Copenhagen Business School Employee Human Resource Policy

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Copenhagen Business School Employee Human Resource Policy"

Transcription

1 Copenhagen Business School Employee Human Resource Policy This brochure presents the key principles of the Copenhagen Business School Human Resource Policy. Offering an impression of CBS as a workplace, it describes what level of expectations managers and employees can reasonably have toward one another and toward their working relationships.

2 An inspiring and attractive workplace Copenhagen Business School (CBS) is committed to its role as one of the best business schools in the world with the most advanced level of research and teaching. This places great demands upon us as an organisation, compelling us to create an international environment that stimulates innovation, experimentation and originality. We expect all of our employees to openly and actively rise to the CBS mission and to participate in creating solutions that help meet CBS objectives. We attach importance to allowing room for differences and encourage open debate at every level concerning CBS activities. We strive to be an attractive workplace where everyone is treated with respect and trust, where employees apply their talents meaningfully and support new ideas and where everyone contributes to realising the goals of innovation and global awareness as a university that prizes diversity. Our Human Resource Policy covers a number of employment practice principles concerning professional qualifications, flexibility and balance, cooperation and management, and health and well-being. 2

3 This Policy is a framework to be addressed by individual units and departments through dialogue between management and staff as an organic part of every day operations in which employees are active partners, in accordance with the principles of our Human Resource Policy. Professional qualifications Copenhagen Business School seeks to recruit and retain the most well-qualified and talented employees. This means we must work persistently to create and identify attractive career and development opportunities and to continuously provide resources to generate a high level of professionalism and quality. This calls for both management and staff to take personal responsibility. We will support individual employee development opportunities by establishing a learning environment that promotes knowledge sharing, job development and forms of collaboration such as teams, networks and projects. Competency development on the job allows us to play a part in the lifelong learning of individual employees. By pursuing professional and personal development on the job employees receive and create the best opportunities possible for dealing with current and future tasks effectively and satisfactorily for themselves and for CBS. 3

4 By engineering and implementing competency development, our goal is to provide all employees with equal opportunities to participate in the development process, including those of making individual arrangements that take family circumstances into account. Annual staff development interviews between employees and management are an important tool for supporting professional competency as well as improving qualifications and other skills. Flexibility and balance Copenhagen Business School seeks to create a workplace with a satisfactory balance between work and private life for the benefit of both CBS and the individual employee. The way in which work is organised should respect the need employees have for flexibility and be adjusted accordingly while taking into account the work tasks involved. Employee wishes concerning working conditions change depending on what stage of life they are in and their personal ambitions, which is why we do our best to meet employee requests. We recognise an obligation to show special consideration to employees when they have an increased need for flexibility in order to balance their work and private lives. This is the case, for 4

5 instance during pregnancy, parental leave and for the parents of young children, as well as during a family crisis or long-term illness within the family. In these instances, working a reduced number of hours or occasionally working from home is possible. This is also the case if an employee becomes ill. In recognition of the fact that illness can strike anyone to a varying degree, we expect sickness absence to be a matter of mutual trust, concern and openness. We will also take into account employees whose social and health issues temporarily or permanently require special planning regarding the content of their work or the set up of their workplace in a particular way. Cooperation and management Copenhagen Business School seeks to have both a positive working environment where there is mutual respect and trust for each other and good workplace relationships with a pleasant, open atmosphere. Cooperation and good relations between employees and managers across departments and units contribute to the well-being of everyone. We seek to develop a workplace culture that motivates and engages employees in relation to their specific tasks, but also that causes them to think and act holistically and effectively. 5

6 We seek to create an internationally-oriented work environment in which diversity is valued and the equal treatment of all employees is ensured as well as characterised by diversity and interdisciplinary collaboration internally, regionally and globally. We will equip all employees with the skills to work in an international environment, including language skills. Copenhagen Business School seeks a management culture that creates results and allows the development of employee skills and commitment. We place emphasis on the responsibility management has toward staff members to generate the best possible opportunities for handling and prioritising current and future task efficiently, professionally and satisfactorily for the employee and for CBS. We will ensure the continued development of management skills in a broad sense and in this context we will work with forms of communication that invite the daily participation and coresponsibility of all employees. Another area that we work with on all levels on a continuing basis is organisational and management practices that equip management to lead and to work in dynamic environments, where the boundaries between tasks, competencies and responsibilities are constantly changing. 6

7 Health and well-being Copenhagen Business School continuously strives to be an attractive workplace and this especially means having employees who work and thrive in an environment that promotes trust, commitment and job satisfaction. The management of individual departments and units are responsible for: Creating working conditions that involve employees in an ongoing process of developing a healthy and safe physical working environment in cooperation with the health and safety committee at CBS. Being aware of employee well-being in relationship to the content and design of their work, its organisation, the technological conditions and interactions between employees. The management is to support individual employees or groups of employees if something goes wrong. Bullying and harassment can be a sign that the working environment is under pressure. Bullying and harassment is not tolerated. Everyone has the right to be treated with respect and dignity. We carry out a risk assessment of the physical work environment and measure employee well-being and the psychosocial work environment. This is done in collaboration with the General Consultation Committee (HSU) and the health and safety 7

