In preparing his team for Saturday’s seismic first Test against the British and Irish Lions, All Blacks coach Steve Hansen has made a point of looking to the past for inspiration.The history of past Lions tours. The reminder that only one All Blacks side, in 1971, have lost a series to the combined team. The fact that they are unbeaten at Eden Park since 1994.And the recognition that for this group of players, the three-Test series will be their last chance to face the Lions.“The Lions come every 12 years and we’re excited about that,” Hansen told reporters ahead of the first Test, which kicks off at 7:35pm (10:35am Cyprus time) in Auckland on Saturday.“It’s a once-in-a-career opportunity for most people and look at the guys in the first game (Provincial Barbarians), they loved it and they are now keen to go to a higher level.“The Super Rugby sides, they stood up and were counted and it inspired those young kids.“You can feel the enthusiasm and real hunger in the hotel with the players. They’re really up for it.“That’s what this Lions tour does for our rugby. We respect it.”Respect for the current Lions team has been slow to come in rugby-mad New Zealand after the visitors sputtered through the first week of their tour.Since then, barring a 23-22 loss to the Otago Highlanders, they have built momentum on forward-dominated performances that starved the opposition of possession and shut down their opportunities with a quick, smothering defence.The inside back combination of Conor Murray and Owen Farell have also been superb with their tactical kicking, while the hard-running midfield of Jonathan Davies and Ben Te’o have proved the best at giving their side front-foot ball.The big test against the All Blacks is whether they will provide that space to an attacking back three of Liam Williams, Anthony Watson and Elliot Daly, with coach Warren Gatland choosing the trio in the knowledge the Lions will need to score tries to beat the world champions.Gatland said there was no point playing it safe.“The message to the players before we came out to New Zealand was that to play the All Blacks you have to be bold and take risks,” he added.“Yes we are playing to a structure as every team does, but we have been giving the confidence to the players to bring in an offloading game when its appropriate.“We know we have got to be courageous coming here, we’ve got to be bold and play some positive rugby.”Gatland’s worry is that if they get too positive and make errors, which they have been prone to do, the All Blacks will exploit them ruthlessly, as evidenced by their 78-0 thrashing of Samoa last week.All Blacks captain Kieran Read has returned to the starting team after almost eight weeks out with a broken thumb, while winger Rieko Ioane was the only surprise selection for the world champions, replacing Julian Savea on the left wing.Ryan Crotty has recovered from a rib injury to allow Hansen to pair him with Sonny Bill Williams in the midfield, with Anton Lienert-Brown coming off the bench to give the All Blacks “something different,” Hansen said.“It gives us a 1-2-3 punch,” he added.
Cristiano Ronaldo may have recently turned 34, but he is showing no signs of slowing down in his ‘old age’.In fact, last year he said he has a biological age of 23. “I’ve still got a long time left, I can keep playing until I’m 41. I’m feeling good, happy, I can’t complain.”Juventus certainly think so considering they paid £99m for him in the summer. Every time Ally McCoist lost it on air in 2019, including funny XI reactions Ronaldo: The stats no dice LATEST FOOTBALL NEWS Premier League Team of the Season so far, including Liverpool and Leicester stars REVEALED RANKED shining In moving to Italy, the man known as ‘CR7’ to his legions of fans, can now boast he has played for three of European football’s super clubs in Man United, Real Madrid and Juve.And he already has a trophy to his name when his side beat Milan to clinch the Supercoppa Italiana – their version of the Community Shield – thanks to his goal in the 1-0. Below are seven of his landmark moments so far. ADVICE REVEALED Which teams do the best on Boxing Day in the Premier League era? huge blow 1 Son ban confirmed as Tottenham fail with appeal to overturn red card Oxlade-Chamberlain suffers another setback as Klopp confirms serious injury MONEY REPLY Ronaldo joined Juventus in the summer and scored the winner as Juve beat Milan in the Supercoppa Italiana Forbes list reveals how much Mayweather, Ronaldo and Messi earned this decade Berahino hits back at b******t Johnson criticism – ‘I was in a dark place at Stoke’ BEST OF Top nine Premier League free transfers of the decade Ronaldo warned Lukaku how hard scoring goals in Serie A would be before Inter move Where Ancelotti ranks with every Premier League boss for trophies won Sporting 2002-2003: 31 games, five goalsMan United 2003-2009: 292 games, 118 goalsReal Madrid 2009-2018: 438 games, 451 goalsJuventus: 2018-present: 30 games, 19 goalsPortugal 2003-present: 154 games, 85 goals677 career goals in 945 games
