenure-track faculty since fall 2018, while the white tenure and tenure-track faculty fell by 4.4 percent. Although Princeton doesn’t require diversity statements for hiring, the university has developed guidelines for departments that do wish to ask for such affirmations.

Despite these facts, many still claim that Princeton is insufficiently progressive. Since September 2021, three diversity, equity, and inclusion staff members have resigned from Princeton University alleging a lack of institutional, financial, and emotional support. Former employee J.T. Turner is a self-described “black queer nonbinary person” and a “DEI practitioner [of] 10 years” who was “hospitalized” due to the “highly macro-aggressive environment” in the athletics department. Jim Scholl, a former employee who is HIV-positive, recounted requesting a day off to receive the monkeypox vaccine in New York and being asked to join the morning meeting and work on the train, which supposedly displayed a “complete lack of empathy” for a “queer person trying to survive yet another plague.” The third former employee, Avina Ross, published the article titled “Angry Advocate Revelations,” describing how “exclusion, silencing, white guilt, compassion fatigue, and white assimilative practices” caused her “harm.”

When the Daily Princetonian reported on these resignations, conservatives ridiculed the staffers. Yet one important fact went largely unnoticed. According to the article, Princeton has “more than 70 university administrators whose primary responsibilities consist of diversity, equity, and inclusion.” That averages to about 1 DEI administrator for every 80 undergraduates.

When I inquired about the salary ranges for three DEI-related positions—including the position that Avina Ross held—the university clarified that these are “mid-senior level professional positions” and the expected salary ranges are “$75,000 plus for experienced professionals.” (For comparison, Princeton recently announced increasing graduate students’ fellowship and stipend to approximately $40,000.)

Princeton’s diversity bureaucracy functions as an ideological surveillance system that regulates the social and academic cultures. Freshman orientation has compulsory events that include “diversity and inclusion” in the session’s title, as well as mandatory programs on LGBTQ identity, “mindfulness,” socioeconomic status, and the university’s history of systemic racism.

Undergraduates seeking a bachelor of the arts are required to complete a course in the “Culture and Difference” field, which can be satisfied this semester with courses like “Body Politics: Black Queer Visibility and Representation,” “Police Violence, #BlackLivesMatter, and the Covid-19 Pandemic," “Asian-American Psyches: Model Minority, Microaggressions and Mental Health,” and “Black + Queer in Leather: Black Leather/BDSM Material Culture.”

In 2020, Eisgruber, the Princeton president, asserted that “racist assumptions from the past also remain embedded in structures of the university itself,” and he committed the institution to a wide range of anti-racism initiatives, such as “develop[ing] an institution-wide, multiyear action plan for supplier and contractor diversity […] and other business partners, including external investment managers.” This “action plan” quickly produced results: The university’s 2021-2022 DEI Report affirms that all $600 million worth of bond transactions were “led by a financial firm owned by people of color, women, veterans, and members of the LGBTQIA+ community.”

Princeton’s h.r. department offers a free “Inclusion & Diversity Certificate Program,” complete with courses like “Exploring White Identity,” “Ouch! That Stereotype Hurts,” and “Bias, Privilege, Power, & Workplace Communications.” Moreover, there are “Brave Spaces” for discussions which focus on different themes, such as inclusive language, privilege, and microaggressions. HR events include “LGBT Book Club: ‘Postcolonial Love Poem’” and “What Just Happened? Racial Anxiety in Our Work Relationships.” There are at least 11 employee resource groups, such as the “Network of African-American Male Administrators at Princeton,” which seek to provide “the opportunity to network, share knowledge, build allyship, connection, and increase cultural dexterity.” Princeton’s h.r. department also provides a curated list of resources to combat racism: recommendations include How to Be an Antiracist by Ibram X. Kendi and a 10-minute interview with Robin D’Angelo on her book White Fragility.

Extensive as the university’s diversity efforts are, they are insufficient for some undergraduates. Students demanded that the Lewis Center for the Arts implement biannual anti-racist, implicit-bias, and anti-oppression training for all faculty and staff. Students in the creative-writing department demanded affinity spaces for BIPOC students and clarified that “if spaces are created for white [creative writing] students, it is imperative that these spaces exist only as anti-racism learning spaces that are accountable to BIPOC.” Dance students demanded “deconstruct[ing] the association of ‘technique’ with whiteness” and “equitable auditions.”