8 committee, which does planning and follows up on the physical and psychological working environment at CBS. Local action plans and subsequent evaluation are also designed and carried out. We help employees affected by a crisis, illness, substance abuse or a reduced ability to work. Additional information The Human Resource Policy has been developed in collaboration with the General Consultation Committee at CBS, Individual policies have also been developed for selected areas and additional General Consultation Committee guidelines on a number of areas are available on the CBS Intranet under HR. The Human Resource Policy applies to all staff employed at CBS. The Human Resource Policy does not describe the legal and contractual basis of CBS as a whole. Relevant employee information is available on the CBS Intranet, where you can find, for example the CBS Personnel Handbook. 8

9 Contact Please do not hesitate to contact HR Services if you have any questions. 9

HR Enabling Strategy 2012-2017

HR Enabling Strategy 2012-2017 This document is yet to be put into corporate format but this interim version can be referred to for the time being. Should you have any queries, please refer to Sally Hartley, University Secretary, x

More information

NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY. Version Date: 18 November 2014 Approved by: Human Resources Committee

NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY. Version Date: 18 November 2014 Approved by: Human Resources Committee NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY Version Date: 18 November 2014 Approved by: Human Resources Committee HUMAN RESOURCES STRATEGY 1.0 Introduction 1.1 The merger of Aberdeen and Banff

More information

HUMAN RESOURCES STRATEGY

HUMAN RESOURCES STRATEGY HUMAN RESOURCES STRATEGY Last Updated: February 2014 Human Resources Committee: February 2014 Corporation Approval: April 2014 Review Date: April 2017 HUMAN RESOURCES STRATEGY 1. Introduction 1.1. The

More information

Mary Immaculate College. Human Resources Strategy 2014-2016

Mary Immaculate College. Human Resources Strategy 2014-2016 1.0 Introduction Mary Immaculate College Human Resources Strategy 2014-2016 1.1 Mary Immaculate College Strategic Plan 2012-2016 rests on 7 foundational pillars, each pillar representing a thematic imperative

More information

Workforce Strategy 2015-2020

Workforce Strategy 2015-2020 Workforce Strategy 2015-2020 Introduction 1. The aim of this workforce strategy is to support delivery of the sustained transformation necessary to achieve faster, fitter, more flexible, citizen and customer

More information

Workforce Performance Management Policy and Procedure

Workforce Performance Management Policy and Procedure Workforce Performance Management Policy and Procedure Workforce Performance Management Policy and Procedure Page: Page 1 of 19 Recommended by Approved by Executive Management Team Workforce Committee Approval

More information

Executive summary. January Growing the health and well-being agenda: From first steps to full potential

Executive summary. January Growing the health and well-being agenda: From first steps to full potential Executive summary January 2016 Growing the health and well-being agenda: From first steps to full potential The CIPD is the professional body for HR and people development. The not-for-profit organisation

More information

Kern Community College District Board Policy Manual Section Eleven General Personnel Administration

Kern Community College District Board Policy Manual Section Eleven General Personnel Administration Kern Community College District Board Policy Manual Section Eleven General Personnel Administration 11E Code of Ethics The Kern Community College District recognizes that a commitment to the highest ethical

More information

Working Together. Stress at. Work Policy and Procedure. March Uncontrolled Copy. Stress at Work Policy and Procedure

Working Together. Stress at. Work Policy and Procedure. March Uncontrolled Copy. Stress at Work Policy and Procedure Stress at Work Policy and Procedure Stress at Working Together Work Policy and Procedure March 2015 Borders College 27/4/2015 1 Working Together Stress at Work Policy History of Changes Version Description

More information

People & Organisational Development Strategy

People & Organisational Development Strategy 2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global

More information

Transport for London. Code of Conduct MAYOR OF LONDON

Transport for London. Code of Conduct MAYOR OF LONDON Transport for London Code of Conduct Effective from 1 October 2008 MAYOR OF LONDON Transport for London This Code of Conduct describes TfL s ethical values and vision and sets out the behaviour that is

More information

OPEN UNIVERSITY WORLDWIDE LIMITED HUMAN RESOURCES DEPARTMENT SERVICE LEVEL AGREEMENT

OPEN UNIVERSITY WORLDWIDE LIMITED HUMAN RESOURCES DEPARTMENT SERVICE LEVEL AGREEMENT OPEN UNIVERSITY WORLDWIDE LIMITED HUMAN RESOURCES DEPARTMENT SERVICE LEVEL AGREEMENT GENERAL ENQUIRIES To ensure that all customers receive a timely, accurate and professional response to their requests

