WhatsApp Previous articleFive Munster players nominated for Zurich Players AwardsNext articleScannell and Cronin needing surgery as Munster issue squad update Meghann Scully RELATED ARTICLESMORE FROM AUTHOR BusinessLimerickNewsShannon Group to light up Green in support of TourismBy Meghann Scully – October 8, 2020 152 Limerick’s National Camogie League double header to be streamed live Facebook Twitter Linkedin TAGSKeeping Limerick PostedlimerickLimerick PostShannon airport WATCH: “Everyone is fighting so hard to get on” – Pat Ryan on competitive camogie squads Advertisement Email SHANNON Group will light up Shannon Airport, and its Bunratty Castle & Folk Park and King John’s Castle visitor attractions in green from 7.30pm tomorrow evening (Thursday 8th October).It is doing so in support and solidarity with tourism industry colleagues in the inbound tour operator, events industry, and incentives sectors.who are suffering as a result of the severe impact of the COVID-19 pandemic which has ravaged the tourism industry.Sign up for the weekly Limerick Post newsletter Sign Up Normally the greening of these Shannon Group buildings would be done for St. Patrick’s Day as part of the global greening campaign, but given the unprecedented impact COVID-19 is having on the tourism sector, Shannon Group is taking part in a campaign to shine a light on this vital sector of the tourism economy. Donal Ryan names Limerick Ladies Football team for League opener Billy Lee names strong Limerick side to take on Wicklow in crucial Division 3 clash Limerick Ladies National Football League opener to be streamed live Print Roisin Upton excited by “hockey talent coming through” in Limerick
LUH system challenged by however, work to reduce risk to patients ongoing – Dr Hamilton RELATED ARTICLESMORE FROM AUTHOR WhatsApp Twitter Twitter Strabane SDLP Cllr accuses Sinn Fein of indecisiveness over 800 DARD jobs Pinterest Pinterest By News Highland – December 14, 2013 Three factors driving Donegal housing market – Robinson Facebook Google+ Previous articleResidents of Sion protest for second time in fortnight against anaerobic digestor proposalsNext articleRoof blown off supermarket in Omagh as strong winds hit Northwest News Highland WhatsApp An SDLP Cllr in Strabane has accused Sinn Fein of indecisiveness over the decision to locate 800 Department of Agriculture jobs to Ballykelly.Strabane District Council is to submit a freedom of information request to see the business case which led to Ballykelly being chosen ahead of Strabane.The proposal was put forward by Strabane SDLP Cllr Patsy Kelly, and it received unanimous agreement, even from the Agriculture Ministers fellow party members from Sinn Fein.SDLP Cllr Patsy Kelly says it seems Sinn Fein have had a sudden change of heart:[podcast]http://www.highlandradio.com/wp-content/uploads/2013/12/patsy.mp3[/podcast]But Sinn Fein have refuted the claims, and they say they have been consistent in their support to relocate the 800 DARD jobs to Strabane.Cllr Keiran McGuire says his party want the jobs to come to Strabane as much as anyone:[podcast]http://www.highlandradio.com/wp-content/uploads/2013/12/kerian.mp3[/podcast] Google+ Calls for maternity restrictions to be lifted at LUH News Guidelines for reopening of hospitality sector published Facebook Almost 10,000 appointments cancelled in Saolta Hospital Group this week NPHET ‘positive’ on easing restrictions – Donnelly
“We are a pride of lions,” the Chief People Officer said. “Everyone participates in the hunt. We run down our prey together.”He was proudly describing the new work culture senior leadership was trying to create for the credit union. After struggling in recent quarters, they were working to turn things around with a renewed emphasis on selling to new members. They wanted every employee to feel connected to that goal. So, they used their metaphor to help people understand that their primary job is to assist in creating sales opportunities no matter their actual job title. The problem was, it wasn’t working out the way they expected. They were having trouble hiring the top talent they wanted. Worse yet, they were beginning to lose some long-term employees in non-sales supporting roles in Accounting, Lending, Compliance and Member Services. Defining a Sales CultureIf this sounds even vaguely familiar to you, you’re not alone. All too often, when credit unions declare themselves to have a “sales culture” they fail to take the next step and build sales into their culture. Saying yours is a sales culture and actually acting from the perspective of a sales culture are two totally different things. Yes, it’s true that every business is a sales business. Without sales, there is no company. However, it’s not true that every person in the organization must be a direct salesperson. Nor is it a rule that only people who possess the outgoing personality traits normally associated with top-notch salespeople will be successful. When the non-sales departments of our example organization were told that “everyone is in sales now” many employees flashed a mental image of this stereotypical salesperson in their minds. Instantly thoughts of pushing loans through, cutting compliance corners, and “power hours” to push products during dinner comes to mind.“That’s not me,” they said to themselves. “I never want to be in sales. I’m not loud or pushy. I thought that our credit union was all about taking care of our member’s needs. Why do I have to recommend something every time I talk to a member?”They were thrown into a bit of a panic thinking their manager was going to begin expecting them to act like someone they weren’t. They felt that a “bait and switch” had happened and the job that they were hired for was now completely different. A quiet flurry of resume updating was soon underway.Build a New Work CultureOur hypothetical credit union could soon find itself losing out on two fronts as great long-term employees leave and new hires may or may not actually be great at selling. Fortunately, there are two things they can begin to work on today that will turn the tide on both fronts. Both of them will help establish their new work culture in a very organic, natural way.Connect Culture with Different PersonalitiesSue in Underwriting is a walking computer. She also knows more about calculating cash flow and debt to income than almost anyone else in the organization. She’s never been shy about sharing her knowledge, but doesn’t communicate well with people who don’t understand numbers the way she does. Betty in Member Services is committed to making sure that her drawer is balanced and her transactions are perfect. While she is more reserved with members, she is always pleasant and responsive to their requests. If you’re considering changing, or reinforcing your work culture, you should take an inventory of the personality types