Managing ‘difference’: understanding age diversity in practice

This article explores how human resource (HR) managers discuss, classify and justify age diversity as both a concept and practice within the UK. The findings from 33 in-depth interviews with HR managers reveal difficulty in translating age diversity as an abstract managerial concept into workfloor policy and practice. Whilst the managers sought to emphasise the role of culture in promoting diversity, there was a lack of evidence that this related to workfloor equality or activities that proactively challenge discrimination. Moreover, there was confusion over classifying older workers as ‘diverse’, and risking possible discriminatory practices which marginalised both the older workers and other employees. The conclusions discuss how the ambiguous concept of ‘difference’ which lies at the basis of understanding both diversity and discrimination caused tension when implementing older worker strategies, and how policy makers must provide clear measures concerning the intent, objectives and definitions surrounding age equality. It is argued that a move towards an action model of discrimination management may help to create a framework where diversity and discrimination can be mutually addressed

Integration of BPM systems

New technologies have emerged to support the global economy where for instance suppliers, manufactures and retailers are working together in order to minimise the cost and maximise efficiency. One of the technologies that has become a buzz word for many businesses is business process management or BPM. A business process comprises activities and tasks, the resources required to perform each task, and the business rules linking these activities and tasks. The tasks may be performed by human and/or machine actors. Workflow provides a way of describing the order of execution and the dependent relationships between the constituting activities of short or long running processes. Workflow allows businesses to capture not only the information but also the processes that transform the information - the process asset (Koulopoulos, T. M., 1995). Applications which involve automated, human-centric and collaborative processes across organisations are inherently different from one organisation to another. Even within the same organisation but over time, applications are adapted as ongoing change to the business processes is seen as the norm in today’s dynamic business environment. The major difference lies in the specifics of business processes which are changing rapidly in order to match the way in which businesses operate. In this chapter we introduce and discuss Business Process Management (BPM) with a focus on the integration of heterogeneous BPM systems across multiple organisations. We identify the problems and the main challenges not only with regards to technologies but also in the social and cultural context. We also discuss the issues that have arisen in our bid to find the solutions

Foundation and empire : a critique of Hardt and Negri

In this article, Thompson complements recent critiques of Hardt and Negri's Empire (see Finn Bowring in Capital and Class, no. 83) using the tools of labour process theory to critique the political economy of Empire, and to note its unfortunate similarities to conventional theories of the knowledge economy

Performance measurement in the service business: the facilities management function

The nature of performance measurement has changed over the past few decades. Generally performance measurement indicates successful management in the fulfilment of organisation goals. In service businesses measuring customer satisfaction and service quality has become an industry standard and as FM is becomes more widely recognised as a component in the business value chain and corporate strategic objectives, the adoption of performance indicators that relate directly to the core business driver is key to success. This paper examines the state of knowledge of performance measurement in a facilities management context, expounds and reveals the role that performance measurement plays in the overall efficiency of the FM service function in relation to service business operation. The paper suggests that a fully developed performance measurement solution can deliver as a business tool whilst acting as a driver in the innovation process of service organisation

FrAmework for Multi-Agency Environments (FAME) : Final Report of the Learning & Evaluation Strand

Framework for Multi-agency Environments (FAME) was one of the Local Government On-Line funded National Projects sponsored by the Office of the Deputy Prime Minister (ODPM). Within FAME there were six local projects (known as strands) led by English local authorities in partnership with service providers. Each strand aimed to improve a particular set of services (for example, to vulnerable older people or disabled children) through effective and appropriate exchange of information. These local projects worked with IT suppliers (known as technology partners) to produce a technical system to facilitate the exchange and management of client / patient information across agency boundaries. Not all the outputs of FAME were in the form of IT systems. Improvements to business processes and information sharing practices were also expected. Newcastle University led two further strands, the Generic Framework and Learning & Evaluation. The Generic Framework identifies and describes nine building blocks that are essential to effective multi-agency working. The FAME website http://www.fame-uk.org contains details of these building blocks, together with a ‘how to’ guide and a toolkit to support local authorities and their partners in assessing their ‘readiness’ for multi-agency working. This is the report of the Learning & Evaluation strand. The Learning & Evaluation team worked closely with the local FAME project teams, who were supportive of our work and generous with their time. Throughout the project we reported back to the local teams both individually and collectively. Evaluation was thoroughgoing and critical, not an exercise in public relations or advocacy. It is important to stress that learning is likely to be gained from what did not work as well as from what did. Problems and setbacks, as well as successes, are therefore documented and analysed in the report

Open-Source, Open-Architecture SoftwarePlatform for Plug-InElectric Vehicle SmartCharging in California

This interdisciplinary eXtensible Building Operating System–Vehicles project focuses on controlling plug-in electric vehicle charging at residential and small commercial settings using a novel and flexible open-source, open-architecture charge communication and control platform. The platform provides smart charging functionalities and benefits to the utility, homes, and businesses.This project investigates four important areas of vehicle-grid integration research, integrating technical as well as social and behavioral dimensions: smart charging user needs assessment, advanced load control platform development and testing, smart charging impacts, benefits to the power grid, and smart charging ratepayer benefits

Critical assessment issues in work-integrated learning

Assessment has long been a contentious issue in work-integrated learning (WIL) and cooperative education. Despite assessment being central to the integrity and accountability of a university and long-standing theories around best practice in assessment, enacting quality assessment practices has proven to be more difficult. Authors in this special issue on assessment highlight the need for balanced assessment approaches that reflect the highly variable experiences students encounter, and the need to keep validity and reliability paramount when constructing assessment structures. Increasingly quality and standards policies driven by more regulatory university environments are impacting on the design of assessment profiles. The value of workplace supervisors’ feedback in WIL contexts is discussed and the challenges of measuring the nuances of unpredictable, context-dependent WIL outcomes are explored. The benefits of ePorftolios are advocated and the use of these platforms as assessment tools that enable a creative way for students to provide evidence of employability capabilities highlighted

Talent Is Ready: Promising Practices for Helping Immigrant Professionals

Outlines the need to better integrate highly skilled immigrants into the workforce, promising practices in assessment and advising, skill building, and organizational capacity building; and tips and insights for nonprofits, funders, and policy makers

Framing systems thinking in practice competencies: report on systems thinking in practice competencies workshop 10 June 2017

On 10 June 2017, fourteen stakeholders from across the UK came together in Camden, London to engage in a collaborative inquiry on the framing of Systems Thinking in Practice (STiP) competencies as part of ongoing work that seeks to better support professional and institutional recognition of STiP skill-sets and capabilities. Phase 1 of this current inquiry comprised a series of online conversations with six prominent systems thinking practitioners. Phase 2 sought to extend the inquiry with a selective invitation to engage with a one-day workshop in London. Phase 3 will seek to deepen and widen the conversations on framing STiP competencies and capabilities with a view towards developing and enacting a platform for managing systems thinking in practice capabilities through ongoing development of competency frameworks associated with STiP. During the workshop reported on in this paper, stakeholders examined several existing and emerging competency frameworks in the systems thinking domain and explored issues of mutual interest and concern, whilst envisaging how to co-operate over the framing and enactment of competencies and capabilities in STiP