More information

From University College to University. Strategic Plan for

From University College to University. Strategic Plan for From University College to University Strategic Plan for 2009-2012 STRATEGIES 2009-2012 Established by the University College Board on 23 April 2009, HS 2009/19 ABOUT THE PLAN The University College s

More information

UNIVERSITY OF CUMBRIA STRESS MANAGEMENT POLICY HUMAN RESOURCES SERVICE

UNIVERSITY OF CUMBRIA STRESS MANAGEMENT POLICY HUMAN RESOURCES SERVICE UNIVERSITY OF CUMBRIA STRESS MANAGEMENT POLICY HUMAN RESOURCES SERVICE NB. This policy is available on the University of Cumbria website and it should be noted that any printed copies are uncontrolled

More information

University of Turku HUMAN RESOURCES POLICY

University of Turku HUMAN RESOURCES POLICY University of Turku HUMAN RESOURCES POLICY Publisher Turun yliopisto Layout Mirja Sarlin Suomen Yliopistopaino Oy Uniprint 2012 University of Turku HUMAN RESOURCES POLICY Approved by the Board 28 March

More information

Policy outlines of personnel strategy

Policy outlines of personnel strategy Policy outlines of personnel strategy 2010-2015 2(5) Introduction The key challenges for the personnel strategy during 2010-2015 are: The tight financial situation and the staff-year frame, and the simultaneously

More information

HUMAN RESOURCES STRESS POLICY

HUMAN RESOURCES STRESS POLICY HUMAN RESOURCES STRESS POLICY Rev Date Purpose of Issue/Description of Change Review Date 1. Sept 12 Update Review, will replace the existing policy Occupational Stress Management Policy 2003 Policy Officer

More information

ACT PUBLIC SERVICE. Whole of Government Performance Framework Guidance Statement

ACT PUBLIC SERVICE. Whole of Government Performance Framework Guidance Statement ACT PUBLIC SERVICE Whole of Government Performance Framework Guidance Statement Table of Contents Contents...2 INTRODUCTION BY THE HEAD OF SERVICE AND COMMISSIONER FOR PUBLIC ADMINISTRATION 3 1. THE ACTPS

More information

Equal Employment Opportunity

Equal Employment Opportunity Lithgow City Council Equal Employment Opportunity MANAGEMENT PLAN - 1 - Table of Contents EEO Management Plan (draft)...1 Introduction...3...4 AIM...4 1. EQUAL EMPLOYMENT OPPORTUNITY POLICY...4 1.1 Objective

More information

EQUALITY AND DIVERSITY IN THE WORKPLACE. a guide for employers

EQUALITY AND DIVERSITY IN THE WORKPLACE. a guide for employers EQUALITY AND DIVERSITY IN THE WORKPLACE a guide for employers This Topic Guide has been commissioned and reviewed by Public Health England (PHE), and developed by Health@Work. The purpose is to provide

More information

MANAGEMENT OF ILL HEALTH POLICY GUIDE FOR MANAGERS

MANAGEMENT OF ILL HEALTH POLICY GUIDE FOR MANAGERS MANAGEMENT OF ILL HEALTH POLICY GUIDE FOR MANAGERS June 2006 1 Introduction This document has been prepared in order to provide support for managers when implementing the Management of Ill Health Policy

More information

The annual appraisal review. Helping to build the future of health

The annual appraisal review. Helping to build the future of health The annual appraisal review Helping to build the future of health All pronouns refer to female as well as male staff. No rights may be derived from the information in this document. University Medical

More information

We believe that everyone has some passion, skill or talent that can make a difference to his or her lives and the lives of others.

We believe that everyone has some passion, skill or talent that can make a difference to his or her lives and the lives of others. 1. Vision Volunteering is at the heart of defining Scotland, its people and places and our Volunteer Landscape in all its diversity helps shape a positive, healthy, fair and learning society at home and

More information

Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services

Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services 1 Introduction Changing Lives 1, the Report of the 21 st Century

More information

Some examples of how I have worked with firms to identify and develop the scope of the secretarial role are:-

Some examples of how I have worked with firms to identify and develop the scope of the secretarial role are:- Clodagh Beaty Secretarial Role Development Experience The Legal Secretarial Role I am a recognised expert in the legal secretarial role and am regularly invited to speak at conferences and forums and contribute

More information

Crossfields Institute Learning, Teaching and Assessment Strategy

Crossfields Institute Learning, Teaching and Assessment Strategy Crossfields Institute Learning, Teaching and Assessment Strategy Were all instructors to realise that the quality of the mental process not the production of correct answers, is the measure of educative

More information

Workforce Management Plan 2013-2017

Workforce Management Plan 2013-2017 Workforce Management Plan 2013-2017 Adopted on Wednesday 19 June 2013 Contents Message from the General Manager 5 city Plan: Cascade of Plans 6 our Vision, Mission and Community Outcomes 7 Introduction

