Eurofound in Dublin has awarded Idox Information Solutions a contract to improve the European Industrial Relations Observatory's website.
Idox Information Solutions has been appointed by Confor to develop a new interactive web platform for the forestry sector.
The Idox Information Service is delighted to welcome Ryden, Regenerate Pennine Lancashire, the Planning Exchange Foundation, Liverpool City Council and the Northern Ireland Assembly into membership.
Idox Information Services publishes practical guide to help consultancies and third sector organisations win public sector contractsUnpublished
Idox Information Services has released a useful new guide for its consultancy and third sector members to help them win public sector contracts. This new short guide provides practical advice and helpful tips on how to get the best from the Idox Information Service to strengthen bids for public sector work. It also includes some suggested text about the Idox Information Service which members are welcome to include within their bids for contract work.
Idox Information Services is delighted to be sponsoring the first annual Edge 2010 conference being held in Edinburgh on 25 and 26 February 2010.
The Idox Information Service is delighted to announce that Barnardo's National Children's Resource Centre, which has enjoyed membership of the Idox Information Service since December 2005, has recently extended its membership of the Service to provide access to all of its library members, as well as staff based within the Centre in Dublin.
The Idox Information Service is pleased to welcome Stirling Council and the Royal Borough of Kensington and Chelsea into membership.
Following months of ambiguity and speculation regarding the UK's negotiating position, Prime Minister Theresa May has set out the UK’s position ahead of triggering Article 50 and beginning the process of leaving the European Union.
Addressing an audience at Lancaster House in central London, Mrs May said that the UK has ‘12 objectives that amount to one big goal: a new, positive and constructive partnership between Britain and the European Union’, adding that the UK’s negotiating priorities would be driven by four underlying principles: ‘certainty and clarity; a stronger Britain; a fairer Britain; and a truly global Britain’.
The Prime Minister said that the UK could not be ‘half-in and half-out’ of the EU. She confirmed that the UK would not seek ‘partial’ or ‘associate’ membership of the EU or adopt any model already in place for other countries. Instead, Mrs May said the UK will seek a ‘new and equal partnership’ with the EU.
The Prime Minister also confirmed that the UK would leave both the EU single market (which allows the free movement of goods, services and workers between members) and customs union (in which members do not impose tariffs on each other's goods and impose the same tariffs on goods from outside), saying that remaining within either would mean ‘not leaving the EU at all’.
Instead, the Government will seek a ‘bold and ambitious’ Free Trade Agreement with the ‘greatest possible access’ to the single market and a new customs agreement, with the Prime Minister saying she is ‘open-minded’ about how this could be done. However, Mrs May added that she would rather leave the EU with no trade deal than accept one that was ‘bad’ for Britain.
The Prime Minister also confirmed that European laws and directives – the ‘EU acquis’ – will be adopted into British law as part of the Brexit process, and that the Government will put the final Brexit deal between the UK and the EU to a vote in both Houses of Parliament before it comes into force.
The Prime Minister stated that she wanted to guarantee rights of EU citizens living in Britain and rights of British nationals in other member states, as early as possible, and that the Government will protect the rights of workers set out in European legislation and ‘build on them’.
The Prime Minister said that the UK would welcome agreement to continue to collaborate with its European partners on major science, research and technology initiatives, and will continue to work closely with its European allies in foreign and defence policy. Mrs May also pledged to deliver a practical solution allowing the maintenance of the Common Travel Area with the Republic of Ireland.
Ending speculation about a transitional deal or extended period of negotiation with the EU, Mrs May made it clear that she intended to conclude negotiations by the end of the two-year period after triggering Article 50. However, she acknowledged that a phased process of implementation would be in the interests of Britain, the EU institutions and member states.
As ever, GRANTfinder’s Content and Policy teams will be tracking and publishing news and commentary as changes are announced. For those wanting to keep up to date with the Brexit process, GRANTfinder’s Post-Referendum FAQs are continuously updated to provide the very latest information.