Theo Walcott made his England debut after coming on for Michael Owen 6 Many more caps are likely to follow for Callum Hudson-Odoi Hudson-Odoi was originally called up to England’s Under-21s side for this month’s international games, but injuries to senior stars saw Gareth Southgate promote the Londoner to his squad.The 18-year-old replaced Raheem Sterling in the 70th minute of England’s 5-0 win against the Czech Republic in their opening Euro 2020 qualifier. He looked bright on the left wing and played a part in the final goal six minutes from time. His shot was saved by goalkeeper Jiri Pavlenka and rebounded off Chelsea team-mate Tomas Kalas and into the net.He could be a future star for England.4. Michael OwenDebut: 11 February 1998 vs ChileAge: 18 years, 59 daysCaps: 89 6 6 Sterling played 84 minutes as an experimental England side lost 4-2 to Sweden when Zlatan Ibrahimovic’s four goals condemned Roy Hodgson’s men to a first defeat of the calendar year. Steven Caulker, Leon Osman, Ryan Shawcross, Carl Jenkinson and Wilfried Zaha also made their Three Lions debuts in Stockholm.Despite being just 24, the Manchester City star is one of the most senior players in the current England camp.2. Wayne RooneyDebut: 12 February 2003 vs AustraliaAge: 17 years, 111 daysCaps: 120 It was an England debut to forget for Raheem Sterling 6 Callum Hudson-Odoi has become the fifth youngest player to make his England debut in the post-war era.The Chelsea winger made his senior Three Lions bow in Friday’s 5-0 victory over Czech Republic at just 18 years and 136 days old. Michael Owen burst on to the international scene in 1998 Sven-Goran Eriksson shocked the country by naming a 17-year-old Walcott in his 2006 World Cup squad. The winger even made his England bow before debuting for Arsenal. He was a 65th-minute substitute in England’s 3-1 win over Hungary, but watched the World Cup from the bench as the Three Lions were knocked out by Portugal on penalties in the quarter-finals.His most memorable moment in an England shirt came when he bagged a hat-trick against Croatia in a World Cup qualifier in 2008. 6 Callum Hudson-Odoi ceased his chance with England Wayne Rooney during his England debut Owen played the full 90 minutes in a 2-0 friendly defeat to Chile at Wembley to mark the start of a long England career.The 39-year-old is England’s fifth all-time top scorer with 40 goals. He became England’s youngest ever player to appear and score at a World Cup after coming on as a substitute against Tunisia in 1998. He then came off the bench in the following match to net England’s equaliser in a 2-1 defeat to Romania.Owen won the Ballon d’Or in 2001 for his prolific performances with Liverpool and England – he remains the only Englishman to bag the award, which honours the best footballer over a calendar year.3. Raheem SterlingDebut: 14 November 2012 vs SwedenAge: 17 years, 342 daysCaps: 48 6 Rooney was a 52nd-minute substitute in England’s friendly defeat to Australia. He is England’s most-capped outfield player and is just five short of legendary goalkeeper Peter Shilton. Along with that accolade, the 33-year-old is the Three Lions’ all-time top scorer with 53 goals.At the third attempt, he scored his first ever World Cup goal against Uruguay in the 2014 finals.1. Theo WalcottDebut: 30 May 2006 vs HungaryAge: 17 years, 75 daysCaps: 47 Hudson-Odoi has been frustrated by his lack of regular game-time at Stamford Bridge this season, but was ready to cease his chance in an England shirt.The youngster – who is yet to start a league game for the Blues but has flourished in the Europa League with four goals and two assists – even helped wrap things against the Czechs, with his shot leading to an own-goal to make it 5-0 at Wembley.But where does he rank in the Three Lions’ youngest post-war debutants? talkSPORT had a look…5. Callum Hudson-OdoiDebut: March 22, 2019 vs the Czech RepublicAge: 18 years, 136 daysCaps: 1
There was a time when employees had few protections and were subject to abuses by unregulated management. For example:Until the FLSA, employees could be required to work limitless hours without overtime or even a minimum wage.Until Title VII of the Civil Rights Act of 1964, employees could be denied jobs, or fired, because of their race, sex color, religion or national origin, and they were.Until the FMLA, employees who wanted time off to bond with a newborn child or care for a sick parent where told to choose between work or life, a Hobson’s choice.These are only some of the laws that have made our society stronger and our workplaces fairer. And, for the most part, the regulatory agencies stick to their mission of enforcing these laws.But then we get to the NLRB, responsible for enforcing the NLRA. At this point, it is hard to deny that the NLRB has become more of an advocacy group for unions than a neutral body to adjudicate issues under the NLRA.I say this not just with dismay over their rulings. I say this also with sadness because I believe the NLRB is hurting hard working women and men.As part of guidance from its General Counsel and cases decided by the NLRB itself, the NLRB has made clear that certain common restrictions and requirements imposed by employers may violate the NLRA depending on whether, in context, a reasonable employee would believe that the restriction or requirement interferes with the employee’s right to engage in concerted activity, that is, to discuss the terms and conditions of their employment.What are some of the restrictions and requirements that monsters masquerading as managers are imposing that have caused trouble with the NLRB?1. No one should be disrespectful.2. Courteous is the responsibility of everyone.3. Adopt a friendly tone when engaging on line.4. Don’t disparage the Company.5. Don’t defame the company or its employees.What happens when these rules are violated? Customers may flea and with them jobs.But now we have a new quorum at the