More information

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1 City and County of Swansea Human Resources & Workforce Strategy 2013-2017 Ambition is Critical 1 Delivering quality services for a safer, greener, smarter, fairer, healthier, richer Swansea Executive Summary

More information

Assessment Report. Investors in People assessment report for HealthWORKS. Commercial in Confidence

Assessment Report. Investors in People assessment report for HealthWORKS. Commercial in Confidence Assessment Report Investors in People assessment report for HealthWORKS Undertaken by Helen Gisbourne On behalf of Investors in People North of England Project Number: 14/0460 Date: 22 October 2014 Commercial

More information

Employment and Staffing Including vetting, contingency plans, training

Employment and Staffing Including vetting, contingency plans, training Safeguarding and Welfare Requirements: Suitable People. Providers must ensure that people looking after children are suitable to fulfil the requirements of their role. Employment and Staffing Including

More information

WEEK SIX Performance Management

WEEK SIX Performance Management WEEK SIX Performance Management Performance Management: objective-setting and systematic performance review Monitoring Performance: control/monitoring systems, absence control and the design of disciplinary

More information

HR Corporate Objectives and Strategy Action Plan January 2013

HR Corporate Objectives and Strategy Action Plan January 2013 Reference Objective / Strategy Action Responsibility Target Date (CO1) By 2016 we will be in the top 20% of Acute Trusts as measured by the NHS National Staff Survey Embed the Trust values into reward

More information

Equality and Diversity Policy. February 2015

Equality and Diversity Policy. February 2015 Equality and Diversity Policy February 2015 Contents Page no. Kier Group Plc 3 Statement of Intent 3 Core Policy 4 Forms of discrimination principles 4 Equality and diversity in recruitment, selection,

More information

GUIDELINES FOR DEALING WITH CONFLICTS, HARASSMENT OR OTHER IMPROPER CONDUCT

GUIDELINES FOR DEALING WITH CONFLICTS, HARASSMENT OR OTHER IMPROPER CONDUCT Ministry of Foreign Affairs GUIDELINES FOR DEALING WITH CONFLICTS, HARASSMENT OR OTHER IMPROPER CONDUCT 1. Purpose... 1 2. Who do the guidelines apply to?... 1 3. What is meant by harassment or other improper

More information

Apprenticeships for supporting teaching and learning in schools. Employee rights and responsibilities (ERR) workbook

Apprenticeships for supporting teaching and learning in schools. Employee rights and responsibilities (ERR) workbook Apprenticeships for supporting teaching and learning in schools Employee rights and responsibilities (ERR) workbook Contents Introduction 1 What are ERR? 1 Using the workbook 1 Planning ERR programmes

More information

Workplace Satisfaction Survey Results

Workplace Satisfaction Survey Results Tasmanian State Service Workplace Satisfaction Survey Results Prepared by Survey Matters On Behalf of the Community and Public Sector Union (CPSU) and Health & Community Services Union (HACSU) March 2013

More information

B. Policy & Corporate Culture: Description (max. 500 words)

B. Policy & Corporate Culture: Description (max. 500 words) Interview Information Date 10.30 Duration: 55 min Remarks: Best Practice Example Result: UQuality Score:U 00 points UTransfer Score:00U points A. General Enterprise Information Company / Organisation Upper

More information

MODESTO JUNIOR COLLEGE HUMAN SERVICES PROGRAMS

MODESTO JUNIOR COLLEGE HUMAN SERVICES PROGRAMS MODESTO JUNIOR COLLEGE HUMAN SERVICES PROGRAMS Mission of the Program The Modesto Junior College Human Service Programs provide the necessary theoretical foundation, historical perspectives, professional

More information

STAFF POLICY FOR AARHUS UNIVERSITY

STAFF POLICY FOR AARHUS UNIVERSITY STAFF POLICY FOR AARHUS UNIVERSITY October 2012 HR policy for Aarhus University 03 Introduction 06 HR policy for Aarhus University 08 1.1 Subpolicy on recruitment and employment 10 1.2 Subpolicy on pay

More information

Health and Wellbeing at Work Policy

Health and Wellbeing at Work Policy Health and Wellbeing at Work Policy Applicable to: All Employees Policy Owner: HR Support Manager, Human Resource Division Contents Page Number Health and Well-Being at Work 1. Health Screening 3 1.1 Full

More information

SICKNESS ABSENCE MANAGEMENT PROCEDURE. With effect from xxxxxx

SICKNESS ABSENCE MANAGEMENT PROCEDURE. With effect from xxxxxx SICKNESS ABSENCE MANAGEMENT PROCEDURE With effect from xxxxxx Purpose The purpose of this policy is to provide guidelines on how to manage and support staff through absence due to ill health. When is this

More information

3.1 Ethical Standards For Teachers

3.1 Ethical Standards For Teachers 3.1 Ethical Standards For Teachers As a Professional Educator: I strive to make my foremost responsibility the education and welfare of all students in my care, and I respect the uniqueness and dignity

