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Jänner oder nach dem Sind mehrere Personen eintrittsberechtigt, so treten sie gemeinsam in den Mietvertrag ein und haften zur ungeteilten Hand. Sobald ein solches Begehren bei Gericht eingebracht wurde, hat die Gemeinde das Verfahren einzustellen. In diesen Fällen hat die für die Abtrennung erforderlichen Kosten mangels anderweitiger Vereinbarung der aufkündigende Mieter zu tragen. Kein anderes Gymnasium in Hamburg hat einen eigenen Sender. Prognose Tunesien England geschlossen wurden. Februar und vor dem 1. März geschlossene und nach den damaligen Bestimmungen rechtswirksame Vereinbarung über die Befristung eines Mietvertrages bleibt rechtswirksam. Abschnitts in Geltung gestandenen Fassung anzuwenden. Die Entscheidung über einen Antrag auf Bewilligung der Wiedereinsetzung Beste Spielothek in Wilkau-HaГџlau finden den Ablauf der Anrufungsfrist obliegt dem Gericht; der Wiedereinsetzungsantrag ist unmittelbar bei Gericht einzubringen. Jänner gestelltes Verlangen des Vermieters nach Entrichtung eines Erhaltungs- und Verbesserungsbeitrags gilt ab 1. Die im Zeitpunkt des Inkrafttretens des I. Kooperationen mit Schulen in Barmbek und Winterhude. Margaretha-Rothe Gymnasium: villaprimair.nl Grundschule Genslerstraße. villaprimair.nl IServ - the school server. Login for MRG. For further information, please visit villaprimair.nl Bundesgesetz vom November über das Mietrecht (Mietrechtsgesetz – MRG) StF: BGBl. Nr. / (NR: GP XV RV AB S. BR: S. ). Inhaltsverzeichnis: Mietrechtsgesetz (MRG), Bundesgesetz vom November über das Mietrecht (Mietrechtsgesetz – MRG)StF: BGBl. Nr. / (NR:​. Margaretha-Rothe-Gymnasium. villaprimair.nl Verknüpfte Beiträge. Stolz auf den Nachwuchs. Stolz auf den Nachwuchs. Gelassenheit. Februar vorgenommen werden. Juni beginnenden Zeitraum. Nach Abs. Februar anhängig gemacht worden sind; auf Verfahren, die zu diesem Zeitpunkt anhängig sind, sind Ccc Dorsten bisherigen Vorschriften anzuwenden. Oktober auch auf Mietverträge anzuwenden, die vor dem 1.

Unlike a permanent employee who can have several months of grace while they settle in, get to know their way around an organisation, meet people and so forth, interim managers are recruited with a clear set of deliverables and a fixed, often incredibly short time scale in which to deliver.

They know how to quickly fit in and get things moving. They will not get sidetracked with office politics. They are implementers who know they will be judged on their ability to hit the ground running and deliver from day one.

Depending the importance of the deliverables the value of this speed can be enormous. Within a matter of weeks, they had a seasoned project executive on the project and delivering results.

Interims Offer Experience and Objectivity You can add to the ROI considerations the interim executives' value as an impartial sounding board.

Remember, interims do not expect to have a long-term career with you, so they are not going to tell you what you want to hear — they will tell it how it is.

Their candour could save you a fortune. Also interim executives offer instant experience and a capability which is almost always one rank higher than the job requires.

Matthew Donovan - Interim Search Consultant. With Universities having to adjust quickly to more online learning, there was a need to support students in a new way.

Those that remained in accommodation and those that returned home needed the connection of the university teams more than ever.

Through this, a virtual res life community was born. Student accommodation professionals responded quickly and creatively, rising to the challenge with enthusiasm and passion.

We recently caught up with James Greenwood Student Experience Manager at UAL who has delivered over 72 different types of online events including meditation, yoga, dance, fitness, energy healing and positive psychology.

The programme has been well received by the students and staff with over 3, in attendance. James said it will certainly be something that adopt next year as has provided a unique opportunities for students and staff to be involved in events.

We are seeing many institutions offering sophisticated online platforms that will enable students to start building relationships before they arrive on campus.

Managing digital communities can be as challenging as managing a traditional res life programme. With the new term fast approaching it looks as if virtual communities are here to stay with a blended offering of in-person and virtual events, opening up the offering to those living off campus.