NLRB. Will management rights still be an oxymoron?I sincerely hope the new appointees are more balanced and less ideological. I am hopeful but not confident.At a very minimum, the members of the minority party can write compelling dissents to be used upon appeal to the circuit courts. Many circuit courts have struck down NLRB positions as being too extreme.Labor day was not just about unions. It also honored the 90 percent of the private sector that has rejected unionization.On every day, we should be thankful for the work of all employees. We also can hope that the NLRB will understand that only healthy companies create jobs and that some of their extreme positions result in less healthy companies. Follow me on Twitter at: @Jonathan__HR__LawTHIS BLOG SHOULD NOT BE CONSTRUED AS LEGAL ADVICE, PERTAINING TO A SPECIFIC FACTUAL SITUATION OR ESTABLISHING AN ATTORNEY-CLIENT RELATIONSHIP.
Every HR pro knows that the way we work is changing radically. Hierarchical, heavily structured organizations are being almost fully replaced with more flexible, adaptable and agile models based on cross-functional teams whose work is powered by conversations that take place up, down and across the organization. Getting the most out of these types of teams requires rethinking how we measure, manage and develop employee performance, but too many businesses remain stuck in a decades old mentality of what ‘performance management’ should be.More and more HR and business leaders are realizing that annual performance reviews are obsolete, and that implementing processes that are rooted in continuous conversations, agile and transparent goals, and culture-based models for coaching and career development is vastly more effective for a modern workforce. But even with nearly 90% of HR professionals agreeing that a Continuous Performance Management® model is superior to an annual or bi-annual review process, transitioning to that model remains an organizational and technological challenge.Operationalizing Continuous Performance Management successfully it requires solid processes, supported by robust technology that can facilitate these processes throughout complex organizations. This shift can be a complex one that not only requires adopting new technology, but also changing the way your company works from executives and managers down to your employees in the field. So how can you manage this complicated transition successfully? By focusing on the value of this new methodology to the employee, and helping them see that value in their everyday lives.The Value of MotivationPlain and simple: motivated workers are more efficient. When employees are motivated, they get their work done faster and with greater levels of collaboration, creativity and commitment. A motivated workforce goes above and beyond to do what is in the best interest of the organization and, ultimately, the bottom line. But while many organizations believe that exterior incentives, such as unlimited paid time off or catered lunches, attract and maintain employees, these benefits often have little impact on employee satisfaction. So, what truly motivates employees?Emphasize Career DevelopmentMotivation is tied to a future outlook. One of the key changes we made in our performance management program was transitioning from annual reviews that looked backward at traditional performance metrics to requiring our managers to have more frequent conversations with their reports that focus on career development. For example, rather than being asked to track overtime, our employees are now asked “how can we get you to the next level as a welder?Simply using the phrase ”performance development” instantly shifted the conversation around the process to a more forward-looking, positive and employee-focused stance. This had a huge impact from an employee engagement standpoint. Rather than feeling like their managers are micromanaging them or questioning their work, our workers feel invested in and motivated to get the next level in their career, which translated to increases in employee performance.Frequently Communicate Clear ExpectationsIt’s a strange truth, but many employees simply don’t know what is expected of them at work. Workers are more motivated and engaged when they are able to directly see the value that their work provides, and when they experience a sense of meaningfulness at work, so how do you ensure organizational alignment and foster that sense of meaningfulness?A major factor is increasing the frequency of communication. Motivating employees is not a one-time endeavor, but needs to be continuously strengthened through regular, open and ongoing conversations between employees and their managers. The more often managers talk to their employees, the more motivation and performance increases within the workforce. Even quick, informal check-ins to address priorities boost employee engagement. A new wave of continuous performance management technologies allows managers to easily hold regular conversations with employees to ensure they know what they need to accomplish and how their work furthers the larger organization’s goals.Provide Timely FeedbackAlmost half of employees receive feedback from their managers only a few times a year or less. Not only do employees want clear expectations to be established, they also want to know how they are mapping to their career goals. Managers need to provide feedback in a timely manner to promote career development. A quarterly review cadence, vs. an annual review, enables managers to align employees’ individual career goals with the organization’s top priorities, ensuring the employee has a sense of purpose and business goals are met.There is no silver bullet to motivating employees, however HR leaders and managers can directly incent employees by emphasizing career development, communicating clear expectations and providing timely feedback. It’s an ongoing process and won’t happen overnight. By shifting culture away from increased engagement and toward motivation, both employees and organization at large are better set up for success.Oringal post on Workology.com Diane Strohfus