More information

The role of Head of HR

The role of Head of HR The role of Head of HR Brook is looking to appoint its first permanent Head of Human Resources as part of the final stages of merging into single, unified organisation. This role will develop an ongoing

More information

Equality and Diversity Policy. Deputy Director of HR Version Number: V.2.00 Date: 27/01/11

Equality and Diversity Policy. Deputy Director of HR Version Number: V.2.00 Date: 27/01/11 Equality and Diversity Policy Author: Deputy Director of HR Version Number: V.2.00 Date: 27/01/11 Approval and Authorisation Completion of the following signature blocks signifies the review and approval

More information

Strategy Statement. for the University of Southern Denmark

Strategy Statement. for the University of Southern Denmark Strategy Statement for the University of Southern Denmark Foreword 3 ON COURSE FOR 2020 In 2012 SDU embarked on the development of an overall strategy capable of embracing the university as a whole. The

More information

Subject: Maximising Attendance & Employee Wellbeing Policy

Subject: Maximising Attendance & Employee Wellbeing Policy CLACKMANNANSHIRE COUNCIL THIS PAPER RELATES TO ITEM 10 ON THE AGENDA Report to Council Date of Meeting: 8 March 2012 Subject: Maximising Attendance & Employee Wellbeing Policy Report by: Governance Manager

More information

Thurrock Council. Managing Sickness Absence Policy

Thurrock Council. Managing Sickness Absence Policy Thurrock Council Managing Sickness Absence Policy Contents Page 1. Introduction 5 2 Purpose 5 3. Scope 6 4. Key Responsibilities 6 Employees Managers Human Resources 5. Reporting Sickness Absence 7 Reporting

More information

St. John s Church of England Junior School. Policy for Stress Management

St. John s Church of England Junior School. Policy for Stress Management St. John s Church of England Junior School Policy for Stress Management Review Date: September 2012 Policy to be reviewed next: September 2014 ST. JOHN S C OF E JUNIOR SCHOOL STRESS MANAGEMENT FRAMEWORK

More information

South Downs National Park Authority

South Downs National Park Authority Agenda item 8 Report RPC 09/13 Appendix 1 South Downs National Park Authority Equality & Diversity Policy Version 0.04 Review Date March 2016 Responsibility Human Resources Last updated 20 March 2013 Date

More information

Position Description Page 1 of 5

Position Description Page 1 of 5 Position Description Page 1 of 5 Position Title: Department: Responsible To: Position Personal Care Assistant / Assistant in Nursing Residential Aged Care Date of original Position Description: August

More information

HANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF

HANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF HANDBOOK FOR MANAGERS/SUPERVISORS OF PROFESSIONAL/GENERAL STAFF Section 1: Managing and Developing People at CSU... 3 Section 2: People Management, the Broad Structure... 3 Section 3: Principles... 4 Section

More information

January 2016. Communications Manager: Information for Candidates

January 2016. Communications Manager: Information for Candidates January 2016 Communications Manager: Information for Candidates Thank you for expressing interest in the role of Communications Manager. We have compiled this information pack to tell you more about The

More information

Managing sickness absence - policy and procedure

Managing sickness absence - policy and procedure Managing sickness absence - policy and procedure Absence Management, Issue 2, March 2008 Page 1 Contents 1. Introduction...3 2. Policy aim...3 3. General guidance...3 4. General responsibilities...4 4.1

More information

National Standards for Headteachers

National Standards for Headteachers Guidance Organisation & Management National Standards for Headteachers Staff Management Status: Information Date of issue: 10/2004 Ref: DfES/0083/2004 Contents Introduction 2 Shaping the Future 6 Leading

More information

Disability Management: Best Practices and Holistic Approach. Presented by Nicole Raymond October 30, 2013

Disability Management: Best Practices and Holistic Approach. Presented by Nicole Raymond October 30, 2013 Disability Management: Best Practices and Holistic Approach Presented by Nicole Raymond October 30, 2013 AN ALARMING SITUATION 2 An alarming situation Mental health is the number one cause of disability

More information

STRESS POLICY. Stress Policy. Head of Valuation Services. Review History

STRESS POLICY. Stress Policy. Head of Valuation Services. Review History STRESS POLICY Title Who should use this Author Stress Policy All Staff SAC Approved by Management Team Approved by Joint Board Reviewer Head of Valuation Services Review Date 2018 REVIEW NO. DETAILS Review

More information

Equality, Diversity & Inclusion strategy ( )

Equality, Diversity & Inclusion strategy ( ) Equality, Diversity & Inclusion strategy (2016-2017) Our vision is to deliver the best care by the best people, and to be inclusive and accessible across our diverse community. We want to become a leader

More information

1. Introduction. 2. Our Legal Responsibilities

1. Introduction. 2. Our Legal Responsibilities CORPORATE EQUALITY & DIVERSITY POLICY Reviewed Sept 2014 1. Introduction Stroud District Council is committed to promoting equality and tackling discrimination. This means treating people fairly, valuing