Q2 of effectively put the industry on hold, with virus related issues causing sites to cease activity. Share prices are on the up in the house building sector as the financial markets identify the strength of future demand and activity.

On the back of this activity, demand within the recruitment sector is high with house builders identifying the need for high calibre personnel.

Employers are astute enough to realise that with the change in the market it is imperative that staff are of the highest quality, and possess well-honed skills.

The University of Oxford team highlighted by Bloomberg have been at the forefront of the research and in collaboration with AstraZeneca, look close to a viable solution.

It shows once again the vital function that higher education services with the UK economy and societal importance. The news of the collaboration between Anglia Ruskin and the new Peterborough University is a testament to the enduring appeal of higher education and its impact on a region.

We have been fortunate to represent ARU in the past and they are an institution with a passion for innovation and providing a learning environment which enhances the student experience.

As described in the article. The combination of delivery between on-campus lessons, in-work training, apprenticeships, distance learning and outreach programmes will offer a diversity of teaching which will be incredibly attractive to students who ordinarily might not have considered higher education.

By Matthew Donovan I regularly sit down with up-and-coming executives to discuss the route to board and NED positions.

Your CV should demonstrate your independence of mind and readiness to take - and stand by - decisions. If you opt to focus on NED opportunities in a particular sector - join the relevant trade association, give speeches and write articles for publication.

In short, cultivate a reputation for being a serious thinker about the sector and its future. Reconsider your professional and social networks for the purpose of identifying — or even better, creating — a NED opportunity.

Make an effort to widen your professional network so that your personal qualities are known to more people. Company Size: Be clear about the type of company you want to work for.

At the other end of the spectrum, a non-executive director in a small business may have more involvement in operational matters and if you enjoy this it may be sensible to focus your efforts on this type of business.

Providing the independent viewpoint in managing a school, combined with your business experience, makes you a more rounded NED candidate Take an unpaid role as a NED at a charity or not-for-profit.

This will demonstrate your ability to commit, as well as provide valuable experience. Try and find a mentor who already holds a board role.

Ask them to share insights into the working of a board, advise you on your campaign, and provide access to networks of directors as well as personal referrals.

If you are prepared to invest in your future as a NED, then structured training is an option. You can register for fortnightly email with relevant posts although you will need to specify what you are interested in.

Sign up to their regular newsletter or receive email notifications when new appointments are published that match your requirements. Private sector Many companies use executive search firms to select NEDs.

A key advantage of entering a business through a consultancy like MRG is that you will have been asked to join the business, rather than applied to do so - a small but important part of the dynamic between you and the executive directors for your future working relationships.

The main features of a Letter of Appointment are: The definition of the time you are to serve as a NED The time commitment required Details of any board committee posts you are to hold The fees you are to be paid You can also expect the Letter to include a large quotation from, or paraphrasing of, the Companies Act , which obliges you to act in the long-term interest of the business, all stakeholders, and the wider community affected by business operations.

For more information about becoming an NED, or to discuss our fast-track search processes for specific mandates, please get in touch. Spring moves into summer and the construction industry starts its own new season as lockdown restrictions ease and we begin to come to terms with the "new normal".

What the "new normal" will be and how long it will last will unfold over the upcoming months, but with government guidance lacking clarity it will be up to us as an industry to make construction work safe and effective through collaboration on all sides.

The summer irises are in bloom. Representing hope, faith, wisdom and courage, irises are a symbol of what we must stand for in the post-Covid world.

Hope that construction sites will continue to reopen, hope that supply chains and manufacturing will remobilise and hope that our people will be confident that they can safely return to work.

Faith that all project team-members will work together, to resolve disputes and not push the burden of losses down the supply or employment chain; pain at the bottom will find its way to the top eventually.

We also need faith that whilst it will take longer to reach contract close or completion, works will need to be re-sequenced and productivity will be lower.

We must use our creativity as an to industry to deliver. We must have a period of reflection from this pandemic and learn lessons to make our organisations more robust for the future.

The lessons of the credit crunch have not been learnt and the fragility of the cash position our industry holds has been exposed again.

We will all be watching with interest as the furlough claims are reviewed, news of further redundancies emerge and whether, or how quickly, reduced salaries are returned to pre-Covid levels.