If you have a particular question on the post-referendum landscape and what it means for your organisation, please do get in touch.
Is costly compliance communication an inevitability? What simple but effective options are there to spark employee interest? Small budgets add to the challenge, but the results can be more creative for it.
When it comes to compliance communication, 'We haven't got any budget' is a phrase we are all too familiar with. 'We'd like to do so many creative things, but ...'. Our response is 'The smaller the budget, the greater the need to think outside the box'. Obviously, a big budget helps to make room for creativity and professional implementation. But small campaigns and initiatives are perfectly capable of achieving the desired effect in terms of internal communication.
What you need to do is approach compliance communication like an internal marketing campaign: 'Who needs to do what, how, when and how often?' But since you're a compliance manager and may not necessarily have marketing expertise, you can simply involve your colleagues from Marketing or Internal Communications. You'll benefit from more than just their expertise. More than likely, they'll jump in with both feet and support you.
Find out which communication channels are available to you internally aside from the usual email route. Because frankly, how many emails a week sit buried in your inbox unread and then immediately slip your mind? Take stock of your compliance communication initiatives and channels to date, along with those that might be an option going forward. If you really want your colleagues' attention, your communication needs to be diverse, with traditional email as just one component of the communications mix. Also, take time to look at what your choice of visuals and statements says: images can be unforgettable and really bring your message home. Ask yourself this: What kind of visuals and content would grab your attention on a busy working day? What would prompt you to stop what you're doing and take the message on board? Where and in what form would you like to see the message? What look does your employee magazine adopt? What about your internet home page? Info cards on the restaurant tables at work? Striking posters? Creative eye-catchers in seating areas? Regularly updated Q&As? An audio message from company management? A slot at the next Sales meeting, a staff meeting or management conference? Utilise existing structures and dates. It saves time and money. You also have the option of targeting specific groups direct.
If you decide to take the latter route, focus on personal communication. As a compliance manager, speaking to colleagues personally about compliance puts a face to your name and breaks down barriers. They'll get in touch with you on subsequent occasions if they know who you are and they've been able to form their own impression of you. Getting to know people builds trust – a key component of successful compliance in organisations. Certain firms deliberately site their compliance teams near specific departments so that they're likely to sit and have tea with Sales, Purchasing or Marketing for example, and bump into them in the corridor on a daily basis. Measures like these automatically generate day-to-day discussion between employees, break down preconceptions and build proximity. Consequently, people start to view Compliance as a partner more as a matter of course and incorporate it into internal processes. It's often the pragmatic approach that drives integration and achieves a lasting impact.
If you work with an external agency, focus on initiatives that you can use repeatedly or long-term. For example, there are plenty of outfits that produce short animated videos (sometimes called trailers) cheaply these days. Go to suppliers who have standard videos in their library and only need to do the minimum to customise them. Trailers can be designed without specific information or names. This means you can use them for several years as teaching modules on your Compliance page on the intranet, in face-to-face training or to inform new employees. The same goes for cleverly designed flyers: it's better to invest a bit more time and money in a really creative, meaningful flyer, brochure or info card that lends itself to large print runs and can be used for a variety of events and target groups.
Lastly, a word on sustainable learning: bear in mind that, long-term, adults only retain around 15 percent of what they learn unless they actively apply it, or internalise it through repetition.* In terms of compliance, this means that after major training sessions (whether face-to-face or via e-learning) you need to provide your target groups with small bites of learning, or 'marketing stimuli'. Take a planned, regular approach to this and focus on clear, effective messages that take up the minimum of your colleagues' time. The initiatives outlined above are very well suited to this.
Targeted, effective compliance communication at low cost will require creativity and commitment on your part. But if you throw yourself into it with passion, you'll hit the bullseye.
*The forgetting curve according to Hermann Ebbinghaus.