Ultimately, the university’s allegedly “diverse” spaces are homogenous. They segregate—rather than integrate—individuals with different beliefs, backgrounds, and values. My class’s upcoming graduation in May will have at least five “affinity” celebrations, including an Asian Pacific Islander Desi American graduation, a Latinx graduation, Native American graduation, a Pan-African graduation, as well as Middle-Eastern, North-African, and Arab graduations. Graduation should be a time when all students are united by the accomplishment of completing four years of demanding education, rather than divided on the basis of immutable characteristics.

Meanwhile, the “inclusive spaces” immediately ostracize anyone who slightly disagrees with the orthodoxy du jour. For example, the university’s Gender and Sexuality Resource Center expanded the mission of the Women’s Center to encompass males and “nonbinary” individuals, and the center released a statement condemning the Dobbs decision, thereby clarifying that the center isn’t a space for women, but for people—of either sex—who subscribe to a certain ideology.

Princeton formerly had the motto Dei Sub Numine Viget, meaning “Under God’s Power She Flourishes.” Now, Princeton seems to have embraced a new definition of Dei and updated the motto: Under Diversity, Equity, and Inclusion She Flourishes. Students who hold a different creed should consider applying elsewhere.

[thedreadvampy]

here is a situation I would like you to consider. Imagine a charity, right?

This charity has a staff of 207, of whom around 5-8 are people of colour

This charity works in poverty and homelessness reduction, an area which disproportionately affects Black people, Asian people, and non-EU migrants.

This charity operates in Scotland, a country which is considered extremely white with a population who identified as 96% white in the 2011 census

This charity operates in Edinburgh, a city with a population that's still pretty overwhelmingly white, with 91.7% identifying as some form of white in 2011 (5.5% Asian, 1.1% Black or African, 1.6% other/mixed) (the 2022 census numbers aren't out yet so this is real outdated)

The charity has an Inclusion and Diversity staff working group

Despite operating in a pretty white country, this charity is still managing to limbo under the line of 'less white than Scotland as a whole in 2011' by having a staff body which is under 4% people of colour, despite operating in the capital.

All staff of colour in the organisation are below junior management level

All but 2 people of colour in the staff team have, at some point, joined the staff working group then left. Several have mentioned feeling like they're being expected to take on extra diversity work because of their race, and one spoke to feeling like there was no room or interest in discussing racial equity.

There has never been any concerted data gathering or analysis on the racial picture of applications vs successful recruitments in the organisation

When asked, the general take from management is 'people of colour prefer to work for BAME organisations'

When asked about racial equity in recruitment, managers in the inclusion and diversity group repeatedly deflect to talking about reaching BAME client groups by co-working with BAME-focused community organisations.

When asked about putting budget underspend behind scoping the reasons for racial inequity in hiring and retention, managers in the (entirely white) I&D group said, and I quote, "obviously it's important but it's never come up as a priority and we don't need people to come in and tell us what we already know"

"ok what do we already know"

fucking nothing as it turns out because it's "never been a priority"

we don't even know if it's a recruitment or hiring issue

except I do

because I've talked to multiple people of colour who applied and went through the hiring process and were not hired

so people are fucking applying aren't they

anyway I had a very angering day yesterday, how are you all doing?

It's not, in fact, that "they don't want to work here for some reason"

[the-empress-7]

MPs laud Princess of Wales's 'crucial' early years campaigning

Politicians will this week launch an inquiry into early years education examining the quality and affordability of childcare

The Princess of Wales's work highlighting the early years of childhood has been praised as MPs prepare to launch an inquiry into the state of childcare.

The education select committee will this week announce an inquiry into early years education, which will examine the quality and affordability of childcare.

It comes after the Princess recently wrote for The Telegraph saying "not enough is being done" to nurture the next generation.

She vowed to "shine a light on this issue and to do everything I can to secure much greater focus on those first crucial few years for the youngest members of our society".

The Princess has undertaken a series of campaigns to raise awareness of the importance of early childhood, with a regular programme of engagements designed to boost the sector.

'Crucially important'

Robin Walker, the chair of the education committee, told The Telegraph that her involvement was "extremely welcome".

"The work that the Princess has been doing to raise the esteem and the recognition of the sector is actually crucially important," he said.

