Learning Data Manager with previous experience within an Education environment and skilled with Crystal Reports, SQL, Excel and Access is urgently required. You will manage the learner data team, ensure that the learner data team have efficient business systems, ensure that learner data consistently and accurately reflects actuality and work with staff in the organisation to ensure that they make best use of learner data for continuous quality improvement and business development.This is an excellent position, so please do send through a detailed CV asap.
G & G Recruitment are working as an Employment Agency.
Thursday, July 31, 2008
Tuesday, July 29, 2008
IT Application Support and Development Administrator
An application support analyst who has previous development experience and is skilled with SQL Server and a high level programming language (preferably Visual Basic) is urgently required.
Your role is to introduce, build and maintain high availability of the core business software applications. This is achieved through planning, implementation and maintenance of software applications across a range of database platforms by working with customers, software suppliers and the IT Team.
You will have proven experience with database and application software design and planning. A strong hands-on working knowledge of Microsoft Windows operating systems, significant software troubleshooting experience and excellent inter-personal skills.
This is an excellent fast moving role, so please do send through a technically detailed CV asap.
G & G Recruitment are working as an Employment Business.
Your role is to introduce, build and maintain high availability of the core business software applications. This is achieved through planning, implementation and maintenance of software applications across a range of database platforms by working with customers, software suppliers and the IT Team.
You will have proven experience with database and application software design and planning. A strong hands-on working knowledge of Microsoft Windows operating systems, significant software troubleshooting experience and excellent inter-personal skills.
This is an excellent fast moving role, so please do send through a technically detailed CV asap.
G & G Recruitment are working as an Employment Business.
SQL Server DBA - Current Vacancy
SQL Server DBA with experience on MS Transact-SQL, Queries, Stored Procedures, User-define Functions, SQL 2000 DTS, SQL 2005 SSIS, SSRS, SQL Server 2000, SQL Server Back/Restore & Import & Export data, SQL Server Agent – creation & schedule of jobs, VB/VB.Net, MS Access and MS Excel.
You will be working with a team of 8 people in different roles in 2 areas (IT Support and IT development). The role will involve managing and handling MIS data related to all areas of the business.
You will be responsible for: -
a) Analysing user requirements and coming up with database design and application architecture.
b) Installing, configuring, administering and securing production servers.
c) Troubleshooting performance issues and fine-tuning queries and stored procedures.
d) Upgrading and upsizing databases from earlier versions to the latest versions.
e) Providing consultation on SQL Server to the development teams.
This role is working for a Charitable organisation. Please do send through a technically detailed CV asap.
G & G Recruitment are working as an Employment Agency.
You will be working with a team of 8 people in different roles in 2 areas (IT Support and IT development). The role will involve managing and handling MIS data related to all areas of the business.
You will be responsible for: -
a) Analysing user requirements and coming up with database design and application architecture.
b) Installing, configuring, administering and securing production servers.
c) Troubleshooting performance issues and fine-tuning queries and stored procedures.
d) Upgrading and upsizing databases from earlier versions to the latest versions.
e) Providing consultation on SQL Server to the development teams.
This role is working for a Charitable organisation. Please do send through a technically detailed CV asap.
G & G Recruitment are working as an Employment Agency.
Monday, July 28, 2008
G & G Website Update
G & G Recruitment have added 12 new pages to their website. These pages are designed to give candidates and clients an idea of what G & G do and how they do it and is line with their policy of open, honest and transparent service.
The pages give information ranging from recruitment fees through to how we resource IT and Information Management staff. I have listed the information now available below: -
Terms and Conditions
The Recruitment Process
Recruitment Advice
Online Recruitment
Recruitment Policies
Meet the Team
Please do have a look through the pages and content and contact us with any questions or comments regarding them.
The pages give information ranging from recruitment fees through to how we resource IT and Information Management staff. I have listed the information now available below: -
Terms and Conditions
The Recruitment Process
Recruitment Advice
Online Recruitment
Recruitment Policies
Meet the Team
Please do have a look through the pages and content and contact us with any questions or comments regarding them.
Friday, July 25, 2008
Temp benefits
The Treasury and HM Revenue and Customs has released a consultation document on the use of travel dispensations for temporary workers.
Travel dispensations allow temps to claim tax relief for expenses incurred when travelling to and from temporary assignments.
