Related posts:No related photos. Comments are closed. Head to headOn 11 Mar 2003 in Personnel Today The series where we look at similar roles in different types oforganisations This week: Clare Smith, HR director at care provider Leonard Cheshire andJanice Cook, HR director at children’s charity NCH 1. What are your main responsibilities? CS My job falls into two parts. I am responsible for everything to do withHR so that includes personnel, employment law, training and health and safetyfor nearly 8,000 employees. Then there are the general responsibilities of amain board director and includes strategic direction and support initiativesthat will have a positive effect on the lives of disabled people, such asWorkability and Jobability. JC I’m a member of the senior management group responsible for the strategicleadership. I also lead corporate policy and strategy in HR, includingpersonnel, organisational development, training and development,communications, management information and health, safety and welfare. 2. What’s the pay like? CS Recent surveys show that the voluntary sector pays directors about 20 percent less than those in the private sector and I am no exception. However,there are other compensations working in the voluntary sector and I know I ampaid fairly vis-à-vis my colleagues. JC In accordance with our salary policy for senior managers, my pay is in linewith the comparable part of the charity sector market. 3. How flexible are the hours? CS Leonard Cheshire has more than 160 operational sites, which means I amout of the office quite a lot. I have to work flexible hours as the travellingmeans very early starts and late finishes. The rest of the time I am in theoffice. JC As a senior manager with significant responsibilities, the hours aredemanding. I try to stay within the recommended 48 hours per week, but someflexibility is possible and time off in lieu is available. 4. What do you like most about the job? CS The people are great. I have a superb team, like-minded colleagues and avery supportive boss. There is also a lot of laughter so what more could Iwant? JC The corporate strategic planning and development responsibilities thatcomplement my strategic organisational development role. 5. What are the challenges? CS The biggest challenge has been the culture shock of moving frommanufacturing into the voluntary sector. My challenge now is to combine thebest of both worlds. JC As a voluntary organisation, the challenge is always the limitedresources, as our priority is always to spend most of our money directly onservices for children and young people. 6. What is your biggest headache? CS I would like to be original, but can’t. My biggest headache is providinga good HR service within a tight budget. JC Finding the time to do all the interesting and exciting things that needdoing. 7. What size is your team? CS There are eight people who report directly to me. In the personnel teamthere are 13 people, mostly part-time, giving a personnel to employee ratio of1:700. There is also a four-strong national training team as well as eightpart-time health and safety staff to cover the 160 sites. JC NCH has a devolved structure for all HR services. I have direct linemanagement responsibility for 10 posts, and functional responsibility for 90posts. 8. Who do you report to? CS I report to the director general who is also the chief executive. JC The chief executive. 9. What qualifications do you have? CS T.Cert. BA. FIPD. MBA. JC FCIPD, MSc Human Resource Management. 10. What are your career aspirations? CS Being HR director for the country’s largest charitable employer does notleave many new career opportunities. I love my job and Leonard Cheshire isstill a changing and growing organisation with many challenges. JC Chief Executive of a medium-sized voluntary organisation. 11.What training and development opportunities are there? CS Leonard Cheshire is an exceptional organisation when it comes to trainingand development. I would receive full support for most of the things I wantedto do as long as I could justify them and pay for them within my department’sbudget. JC NCH is highly committed to training and development and this is nodifferent for senior managers. I acquired my MSc with NCH funding and support,and regularly receive learning and development opportunities. 12. What is your holiday entitlement? CS Currently 26 days plus bank holidays, rising to 27 next year. JC 32 days a year, plus one extra day at Christmas plus bank holidays 13. What is your working environment like? CS Brilliant. I have an office with a nice view and best of all it’s near receptionso I can see and talk to people as they come and go (being nosy is an essentialattribute of people in personnel). JC We are on a very old site, in buildings that have been in ourorganisation for decades, with trees and grass – not bad in London. 14. What other benefits do you get? CS All the benefits most directors get but no car. JC An NCH car and a final salary pension scheme. 15. What’s the best part of working in HR? CS The infinite variety. After 25 years in personnel I thought I had seeneverything but Leonard Cheshire employees still surprise me. JC Influencing the way the organisation develops, particularly in terms ofcultural development. This is enhanced if you are working in an organisationlike NCH which has high values and high quality services. 16. How does your firm treat work-life balance? CS Leonard Cheshire offers such a wide range of working arrangements that wecan meet most people’s needs. JC NCH takes work-life balance seriously. We have had flexible workingopportunities, with support for parents and carers for many years. Abouttwo-thirds of our, mainly female, staff work part-time. 17. What’s your dream job/who do you most envy? CS Nobody. I like being me. JC Owner of a health farm. Clare Smith, HR director, Leonard Cheshire Job at a glanceSize of team: 35, mostly part-timeHolidays: 26 daysBenefits: Working for Leonard CheshireReports to: Director generalCurriculum vitae2000 Director of HR, Leonard Cheshire1991 European HR director, multinational paper manufacturer1989 Divisional personnel manager, heavy industry1986 Regional personnel manager, paper manufacturingJanice Cook, HR director, NCHJob at a glanceSize of team: 10Holidays: 32 daysBenefits: Car, pensionReports to: Chief executiveCurriculum vitae1999 NCH,director of HR1990 Head of HR at an innerLondon social services department1987 Personnel managerPre-1987 Prior to that, started atthe Bank of England and re-trained as a PA before moving into HR Previous Article Next Article
Stephanie Roche will find out tonight if she has won FIFA’s Puskas Award, for the best goal of the year.The Ireland international faces competition from Robin Van Persie’s diving header in the World Cup against Spain, and James Rodriguez’s volley against Uruguay.