As a young boy, my dreams didn’t include wanting to be a workplace health and safety professional. In fact, I probably wasn’t alone in that—few people decide on this profession as a first career of choice. President of the Institution of Occupational Safety and Health in 2013, speaking and training engagements all over the world—I often find myself asking how that happened.[text_ad use_post=’125303′]The Shopping Cart IncidentAge eleven is kind of where my story begins. I was a keen rugby league fanatic: same shaped ball as the game played south of Yorkshire, but proper rugby. (Sorry to the rugby union fans. If it helps, I now like rugby union as well.) I was spotted early on as a young kid with talent at the sport, mainly because I was bigger than other eleven-year-olds at the time and also faster. That made the game quite simple—just pass the ball to the big lad, and it’s a guaranteed try. I progressed in the sport, and by the age of fifteen, my life seemed to be fairly well sorted. I would just play rugby for a career, and life would be simple.- Sponsor – Six months later the dream ended, not because of anything tragic like serious injury or anything. No, I just didn’t grow any more, but all the other boys of my age did grow. I was no longer the big lad with anything special, and sadly that was where my rugby league dream ended.Now aged sixteen (I promise this story will get to risk eventually), I had a decision to make—stay on at school or leave. I did discuss this with my father who was quite clear; he was happy for me to stay on and further educate through A levels but not to resit exams that I may fail. The “may” bit here is quite important because although I went to school every day, my mind often wandered off to the dream of playing rugby at Wembley. This meant a lot of things I was being taught at school probably weren’t given my full attention, which of course meant that when it came to sitting the exams, there was a high possibility that I “may” not pass them.As predicted, I failed my exams, so further education was out of the question, and taking my exams again wasn’t an option. So I had to enter the big wide world of employment. As a sixteen-year-old with no qualifications, I have to be honest and say that I didn’t have the best-looking CV, so my career aspirations were a bit limited.In my local job center, there was an ad for a new retailer coming to Halifax. It was advertising for cart collectors for its new supermarket. With my academic ability and physical prowess, I believed this job description had been written for me, and the unique selling point to the job was that it was going to pay £36 (~ $46.50) a week. We had something called youth opportunity schemes around in those days that paid £27 (~ $35) a week, so I am talking big money if I could secure the cart job.I applied, got interviewed, and, yes, became a cart collector for this brand-new supermarket. The new store wasn’t opening up for three months, so I went out to a nearby store to train. Now, I’m not saying I’m smart, but three months training on carts? By day one I had cracked it, and by day two I decided I was ready to attempt the world record as to how many carts I could push up the parking lot slope. (The existing world record at the time allegedly stood at 49 carts.)I decided that if you are going to get a record, get one that is hard to beat, so I made the decision to go for 52 carts. Just imagine 52 carts all connected together in a huge line, and my job was to get them from the bottom of the parking lot slope into the foyer at the top. This is where I first discovered health and safety; manual handling in particular.It took a huge amount of physical effort to get these carts moving. Eventually they moved, and as they started to move, it became a bit easier to get them up the slope. Things were looking pretty good for smashing the world record. I was within six feet of victory when tragedy struck.The top five carts had come detached from the main group. They separated and started rolling back down the slope, gaining speed as they went. I remember praying for two things—first of all, that one wouldn’t hit a customer and kill them, and secondly, that a car wasn’t hit. The first prayer was answered; the second prayer, not so lucky. One of the carts went crashing into somebody’s BMW.Now if that were your car, you wouldn’t be very happy. I remember the driver getting out, and he was good enough to teach me some new words, none of them complimentary. He then reported the incident to my manager who duly came out and gave me the counseling session of my life.My manager asked me how many carts I was allowed to push at any one time. I had a hunch that the answer wasn’t going to be 52, and based on her facial expression, I suspected it would be lower, so I guessed 40. Wrong answer—try again. So I went lower. 