Commenting on the paper, Anne Fairweather, head of public policy at the Recruitment and Employment Confederation, said: “We need to consider this consultation carefully. However, there is certainly a place for mobile workers to claim expenses they incur through their flexible employment.”
* - Article from Recruiter.
Travel dispensations allow temps to claim tax relief for expenses incurred when travelling to and from temporary assignments.
Commenting on the paper, Anne Fairweather, head of public policy at the Recruitment and Employment Confederation, said: “We need to consider this consultation carefully. However, there is certainly a place for mobile workers to claim expenses they incur through their flexible employment.”
* - Article from Recruiter.
City's Computer Network Hijacked
A computer engineer has been accused of hijacking a city's computer system.
Terry Childs is accused of tampering with San Francisco's new computer network to give himself exclusive access, and is allegedly refusing to hand over the passwords which would allow officials into the system.
Mr Childs worked as a network administrator for five years for the San Francisco city government.
The network on which he worked stores 60% of city data, including employee e-mail, payroll files and law enforcement records. Documents in the system can currently be accessed, but if there is a problem with the network there is no way to repair it quickly.
Experts from Cisco have been brought in to try and rectify the problem, but without the passwords it could take weeks and cost millions of dollars.
It is not yet clear what Mr Childs' motive might have been for his alleged actions.
San Francisco's mayor Gary Newsom described him as "rogue employee that got a bit maniacal".
While it can be hard for companies to stop the actions of a rogue employee, one computer security expert said that systems are in place to try and anticipate when problems are likely to arise.
The Huntsmann system from Tier-3 monitors behaviour on computer systems and alerts security administrators when non-typical behaviour - such as changing passwords - takes place.
Chief technology officer Geoff Sweeney told Sky News Online: "This is an extreme case but they do occur.
"The worst possible scenario is an administrator who goes bad.
"At some point you need to establish a monitoring process that will identify behaviour that is suspicious."
Mr Childs has pleaded not guilty to four charges of computer tampering, and his lawyer said there is no danger to the city's computer networks as a result of his alleged actions.
* - Article taken from Sky News
Terry Childs is accused of tampering with San Francisco's new computer network to give himself exclusive access, and is allegedly refusing to hand over the passwords which would allow officials into the system.
Mr Childs worked as a network administrator for five years for the San Francisco city government.
The network on which he worked stores 60% of city data, including employee e-mail, payroll files and law enforcement records. Documents in the system can currently be accessed, but if there is a problem with the network there is no way to repair it quickly.
Experts from Cisco have been brought in to try and rectify the problem, but without the passwords it could take weeks and cost millions of dollars.
It is not yet clear what Mr Childs' motive might have been for his alleged actions.
San Francisco's mayor Gary Newsom described him as "rogue employee that got a bit maniacal".
While it can be hard for companies to stop the actions of a rogue employee, one computer security expert said that systems are in place to try and anticipate when problems are likely to arise.
The Huntsmann system from Tier-3 monitors behaviour on computer systems and alerts security administrators when non-typical behaviour - such as changing passwords - takes place.
Chief technology officer Geoff Sweeney told Sky News Online: "This is an extreme case but they do occur.
"The worst possible scenario is an administrator who goes bad.
"At some point you need to establish a monitoring process that will identify behaviour that is suspicious."
Mr Childs has pleaded not guilty to four charges of computer tampering, and his lawyer said there is no danger to the city's computer networks as a result of his alleged actions.
* - Article taken from Sky News
Exploding the employment law myths: a manager's guide
When Alan Sugar quizzed a potential winner of The Apprentice about the arrangements she was making for her childcare there was uproar. Some people thought what he had done was illegal and many commented that they would never have dared do the same. But he was within his rights and the fact that some in the industry thought otherwise highlights the number of employment myths that abound in the IT industry. Here Anna West and Adam Rice, employment law specialists at solicitors Travers Smith LLP, put us straight.
Family plans
Myth: Asking about family plans at a job interview is illegal
Reality: It is not illegal to ask about a candidate's family, or plans for one, at a job interview. However, recruiters should tread carefully. If an employer refuses to employ someone because of their family duties, this would be sex discrimination, and the candidate could use the interview questions as evidence to support their case. Instead, questions should objectively relate to the job requirements and should be asked of all candidates. For example, if they would be OK with travelling away from home or performing regular overtime.