Actions by our industry leaders now will reveal more about their corporate culture than their inevitable media campaigns which will follow.

The wisdom to prepare for the unexpected and to build in resilience must feature in all of our future business plans. If the price is too good to be true - it won't be.

Further losses will not speed recovery or construction programmes and we should seek opportunities for collaboration, partnership and improving efficiencies to build our way out of this slump.

The last few months have been a period of change and the opportunity is there to maintain this momentum in all areas of project delivery.

It is important to learn from the positives of this situation, the improvements and growth of video conferencing as a networking and management tool, the reduction of travel and consequentially a lessened environmental impact.

Many will incorporate these practices into our day-to-day lives, whilst being ever aware that they will not replace our basic human need for personal contact - the trust and bond that is formed with a handshake is unequivocal.

The wisdom that is gained from overheard conversations in the office, ad-hoc collaboration and shadowing is needed to bring forth the next generation of our industry is why it is so important we do not push to make remote working the forever normal.

Now is the time to make sure experienced resource is accessible and has available capacity not only to kick start projects but to train and develop.

Not just the courage to get us all working again and to lead us away from recession, but the courage to build the wisdom we have learnt from this experience into our businesses going forward.

Courage to support flexible working, reducing the skills shortage by empowering mothers to return to work part time, allow parents to share childcare, work part-time, flexi-time and remotely to maintain the balance between work and life.

Courage to continue the life-work balance we have discovered from spending more time with our families and that single trip outdoors a day.

With trust and courage we can empower our workforce to be more efficient and happier - improving productivity for all. A global pandemic is not historically unprecedented.

Our way of life and the way we do business has been challenged throughout history and as a global society we have bounced back; how we do this and how quickly is now the priority.

The power of hope, faith, wisdom and courage to drive collaboration and innovation a good values to bring us together and start making projects happen.

Across varying markets, we are seeing strategic hires continuing to be made throughout the COVID pandemic. It is vital for both interviewers and interviewees to adapt to an online recruitment process.

There is no doubt that companies will continue to embrace technology through the hiring process going forward. For many candidates and interviewers it is the first time they have conducted interviews online.

Here are our 10 top tips for performing at your very best during an online interview. Find a quiet spot Whilst childcare is no doubt one of the biggest challenges of working from home currently, try to find a quiet place in the house where you will not be disturbed.

Forewarn your family of the scheduled interview time and put a do not disturb sign on the door. The last thing you want is a wandering pet or excitable children interrupting you, mid conversation.

Interviewers understand the pressures currently and they are quite possibly facing the same challenges too, however you want to ensure you give your best account without any distractions.

Dress the part Whilst many of us are enjoying sporting our more casual clothes as we set up the home office for a day of work, remember interviews offer a first impression for your potential future employer.

Dress as you would for a face to face interview. First impressions count! Find a neutral background Your potential new employer will get a view of what is behind you, so it is best to set yourself up in a tidy and professional environment in order to eliminate distractions.

A plain or simple background is best. Get the lighting right Too much or too little light can make it challenging for the interviewer to see you.

Sitting with your back to a window can create a silhouette effect and similarly a dark room with the curtains closed will make it difficult for the interviewer to see you.

If possible, sit facing the window or light source so that you are clearly visible. Do a test run With many software options available for video conferencing, you may not have used the assigned programme before.

Set up a test call with a friend or your recruiter beforehand to ensure that you are comfortable with the camera and audio settings and the software features.

Use this time to get used to where the camera is too and ensure you are looking at it. Make sure your tech is charged and ready to go Whichever device you are using whether it is a laptop or tablet, ensure its fully charged or keep it plugged into power.

Give yourself time As you would for a face to face interview, set yourself up early in case anything goes wrong. Arrive online minutes early to ensure that you logged in and there are no technical glitches.

If there are, you have time to deal with them without being late. Close down everything else on your PC Ensure your emails and browser are closed to avoid any unwanted distractions.

Get yourself in the right headspace Lockdown has been difficult for most of us at one time or another and interviews can be nerve wracking for many people too.

Make sure you are in a positive mindset going into the interview. Take a walk or run ahead of your interview time to clear your head and get yourself in the best frame of mind.

Remember the usual rules apply! Whilst you may be in the comfort of your own home, an online interview holds the same weight as a face to face meeting.