30… 25…? Still wrong. At this stage, she brought out the Health and Safety Manual (about 1,200 pages). She asked if I had seen it. I had a vague recollection of maybe seeing it as part of my induction the day before. She then turned to page 800 and asked me to read out what it said: “The maximum amount of carts to be pushed at any one time should be eight trolleys, and they should be secured together with the restraining strap provided.” She asked if I had seen that. I said I hadn’t. She then went to the back of the book, and there it was, my signature saying I had read and understood all the aforementioned procedures.I got a final written warning on the second day of my first-ever job for breaking the workplace health and safety procedures. Believe me: a career in the world of health and safety was a long way away. But that experience told me from an early age that the time you are most likely to find out about rules is when something has gone wrong. So long as the signature is there in the book, that becomes the most important thing. Interesting that thirty years on from this event, the same story rings true in many organizations today.What Does Workplace Health and Safety Have to Do with Risk?What has all this got to do with risk? In simple terms, health, safety, and risk are all inherently linked. If we remove risk, then yes, you are safe, but how would you ever get to work? Cars have risk attached to them, yet we still drive them. Why? Because we need to get to work, so we take responsible risk in the way we drive.I am privileged enough to carry out training for directors. I like doing it because when I ask them what they think about workplace health and safety, often the answer is that health and safety is the number-one priority in the business. Sounds like a great answer, but surely a more sensible answer would be that the number-one priority in our business is to be as successful as we possibly can, but in a safe way.Why can’t health and employee safety be part of the business as opposed to being seen as a separate entity? For this to happen, some of the myths need to be dispelled.My interest in the world of risk didn’t happen because I got a written warning for breaking the rules, but it was maybe the ignition source for my later questioning and challenging. I now know the rules for how many carts you are allowed to push. I found out the hard way. However, in order to follow the rules, I needed to use the “cart-restraining strap.” I searched high and low for it, but it was nowhere to be found. So I spoke to the other guys who pushed carts and asked them if they knew where it was. They had no idea what I was talking about, so I explained to them what the procedure was, and this was all news to them. It then became obvious to me that nobody followed the procedure. However, the only discipline that had been issued was to me. Why would that be? Ultimately, they hadn’t hit a car, and I had, further enhancing my belief that it only became an issue when it went wrong.Eventually I found the cart strap—brand new, unopened. I was the first person to use it. I remember placing my eight carts in a nice, neat row at the bottom of the parking lot, tying them together with my new strap, and pushing them into the foyer at the top. This has got to be the best job I ever had—the sun was—shining, I was getting a tan, and on top of that, I was getting paid. What a great job. And it was—for about fifteen minutes.After fifteen minutes, all the empty carts in the foyer had run out, and there were twelve customers waiting for my eight carts. Mathematically speaking, that meant four customers were going to teach me all about violence and aggression. I started to run as fast as I could with my rows of eight carts in order to keep up with the demand. But the queue of violent and aggressive customers was getting bigger.Eventually my manager came out and began counseling session number two. My job was to keep the customers supplied with carts, and I was failing in that duty. I explained that if I could only push eight, we needed two more people to help. I was told there weren’t two more people, so do the best I could. “Do the best I could.” What does that mean in reality? To me, it meant “Push 25 carts,” as that was the only way I could service the customers.It also meant that I was breaking the rules again. It was a catch-22 situation. If I followed the rules, I would end up fired because of my poor customer service. If I didn’t follow them and something went wrong, then I would equally end up fired as I was already on a warning. Not a good situation: sixteen years old, no qualifications, and on the verge of being fired from my first-ever job. I didn’t want to lose my job.After a restless night’s sleep, I decided to ask my manager if it was OK for me to push 25 carts. She said I couldn’t. I explained that I could, as physically my body was in prime condition (unlike today). She said I couldn’t, as it would be breaking the rules. I understood that and said the only way the rule could be followed was with two extra people. And as there weren’t two extra people, then it needed to be 25 trolleys. I asked her again if I could push 25. She again said no as it was against the rules. I protested that the rules could not be followed and asked if she had the power to change them, to which she replied that she couldn’t as they had come down from head office health and safety. My next question to some extent ended up changing my direction in life: “Have they