More information

Policy Name: Version: Approved By: Date Approved: Review Date:

Policy Name: Version: Approved By: Date Approved: Review Date: Policy Name: Alcohol & Drug Use Policy Version: 3 Approved By: Corporate Health and Safety Working Group Date Approved: Last Amendment October 2008 Review Date: October 2009 ALCOHOL & SUBSTANCE USE POLICY

More information

THE WELLBEING FRAMEWORK FOR SCHOOLS

THE WELLBEING FRAMEWORK FOR SCHOOLS April 2015 21/04/15_16531 CONNECT SUCCEED THRIVE THE WELLBEING FRAMEWORK FOR SCHOOLS Introduction The NSW Department of Education and Communities (DEC) is committed to creating quality learning opportunities

More information

Professional ideal. Professional ideal for the Danish Union of Teachers

Professional ideal. Professional ideal for the Danish Union of Teachers Professional ideal The Danish Union of Teachers has adopted a professional ideal at its congress 2-4 October 2002. Before that, the professional ideal has been the subject of a comprehensive member debate

More information

Royal Bournemouth & Christchurch Hospitals NHS Foundation Trust Meeting the Public Sector Equality Duties Summary Statement May 2015

Royal Bournemouth & Christchurch Hospitals NHS Foundation Trust Meeting the Public Sector Equality Duties Summary Statement May 2015 Royal Bournemouth & Christchurch Hospitals NHS Foundation Trust Meeting the Public Sector Equality Duties Summary Statement May 2015 1.0 Introduction 1.1 At RBCH, we recognise that equality means treating

More information

Staff Survey Action Plan

Staff Survey Action Plan Staff Survey Action Plan Presented by Lisa Yarr and Marianne King on behalf of the Staff Forum to the Leadership Team of Somerset CCG 11 June 2015 Our approach: 5. Response required from the Leadership

More information

Stress Management Policy

Stress Management Policy Level 3 - H&S Policy Structure Stress Management Policy BACKGROUND The Health & Safety Executive (HSE) define stress as the adverse reaction people have to excessive pressures or other types of demand

More information

January 2016. Brand and Campaigns Executive: Information for Candidates

January 2016. Brand and Campaigns Executive: Information for Candidates January 2016 Brand and Campaigns Executive: Information for Candidates Thank you for expressing interest in the role of Brand and Campaigns Executive. We have compiled this information pack to tell you

More information

Stress Management Policy

Stress Management Policy , Stress Management Policy January 2014 Also available in large print (16pt) and electronic format. Ask Student Services for details. www.perth.uhi.ac.uk Perth College is a registered Scottish charity,

More information

Promoting Diversity, Equality & Human Rights in the workplace

Promoting Diversity, Equality & Human Rights in the workplace Promoting Diversity, Equality & Human Rights in the workplace Some people think Equality and Diversity mean the same thing; or perhaps being equal means treating everyone in the same way. This is not the

More information

2015-18 Department Business Plan. Human Resources

2015-18 Department Business Plan. Human Resources 2015-18 Department Business Plan Human Resources Key to my role as Director of Human Resources (HR) is to help create a positive and safe work environment that attracts talent and inspires each person

More information

Right: People Roles Recognition - Culture

Right: People Roles Recognition - Culture Our HR Strategy sion Vi Our ambitious new strategy requires a workforce which can demonstrate speed and agility; to achieve this we need to recruit, develop and retain people with the right skills, knowledge

More information

STRESS MANAGEMENT POLICY

STRESS MANAGEMENT POLICY STRESS MANAGEMENT POLICY NWAS Stress Management Policy Page: 1 of 21 Recommending Committee: Health, Safety and Security Sub Committee Approving Committee: Trust Board Approval Date: October 2010 Version

More information

Policy for the management of Stress at Work

Policy for the management of Stress at Work Policy for the management of Stress at Work CLASSIFICATION Human Resources TRUST POLICY NUMBER HR.4004.4 APPROVING COMMITTEE Quality & Risk RATIFYING COMMITTEE Quality & Governance Committee DATE RATIFIED

More information

Safeguarding Children and Vulnerable Adults Policy

Safeguarding Children and Vulnerable Adults Policy Safeguarding Children and Vulnerable Adults Policy Important: Remember it is not up to you to decide if abuse has taken place, BUT it is your legal duty to report safeguarding concerns you may have about

More information

Creating A Healthy Workplace

Creating A Healthy Workplace Creating A Healthy Workplace Source: Mental Health In the Workplace: Tackling the Effects of Stress booklet Published by the Mental Health Foundation, London (UK) Any employer who wishes to create a healthy

