text: 0 | P a g e UK College of Business Computing BTEC HND BUSINESS LEVEL 4 Managing Human Resources 2nd Term ABUL NASAR Awarding body Registration No. College ID: HNDB5976 Due in date: 20th March 2014 Lecturer: M. K. Mayah ABUL NASAR MANAGING HUMAN RESOURCES HNDB5976 1 | P a g e Contents L01 .................................................................................................................................................. 2 1.1 Adoption of Guests Model in Harrods ................................................................................. 2 1.2 In Contrast: Human Resource Management & Personnel Management or IR Management 5 1.3 Line Managers and Employees Developing a Strategic Approach to HRM ......................... 7 L02 .................................................................................................................................................. 8 2.1 How a Model of Flexibility Applied in Practice ................................................................... 8 2.2 The Type of Flexibility can be developed at Harrods ......................................................... 10 2.3 Flexible working from Employee and Employers perspective .......................................... 11 2.4 Impact of Changes in the Labour Market on Flexible Working at Harrods ........................ 12 L03 ................................................................................................................................................ 13 3.1 Forms of Discrimination may Take Place in Harrods ......................................................... 13 3.2 Practical Implications of Equal Opportunities Legislation Practiced in Harrods ............... 14 3.3 Managing Equal Opportunities and Managing Diversity at Harrods .................................. 15 L04 ................................................................................................................................................ 16 4.1 Comparison of Performance Management Approaches at Harrods .................................... 16 4.2 Approaches of Managing Employee Welfare ..................................................................... 17 4.3 Implications of Health & Safety Legislations ..................................................................... 17 4.4 Topical Issue of HRM for Harrods ...................................................................................... 19 References ..................................................................................................................................... 20 ABUL NASAR MANAGING HUMAN RESOURCES HNDB5976 2 | P a g e L01 P1.1 Adoption of Guests Model in Harrods Policy Goals Guests Model How they adopt at Harrods Commitment of employees Employees should feel bound to the organisation through their behaviour and high performance Harrods encouraging its employees to have their ideas shared and apparently letting them know that their ideas are valuable to the organisation. Strategic integration HRM is integrated in the planning of the organisation. Policies should be coherent in all departments, representing the aim and purpose of the organisation so outcomes can be met. A bottom-up decision making approach is implemented at Harrods which requires its line managers clear knowledge about the organisations long-term & short-term purpose. Furthermore, communication between different hierarchical levels is quite frequent as a result of fewer levels and job enrichment. Quality Using the right people with the right skills in the right position, to give high quality service A six phased recruitment and selection process enables Harrods to select right person for the right position, while employee development and talent spotting are in effect. Flexibility Organisations structure should be adaptable where employees can multi-task; stand in for each other. Harrods had reengineered its business processes through changing organisational structure to a less hierarchical structure, whereby, job enrichment serves the opportunity for multi-tasking; and a support network ensures collaboration. The human resource management is not what it looked like decades ago. David Guests (1996, 1997) model analyses an organizations Human Resource Management (HRM) from six dimensionsHRM strategy, HRM practises, HRM outcomes, Behaviour outcomes, performance outcomes, and financial outcomes. The model distinguishes itself from traditional personnel management while being strategic rooted. The major differences of this model can be looked when comparing HRM policy goals under personnel management to Guests model. Instead of emphasising cost minimisation this model strives for maximum utilisation of its resources. Also, the goal of this model is to seek continuous performance improvement by building adaptive work-force, whereas the goals personnel management are ensuring standard performance through administrative efficiency. ABUL NASAR MANAGING HUMAN RESOURCES HNDB5976 3 | P a g e Figure 1 Guest's Model of Human Resource Management The new Human Resource Method implemented in Harrods by Qatar Holdings after buying the company from business tycoon Mohammed Al Fayed is a result of the influence of MacLeod report engaging for success published in 2009. The adoption of Guests model in the Human Resource Management of Harrods took part through changing different approaches. The company changed its organisational structure, leadership, and communication method, in order to encourage employee engagement. Afterwards, these changes also act as a tool for empowering employees, with a view that employees will seek continuous improvement if they are more empowered. Besides empowering, Harrods uses six employee engagement methodswhich ensures continuous improvement in employee performances through communicating their ideas, opinions, and views to other employees. In addition, the company makes its employees believe that their voices are heard by the management. Figure 2 Harrods' Share Your Voice Program ABUL NASAR MANAGING HUMAN RESOURCES HNDB5976 4 | P a g e Through this Harrods management a reciprocal commitment which is a psychological contact emphasised by Guests model. It also divulges the idea that the locus of control is internal. By breaking down too hierarchical organisational structure and encouraging line managers to make more decisions, a bottom-up management and decentralised decision making is established with offering employees flexible roles. These new changes directly points at organising principles of Guests model and oppose traditional Personnel Management model. Harrods introduced talent spotting, mentoring and coaches, and support network to HRM as management practices, with involvement through cross-functional activities. Both financial and non-financial rewards for performance of employees are prepared. However, the company mostly emphasises on recognition factor. As an illustration to that, top sales associates will be recognised by the Harrods 100 programme, and also be rewarded for their achievement in a gala eveningmuch like Oscar ceremonyregardless to their job types. Conspicuously, Harrods management successfully reduced employee turnover as to reduce its recruitment and selection cost. Their Employee turnover reduced by half since the implementation of the new HR planning. All the dimensions of Guests model were well analysed and implemented with precision at Harrods after Al Fayed sold Harrods to Qatar, Holdings. ABUL NASAR MANAGING HUMAN RESOURCES HNDB5976 5 | P a g e P1.2 in Contrast: Human Resource Management & Personnel Management or IR Management Storey (1989) has differentiated HRM into two formssoft and hard. 