"[The sector] has an intrinsic value - it does an enormous amount of good for society, and making sure that we can celebrate that and recognise it is important."

He added: "One of the valuable things that the Royal family are able to do in the UK is draw attention to cross-cutting issues like this in a non-political way, but also to recognise the incredible work that goes on across the sector... it is extremely welcome that she has taken that interest."

Mr Walker, who took over as chairman of the education committee last month, said the need for an inquiry had gained extra urgency because of the "post-Covid environment" and the "concern around the school readiness and the social challenges that children have had in terms of living in isolated homes".

Robin Walker

Robin Walker, the chair of the education select committee, says providing the right support early can 'save a fortune for the education system in the long run' CREDIT: Paul Grover

The inquiry will look at the "coherence" of the current childcare system, including the fact that parents are currently missing out on billions of unclaimed tax-free childcare.

It will explore how the lack of affordable childcare prevents many mothers from returning to work even though they would like to.

"With the right support and the right investment from Government, there is a hope for helping many more of those people to work effectively," Mr Walker said.

Recruitment and retention of early years professionals will be another focus.

"Even though the Government doesn't run the sector in the same way as it does for primary and secondary education, I think there’s a very strong case for more to be done around workforce planning, retention, and raising the esteem of the early years professionals who work in the childcare, early years and nursery sector," Mr Walker said.

"I speak to nurseries, they will complain about losing staff to supermarkets and to other areas."

Source: Telegraph

Thank you so much for this. Let me see if @the-cat-with-the-emerald-tiara-1 has the full article.

[ukrfeminism]

Thousands of student nurses, midwives, and teachers are leaving their courses or ditching training altogether because the government’s free childcare scheme does not extend to them, The Independent has been told.

Campaigners are warning that a growing crisis affecting the education and healthcare sectors is being made worse by students’ inability to access free childcare – forcing them to leave the sector and find work elsewhere.

The warning comes as worrying Ucas data published this week showed that applications for UK nursing degree courses were down for the third year running. Just 31,100 people applied for a course for 2024, down from 33,570 last year, 41,220 in 2022 and 46,040 in 2021.

NHS cuts, heavy workloads, and a collective sense of being undervalued have already sparked an exodus of UK-trained nurses from the NHS, with 42,000 empty vacancies in England alone.

Because of this, several prominent campaign groups, including Mumsnet and Save the Children, are demanding Chancellor Jeremy Hunt extend the government’s free childcare scheme to all parents in training.

Mr Hunt initially unveiled the major extension to free childcare for parents in the spring of last year to win back voters, with working parents who have children under five told they can claim 30 hours of free childcare for 38 weeks per year from September 2025. But Mr Hunt’s 30-hour childcare offer only covers parents who are in paid work. 

Trainee teachers, nurses and midwives often work full time, meaning they will need childcare, but do not qualify because they are technically studying.

Some 190,214 students are currently training to be nurses, teachers and midwives in England, according to the latest data.

The Independent has revealed there are major problems with funding, staff shortages and nursery closures. The new scheme comes after ministers rolled out 30 hours of free childcare per week in term time for three and four-year-olds in England in 2017.

Josie Irwin, head of equality at Unison, the UK’s largest trade union, said they are witnessing student nurses and social workers dropping out of their training due to not being eligible for the government’s free childcare. 

She said “a bubbling cauldron of problems” engulfing the NHS and caring professions is being compounded by the lack of childcare.

“It goes hand in glove with the recruitment and retention issues which are running across the caring professions, such as nursing, healthcare assistance, paramedics, social workers, midwives and teaching assistants,” Ms Irwin added.

“Women ending up in really precarious zero-hours employment is represented by politicians as a choice but it is not. They don’t have any other option in doing really difficult, demanding, underpaid, undervalued challenging shifts.”

Exclusive data, shared with The Independent, found around four in 10 student nurses and paramedics say problems securing childcare mean they are contemplating dropping out of their course.

Researchers, who polled 600 student nurses and paramedics, also found around seven in 10 report being heavily dependent on family and friends to help them with childcare.

Christine Farquharson, associate director of the Institute for Fiscal Studies, also warned that such families cannot access other childcare help programmes such as tax-free childcare or subsidies through universal credit. 

A midwife, who didn’t want to be named fearing reprisals from management, said: “It is not unusual for there to be more student midwives than trained midwives and sometimes student midwives are being thrown in the deep end and plugging the gap of the midwifery shortage. 