More information

stra tegy STRATEGY OF SCHOOL OF BUSINESS AND SOCIAL SCIENCES AARHUS UNIVERSITY 2012-17

stra tegy STRATEGY OF SCHOOL OF BUSINESS AND SOCIAL SCIENCES AARHUS UNIVERSITY 2012-17 stra tegy STRATEGY OF SCHOOL OF BUSINESS AND SOCIAL SCIENCES AARHUS UNIVERSITY 2012-17 INTRODUCTION 1. Introduction The strategy of Aarhus University's School of Business and Social Sciences for the period

More information

Impact Assessment of Mental Health on Employment for Policy Development

Impact Assessment of Mental Health on Employment for Policy Development Impact Assessment of Mental Health on Employment for Policy Development ESF 3.71 www.richmond.org.mt Today as many as one in four (132 million) Europeans are affected by mental health problems each year,

More information

Call for Nominations Recruitment Programme Prequalification

Call for Nominations Recruitment Programme Prequalification www.bfstiftelse.no Call for Nominations Recruitment Programme Prequalification This programme is open to all departments and faculties at the University of Bergen aiming to recruit young national or international

More information

SUFFOLK BUSINESS SCHOOL WORKING WITH EMPLOYERS

SUFFOLK BUSINESS SCHOOL WORKING WITH EMPLOYERS SUFFOLK BUSINESS SCHOOL WORKING WITH EMPLOYERS WELCOME TO SUFFOLK BUSINESS SCHOOL THE SUFFOLK BUSINESS SCHOOL AT UCS HAS OVER 700 STUDENTS, WITH A GROWING INTERNATIONAL INTAKE. 92% OF 2013 UCS GRADUATES

More information

COMMUNICATION POLICY. Adopted by the Board of Directors on 6 March 2008 NORDIC INVESTMENT BANK

COMMUNICATION POLICY. Adopted by the Board of Directors on 6 March 2008 NORDIC INVESTMENT BANK COMMUNICATION POLICY Adopted by the Board of Directors on 6 March 2008 NORDIC INVESTMENT BANK Communication policy 1. Purpose... 3 2. Goals... 3 3. Guiding principles... 3 4. Target groups... 4 5. Messages...

More information

Leading Experts in Employment Law, Industrial Relations and best practice Human Resource Management in Ireland

Leading Experts in Employment Law, Industrial Relations and best practice Human Resource Management in Ireland Leading Experts in Employment Law, Industrial Relations and best practice Human Resource Management in Ireland Who We Are Established in 2003, we are one of Ireland s best-known and respected providers

More information

Corporate Health Management. Corporate Health Policy Deutsche Post DHL

Corporate Health Management. Corporate Health Policy Deutsche Post DHL Corporate Health Policy Deutsche Post DHL Table of Contents Introduction 3 Preamble 4 Objectives of Corporate Health 6 Responsibilities of the Chief Medical Officer (CMO) 7 Basic activities 8 Organization

More information

Case studies in Australian University-Community Engagement 2008: The Deakin University DHS (Barwon South-Western Region) / Partnership

Case studies in Australian University-Community Engagement 2008: The Deakin University DHS (Barwon South-Western Region) / Partnership Case studies in Australian University-Community Engagement 2008: The Deakin University DHS (Barwon South-Western Region) / Partnership Dr Iain Butterworth (Deakin University) Dr Josephine Palermo (Deakin

More information

Appendix 1. Employment Policies and Procedures. Attendance Management Policy

Appendix 1. Employment Policies and Procedures. Attendance Management Policy Appendix 1 Employment Policies and Procedures Attendance Management Policy Contents Policy Statement...4 Scope of the Policy...5 Supporting Policies...5 Legal Framework...6 Equality and Diversity...6 Consultation

More information

Costain Cares... about you

Costain Cares... about you Costain Cares vision 2014 01 Costain Cares Our primary focus is to both understand and meet the needs of stakeholders. In every relationship and facet of operation, we are focused on one simple but powerful

More information

Equality, Diversity & Inclusion (EDI) Policy Version 2.1

Equality, Diversity & Inclusion (EDI) Policy Version 2.1 Equality, Diversity & Inclusion (EDI) Policy Version 2.1 Original Author: Ariana Henderson Version 2.1 updated August 2013 Contents Confetti Institute of Creative Technologies... 2 Mission Statement...

More information

STRATEGIC HUMAN RESOURCE MANAGEMENT (SHRM)

STRATEGIC HUMAN RESOURCE MANAGEMENT (SHRM) STRATEGIC HUMAN RESOURCE MANAGEMENT (SHRM) COURSE OVERVIEW It is now a cliché that employees are among the firm s most valued assets; both theory and practice agree on this assertion. Despite that, many

More information

Human Resources People Strategy, 2014 to 2019 1. Human Resources People Strategy 2014 to 2019

Human Resources People Strategy, 2014 to 2019 1. Human Resources People Strategy 2014 to 2019 Human Resources People Strategy, 2014 to 2019 1 Human Resources People Strategy 2014 to 2019 2 Human Resources People Strategy, 2014 to 2019 Human Resources People Strategy, 2014 to 2019 Deliver academic