'Hard' HRM focuses on the resource side of human resources. It emphasizes costs in the form of 'headcounts' and places control firmly in the hands of management (Price, 2011). Soft HRM on the other hand, stresses the human aspects of HRM (Shabnam, 2011). Soft HRM is more people-focused, emphasises on multi-tasking and continuously revise the work processes, whereas, Hard HRM is task-focused, works with highly defined jobs providing very little scope for multi-tasking, and withholds a belief that tasks should be done in a traditional way. The term human resource management was being used by Peter Drucker and others in North America as early as the 1950s without any special meaning, and usually simply as another label for personnel management or personnel administration (Henderson, 2011). Lately, in 1980s the Human Resource Management had become critically different in approaches of Personnel Management with higher focus in employee commitment, performance, and rewards based on individual or team contribution. Industrial relation (IR) studies conventionally signifies elements of institutionalisation: the role of laws, main agreements, bargaining schemes and regimes, labour market and wage formation, in disparity to the analytical schemes of HRM theory (Falkum, 2003). Accordingly the actors are institutions like negotiation bodies and workers and employers federations, work councils, and unions (Falkum, 2003). Finally, the major distinguishing factor among HRM, Personnel management, and IR practises lies within the management goals. Storeys definition of HRM brought the differences between personnel management and HRM remarkably. It is more likely that Hard and Soft HRM are respectively traditional personnel management and todays people based human resource management. Harrods has been following the soft HRM with implementing Guests model. The six employee engagement methods can be illustrated as signs of Harrods high commitment to its people. Figure 3 Harrods' Employee Engagement Methods ABUL NASAR MANAGING HUMAN RESOURCES HNDB5976 6 | P a g e In this section however I will additionally discuss the difference between Harrods HR practices and Mark & Spencers Personnel Management. Although Mark & Spencer does not follow the traditional personnel management completely; the company puts its first priority on cost minimisation with employee engagement. However, both companies (Harrods and Mark & Spencer) prioritised employee engagement but Mark & Spencer focusing on eradicating its operational barriers with conflict resolutions; and also, effectively using its learning curve for cost minimisation. In the end, the company still believes that jobs should be done within its boundary, and multi-tasking may deteriorate the quality of employee performances. ABUL NASAR MANAGING HUMAN RESOURCES HNDB5976 7 | P a g e P1.3 Line Managers and Employees Developing a Strategic Approach to HRM Strategic HRM is about systematically linking people with the organisation; more specifically, it is about the integration of HRM strategies into corporate strategies. Line managers are those managers to whom individual employees or teams directly report and who have responsibility to a higher level of management for those employees or teams (DALZIEL, 2007). Line managers as in Harrods case, are not usual front-line managers. Front-line managers are unlikely to have any formal management education (HUTCHINSON, 2003). In Harrods case, line managers profoundly take a big part in mentoring and coaching activities, which are very sophisticate. Generally, a line manager deals various activities within an organisation such as dealing with clients and/or customers; monitoring work processes; managing people on a daily basis; providing technical expertise; managing operating costs; Checking quality of services; Acting upon guidance of HR; and others. According to the case study line managers of Harrods HR department advice employees through face-to-face interactions and encourage communication within employeeswhich resulted in higher information sharing among employees. They also assist employees both in formal and informal setting for improving individual performances. Furthermore, they act as coach to the employees of Harrodswhich enables them to enhance their managerial and communication skills. Following the areas where line managers of Harrods are making substantial alteration to people management practices are: Performance appraisal of employees; Training, mentoring and guidance; Encouraging re-alignment with Harrods goals and objectives; Encouraging employees to develop their skills and abilities; Making employees feel that their contribution is recognised; and Work-life balance. Harrods recognises these intrinsic needs and encourages job rotation, job enlargement and job enrichment to provide career development opportunities. The new line managers role, as diversified, allowed them to take more responsibilities. Ambitious employees availed an opportunity for faster career development. One of the most important implementation at Harrods was employee discussion part. Line managers often involve themselves in group discussion where they share their ideas and mentor other employees. While improved communication serves as a base, job rotation provides multi-tasking opportunity, the line managers role in HRM is redefined. ABUL NASAR MANAGING HUMAN RESOURCES HNDB5976 8 | P a g e The employees at Harrods work collectively and collaboratively as per the six engagement methods deployed within the organization. They work together and share their views about different issues of Harrods at Intranet, Quarterly employee forum, etc. L02 2.1 How a Model of Flexibility Applied in Practice Workplace flexibility describes how, when, and from where workers can get there job done. Implementing flexible working model within an organisation takes account of six steps: (i) where to start; (ii) caking it happen; (iii) creating the right environment; (iv) measuring performance and results; (v) communication; and (vi) lead by example. These steps are described from Harrods aspect below. Figure 4 Process of Implementing Flexible Working Source: Robinson, A. & MacDermid, S., 2004. Types of Flexible Work Arrangements. [Online] Available at: https://hr.osu.edu/public/documents/worklife/alternativework.pdf Where to Start? Like every process the change in Harrods human resource management started for the organisations need. As the employee turnover were subject to worry, and the criticism about the companys sale and profitability was high, the employee survey was emergent as to fulfil the ABUL NASAR MANAGING HUMAN RESOURCES HNDB5976 9 | P a g e forthcoming needs. For Harrods, the change in HR practices started in different frontsorganisational structure, leadership, communication, etc. Making it Happen Employees should be made aware of the changes that are going to occur within a particular organisation. They should be given opportunity to raise concerns and suggestions like Harrods Share your Voice program. Empowering line managers with decision making is one of the dreadful attempts taken by Harrods, but the establishment of trust impacted this change very positively. Creating the right environment Creating the right environment for flexible working is subject to formal and informal processes within an organisation. As pointed out earlier, the six employee engagement methods applied by Harrods in workplace are about creating the environment for new human resource planning. In addition, employees are encouraged to take more responsibilities because the scope provided for particular jobs are not narrow, simultaneously, this provides the opportunity for ambitious employees to further develop their career. Job rotation has been another effort of Harrods for creating the right environment for implementation of flexible working model. Measuring performance and results Clearly setting out what is expected from an organisations people to achieve, and to what deadline, whether for a short-term project or for their regular job (Maitland, 2009). Employee performance appraisal methods can also support the HR management of an organisation in setting up new policies. Harrods has adopted 360 degree performance appraisal methods that depends highly on bottom-up approach. Communication Harrods has enforced higher communication across the organisational hierarchies so that sharing of ideas and views occurs frequently. The support network on the other hand is focused on the same issue of sharing views and ideas. In a support network, the line managers meet Head of retail at least once for sharing their experiences. Lead by example Changing organisational culture is time consuming. It is the duty of top level management to set an example first to lead the change successfully. At Harrods, the senior managers conducted survey about the issues and problems that employees are facing. Upon comprehending such problems