“This can be dangerous for patient safety. Student midwives are worth their weight in gold – the service would completely crumble if we didn’t have their support.”

Daisy*, who has two young children, said she was forced to drop out of her nursing course for two years due to struggles to access childcare – assuming she would not be able to return.

The 31-year-old, who lives in Nottinghamshire, explained she was previously running a digital marketing company but chose to take a hefty pay cut and retrain to be a nurse due to feeling unfulfilled and wanting to give back.

She is resuming her course this month but will not be able to claim the government’s free childcare provision that begins in September, or the free hours she is currently claiming for her other child, unless she continues doing her current paid work, she explained.

“I work nights to save money on childcare. I look after a child with complex needs. I do 24 hours of care work through the night a week,” Daisy added.

“If I were to go back onto the course and drop my paid hours so I can properly focus on the course, we would lose access to the free childcare. Many weeks I don’t sleep at all after my shift. I have an out-of-body experience most weeks – I just float.”

“It has negatively impacted my mental health – terribly so,” she added. “It is affecting my sleep and causing me a lot of anxiety. I think about it all the time. I feel trapped. I feel like everything is against me wanting to be a nurse.”

The latest data shows there is a shortage of 42,306 nurses and 2,500 midwives in the NHS in England, and a deficit of 2,300 teachers. 

Sarah Ronan, director of the Early Education and Childcare Coalition, explained her member organisations frequently hear from people, mainly women, who are doing vocational training that involves on-the-job placements being forced to drop out due to the cost of childcare.

Ms Ronan said the childcare sector is already grappling with “unprecedented demand” – warning the government must only roll out free childcare provision for students in a way that does not “overwhelm the sector”. 

She added: “Often people come to these professions later in life. In those situations, they may already have children and therefore they are being penalised due to not being given adequate support to retrain. There are also recruitment campaigns by the government that target people as career changers to come into these professions.”

The Organisation for Economic Co-operation and Development (OECD) found the UK had one of the most expensive childcare systems in the world.

“Understandably, trainee midwives, teachers and nurses are furious they cannot access these new schemes,” Joeli Brearley, chief executive and founder of campaign group Pregnant Then Screwed, said. 

“Mothers in training have contacted us to express their concern as to how this exclusion undervalues the work they do and has made them reconsider whether training is right for them.”

A spokesperson for the Department for Education said: “Students who are parents already receive a grant paying 85 per cent of childcare costs across the full year including holidays, up to a weekly limit, and student nurses with children receive an additional NHS grant of £7,000 per academic year.

“On top of this, nurses have received a 5 per cent pay rise for 2023/24 and two significant one-off awards worth over £2,000 on average."

Dr Nichola Ashby, deputy chief nurse at the Royal College of Nursing, warned grants available for nurses “don’t come close” to paying for childcare.

*Name changed 

[silverpeoplebangalore]

In today's dynamic business landscape, the synergy of emerging technologies and advancements in automation and robotics has created a promising environment for growth and innovation. However, businesses face significant challenges such as the global labor shortage and a widening skills gap, hindering the full realization of potential growth. These obstacles highlight the importance of workforce planning and strategic talent acquisition to ensure companies have the necessary skill sets for the successful implementation of new technologies.

Recognizing the need for a skilled workforce, many organizations are turning to HR solutions companies like SilverPeople to navigate these challenges. Partnering with such firms can offer invaluable support in building a workforce for the future. Strategic workforce planning becomes essential when addressing issues like fluctuating customer demands, disruptions in the supply chain, and the ongoing labor shortage. It enables organizations to:

Reduce Labor Costs: Efficient workforce planning helps in optimizing labor costs by ensuring that talent is deployed where it generates the most value for the business.

Optimal Talent Deployment: Ensures that available talent is utilized effectively, preventing overwork and supporting staff satisfaction and retention.

Identify Skills Gaps: Enables organizations to identify current and future skills gaps, providing insights for upskilling, reskilling, and professional development initiatives.

HR solutions companies like SilverPeople provide the resources and technology necessary for effective workforce planning. They offer insights into worker expectations, helping employers create robust recruitment strategies and competitive compensation packages to attract top talent.