Cost: A sex discrimination claim can be quite costly with compensation uncapped and including a component for injury to feelings of between £500 and £25,000. Aside from the financial costs, a claim involving sex discrimination could be damaging to an employer's reputation.
Written contract
Myth: Employees have no rights without a written employment contract.
Reality: Even without a written contract, employees have certain legal rights including: • Minimum notice (after one month's employment - see below) • The right to claim unfair dismissal (after one year's employment) • Protection from discrimination or harassment on grounds of sex, race, disability, religion, sexual orientation or age.
Cost: An employee who is dismissed without notice can claim pay and benefits for the notice period. If the dismissal was unfair, the employee can claim further compensation of up to £70,000. Damages for discrimination or harassment are uncapped, and include an award of £500 to £25,000 for injury to feelings.
Probationary period
Myth: Employees have no right to notice during their probationary period.
Reality: After one month's employment, all employees are entitled to at least one week's notice (even if the contract provides for less). This minimum notice period increases by one week for each full year of service, to a maximum of 12 weeks. However, if the contract provides for more than the minimum notice then the longer contractual period will apply.
Cost: Employees who are dismissed without notice can claim pay and benefits for the notice period (except in cases of gross misconduct).
Sick leave
Myth: Employees on long-term sick leave should be left well alone.
Reality: Although employers should not put undue pressure on employees who are on long-term sick leave, they are entitled to find out more information about the illness. This would include consultation with the employee and, with permission, writing to the employee's GP (and any specialist) to find out about the employee's condition, the prognosis and whether there is anything the employer can do to help facilitate their return (such as reduced hours). In addition, the employer might want to invite the employee to be examined by an independent specialist. Employers should not make any decision about dismissal until they have explored the situation fully.
Cost: An employee who is on long-term sickness absence may be protected under employment laws as a disabled person (whether the illness is physical or mental - for example, depression). A disabled employee who is unjustifiably dismissed, or otherwise unfavourably treated, can claim unlimited compensation, including a component for injury to feelings of £500 to £25,000. The employee may also have an unfair dismissal claim (with compensation of up to £70,000).
Offensive jokes
Myth: Employees can only claim harassment if offensive jokes are directed specifically at them.
Reality: An employee who is offended by jokes or office banter about sex, race, sexuality, religion or age can claim harassment, even if the jokes or banter were not directed at them. It is irrelevant whether or not the perpetrator meant to cause offence - it is the employee's individual perspective that matters. Employers are liable for harassment by their employees at work and at work-related events off site (eg an office party or team building event). However, employers can defend claims if they did all they reasonably could to prevent employees from harassing their colleagues, for example by having an effective equal opportunities policy that is consistently enforced and in which all employees are trained.
Cost: Employees who suffer harassment at work can claim unlimited compensation, including an award for injury to feelings from £500 to £25,000.
Personal privacy
Myth: Employees have no right to privacy in the workplace
Reality: Employees do have a right to privacy in the workplace. This means there is a limit to how far employers can go to keep tabs on their staff. Although some level of monitoring is reasonable, perhaps to ensure the quality of work, employers must strike a balance between the needs of the business and employees' rights to protect their private lives. In general, any interference with privacy must be no more than is reasonably necessary, and the employer should have good reasons for doing so. Employers should also make sure employees are aware of any workplace monitoring, by having a clear policy on when this will occur that is clearly communicated to all staff.
Cost: Employers who engage in unlawful monitoring could face claims of unfair dismissal (with compensation of up to £70,000), plus unlimited damages (and potential fines) under data protection laws.
Child care and part-time work
Myth: Employees with young children have the right to work part-time.
Reality: Employees with young children do not have an automatic right to work part-time, but they have a right to ask to work flexibly (after six months' service), for example, working part-time. Employers do not have to agree to such requests, but they must consider them carefully by following a set procedure and only refusing them on specified grounds (these might cover additional costs or impact on performance). In addition, refusing a flexible working request from a female employee may amount to sex discrimination, on the basis that women are more likely to be primary carers. Refusal can be objectively justified, but the employer would need to have good reasons for this and, ideally, evidence to support it.
Cost: Failing to follow the set procedure could cost the employer up to £2,640 in compensation, but a sex discrimination claim for refusing a flexible working request could cost a lot more, as compensation is unlimited.
Maternity leave
Myth: Employees who are pregnant or on maternity leave cannot be dismissed.