involving communication, leadership, and career development issues, the management came to direct the change to eradicate employee problems. ABUL NASAR MANAGING HUMAN RESOURCES HNDB5976 10 | P a g e 2.2 The Type of Flexibility can be developed at Harrods There are different types of flexible working. As described in the gov.uk website, there are eight different types of flexible workinghowever, among them, working from home is definitely not applicable to Harrods employees on the shop floor due to the nature of work in retail business, but can be applied in the office areas. Other types of flexibility are job sharing, part time, flexitime, compressed hours, annualised hours, and staggered hours. The type of flexible working that is most suitable for Harrods are Flexitime and Part time. Harrods can develop flexitime within its work environment, where employees will have the choice of choosing when to start and end work besides working 10am-4pm at weekdays. On the other hand, Harrods can develop part time job opportunities for passionate students who want to work in the retail business and want to develop their career within this industry. This offers employees to work less than full-time hours. The flexibility offered at Harrods can be dissected into two parts. As functional flexibility is implemented, thus Harrods also enforces wage flexibility. Harrods does not maintain a very strict wage structure. The line managers at Harrods are entitled to avail higher wage if they improve rather fast, and be collaborative. Functional Flexibility The case study mentions job rotation at Harrods. Job rotation involves periodically changing jobs and work areas to develop new skills in different areas of the business. This ensures multi-tasking and employee development, while employees experience various features and activities. Wage Flexibility As I this is already mentioned that Harrods does not withhold a very strict salary structure, apparently the wage of employees are attributed with competitive pay, employee discounts, sales and commissions, and bonuses for individuals and teams. ABUL NASAR MANAGING HUMAN RESOURCES HNDB5976 11 | P a g e 2.3 Flexible working from Employee and Employers perspective The adoption of flexible working at Harrods ensures a better work-life balance for its employees. This also corresponds to the companys rewarding system. From employees point of view the implications of flexible working is limitless. On the other hand, employers are acquiring mutual benefit from this option. Employer Perspective: Flexible working enables employers to hold on to their experienced and skilful employees at times. Therefore, this has serious implications on a companys cost and maintenance. For Harrods, flexible timing was used as a tool for reducing employee turnover as well. This also helps Harrods to attract talent and by then recruit them. Employers recognize the benefits of two-way flexibility to ensure they can provide quality services when customers need them (Stewart & Rowlatt, 2010). A flexible workforce is quite able to cope with any organisational change quickly. Employee Perspective: The flexible working most definitely brings employees a better work-life balance and it allows employees to set time for work in accordance to their necessity. This enables employees to take more responsibility towards their families, and to perform them adequately. Evidence have shown that flexible working opportunity is a deciding factors for employees taking a job. What flexibility actually does for employees that they can enjoy higher control over their life. Flexibility is not only concerned with at what time an employee will work and at what time he/she will not, but also employees can achieve paid vacation while they have the freedom to decide how the work will be done. Furthermore, as employees can provide higher time to their family, they are usually remains in sound mental state which is crucial for himself/herself and the organization as well. Also employees are freed from prioritizing work over serious family matters. ABUL NASAR MANAGING HUMAN RESOURCES HNDB5976 12 | P a g e 2.4 Impact of Changes in the Labour Market on Flexible Working at Harrods To put in simple terms I would say the labour market refers to the mechanism where human labour are bought and sold at equilibrium of demand and supply. Both changes in the supply and demand of labour market, affects the flexible working practices of an organisation. The composition of both demand and supply is affected by wide range of factors such as changing societal attitudes to work, economic conditions, changing demography, government policy, and some others. Conspicuously, the desire for work-life balance is affecting the flexible working directly. As I have pointed out earlier that, flexible working is now-a-days a deciding factors for employees whether to take a job or not. Therefore, in order to spot best available talents, Harrods should offer flexible working. Economic condition also plays a vital role in labour market, and so is to flexible working. When a market faces economic downturn, flexible working may act as an instrument for employers to control cost. In addition, employees can seek two part-time jobs for an increased income. Finally, inflation, level of unemployment, and interest rates can affect the flexible working practices of Harrods. Management of Harrods may consider different practices than they are following in order to maintain and stabilize its cost, or to minimise it with best utilisation of its human resources. Since Harrods adoption to new Human Resource policies and planning, the company strategically implemented its new policies and restructured the organization. Harrods subsequent employee survey led the company identify its core issues in HRM. As identified, the major problem lied within the too steep hierarchy, which then restructured at first by the firm. When organization hierarchy is re-ordered the company ordered it in such a way that best copes with communication and other aspects. More-or-less, several policies and processes over time helped the organization to achieve its HR targets. ABUL NASAR MANAGING HUMAN RESOURCES HNDB5976 13 | P a g e L03 3.1 Forms of Discrimination may Take Place in Harrods In business context, discrimination presents an idea of unjust treatments for people differentiated based on age, sex, race, ethnicity, etc. There are various types of discrimination. Among those types of discriminations, I will discuss some types with special reference to Harrods and considering the forms of discrimination that may take place in Harrods. Direct Discrimination This is a common type of discrimination that can take place in any business regardless to its nature and size. In Harrods, this can happen due to biasness of supervisor, or senior managers. When an employee is treated less favourably due to his/her protective characteristic, then he/she is subject to direct discrimination. The Equality Act 2010, adopted by Harrods, is actively exercised by the firm in order to restrain such discrimination at any organization level. Perception Discrimination Perceptive discrimination will now apply for all practical purposes to all the discrimination strands (The University of Sheffield, n.d.). This accountably deals with disability discrimination, and discrimination arising from difference in sex, age, race, and ethnicity. For example, Harrods demand it female employees to follow an elaborate dress and appearance code. A report published in Xpert HR website, pointing that a female employee were forced to be dismissed by Harrods due to her refusal for wearing make-up. Harassment/Third Party Harassment As harassment may take place in any business organisation, but as for Harrods, third party harassment may also take place due to the reason that its retail employee frequently deals with its clients and customers in both formal and informal means. Harassments are typically seen where race and sex issues are present. The Laws that dictate terms of such harassments, such as Sex Discrimination Act 195 and Race Relations Act 1976, provide Harrods the guidance for taking legal actions against the wrong doer. Victimisation Victimisation occurs when an employee is treated badly because they have made or supported a complaint