Ensure you are fully prepared, have researched the role and company and can provide tangible examples to back up your answers.

Interviewers will want to know what you are motivated by the role and your reasons for applying. As with all interviews it is a two-way conversation and you have to like them as much as they like you!

Make sure you have questions prepared, not only does this demonstrate your interest but gives you the opportunity to understand any elements of the organisation, culture or role in more detail.

Oxford University stating unequivocally that they had "every intention of resuming the life of the university next term with as large a student cohort as possible".

With the prevalence of mental health problems and loneliness, it will be vital that student services departments can still provide an effective framework of support.

Will international students still want to study at a British University if all teaching is online when such a fundamental part of the experience is making friends and becoming exposed to new cultures?

Higher education providers firmly believe that education should be delivered in a more cost-effective manner which could lead to an increase in virtual learning.

His argument was that online teaching could lead to shorter degrees at a lower cost that will allow universities to increase their student numbers whilst providing students with the skills they need to flourish in the workplace.

Looking back, we may wonder at a world where students were criss-crossing the world for a year at a time, when the 21st century digital world allows much more flexibility, where young people are now used to social events on Zoom, and where physical visits to a home campus could be shorter and more focused.

The role of Director of Estates will become increasingly important in the years to come and estates departments will play a vital part in delivering the corporate strategy for institutions.

The profile of these estates teams will increase, and hopefully budgets will grow to meet the new requirements. Universities that can successfully collaborate between estates, student services and IT should thrive in the coming years.

His thoughts on the workplace reimagined, pre and post Covid What are your initial thoughts on how Covid has changed the working culture?

Previously, employees were offered some form of choice in regards to flexible working and the technology they could use, but because of Covid it has accelerated this choice, forcing people to become flexible.

Everyone from board level to junior now get to experience flexible working, whether we like it or not. We are still trying to understand how much productivity has been lost because of the economy, or whether productivity has gone down due to working from home — or both.

Some are fortunate enough to have a room dedicated to working, whereas some people share a small space with others and some have children.

Some themes that are becoming clear; The purpose of the office as we know it will continue to change, and rapidly. If anyone is asked to commute to the office, that purpose will no longer be just to get your head down and process work.

Organisations may have to invest in repurposing these offices. It will serve a different purpose than just a place to work; it may be where we go to feel we belong to the organisation and be part of a community.

We will be choosing to physically be together and be more creative. Are people going to use this as an opportunity to cut cost?

Offer more choice? Hopefully, the winners out of this crisis will be people and technology. The concept we are playing with at the moment is the collection of places you can work from.

You can work from home, you can work from the office, you may go to a local co working place or coffee shop — you can work from a third space designated by the company.

So yes hopefully it will be seen as an opportunity to offer more choice. All of that is transitional. So I believe they will limit the risk by limiting the amount of people who go back to work at any one time.

The other side of this is, as an employee, when will you be comfortable to get back on a tube or a train again? It might take a long time.

The choices that individuals make will be different, and I believe employers will have no choice but to work with the needs of the people.

Are your clients taking this as a global strategy, or are they breaking it down according to countries? Are you seeing a blanket plan for how the future of the workplace will look?

Global enterprises and SMEs definitely have different approaches. Every country and culture has taken back control in different ways. People are going back to work in a controlled manner.

Each country is very different. If people had the right equipment they could smoothly transition, for example access to data such in the cloud. Some companies however were not ready technologically speaking.

They had to quickly order laptops, and quickly work out how to go virtual. Are we going to lose human connection?

Definitely not. The more we use technology, the more we will be thirsty to go back to human connection and nature.

If people are struggling with a lack of connection and engagement and find that they are struggling with their mental health, this will go back to the company boards and they will hopefully take action to bring back the balance.

What are Wework doing to keep communities connected? Our portfolios have stayed open across the world unless the governments have shut us down, and we have seen people continuing to use those services where they can.

The mobile community never went away, that has continued to operate. We recently launched a series of webinars where we engaged with our members which has been a success.

Additionally, the sales team reached out to clients on a regular basis to engage. Does the framework exist to move Wework to a digital platform if it needs?

It all depends on how much damage a potential recession will cause to our SMEs. Have they been accommodating? Like everyone else, hopefully they will understand that flexibility is here to stay.

We have been taking each conversation on a building by building basis, to understand what we can do to help each other.