Reality: They can, but if the reason for the dismissal is related to their pregnancy or maternity leave this amounts to sex discrimination and unfair dismissal. Sometimes an employee is dismissed for a fair and non-discriminatory reason, but a lack of evidence to back this up leads an employment tribunal to believe the pregnancy/maternity leave was the real reason for dismissal. Employers should document clearly the reason for dismissal (such as poor performance) and ensure that other paperwork (appraisals, warning letters and the like) supports this.
Cost: Employees who are dismissed unfairly can claim compensation of up to £70,000. Compensation for sex discrimination is unlimited, and includes an award for injury to feelings from £500 to £25,000.
Gross misconduct
Myth: You can sack an employee on the spot for gross misconduct
Reality: Employers planning to dismiss an employee, for whatever reason, must follow a set statutory procedure. This applies to all dismissals, including dismissals for serious misconduct, such as theft or fighting. Broadly, the employer must set out the alleged misconduct in writing, invite the employee to a meeting to discuss it and give the employee the chance to appeal. This statutory procedure is a minimum, so the employer should also ensure that it has fully investigated the situation and allowed the employee the opportunity to respond to the allegations.
Cost: Failure to follow the statutory dismissal procedure makes dismissal automatically unfair (for an employee with at least one year's service), and the employee can seek compensation of up to £70,000.
Dismissing over 65s
Myth: You can dismiss an employee who is 65 without claims.
Reality: Employers are allowed to retire an employee at or above 65 (or the employer's normal retirement age if this is later). But to avoid claims, employers must follow a statutory retirement procedure. This means they should notify the employee in writing six to 12 months in advance of their retirement and tell them they can ask to work for longer. If the employee does ask to work beyond the retirement date, the employee has to consider the request seriously and meet with the employee to discuss it.
Cost: If the employer does not go through all these steps, the employee will have an age discrimination claim where the compensation could be unlimited and an unfair dismissal claim with compensation of up to £70,000.
* - Article from Computer Weekly.
Family plans
Myth: Asking about family plans at a job interview is illegal
Reality: It is not illegal to ask about a candidate's family, or plans for one, at a job interview. However, recruiters should tread carefully. If an employer refuses to employ someone because of their family duties, this would be sex discrimination, and the candidate could use the interview questions as evidence to support their case. Instead, questions should objectively relate to the job requirements and should be asked of all candidates. For example, if they would be OK with travelling away from home or performing regular overtime.
Cost: A sex discrimination claim can be quite costly with compensation uncapped and including a component for injury to feelings of between £500 and £25,000. Aside from the financial costs, a claim involving sex discrimination could be damaging to an employer's reputation.
Written contract
Myth: Employees have no rights without a written employment contract.
Reality: Even without a written contract, employees have certain legal rights including: • Minimum notice (after one month's employment - see below) • The right to claim unfair dismissal (after one year's employment) • Protection from discrimination or harassment on grounds of sex, race, disability, religion, sexual orientation or age.
Cost: An employee who is dismissed without notice can claim pay and benefits for the notice period. If the dismissal was unfair, the employee can claim further compensation of up to £70,000. Damages for discrimination or harassment are uncapped, and include an award of £500 to £25,000 for injury to feelings.
Probationary period
Myth: Employees have no right to notice during their probationary period.
Reality: After one month's employment, all employees are entitled to at least one week's notice (even if the contract provides for less). This minimum notice period increases by one week for each full year of service, to a maximum of 12 weeks. However, if the contract provides for more than the minimum notice then the longer contractual period will apply.
Cost: Employees who are dismissed without notice can claim pay and benefits for the notice period (except in cases of gross misconduct).
Sick leave
Myth: Employees on long-term sick leave should be left well alone.
Reality: Although employers should not put undue pressure on employees who are on long-term sick leave, they are entitled to find out more information about the illness. This would include consultation with the employee and, with permission, writing to the employee's GP (and any specialist) to find out about the employee's condition, the prognosis and whether there is anything the employer can do to help facilitate their return (such as reduced hours). In addition, the employer might want to invite the employee to be examined by an independent specialist. Employers should not make any decision about dismissal until they have explored the situation fully.
Cost: An employee who is on long-term sickness absence may be protected under employment laws as a disabled person (whether the illness is physical or mental - for example, depression). A disabled employee who is unjustifiably dismissed, or otherwise unfavourably treated, can claim unlimited compensation, including a component for injury to feelings of £500 to £25,000. The employee may also have an unfair dismissal claim (with compensation of up to £70,000).