ever pushed carts or spoken to the cart pushers?” No answer. “How, therefore, can people who have never done the job or spoken to the people who do it write the rules?” This uncovering led to my world of progression in the health and safety field.Responsible RiskIt’s a simple story with overwhelming repercussions, as, ultimately, the same things still happen. If the procedure really had to be eight carts, that would have meant two extra staff for every trading hour multiplied by every other store. That would mean a significant additional labor cost to the business. Do you think anybody worked the math out? I guess not. If they had worked out the math, the control would have been deemed as too expensive.How many times have you heard the saying “safety at all cost”? No, it’s not. It should be safety so far as is reasonably practicable. That means you have to consider the cost, not just in financial terms but also in time, effort, benefits, and so forth.Responsible risk should be the driving force for all businesses to succeed. I often challenge people who say I have to wear a high-visibility vest. I’m not against it so long as I know why I need it. I get told I may get hit by mechanical handling equipment or a lorry, but I’m only in a training room. It’s that kind of thing that frustrates people, and it also takes safety to a lower level as it is seen as bureaucratic, worst-case-scenario scaremongering.Sometimes I never get a further answer, and it is left that I have to follow the rule, just in case. Sometimes, however, I get a sensible answer: “It’s not for your safety, Gerard. It’s so we can ensure that people who do need to wear them will always have them on. So having this rule makes it easier to monitor and enforce from a consistency perspective.” Great. Now I’m happy to wear it because I understand how my wearing the vest aids the safety of others. Alternatively, it may be a third-party customer requirement that everybody wears it—equally fine because it then becomes a commercial decision in that we want the customer to be happy.Risk is not just about safety. There may be an insurance requirement to carry out something, and not doing it would have a detrimental impact on the premium. I may come up with a safety risk assessment that identifies that the requirement does not change the degree of safety risk; however, from a premium point of view, it makes sense to implement the control, which then becomes a commercial reason for doing something.It is easy to band around the words “because of health and safety,” but often when you dig down, there may be a number of different reasons for doing or not doing something. It is this understanding that leads us towards truly grasping risk in the context of workplace health and safety.Risk assessments are central to all good safety decisions. You could say in a business context these assessments are our planning tools. In other words, what could potentially go wrong? The controls are the elements that try to prevent a potential negative scenario from happening. They become our implementing tools. Therefore, if I see a control that I can’t understand in a practical sense, I will often ask to see the risk assessment that stated it was needed. And if the assessment doesn’t exist or has never been carried out, that means we have implemented without planning. Not a great business model. Imagine a pro football team turning up on a Sunday to play a big game without knowing whom they are playing, and the coach says the first eleven players to grab a jersey can play. I can’t see a positive outcome there. Is this really any different from putting controls in without truly understanding what the risk is?There is a long way to go with dispelling the myths surrounding workplace health and safety. But if organizations use terminology like pure risk, commercial risk, third-party risks, customer requirements, and so forth in the overall context of health and safety, it will be progress.This post was originally published in 2017 in LP Magazine Europe. It was updated August 30, 2017. Stay UpdatedGet critical information for loss prevention professionals, security and retail management delivered right to your inbox. Sign up now
Do you remember how you learned to be creative? Some people think that Schools should teach free thinking, creativity and innovation, but this is almost impossible. There is a great TED speech I would encourage you to watch on this.So what does any of this have to do with consumerization? Well here is the key point, years ago we were able to tell an employee in detail what they could and could not do; now we have to teach principles and let them apply these to their day to day life. Not only do we have to trust our employees can follow these principles but do we even know what we are asking?Intel recently took on Will.i.am as creative director; He comes to us with a massive social media following which makes him a valuable resource to our company. We want our employees to help spread good messages and we value those that have strong social media followings. So what should we tell employees? Blog? Don’t Blog? This is just one example where we need to think differently about security policy.Alan Ross said “Users are the stewards of information” That means that we need to work out a way of employees making a choice about what they can and cannot communicate when they are on their own. Communicating too much or too little means the company is not tuned for performance. So