More information

POSITION DESCRIPTION. Role Purpose. Key Challenges. Key Result Areas

POSITION DESCRIPTION. Role Purpose. Key Challenges. Key Result Areas POSITION DESCRIPTION Position Title Manager, Technical Services Support Position Number Reports to Manager Technology Services Functional Auth HRM Auth Region IT Services Centre Head Office Date Feb 2011

More information

Human Resources Trainee

Human Resources Trainee Human Resources Trainee SUMMARY INFORMATION HR TRAINEE (Vacancy Number 351) Duration 3 years Salary 16,131 to 18,588 per annum Entry qualifications English and Maths Highers What is HR? Human Resources

More information

Equality, Diversity & Dignity at Work Policy

Equality, Diversity & Dignity at Work Policy Equality, Diversity & Dignity at Work Policy 1. Definitions This policy outlines the company s approach to equality and diversity at work. It is important to understand the difference between the concepts

More information

Quality Management System

Quality Management System Quality Management System Last Reviewed June 2014 Next Review June 2015 Table of Contents TABLE OF CONTENTS 2 MISSION STATEMENT 5 QUALITY MANAGEMENT SYSTEM 6 MANAGEMENT RESPONSIBILITY 7 ORGANISATIONAL

More information

- Inside Team Denmark s Sports Psychology support

- Inside Team Denmark s Sports Psychology support The Sport Psychology Professional Model - Inside Team Denmark s Sports Psychology support The sports psychology profession in Denmark has been characterized by a diversity of approaches and has acted as

More information

Inspiring Future Talent. The BIMA Schools Digital Challenge 2010

Inspiring Future Talent. The BIMA Schools Digital Challenge 2010 Inspiring Future Talent The BIMA Schools Digital Challenge 2010 About BIMA Established in 1985, the British Interactive Media Association (BIMA) is the trade association representing the diverse interests

More information

Chelmsford City Council EMPLOYEE ENGAGEMENT AND WELLBEING STRATEGY. Human Resources

Chelmsford City Council EMPLOYEE ENGAGEMENT AND WELLBEING STRATEGY. Human Resources Chelmsford City Council EMPLOYEE ENGAGEMENT AND WELLBEING STRATEGY Human Resources 1 Table of Contents Introducing CCC engagement and wellbeing strategy... 3 The purpose of our strategy... 3 How Chelmsford

More information

Self Assessment STANDARDS

Self Assessment STANDARDS Self Assessment STANDARDS www.wellbeingcharter.org.uk This pack contains an overview of the Workplace Wellbeing Charter, including the Charter Framework, the Assessment Standards and other useful information.

More information

JOB APPLICATION PACK

JOB APPLICATION PACK JOB APPLICATION PACK Job Title: Directorate: Sales and Development Accountant Finance Department: Financial Accounting Location: Twickenham 1 P a g e Dear Candidate Thank you for your interest in working

More information

Stratford on Avon District Council. The Human Resources Strategy

Stratford on Avon District Council. The Human Resources Strategy Stratford on Avon District Council The Human Resources Strategy Page 1 1 Purpose of The Human Resources (HR) Strategy The purpose of this document is to review the role and effectiveness of human resource

More information

2. Diversity is about understanding, recognising, respecting and valuing differences.

2. Diversity is about understanding, recognising, respecting and valuing differences. Acas EQUALITY AND DIVERSITY POLICY Underlying Principle 1. Everyone is different and has something unique to offer. Acas wants to respect and understand these differences and to make the most of everyone

More information

NHS LOTHIAN VOLUNTEERING FRAMEWORK AND ACTION PLAN 2011-2016

NHS LOTHIAN VOLUNTEERING FRAMEWORK AND ACTION PLAN 2011-2016 NHS LOTHIAN VOLUNTEERING FRAMEWORK AND ACTION PLAN 2011-2016 Unique ID: Author (s): Diane Loughlin/Pat Dawson Category/Level/Type: Framework Version: 9 Final Status: Final Authorized by: Date of Authorization:

More information

Workplace. Mental Health. essentials. Practical Identification, Early Intervention & Management Skills Training

Workplace. Mental Health. essentials. Practical Identification, Early Intervention & Management Skills Training Workplace Mental Health essentials Practical Identification, Early Intervention & Management Skills Training Mental health and wellbeing are significant issues to contend with in the modern working environment.

More information

AOD Support Services Classification Level: 7.1 Aboriginal Community Organisation Award. 004 Supervisor AOD Support Services

AOD Support Services Classification Level: 7.1 Aboriginal Community Organisation Award. 004 Supervisor AOD Support Services ABORIGINAL ALCOHOL AND DRUG SERVICE POSITION DESCRIPTION SECTION 1: OFFICE IDENTIFICATION EFFECTIVE DATE OF DOCUMENT: SEPTEMBER 2012 Position Description Number: 006 Job Title: AOD Counsellor/Educator

More information