Offensive jokes
Myth: Employees can only claim harassment if offensive jokes are directed specifically at them.
Reality: An employee who is offended by jokes or office banter about sex, race, sexuality, religion or age can claim harassment, even if the jokes or banter were not directed at them. It is irrelevant whether or not the perpetrator meant to cause offence - it is the employee's individual perspective that matters. Employers are liable for harassment by their employees at work and at work-related events off site (eg an office party or team building event). However, employers can defend claims if they did all they reasonably could to prevent employees from harassing their colleagues, for example by having an effective equal opportunities policy that is consistently enforced and in which all employees are trained.
Cost: Employees who suffer harassment at work can claim unlimited compensation, including an award for injury to feelings from £500 to £25,000.
Personal privacy
Myth: Employees have no right to privacy in the workplace
Reality: Employees do have a right to privacy in the workplace. This means there is a limit to how far employers can go to keep tabs on their staff. Although some level of monitoring is reasonable, perhaps to ensure the quality of work, employers must strike a balance between the needs of the business and employees' rights to protect their private lives. In general, any interference with privacy must be no more than is reasonably necessary, and the employer should have good reasons for doing so. Employers should also make sure employees are aware of any workplace monitoring, by having a clear policy on when this will occur that is clearly communicated to all staff.
Cost: Employers who engage in unlawful monitoring could face claims of unfair dismissal (with compensation of up to £70,000), plus unlimited damages (and potential fines) under data protection laws.
Child care and part-time work
Myth: Employees with young children have the right to work part-time.
Reality: Employees with young children do not have an automatic right to work part-time, but they have a right to ask to work flexibly (after six months' service), for example, working part-time. Employers do not have to agree to such requests, but they must consider them carefully by following a set procedure and only refusing them on specified grounds (these might cover additional costs or impact on performance). In addition, refusing a flexible working request from a female employee may amount to sex discrimination, on the basis that women are more likely to be primary carers. Refusal can be objectively justified, but the employer would need to have good reasons for this and, ideally, evidence to support it.
Cost: Failing to follow the set procedure could cost the employer up to £2,640 in compensation, but a sex discrimination claim for refusing a flexible working request could cost a lot more, as compensation is unlimited.
Maternity leave
Myth: Employees who are pregnant or on maternity leave cannot be dismissed.
Reality: They can, but if the reason for the dismissal is related to their pregnancy or maternity leave this amounts to sex discrimination and unfair dismissal. Sometimes an employee is dismissed for a fair and non-discriminatory reason, but a lack of evidence to back this up leads an employment tribunal to believe the pregnancy/maternity leave was the real reason for dismissal. Employers should document clearly the reason for dismissal (such as poor performance) and ensure that other paperwork (appraisals, warning letters and the like) supports this.
Cost: Employees who are dismissed unfairly can claim compensation of up to £70,000. Compensation for sex discrimination is unlimited, and includes an award for injury to feelings from £500 to £25,000.
Gross misconduct
Myth: You can sack an employee on the spot for gross misconduct
Reality: Employers planning to dismiss an employee, for whatever reason, must follow a set statutory procedure. This applies to all dismissals, including dismissals for serious misconduct, such as theft or fighting. Broadly, the employer must set out the alleged misconduct in writing, invite the employee to a meeting to discuss it and give the employee the chance to appeal. This statutory procedure is a minimum, so the employer should also ensure that it has fully investigated the situation and allowed the employee the opportunity to respond to the allegations.
Cost: Failure to follow the statutory dismissal procedure makes dismissal automatically unfair (for an employee with at least one year's service), and the employee can seek compensation of up to £70,000.
Dismissing over 65s
Myth: You can dismiss an employee who is 65 without claims.
Reality: Employers are allowed to retire an employee at or above 65 (or the employer's normal retirement age if this is later). But to avoid claims, employers must follow a statutory retirement procedure. This means they should notify the employee in writing six to 12 months in advance of their retirement and tell them they can ask to work for longer. If the employee does ask to work beyond the retirement date, the employee has to consider the request seriously and meet with the employee to discuss it.
Cost: If the employer does not go through all these steps, the employee will have an age discrimination claim where the compensation could be unlimited and an unfair dismissal claim with compensation of up to £70,000.
* - Article from Computer Weekly.
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