we need to start working out how we can build policies on principles that we can enforce. But how can you enforce something you can’t measure, even if you knew what you wanted this would be hard.Many security professionals have made their careers by authoring very exact and defined security policies, now consumerization comes and the policy is invalid or worse still it’s not updated as a new “Common Practise” grips the company.We are beginning to see documents that have phrases like “avoided where possible” and backed up with greater employee training. We don’t know really where this is all going but companies have some really direct questions to consider.So will you train your staff or will YouTube do it for you? Are you looking at the next generation of workers and comprehending the idea that they may not know what email is? They may think that posting their most intimate experiences on facebook is normal behaviour and important messages are communicated as tweets because hiding it in a document is silly.Protecting data is going to change over the next few years, that’s not because of the technology it’s because people are different.If you enjoyed the first video here Sir Ken Robinson adds a bit more!Rob
India ?and the UK have joined hands to start an observational campaign from June 8 till end-July to better understand small-scale processes that drive monsoon variability and predictability. Related Items
Emperor penguins may disappear by the end of this century By Lakshmi SupriyaJul. 7, 2017 , 10:30 AM Emperor penguins are known for braving the harsh Antarctic winters, but they might not be able to brave the harsh realities of climate change. That’s the finding of a new study, which suggests that by the end of this century, the world’s largest penguins may be no more. Previous research suggested that rapidly warming air and sea temperatures—which melt sea ice—might cause their numbers to plummet by as much as 19% by 2100. But a new model looks at other factors, including how individual penguins deal with climate change by migrating to places with optimal sea ice coverage. In their model of potential penguin migrations, researchers looked at how far penguins typically go and what factors figure in their decisions. They used data previously collected from Pointe Géologie in Antarctica along with satellite images of penguin colonies that revealed information about their traveling and foraging behavior. The model projects that for the next 2 decades, populations will remain stable, and may even increase slightly as the penguins move to locations that are more habitable. After 2050, it all goes downhill. Although the rate of population decline may vary, by the year 2100 almost all emperor penguins may be gone, the researchers write in an upcoming issue of Biological Conservation. That’s because climate change will have rendered all their habitats inhospitable by then. Gaining endangered status under the U.S. Endangered Species Act, the scientists say, may be one way of arresting what might otherwise be their final march.Sign up for our daily newsletterGet more great content like this delivered right to you!Country *AfghanistanAland IslandsAlbaniaAlgeriaAndorraAngolaAnguillaAntarcticaAntigua and BarbudaArgentinaArmeniaArubaAustraliaAustriaAzerbaijanBahamasBahrainBangladeshBarbadosBelarusBelgiumBelizeBeninBermudaBhutanBolivia, Plurinational State ofBonaire, Sint Eustatius and SabaBosnia and HerzegovinaBotswanaBouvet IslandBrazilBritish Indian Ocean TerritoryBrunei DarussalamBulgariaBurkina FasoBurundiCambodiaCameroonCanadaCape VerdeCayman IslandsCentral African RepublicChadChileChinaChristmas IslandCocos (Keeling) IslandsColombiaComorosCongoCongo, The Democratic Republic of theCook IslandsCosta RicaCote D’IvoireCroatiaCubaCuraçaoCyprusCzech RepublicDenmarkDjiboutiDominicaDominican RepublicEcuadorEgyptEl SalvadorEquatorial GuineaEritreaEstoniaEthiopiaFalkland Islands (Malvinas)Faroe IslandsFijiFinlandFranceFrench GuianaFrench PolynesiaFrench Southern TerritoriesGabonGambiaGeorgiaGermanyGhanaGibraltarGreeceGreenlandGrenadaGuadeloupeGuatemalaGuernseyGuineaGuinea-BissauGuyanaHaitiHeard Island and Mcdonald IslandsHoly See (Vatican City State)HondurasHong KongHungaryIcelandIndiaIndonesiaIran, Islamic Republic ofIraqIrelandIsle of ManIsraelItalyJamaicaJapanJerseyJordanKazakhstanKenyaKiribatiKorea, Democratic People’s Republic ofKorea, Republic ofKuwaitKyrgyzstanLao People’s Democratic RepublicLatviaLebanonLesothoLiberiaLibyan Arab JamahiriyaLiechtensteinLithuaniaLuxembourgMacaoMacedonia, The Former Yugoslav Republic ofMadagascarMalawiMalaysiaMaldivesMaliMaltaMartiniqueMauritaniaMauritiusMayotteMexicoMoldova, Republic ofMonacoMongoliaMontenegroMontserratMoroccoMozambiqueMyanmarNamibiaNauruNepalNetherlandsNew CaledoniaNew ZealandNicaraguaNigerNigeriaNiueNorfolk IslandNorwayOmanPakistanPalestinianPanamaPapua New GuineaParaguayPeruPhilippinesPitcairnPolandPortugalQatarReunionRomaniaRussian FederationRWANDASaint Barthélemy Saint Helena, Ascension and Tristan da CunhaSaint Kitts and NevisSaint LuciaSaint Martin (French part)Saint Pierre and MiquelonSaint Vincent and the GrenadinesSamoaSan MarinoSao Tome and PrincipeSaudi ArabiaSenegalSerbiaSeychellesSierra LeoneSingaporeSint Maarten (Dutch part)SlovakiaSloveniaSolomon IslandsSomaliaSouth AfricaSouth Georgia and the South Sandwich IslandsSouth SudanSpainSri LankaSudanSurinameSvalbard and Jan MayenSwazilandSwedenSwitzerlandSyrian Arab RepublicTaiwanTajikistanTanzania, United Republic ofThailandTimor-LesteTogoTokelauTongaTrinidad and TobagoTunisiaTurkeyTurkmenistanTurks and Caicos IslandsTuvaluUgandaUkraineUnited Arab EmiratesUnited KingdomUnited StatesUruguayUzbekistanVanuatuVenezuela, Bolivarian Republic ofVietnamVirgin Islands, BritishWallis and FutunaWestern SaharaYemenZambiaZimbabweI also wish to receive emails from AAAS/Science and Science advertisers, including information on products, services and special offers which may include but are not limited to news, careers information & upcoming events.Required fields are included by an asterisk(*)