of your most successful employees. Then consider what motivates or scares that employee type to consider the best ways to approach them with the change. Sue and Betty, for example, don’t see themselves as salespeople, but both of them actually have personality traits that could make them top performers in any sales organization. The key to coaxing out those behaviors is to speak to them initially in language that feels natural and fits with their personality types.If you bluntly ask an introvert like Betty to suggest new products to a member without their request first, she may panic. However, if you suggest that she make recommendations for members on new products that could meet their needs using her expertise and subject matter knowledge, Betty may become that proactive and consultative salesperson that you’ve been looking for. Don’t be surprised if the member tells you how much he appreciated being heard by Betty. Or that your new uber-outgoing rock star salesperson has never quite explained your products’ benefits the way Betty can because she knew what the member needed before they did.Frame Your Culture Definition Around Existing RolesThe other thing you can do to smooth the introduction of a culture change is to tailor your language and expectations to the various job roles in your company. Ask yourself how the Compliance or Underwriting departments can help you achieve more sales in the coming months. Then make sure you talk to those departments about those goals, not general sales goals. It may be obvious to you as a leader that you don’t expect Sue or Betty to get on the phones and start calling members about every product or to cut corners when it comes to compliance or regulations, but it may not be so obvious to them. You need to show them how their areas can help you build a strong sales organization while reassuring them that you are not moving them into sales. Specific communication of expectations will go a long way towards keeping your current team performing and engaged while slowing moving them towards a new way of thinking.Sue’s understanding of lending underwriting is a great place to start. Data doesn’t lie. Her facts and figures can easily point out other lending opportunities rather than rejecting the request. Ask her how the credit union could structure loan deals that generate sales while still protecting the credit union’s assets.Walk the TalkA work culture isn’t built by edict. A culture is the personality of the business itself and as such encompasses many more elements than just job expectations. However, it is nothing without your employees. If they can’t embrace and embody the values and beliefs that make up your culture, potential customers will never be able to see it either. If you’re ready to learn more about engaging your employees and shifting your company culture, this eBook will give you four key ways to do it. 2SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Carletta Clyatt Carletta Clyatt, a popular seminar speaker, is the SVP at The Omnia Group. She offers clients advice on how to manage more effectively and gain insight into employee strengths, weaknesses … Web: www.omniagroup.com Details
The UK is set to replace binding investment guidelines for local authority funds with a statement of investment policy, granting schemes greater freedom as they pool assets.Bob Holloway, who heads the Department for Communities and Local Government (DCLG) pensions unit, said he hoped a consultation on investment regulations and pooling among the 89 local government pension schemes (LGPS) in England and Wales would be published in November, allowing the department to draft new regulation by April.In a speech at the Local Government Pension Investment Conference in London, Holloway said the consultation was likely to consider issues raised by the 2012 Kay Review, including the impact of non-financial matters on investment, as well as remove the requirement to review the performance of external investment managers every three months.He told delegates that elements of the current Local Government Pension Scheme Regulations 2009 would be amended as part of the consultation, and singled out the regulation’s schedule 1 – which imposes strict investment limits on the LGPS – as likely to be scrapped, if ministers approved. “There will be no schedule 1,” he said, “and there will be a general provision that allows you to publish yet another statement that will be explaining your investment strategy. It’s your own version of schedule 1.”This, he said, was “localism at work”.The shift comes after years of calls from local authorities for changes to investment regulations.The Greater Manchester Pension Fund – the largest LGPS, with £17.6bn (€23.9bn) in assets – told IPE in April it would like to see the rules amended to mirror those for private sector funds, with similar views previously expressed by the London Pensions Fund Authority and the London Borough of Camden.The consultation would also set out terms of a regulatory backstop for the pooling of LGPS assets, which chancellor of the Exchequer George Osborne recently said would see the creation of “British wealth funds” that could invest in local infrastructure projects.Holloway assured the audience there was no plan to force infrastructure investment.“It is a hope, it is an aspiration you will be far-thinking enough in these sub-funds worth £30bn that you will then have the capacity and the will to invest in infrastructure,” he said. He also praised the recent initiative by funds in the South West to create an asset pool worth around £19bn, and said industry should not get “hung up” on the £30bn pooling target mentioned in recent months by the government.Discussing potential changes to corporate governance regulation, he said the current regulations only required funds to disclose a corporate governance policy if they had one. “We may take that a little bit further and almost have that as a default position – i.e. you should have proactive corporate governance, but, if you don’t, then you explain [why not].“It’s a major comply-or-explain provision rather than ‘What’s your policy?’”He said the Local Authority Pension Fund Forum was “very strongly” backing a shift towards ‘comply or explain’, adding that the department wished to see schemes engaging with corporate governance “to protect their investments”.The civil servant also touched on an announcement made during the ruling Conservative party’s annual conference, where it was suggested new regulation could prevent politically motivated divestment, such as the sale of holdings in Israeli companies.Holloway said the department was “wrestling” with the matter at the moment, as there was “a great deal of complexity” associated with the wording of the regulation. “I don’t know what the outcome will be, and I’m not sure the government [does] either,” he said.