Riot Games, the publisher of one of the world’s largest esports, League of Legends has revealed details of its franchising plans for the North American League of Legends Championship Series. The spots are rumoured to be worth around $10 million a piece. The plans, to go live in 2018 state will remove the uncertainty of relegation which the release suggests made “long term bets in the NA LCS extremely risky”. The franchise system will remove relegation from the fray and make large investments, sponsorship deals and investment in infrastructure for esports teams significantly less risky. Application process, safeguarding against poor performance and the Academy LeagueThe system will see Riot assess individual applications, before choosing its franchise partners. The company will prioritise organisations with the “welfare and support or pro players” as one of their top priorities. The statement expands, stating that “part of our evaluation process will be examining how teams will support their pros, not only in coaching and training, but in career opportunities or higher education once their playing career has ended” – thus placing emphasis on ensuring that there is life and prospects for athletes outside of esports. There’s also safeguards in place to ensure that competition stays at the top level despite the danger of relegation being removed. Financial incentives will be offered such that the better a team does, the more they will be financially rewarded. In addition, should a team finish 9th or 10th five times over an eight split span, they can lose their place in the league – thus guarding against consistent under-performance and ensuring teams continue to strive to be the best. Currently, the NA Challenger Series is the division that sits below the LCS. The Challenger Series will now be geared towards breeding the finest talent for the LCS. The Challenger Series is set to become an Academy League, where each NA LCS Organisation will field a team of developmental players. It will provide deeper rosters to experiment with younger talent and more games to played thus to ensure and foster development amongst upcoming players. Teams must submit an extensive application, including Brand Plan, Business Plan, Team Strategy and “Owners” which all have example questions listed on the website. Revenue shareIn return, the league will introduce a revenue-share agreement between those that buy-in to the franchise spots. League-based revenues, such as the MLB deal signed last year will be shared amongst those who buy-in. Teams will also be required to share a portion of their league-driven revenues as well – such as sponsorships and merchandise sales to best align Riot and the Franchisees. It elaborates, stating that “only a portion” of revenues that a team makes is added to the revenue pool, and the organisation will keep the bulk of the revenue they make from sponsorship deals they sell. It allows those with the best business acumen to make the most, whilst ensuring that each and every team can work together and grow appropriately. Professional teams will receive a 32.5% share of league revenues. Half of the pool will be distributed equally across all organisations, and the other half will be split across league finish and contribution to viewership/fan engagement. For the playersThe minimum salary for a professional player in the league will now sit at an impressive $75,000 which, although still a far cry from that of, say, a football player, is still comprehensive. Riot has revealed that professional players will also have the opportunity to share in the league’s revenues. “The total play population will also be guaranteed to earn at least 35% of league revenues”, the statement reveals. It also adds that “players will earn their full salary throughout the year, and if the players’ share of league revenue is greater than their combined salaries for the year, the difference will be distributed to the players directly” – if it’s less, then players won’t lose any money themselves. Players’ AssociationRiot has also revealed plans for a Players’ Association, which it will provide the resources for. Players will vote on reps to be their voice in league decisions and the Association will provide access to core resources like skills training, financial planning and legal help. The goal is to create an “independent voice of the players to work with Riot and the teams”. Riot expands “It’s our hope and expectation that as the association grows, the players will assume full financial control over the organisation”. The time frame has also been revealed. The application process opened yesterday, and closes on July 14th. By November the partners for the NA LCS from 2018 moving forward will be revealed. The model looks, on the whole, sustainable and well thought out and is a huge step in ensuring the sustainability of League of Legends as an esports title. Esports Insider says: Mammoth news coming out from Riot. The company has been very clear and public with their plans and this may well be an attractive proposition for many who look at esports. Whilst no one knows exactly what’s going on with Blizzard’s Overwatch League, this couldn’t be clearer. The Player Association is a great move, assuming it works. It will be interesting to see if and when they roll this out across other regions.