Flexible staffing, particularly the use of contingent workers, has gained prominence globally. A Deloitte study revealed that larger companies are allocating up to 30% of their procurement spend on contingent workers. Strategic deployment of flexible workers can lead to cost savings, acquisition of specific skills for short-term needs, and increased workforce agility. While beneficial, managing a flexible workforce can be challenging, making the expertise of an HR solutions partner crucial for effective workforce planning.

Redeployment and career development within existing organizations are essential components of workforce planning, especially as the skills gap widens. Career development programs not only improve workforce engagement and productivity but also address concerns about job security. By creating transparent processes and empowering employees to manage their own careers, organizations can foster a positive work environment and secure the skills needed for the future.

The necessity of optimizing time and money in business operations, particularly in HR functions like recruitment, is paramount. Working with an HR solutions partner streamlines the recruitment process, leveraging their expertise to identify efficiencies and stay updated on cutting-edge trends and technologies. For instance, the use of chatbots can significantly reduce the cost-per-hire compared to traditional methods.

For small businesses operating on tight budgets, the prospect of navigating the labor market and making the right hires can be daunting. The U.S. Department of Labor estimates that the cost of a bad hire can be as high as 30% of the new hire’s annual salary. Outsourcing hiring to an experienced recruitment company like SilverPeople becomes a strategic move, providing businesses with confidence in acquiring the right talent and avoiding costly mistakes.

In an era where talent shortages threaten business growth, sourcing hard-to-find talent becomes a critical challenge. A recruitment company with a vast and diverse talent network, such as SilverPeople, equips businesses with the ability to quickly find the right people. Their insights into emerging trends and in-demand skills, such as artificial intelligence, machine learning, and cybersecurity, help organizations prepare for the future.

As businesses strive for success in 2023 and beyond, partnering with an HR solutions company emerges as a crucial strategy. These partnerships not only address immediate talent needs but also facilitate long-term workforce planning, ensuring organizations are well-equipped to navigate the challenges of a rapidly evolving business landscape.

SilverPeople specializes and is placed strongly in 7 Industry verticals: Retail, E-Commerce, Education, Real estate, Fintech, Digital Transformation and Sustainability. SilverPeople has a deep understanding & strong capability to solve Digital Transformation Hiring challenges and is the go-to place for ‘Go Digital’ recruitment consulting!

Connect with us -

Website: www.silverpeople.in

Email id: enquiry@silverpeople.in

Contact no: +91–9620439053

[allthecanadianpolitics]

Doctors Manitoba and the provincial government have reached a tentative agreement that includes a $268-million funding boost and initiatives to help address physician shortages and retention issues over the next four years.

The tentative physician services agreement covers physician pay and funds to operate their medical practices, including costs for staff, equipment, supplies and clinic space, among other expenses.

It also includes a number of targeted funding increases to help doctor retention and recruitment in rural and northern areas, including remote First Nations, the Manitoba government said in a news release on Thursday.

"This will only translate to our population of Manitobans. Doctors hope this historic increase in funding will make it easier for them to access the care they need," said Doctors Manitoba president Dr. Michael Boroditsky in a Zoom news conference on Thursday. [...]

Continue Reading.

Tagging: @politicsofcanada

[willcodehtmlforfood]

"Councils pursuing a four-day working week are not providing value for taxpayers and should "cease immediately", the government has said.

The first local authority to trial the pattern was South Cambridgeshire District Council, which said it helped to improve recruitment and retention.

But the Department for Levelling Up, Housing and Communities said the scheme should not be adopted elsewhere."

"Leader of South Cambridgeshire District Council, Bridget Smith, said the initial trial "saw performance generally maintained, and in some cases improved - with not a single area falling to a concerning level".

She said "strong evidence" suggested the new work pattern helped "fill hard to recruit posts", saving money by avoiding paying high numbers of agency staff.

"Since January, our sickness rates have fallen by a third, staff turnover has reduced by 36%, and complaints about services are down," she added."

"The government "respects" the right of councils to make their own decisions on key issues, said local government Conservative minister Lee Rowley.

But he added: "There are also times, however, when government deems it proportionate to step in to ensure that residents' value for money is protected.

"The issue of the four-day working week is one of those times.""

"A council has been told to cease its trial of a four-day week for workers or the government will consider "financial options" to stop it.

South Cambridgeshire District Council began the trial in January.