or raised a grievance under the Equality Act; or because they are suspected of doing so (The University of Sheffield, n.d.). As Harrods have implemented modern HR management, this is an unlikely scenario, but it cannot be ruled out. Sex discrimination Act 1975, and Race Relations Act 1976, are being exercised at Harrods in order to prevent & deal with any grievance arising from victimization. Finally if Harrods complies with the laws they could be seen to provide a working environment where people could work without any form of discrimination. ABUL NASAR MANAGING HUMAN RESOURCES HNDB5976 14 | P a g e 3.2 Practical Implications of Equal Opportunities Legislation Practiced in Harrods Since 1st October 2010, Harrods came under the provision of the Equality Act 2010. The Equality Act technically brings together some anti-discrimination lawswhich are: Equal Pay Act 1970; Sex Discrimination Act 1975; Disability Discrimination Act 1995; Race Relations Act 1976; and Employment Equality Regulations 2003. The practice of equal opportunity legislations has had significant impact on Harrods in the following ways: This helps Harrods to attract more ambitious and self-driven talents from all communities as there should be no discrimination. The adoption of such legislations made the recruitment and selection process of Harrods more transparent and fair. On the other hand, these legislations eased the task for Harrods, as the company is now more focused on performing what is required in those legislations as duty, whereas, it allows the management from abstaining the work of setting employment policies. This Equality Act 2010 also helps Harrods monitor discrimination. By directly following the rules and guidelines Harrods can abstain itself from any discrimination to occur. Having a good equal opportunities practice at Harrods will benefit them as it will reflect on their morals and values, which in turn will raise their profile and prestige in future clients and customers minds. Also people will want to work at Harrods so hopefully this will attract the right type of employees. ABUL NASAR MANAGING HUMAN RESOURCES HNDB5976 15 | P a g e 3.3 Managing Equal Opportunities and Managing Diversity at Harrods The effect of globalisation is significant leading towards higher diversity in workplaces, and consumer choices. The responsibility of diversity and equal opportunity management typically lies on line managementalthough it is the duty of personnel and development practitioners to ensure that line managers have enough knowledge and they well-understand the legislative framework. The diversity management is well adjusted at Harrods as the case study describes that the company is providing all employees to further develop their career with multi-tasking, cross-functional activity, and working in group. While on the other hand, Harrods is successfully ensuring equal opportunity for employment through six step recruitment and selection process where candidates are equally treated. Men and women both have equal opportunities at Harrods. As Harrods emphasizes on higher collaborative workforce within the organization, it isolates the discrimination between men and women in workplace. Regardless who an employee is, Harrods reward policy ensures equality in its reward system. Solely based on employee performance rewards are given. At Harrods, in my opinion the Equal Opportunity (EO) is externally driven whereas Diversity Management (DM) is internally driven. Furthermore, the DM is strategic and concerned with outcomes; and EO is typically operational and concerned with processes. ABUL NASAR MANAGING HUMAN RESOURCES HNDB5976 16 | P a g e L04 4.1 Comparison of Performance Management Approaches at Harrods Employee appraisal methods take several factors into account such as employees knowledge of the job, planning and problem solving skills, judgment, adaptability, communication & interpersonal skills, etc. The major purpose of performance appraisal is concerned with the factors that lacks within an employee, and the employees areas of improvement. Besides, the appraisals can be used as indicators of development. Professional development can be measured analyzing several factors as such decision making capability, judgment call, dependability, etc. Most appraisal methods are concerned with qualitative factors, however, in Harrods, some quantitative factors also plays a pivotal role. Sales figures of an employee is a qualitative indicator of that particular employees development. Achieving or failing to achieve sales target can be used to gauge a line managers performance at Harrods. Similarly, as bonuses are available to the line managers achieving notable sales figures, this also helps management gauge the financial appropriateness for motivation. There are five basic employee performance monitoring or appraisal methods in practise. Among the five methodsRating scales, Narrative techniques, Comparison methods, and 360 feedbackHarrods has been utilising 360 feedback method since its sale by Mohammed Al Fayed. In this method, employees are evaluated by colleagues, customers, subordinates, other interested parties and supervisors (Kokemuller, 2012). As Harrods encourages cross-functional activities along with job rotation tied with extensive communications through the organisational layers, this method is the most suitable for Harrods employee performance appraisal. Harrods also do emphasise on Narrative technique of performance management of employees. This is more of an independent method used by Harrods to critically analyse the performance of its employees in more unique and from individual point-of-view. In contrast to 360 feedbacks, this method addresses correction as well for employee performances as well as helps recognise positive employee behaviour and attitude. A pro of these techniques is the thoroughness of detail in analysing employee behaviours (Kokemuller, 2012). ABUL NASAR MANAGING HUMAN RESOURCES HNDB5976 17 | P a g e 4.2 Approaches of Managing Employee Welfare Efforts to make life worth living for workmen, this is typically the statement addressing employee welfare. As businesses want to remain successful for eternity, they are obligated to ensure employee welfare to its employees. While ensuring employee welfare will have negative impact on financial terms at the first instance, but this will serve as benefits to the organization in other terms. For example, the higher employee turnover rate costs a lot to a firm so is to Harrods. Such high employee turnover can be diminished reasonably by ensuring employee welfare. The essence of employee welfare can be viewed from different dimensionscompliance, employee retention, and employees well-being. As a business owner, one is required by law to provide certain benefits for the welfare of your employees (Koening, n.d.). The benefits could be provident fund, health insurance, gratuity, etc. Employee retention is already highlighted with the example of Harrods employee turnover reduction. Finally, it is necessary to keep the employee motivated, and for that, employees well-being is the utmost importance. The higher the employees well-being ensured, the higher the motivation, and the higher the productivity. Managing employee welfare at a Harrods is described at the companys career website. Some of the core benefits offered to Harrods employees can be interpreted as their approach to uplift employee welfare. The company provides 1,000 paid day leave to collective employees, so that they can take part in community involvement program Giving Back. In addition, the company provides leave for Birthday to its employees along with wedding and honeymoon leaves. Childcare and investment are remarkable welfare benefits provided by Harrods to its employees. A workplace ISA along with a pension plan is provided to the employees of Harrodswhich simply illustrates Harrods care towards employees savings as well as wellbeing. Furthermore, child voucher scheme of Harrods gives a perfect care to the children of the companys employees. The new parents also get gifts for their child from Harrods. Harrods seems to try and maintain a good level of welfare of their employees, trying to give what they need in order to have a better work-life balance. ABUL NASAR MANAGING HUMAN RESOURCES HNDB5976 18 | P