“I am still the boss of the Commonwealth Games”, embattled Organising Committee Chairman Suresh Kalmadi insists, while making it clear that he is not a quitter and the spate of corruption allegations will not force him to step down at this stage.Kalmadi said delivering a good Games was a challenge he has taken up and there was no question of resigning from the post as he had done nothing wrong. He also sought to scotch the perception that his wings have been clipped in the wake of the corruption scandals.Asked specifically whether he was still the boss of the Commonwealth Games after the government set up an empowered committee of bureaucrats, Kalmadi said, “Yes. Organising the Games is my responsibility. I am continuing with it.””Group of Ministers was there. The committee of secretaries under Cabinet Secretary was always there. The Prime Minister had a meeting and he has asked all these committees to get more active and give more support. I am getting more support from government and I am the OC chairman,” Kalmadi told PTI in an interview here today.”CGF chief Michael Fennell had come and he had given a good report. So I welcome all this because of the circumstances,” he said.The build-up to the October 3-14 Games has been marred by a series of corruption scandals and construction delays but Kalmadi said things were now under control and his team was capable of delivering a “good and transparent” Games.”I don’t know why all these campaigns started. Everything was smooth till the last 15 days or so. All the foreign countries are saying there will be a good Games. I am ready to face any inquiry after the Games,” he said.advertisement”Our reputation is at stake and after all these years of hard work I don’t want to go down in this manner. That is why I want this inquiry,” Kalmadi pointed out.Asked whether the thought of resignation had crossed his mind in the wake of these allegations, he said, “No. This is a challenge I have taken up. I had promised the CGF when we won the bid that I will deliver a good Games. So there is no question of any such thought.”Kalmadi admitted that he had a tough time in lifting the morale of his team after the alleged corruption scandals came out in the media.”It was not so much a distraction for me but it was for my staff. I have to keep up the morale of my staff, definitely I had a tough time on that,” he said.”Naturally I have to see that the morale of my staff is OK. I have to see that this does not happen again. I have to put them on track. I have addressed them and told them to go ahead without worry,” he added. . On whether the negative publicity that the Games have got was part of a bigger political game masterminded by his own party colleagues, Kalmadi said, “I don’t want to say anything, let them say. I don’t want to respond. I will ensure the Games go off well.”The PM has supported us to a great extent. So no worry on the count that we will deliver the Games. We are focused now. Next one month I will be fully focused and I am not distracted,” he said.Asked if too much work was left for the last minute considering the bid was won in 2003, Kalmadi said, “Initially the question of sanction was there. You have to get certificates to start work. You have to go to the MCD, NDMC and various agencies. Then there were environmental issues and finally somebody went to court. All these processes took time.”Infrastructure, we have got a little late but now everything is under control. For overlays, we have less time.We are racing against time in overlays but we will do it,” he said.Kalmadi refused to take any responsibility for the scandals that have rocked the Games, saying his job was to deliver a good Games.”I have to deliver the Games and I am doing that. That is my most important responsibility. After that there is the inquiry and let us see who has done what. Let us see.”All the allegations are exaggerated like Rs 4000 for toilet paper. Is it possible? These are all wild allegations… we will see after the inquiry. We will give all the things (for inquiry). I am sure all charges will be proved wild charges,” he asserted.advertisementOn whether India’s future bids for mega events like Olympics and Asian Games would be affected in the light of the controversies, Kalmadi said “it is normal for every Games to have some charges or the other”.”When we bid there is euphoria. There is disenchantment when the reality sets in. Then there is search for the guilty.It is the pattern for every Games. Then there is persecution of the innocent and finally there is successful Games and glorification of the uninvolved. This is the pattern everywhere,” Kalmadi said.He said the OC will try to get the people of Delhi involved in the Games.”Next one month will be focused on Delhi. Delhi government is doing its bit, we are doing our bit. My message is have faith and trust in us. We will give a good Games and a very transparent Games,” Kalmadi said.