But local government minister Lee Rowley has written to tell it targets in seven categories have not been met since, including call-answering."

[fitmanagement]

Running a gym can be a rewarding venture, but there are times when it feels like the fitness gods are testing your resilience. Whether it’s a drop in memberships, unexpected challenges, or an overall slump in revenue, staying afloat in the fitness industry can be tough. Fear not! I’m here to share five effective strategies that can breathe new life into your gym’s sales performance, even when the tide seems against you.

1. Reevaluate Your Pricing Structure

When revenue starts to dip, the knee-jerk reaction is often to cut prices or offer steep discounts. However, a hasty reduction in rates can devalue your services and lead to further financial strain. Instead, reevaluate your pricing structure strategically. Consider creating tiered membership options that cater to a broader range of budgets, while preserving the perceived value of your gym.

Introduce value-added services like personalized training sessions, nutritional guidance, or exclusive access to classes for premium members. A well-structured pricing model can attract new clients without compromising your gym’s integrity.

2. Diversify Your Services

One of the keys to a resilient gym business is diversification. Don’t rely solely on membership fees; explore additional revenue streams. Offer group fitness classes, personal training sessions, or wellness programs. Consider partnering with local businesses for joint promotions or hosting fitness events to attract new clients.

During downtimes or in unforeseen crises, these diversified income sources can help offset losses from membership cancellations or reduced attendance.

3. Ramp Up Marketing Efforts

When sales are struggling, it’s not the time to cut back on marketing; it’s the time to get creative. Invest in a robust online presence with a user-friendly website and active social media accounts. Use content marketing to educate your audience about the benefits of a healthy lifestyle and the value of your gym.

Leverage email marketing campaigns to engage with your existing members and entice them with exclusive offers. Harness the power of data analytics to identify the most effective marketing channels and target demographics.

4. Focus on Member Retention

Customer retention is a golden ticket in the fitness industry. Retaining existing members is often more cost-effective than acquiring new ones. Create an engaging and inclusive gym culture where members feel valued and part of a community.

Implement loyalty programs, rewards systems, and referral incentives to motivate members to stay committed and recruit new clients for you. Regularly solicit feedback and make necessary improvements based on member suggestions.

5. Streamline Operations and Cut Costs

In challenging times, scrutinize your operational expenses. Identify areas where you can trim unnecessary costs without compromising service quality. Analyze your energy consumption, staff schedules, and equipment maintenance. Consider renegotiating contracts with suppliers for better deals.

Furthermore, invest in software solutions that can help you streamline processes, manage member data efficiently, and automate tasks. These tools can reduce administrative burdens and improve overall productivity.

Navigating tough times in the gym business requires creativity, resilience, and a well-thought-out strategy. Don’t lose hope when sales aren’t going your way; instead, reevaluate your pricing, diversify your services, revamp your marketing, prioritize retention, and streamline operations. By implementing these five strategies, you’ll be better equipped to not only weather the storm but also position your gym for long-term success in the ever-evolving fitness industry. Remember, challenges are opportunities in disguise; embrace them, adapt, and emerge stronger than ever.

Conclusion

In the quest to rejuvenate your gym’s sales performance, remember that you don’t have to navigate this journey alone. The expertise and guidance of Fitness Management & Consulting can prove invaluable. Their experience in helping struggling gyms find their way back to profitability can significantly shorten the learning curve and provide you with tailored solutions. By tapping into their knowledge and resources, you’ll gain access to proven strategies, industry insights, and a roadmap for success. Together with your dedication and these five strategies, you can revive your gym’s fortunes and thrive in the competitive fitness landscape. Contact FMC here.

Click here for more details on financing options or call 214-629-7223 or email jthomas@fmconsulting.net for more information. Or, apply now.

Unlock Your Gyms Full Potential with the Gym Success Blueprint! Get Your Copy Now!

An Outsourced CEO, Turnaround Expert and Author, Jim Thomas is the founder and president of Fitness Management USA Inc., a management consulting, turnaround, financing  and brokerage firm specializing in the gym and sports industry. With more than 25 years of experience owning, operating and managing clubs of all sizes, Thomas lectures and delivers seminars, webinars and workshops across the globe on the practical skills required to successfully overcome obscurity, improve sales, build teamwork and market fitness programs and products. Visit his Web site at: www.fmconsulting.net or www.youtube.com/gymconsultant.