a g e 4.3 Implications of Health & Safety Legislations Health and safety encompasses every aspects of a workplace that can prove to be injurious to the employees either physically or mentally. Preventing work-related illness and injury is the most important job at any workplace. Health and Safety legislations are concerned with the safety measures that an organization takes or should take to prevent any injury to the employees. Human resource department of an organisation should account for the health and safety legislations, due to its necessity in HR planning and procedures. For Harrods the compliance to Health and Safety at Work Act 1974 is done through not only appointing safety officer, but also the company ensures a safe and non-hazardous workplace, and informs its employees about potential dangers. Harrods also set out employee behaviour code so that employees do not indulge themselves into dangers. Office, Shops, and Railways premises Act 1963 has similar provisions like The Factories Act 1961, and deals with lighting, ventilation, cleanliness, etc. Finally, Harrods comply with The Fire Precautions Act 1971, in order to ensure employee safety from fire damages. Harrods safety officer makes sure that any kind of substances or materials that can cause fire are handled safely with precautions, and also check the office premise on a regular basis for the compliance to The Fire Precautions Act 1971. ABUL NASAR MANAGING HUMAN RESOURCES HNDB5976 19 | P a g e 4.4 Topical Issue of HRM for Harrods The work-life balance, a topical issue of HRM, is a concept including proper prioritizing between "work" and "lifestyle". In many occasions employees are put into a dilemma of prioritizing either work or lifestyle over one another. Unfortunately, this dilemma always leads to a deteriorated performance from employees, resulting in a lose-lose situation where neither the employer nor the employee wins. Steven L. Sauter, chief of the Applied Psychology and Ergonomics Branch of the National Institute for Occupational Safety and Health in Cincinnati, Ohio, states that recent studies show that "the workplace has become the single greatest source of stress" (Clark, 2007). Stress vs work-life balance is the utmost problem that both employers and employees are trying to overcome with forcing the issue in full throttle. Flexibility at work seems to be the only solution for such problem. 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Prelims, W., 2010. The Labour Market Context of HRM. [Online] Available at: http://www.sagepub.com/wilton/The%20Labour%20Market%20Context.pdf [Accessed 26 01 2014]. Price, A., 2011. Human Resource Management. 4th ed. s.l.:Cengage Learning EMEA. Robinson, A. & MacDermid, S., 2004. Types of Flexible Work Arrangements. [Online] Available at: https://hr.osu.edu/public/documents/worklife/alternativework.pdf [Accessed 01 02 2014]. Sarantinos, V., 2007. Flexibility in the workplace: What happens to commitment?. Journal of Business and Public Affairs, 01(02), pp. 4-8. Shabnam, M., 2011. Models of Human Resource Management. [Online] Available at: http://www.ocl.ac/docs/PGD/EDSML/docs/10/UNIT%2010-%20SESSION-%203%20Models%20of%20HRM.pdf [Accessed 02 02 2014]. Simpson, S., 2011. Sex discrimination? Harrods strict staff dress and appearance code may be tested. [Online] Available at: http://www.xperthr.co.uk/blogs/employment-tribunal-watch/2011/07/sex-discrimination-harrods-strict-staff-dress-and-appearance-code-may-be-tested/ [Accessed 25 01 2014]. Stewart, E. & Rowlatt, A., 2010. Flexible Working: working for families, working for business, London: Family Friendly Working Hours Taskforce. The University of Sheffield, n.d. Different Types of Discrimination. [Online] Available at: http://www.shef.ac.uk/hr/equality/focus/equalityact/types [Accessed 05 02 2014]. The University of Sheffield, n.d. Key Legislation regarding Recruitment and Selection. [Online] Available at: http://www.shef.ac.uk/hr/recruitment/guidance/keylegislation [Accessed 01 02 2014]. University of Bristol, n.d. Equality and diversity in recruitment and selection. [Online] Available at: http://www.bris.ac.uk/hr/resourcing/additionalguidance/equality/ [Accessed 01 02 2014].


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Westerville, Ohio Environmental Lawyers
Joseph Charles Blasko Esq
Westerville, OH 43082
James Sidney Matthews Esq
Westerville, OH 43081
Benjamin L. Luftman
Columbus, OH 43215
Capital University Law School
I grew up in the Central Ohio area (small town of Bexley OH) and attended The Ohio State University for my undergraduate degree before obtaining my Juris Doctorate in Law at Capital University Law School.
When I'm not in the court room, I like to spend my time with my family, volunteering with...
Michael Dortch Esq
Suite 200
Columbus, OH 43215
Capital University Law School
Bradley Davis Barbin Esq
Columbus, OH 43206
University of Akron
Michael Jeffrey Hayes Esq
Columbus, OH 43206
Mike is a graduate of Wittenberg University with a B.A. in Political Science and he received his J.D. from Capital Law School, He has also served as appellate review counsel for the Ohio Department of...
Robert W. Kerpsack
Suite 255
Columbus, OH 43017
Christopher Murphy
Dublin, OH 43017
Capital University Law School
John Hilt Jr
Grove City, OH 43123
Neal Terence Hauschild Esq
Galena, OH 43021
Terence Lee Gallagher Esq
Kathy Elaine McGranahan
Columbus, OH 43240
Keith Anthony Kavinsky Esq
Larry Van Fossen Esq
Columbus, OH 43231
Bruce Duane Rigelman Esq
Columbus, OH 43240
Boyd Ferris Esq
Columbus, OH 43235
James Blumenstiel Esq
Columbus, OH 43230
Kenneth Ronald Donchatz Esq
Columbus, OH 43235
Christopher Scott Reall Esq
Columbus, OH 43219
Jack Van Kley Esq
Columbus, OH 43235
Katherine Mosca Esq
Columbus, OH 43229
Richard Sahli Esq
Columbus, OH 43230
Allen Nederveld Esq
Columbus, OH 43219
Ronald Benjamin Noga Esq
Columbus, OH 43220
David Demers Esq
New Albany, OH 43054
Robert Edwin Tanner Jr
Columbus, OH 43219
David Ferriman Esq
Columbus, OH 43219
Tamara Squire Little Esq
Columbus, OH 43235
James William Adair III
Columbus, OH 43220
Peter Christopher Krier Esq
New Albany, OH 43054
James Alfred Meaney Esq
Columbus, OH 43235
Rebecca Green Esq
Columbus, OH 43085
Vicki Lee Deisner Esq
Columbus, OH 43229
Duncan Aukland
Columbus, OH 43235
Diane French Esq
Columbus, OH 43229
Shaun Kenneth Petersen Esq
New Albany, OH 43054
Bailey Thomas Wyant
Columbus, OH 43230
Robert Young Esq
Delaware, OH 43015
Karol Cassell Fox Esq
Columbus, OH 43229
Molly Susan Corey Esq
Columbus, OH 43229
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Sometimes, there are too many meets to focus on in one week of the NCAA season. With all of the racing going on across the country this week, zone in on a few big ones that should produce fast swimming, great races, and more intrigue.
We'll be previewing each week with at least a few great meets, typically on Mondays, through the rest of the fall semester and then again on through January. And yes, last week's inaugural preview was not on a Monday! Despite me calling this series the Monday Preview! Sue me.
- Date – 10/19-10/20
- Hosts – Texas
Why you should pay attention: This is the big leagues, folks, and it's perennially a much-anticipated meet. We've seen Florida and Indiana in action already, but adding the Longhorns into the mix is bound to up the competitive stakes. Plus, other than the Longhorns' intrasquad, we haven't seen them race other teams, or a full set of events. We'll get to see an all-star freshman class for the UT men and women, the clash of the freestylers from three loaded men's teams, and undefeated Gator Mabel Zavaros will try to stay perfect in her young NCAA career.
- Date – 10/19-10/20
- Hosts – Michigan
Why you should pay attention: Northwestern is on a path to gaining cred in the Big Ten after several tough seasons without making much headway. The completely overhauled coaching staff, led by former Boise State head coach Jeremy Kipp, will get its first test against a very tough opponent. Look for more fireworks from Michigan freshman Maggie Macneil — the Canadian NCAA newcomers have done very well thus far in the year, and she's no exception, having already rocked a 52-mid 100 fly in a dual meet this year. And, obviously, let's see what Siobhan Haughey, Catie Deloof, and Felix Auboeck are up to.
- Date – 10/20
- Hosts – Duke
Why you should pay attention: State is great! The Wolfpack women, in particular, were on fire last week, rolling over South Carolina. The Duke women will be more competitive, but with a rejuvenated sprint core (thanks to Ky-lee Perry and Sirena Rowe) and rookie strength already being shown by Sophie Hansson, Kylee Alons, and Emma Muzzy, the Blue Devils better be ready. Nyls Korstanje is living up to the hype, too.
- Date – 10/20
- Hosts – Auburn
Why you should pay attention: It's the first look at Gary Taylor's Auburn women. Aly Tetzloff is one of the best sprinters in the country right now, and Erin Falconer and Julie Meynen combine with her to form the base of a very solid sprint free group.
- Date – 10/20
- Hosts – South Carolina
Why you should pay attention: Arkansas isn't usually making headlines, but they did last week with seven event wins against Georgia (including a 200 medley relay victory). At the heart of this upstart success is British sprinter Anna Hopkin — she had a 21.6 split on that medley relay, and knocked off UGA All-American Veronica Burchill in both sprint free races. Meanwhile, Emma Barksdale is always a bright spot for the Gamecocks.
- Date – 10/20
- Hosts – Minnesota
Why you should pay attention: Breaststroke. Max McHugh of Minnesota is one of a few elite freshmen breaststrokers in the NCAA right now. Florida State's Ida Hulkko of Finland, also a freshman, posted a 1:01 low to win the 100 breast at their meet with Pitt and Georgia Tech and split a speedy 27.1 on their medley relay there. Canadian import Nina Kucheran has been busy with the Youth Olympic Games, but she's another breaststroke talent to keep an eye on for the Seminoles.
- Date – 10/20
- Hosts – Alabama
Why you should pay attention: A fantastic SEC showdown is set for the men. Both teams came up a bit short against a tough Ohio State team already this season, but again, both teams are pretty tough themselves. For the women, it's clear the Aggies have a backstroke problem. Is Sydney Pickrem their fix?
- Date – 10/20
- Hosts – Eastern Michigan
Why you should pay attention: While Denison, a dominant Division III team, taking on mid-major DI team Eastern Michigan is a good match-up, the key here is EMU senior Delaney Duncan. The Illinois native, who came into college with a 1:04 in the 100 breast, returns for her final college season after taking a very impressive 4th place at NCAAs last year. Her journey from 1:04 to 58.36 in three years seems improbable, but she's really fun to watch.
- Date – 10/19
- Hosts – Utah
Why you should pay attention: The USC women have already had four different days of competition this season, but none have been traditional dual meets. More intriguingly, the Trojan women have only raced suited up, having hosted their Trojan Invite two weeks ago and then having eight of their best compete at the SMU Classic. This is their first good ole' dual meet, so we'll see if they can throw down some solid swims in practice suits for a single session outing.


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Graphic Designer for eCommerce Website
Budjetti $250-750 USD
Hi there,
I would require someone who's visually capable, independent and responds quickly to tasks. I run an agency which has ad-hoc changes/updates which require updates and prompt responses.
You must be comfortable with working with wordpress/woocommerce/shopify platforms to proactively update product pages once approval has been given.
We will communicate solely via:
- Slack
- Manage Projects on [login to view URL]
If you have issues with the two platforms above - please do not apply for this position.
34 freelanceria on tarjonnut keskimäärin 459$ tähän työhön
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HR & Finance - An Unlikely Power Couple - Expr3ss!
As CFOs at the helm of two high-growth HR tech organisations, Xref's James Solomons and Kristie Langley-Gliddon from Expr3ss! – Software that Simplifies Staff Selection, are perfectly placed to discuss the evolving relationship between finance and HR. Here they share their views on everything from the financial implications of hiring decisions, the hidden costs of a bad hire and how they ensure their finance team is seen as more than just bean counters. How have the financial implications of hiring decisions changed? Kristie: "The more things changed, the more they stayed the same…" This was my experience prior to joining Expr3ss!. Ever... Read More
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In a relationship open How would you best classify this hookup? I use the time of a holiday to work in a bar. We have 2 kids and while she is in mommy mode she still works out a lot zumba, bootie blast class, etc. What precautions did you take to prevent STIs and pregnancy? Ground floor got 1 boy and 1 girl, 1 flat being empty which may be generator room to pump water.
His wife had a function one Friday night, so he planned to take the train up and stay the night.
Loving Wives Stories
How did you feel about it the next day? They gave enthusiastic consent To whom did you talk about the hookup? I will leave real names out of this story but I can assure you it is true. This is how it happened: Small amount of alcohol or drugs, not enough to feel it What substances did you consume?


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Interested in this property? Call Mark Proudlove on +44 (0)113 388 4859 or Chris Nutter on
Stretford Mall Shopping Centre is the principle shopping destination in the town and A56 corridor of south Manchester. The scheme provides over 340,000 sq ft of covered retail accommodation.
The scheme is anchored by Aldi, Boots the Chemist and WH Smith with other major retailers including Costa, Select, Poundland and Peacocks.
The premises comprise the following approximate net internal floor areas:-
|Sq. ft.
|Sq. m.
|Ground Floor
We are seeking rental offers in the order of £27,500 per annum exclusive.
A new effectively full repairing and insuring lease is available for a term of years to be agreed.
Business Rates
We understand that the unit has a Rateable Value assessment of £28,000.
Interested parties should satisfy themselves as to the rateable value and business rates payable by making their own enquiries with the Rates Department at Trafford Council.
Service Charge
The on-account service charge for the year 2018 stands at approximately £3,703.
Legal Costs
Each party to be responsible for their own legal and professional costs incurred in this transaction.
Unless otherwise stated, all prices/rents are quoted exclusive of VAT.


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|Quality of Service:
|Value for Cost:
David and Emily were a spectacular addition to our special day. From the moment I first saw the concept of a wedding videographer, I just KNEW it would be something I wanted for my own wedding day. Thank goodness I found David. Professional, funny, extremely kind and excellent at his work, it was an absolute PLEASURE to have them capture moments of our evening that are irreplacable! Thank you for everything!!!! I cannot say enough good things (and neither can my family or guests). I can't list the number of people who call me and rave about how beautiful the highlight reel and full-length footage was. And they're absolutely right. (I hope that one day I'll have a reason to call them again!)


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Bachelor of Arts in Ministry - Worship Leading and Music
Four-Year Program (123 Credits)
A four-year program that will continue your interest and training in worship leading. Classroom instruction joined with multiple opportunities to lead will demonstrate worship planning and leading is an art, not a science; and it includes music, but is not limited to music. Biblical studies will ground you in the worship of the Triune God. Music and Worship Arts faculty will lead and learn with you.
Worship Ministry is also available as a 2-year Diploma and a 1- year Certificate program.
Courses revolve around:
- Worship pastor/leader at a local church
- Worship leader for camp ministry.
- Associate work in a parachurch organization.
- Cross-cultural work with a mission organization.
- Worship ministry program for a church or camp ministry.
- Demonstrate an understanding of the content, processes, and practices of music, musicianship, and a Christian worldview of the role of the arts in the world.
- Able to apply principles and practices of worship to a growing personal life.
- Increase in effective, artistic, and confident personal performance skills.
- Clearly demonstrate an ability to be a productive, supportive, and contributing member of a musical team
All courses are three credits unless shown otherwise.
Bible and Theology Major (45 Credits)
BT 409 Word and World
NT 112 Reading the Gospels and Acts
NT 221 Reading Paul's Letters
NT 351 Reading Hebrews to Revelation
OT 112 Reading the Torah
OT 221 Reading the Historical Books
OT 343 Reading the Psalms and Wisdom Literature
OT 453 Reading the Prophets
ST 100 The Christian Life
TH 100 Introduction to Christian Theology
TH 210 God of the Gospel
TH 313 Creation to New Creation
Bible and Theology electives (9 credits)
Arts and Sciences Core (45 credits)
AS 400 Integrative Seminar
HF 111 Thinking and Writing
HF 151 How Music Works
HF 231 History of Western Civilization I
HF 232 History of Western Civilization II
MU 155-455 Music Lessons (7 credits)
MU 191 Performing Ensemble (8 credits)
SC 230 History and Philosophy of Science
SS 170 Christianity in the 21st Century World
SS 210 Introduction to Psychology
SS 261 Leadership Foundations
Arts and Sciences 300 level elective
Worship Leading and Music Major (33 credits)
DM 103 Introduction to Media Arts (1 credit)
WA 120 Introduction to Songwriting (1 credit)
WA 123 The Language of Music 1 (1 credit)
WA 124 The Language of Music 2 (1 credit)
WA 224 Arranging Songs (2 credits)
WA 227 Recording and Producing (1 credit)
WA 228 The Language of Music and Writing (1 credit)
WA 229 The Language of Music and Charting (1 credits)
WA 232 How Musicians Work
WA 252 The Story of Worship
WA 254 Worship: Subjects and Objects
WA 320 Worship by Design
WA 341 Worship FX
WA 354 Worship as Christian Formation
WA 376 Worship Practicum I
WA 378 Worship Practicum II
For course descriptions, see our catalogue here.
The Bachelor of Arts in Ministry in Worship Leading and Music prepares the student for entrance into graduate studies. For students completing the undergraduate degree at Prairie College, entrance is possible to other diploma and certificate programs in music and/or ministry specializations.
- Learn from visiting guest artists who have experience in worship leading.
- Participate in music and worship conferences.
- Regular opportunities for worship leading experience on campus for chapel and special events. Off campus opportunities include local area churches and camp ministries.
- Worship Practicums will stretch the student as they plan, lead, and evaluate worship experience opportunities on campus and off campus.
In order to be successful in the Worship Arts program, students must have raw musical
talent. Please submit two video demos: two cover songs or songs that move you (with
PDF chord chart). We don't require a complex multi-camera edited film – a simple and clear video shot with an iPhone or any smartphone works well. Make sure your camera device is stable (preferably on a tripod or still surface) and close enough for good, non-distorted audio and clear video. The audition demos can be uploaded to YouTube, Dropbox, or e-mailed to Admissions.
Your experiences in worship services you've been part of will be the starting place for your growth in worship leading. I look forward to studying the art of worship service design and ministry with you. Let's learn together!"


text:
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Leave a Reply. If you have any questions or remarks, feel free to post them below.
Are you looking for nice calendar templates in MS Word, Excel or PowerPoint to improve your personal efficiency and effectiveness? These easy to modify calendar templates can help you out!Read more
The golden rule for every business man is this: Put yourself in your customer's place. | Orison Swett Marden


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15 Dec 1943
See all photos dated 15 Dec 1943
- San Jacinto was commissioned into service. ww2dbase [Main Article | CPC]
- Japanese hospital ship Hikawa Maru arrived at Kwajalein, Marshall Islands. ww2dbase [Main Article | Tabular Record of Movement | CPC]
- USS Finback completed overhaul at Pearl Harbor, US Territory of Hawaii and departed for her seventh war patrol. ww2dbase [Main Article | CPC]
- The four Germans on trial for war crimes in Kharkov, Ukraine all pled guilty, with admissions that over 30,000 victims died. ww2dbase [Main Article | TH]
- 16 RAF Mosquito aircraft attacked Düsseldorf, Germany. ww2dbase [Main Article | CPC]
- The Guilin Infantry Training Center in China graduated its first class of infantry troops. ww2dbase [CPC]
- The Allied Troop Carrier Command was established incorporating 443rd Group USAAF and 177 Transport Wing RAF under the command of US Brigadier General William D. Old. ww2dbase [AC]
- German Luftwaffe Major Hubertus von Bonin, the Geschwaderkommodore of JG 54, was killed when his Fw 190A-5 aircraft was shot down. With 64 Russian Front victories to his credit, he had the dubious distinction of being the only JG 54 leader to be killed in action. ww2dbase [AC]
- Vasily Kuznetsov was made the deputy commander of 1st Baltic Front. ww2dbase [Main Article | CPC]
- The Markham Valley Road connecting Nadzab and Lae in Australian Territory of New Guinea completed its maintenance and upgrade, thus allowing Nadzab Airfield to fully utilize its potential. ww2dbase [Main Article | Facility | CPC]
- Repair ship Akashi began repairing destroyer Amagiri at Truk, Caroline Islands. ww2dbase [Main Article | Tabular Record of Movement | CPC]
- Indian troops secured positions between Ortona and Orsogna in Italy, while New Zealand troops advanced toward Orsogna. Nearby, German troops mounted a counterattack on Casa Berardi, which was repulsed by Canadian troops. To the west, Units of US VI Corps and French Expeditionary Corps attacked German positions on the Bernhardt Line. ww2dbase [Main Article | CPC]
- The keel of landing ship No. 102 was laid down by Osaka Zosen. ww2dbase [Main Article | CPC]
See all photos dated 15 Dec 1943
15 Dec 1943 Interactive Map
Timeline Section Founder: Thomas Houlihan
Contributors: Alan Chanter, C. Peter Chen, Thomas Houlihan, Hugh Martyr, David Stubblebine
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New Diorama Theatre · 29 JUN - 29 JUN
GIRLS brings you the stories of our sisters, daughters, mothers, nanas, aunts, lovers, best friends – the queens who have touched our lives.
Devised by a chorus of women whose ages range from 17 to 70, this is a whole-hearted dance, investigating what it means to be a woman now, through the lived experience of our girls.
Age Recommendation: 14+
Date & time
Show ended
Sat 29 Jun, 7pm
New Diorama Theatre
15 - 16 Triton Street, Regent's Place NW1 3BF London, UK · Get Directions
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OUR elite sporting skippers say WA's new awe-inspiring battlefield will be a cauldron of State pride that will make coming to play in Perth an even scarier proposition for outsiders.
Today marks the official opening of the $1.45 billion Optus Stadium — a historic moment many years in the making — when 110,000 West Australians will get their first look at the venue at the community open day.
But glowing reviews for the 60,000-seat colosseum are already rolling in from our sporting leaders.
WA sporting club captains Nat Fyfe, Shannon Hurn, Kara Donnellan and Adam Voges have all excelled on some of Australia's greatest sporting stages — and now, after nearly six years of planning and construction, they have one of the biggest in their own backyard.
And if Domain Stadium and the Furnace were fortresses, they believe Optus Stadium is nothing short of a citadel. Steel and glass form the stadium's foundations but it is now up to our sporting heroes — and the tens of thousands who will fill the seats — to bring it to life.
Fittingly, it appears one of the most successful franchises in recent WA history will have first crack, with the Scorchers poised to host a Big Bash League semifinal early next month.
Adding his voice to those calling for the proposed cap on crowd numbers to be scrapped, Scorchers skipper Voges said playing in front of a 55,000-strong sea of orange would help lift his side.
"West Australians are fairly parochial supporters and they make it incredibly difficult for teams that come over and play against us," he said. "The atmosphere at the Furnace, where we get 21,000 or 22,000, is incredible and so to think we could have potentially more than double that at Optus Stadium is amazing."
Fyfe said it was an honour to play at a "world-class" stadium in its first year and he hoped West Australians would embrace the venue.
"We're looking forward to working out what the ground is all about, where our members and supporters are going to be sitting, where they'll be the loudest and where the advantages lie," the Dockers captain said.
"I'm very hopeful that we can establish the home ground advantage we had at Domain Stadium and like Sydney have at the SCG and Geelong at Skilled Stadium."
Donnellan, who will lead the Dockers women against Collingwood on February 10 for the first football game to be played in the venue, said she had no doubt Domain's reputation as a western stronghold would carry over.
"Obviously you've got more crowd capacity and the stands feel like they're much closer to the ground," she said.
"I think teams are going to be pretty scared to come over and play WA-based sides."
More than 20,000 tickets for that AFLW fixture have already been snapped up and sales are on pace to shatter the fledgling competition's 24,568 attendance record, set at last season's opening game between Carlton and Collingwood.
"We had 16,000 in the crowd round one last year against the Bulldogs and that was loud, so I can't imagine what it will be like with double that amount," Donnellan said.
Eagles' skipper Hurn said the squad had been blown away by the players' facilities during a tour of the venue before Christmas.
"With a stadium like this you expect everything to be state-of-the-art, but the change rooms and warm-up areas are incredible, they're almost too big," he said.
Some of that space will be taken up by the 340 premium ticket holders who will watch players warm up pre-game through one-way glass before forming a guard of honour as they run out on to the ground.
"I believe it will be mostly West Coast supporters in there when we're playing so hopefully there won't be too much heckling going on as we run out," Hurn laughed.
Both Fyfe and Hurn played down the impact of switching from a long, narrow pitch (175m x 122m) at Domian to a shorter, rounder oval (165m x 130m) at Optus Stadium. "It won't make a difference to the way we play, as long as there are goals either end and a bit of grass, we'll adapt," Fyfe said.
Voges does not expect the drop-in pitch at Optus Stadium to have the WACA's traditional pace but said that would not hurt the Scorchers.
"The ground itself is also a little bit bigger so there will be some adjustments that we need to make," he said.
"I think we've played some excellent cricket at the WACA for a long time now but equally we've done well on the drop-in wickets over in Melbourne, Adelaide and Sydney. Whatever it comes up with, I think we'll be well equipped."


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Press Releases
BlackFog Finalist for Innovative Threat Detection Product of the Year
BlackFog, Inc. has been selected as finalists in the Innovative Product of the Year – Threat Detection for the 2019 Cyber Security Awards.
BlackFog partners with Vodacom SA
BlackFog announced that it has partnered with Vodacom in order help provide cybersecurity and privacy solutions to more than 43 million Vodacom customers.
BlackFog Data Privacy and Cybersecurity Solution Now Available for Android
BlackFog, Inc. announces the release of its on-device Cybersecurity and Data Privacy solution for Android devices. BlackFog Privacy protects users from online threats by putting a stop to unauthorized data collection, profiling, cryptomining, phishing, and fake news over the Internet and Dark Web.
BlackFog Continues European Expansion
BlackFog announces distribution agreement with DCC, a global IT distributor headquartered in Denmark, to resell BlackFog's cyber security solution. With over 3000 customers in more than 70 countries they specialize in surplus computer hardware, shipping around 100,000 units annually.
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Unlike antivirus software which uses signature based techniques, BlackFog Enterprise uses next generation multivariant behavioral analysis to prevent attacks and reduce the total surface area exposed to cyber criminals. This includes blocks based on geography, DNS and network anomalies.
BlackFog Privacy Data and Identity Theft solution now available for macOS
Ad blocking, tracking and profile protection (available for Safari 10 or later) increases the performance of your browser significantly and improves page load times by more than 100% in most cases. It also ensures that you will not be followed as you browse the web and provides the ability to recover from highly prevalent browser hijacks.


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Oman - Thank You Gifts Delivery
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Oman, also called Sultanate of Oman,Oman,Saltanat Uman,Uman can be found on the map at Middle East, bordering the Arabian Sea, Gulf of Oman, and Persian Gulf, between Yemen and UAE; it is strategic location on Musandam Peninsula adjacent to Strait of Hormuz, a vital transit point for world crude oil. Most Omani(s)s fall into Arab, Baluchi, South Asian (Indian, Pakistani, Sri Lankan, Bangladeshi), African groups. Muscat is the current capital and there are 5 regions (manatiq, singular - mintaqat) and 4 governorates* (muhafazat, singular - muhafazat) Ad Dakhiliyah, Al Batinah, Al Buraymi*, Al Wusta, Ash Sharqiyah, Az Zahirah, Masqat (Muscat)*, Musandam*, Zufar (Dhofar)* in Oman.
Background:Omani(s)s received their independence on 1650 (expulsion of the Portuguese). The inhabitants of the area of Oman have long prospered on Indian Ocean trade. In the late 18th century, a newly established sultanate in Muscat signed the first in a series of friendship treaties with Britain.. Oman's trade allies are . Official currency for Oman is Rial (OMR) and Omani(s)s speak Arabic. You can learn more about Oman at http://en.wikipedia.org/wiki/Oman
Thank You GiftsGiftblooms provides wide array of Gifts ideas for Gifts delivery through out Oman. We are always extending our delivery area and add new Gifts items in our online Gifts shop.
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