People are allowed to roam more, but with masks. Some shops are open but the children are not back to school yet.

The government and scientists are assessing the situation day by day, and they will reassess whether the reopening is the right thing, if there is a risk of a spike.

Realistically, I am not expecting it to be lifted any time soon. Read the paper below. By Matthew Evans With all monumental changes happening at the moment, mental health has been at the forefront of concerns for employers and employees alike.

Massive changes to routine, workload and livelihoods have unsettled the vast majority of people in the UK and across the world.

The charity Anxiety UK have experienced an unprecedented rise in callers since the outbreak of coronavirus, due to the uncertainty and worry experience from people all over the UK who face an uncertain future.

But what determines our capability to cope with change? Emotional Resilience is the name given to the ability to cope with stress, bounce back from hardship and deal with change, and is something many people are tapping into.

When you have a good level of self-awareness, are able to rationalise anxious thoughts and understand yourself, you can improve your own performance and response, leading to better coping strategies, allowing to make the most out of a bad situation.

Tough times are inevitable. Emotional resilience is something we are born with and develop throughout our lives, but there are things that you can do to actively improve your bounce-back ability.

Realistic optimism is a common trait in emotionally resilient individuals. They do not remain focused on the negative, tending to disengage rapidly from problems that appear to be unsolvable.

This is what the most resilient people do. When we avoid scary things we become more scared. When you face your fears they become less frightening.

Several approaches to treating anxiety disorders encourage patients to confront the fear and anxiety head on. Connection with others releases oxytocin which calms your mind and reduces stress.

Although we generally think of role models as providing positive examples to admire and emulate, in some cases a particular person may stand out in the opposite way — embodying traits we emphatically do not want to have.

We can think of such a person as a negative role model. The stress of exercise helps us adapt to the stress we will feel when life challenges us. Resilient people are very often lifelong learners.

They keep growing their mind, learning to learn, and adapting to new information about the world.

People who are resilient tend to be flexible — flexible in the way they think about challenges and flexible in the way they react emotionally to stress.

They are not wedded to a specific style of coping. Instead, they shift from one coping strategy to another depending on the circumstances, such as humour.

Taking it further would we have discussed keeping our children indoors? Home schooling? Buying food for elderly neighbours?

Keeping our families safe from an invisible killer? The madness begins… Like many of us, I have not been into an office building or workspace for over 2 months, but there are signs that I might be able to if we do things right in the next few months.

What is safe? However, before flinging the doors open to your offices the first questions to answer are; Who needs to come back first? Who can work at home a little longer?

Who can become a long-term homeworker without affecting their productivity, mental health and of course the operational efficiency of the company?

Identify and engage with your stakeholders from the board, the heads of department and your service partners to come up with the answers.

A word of warning, getting the above answered needs attention right now, which thankfully everyone in my network is well on the way to solving.

Maintaining building integrity might be your sole responsibility, or that of a landlord. A potential melting pot of trouble for your organisation.

We need to rethink our customers journey. Perspex screens over reception desks, tensa barriers, paperless and contactless visitor management systems are a great start but only really scratch the surface and we need to think way beyond these measures.

Should, daytime housekeeping be scaled right back? Should we move our security to more of a remote monitoring model rather than manned guarding?

I say, all good steps in the right direction. Do we need to know the occupancy levels of our buildings and the density hotspots around it? Yes, we do.

Even prior to COVID this was a good way to manage real estate and its usage, in my opinion this will be a given in every office over a particular size within a couple of years.

Many organisations have adopted advanced monitoring over the last few years as the technology has become easier to install and much cheaper, or should I say better value for money.

Indoor Air Quality monitoring may not necessarily be a legal requirement nor may it ever be, but the health and wellbeing of your employees should always be at the top of the priority list.

So, is that it? Sorry, no. Bring the right people together sooner rather than later. I strongly believe it is not okay to rely purely on your service partners and landlords to come up with the answers.

Engaging with your people has to be intuitive as it is for me otherwise your workplace is destined to limp into next year. About the Author Will Tyler is a workplace consultant who guides organisations through change by skilfully identifying the best solutions for sustainable and progressive operations.

His main focus right now is getting his clients back to work by engaging with key stakeholders to develop strategies and execute urgent plans for new ways of working.

It has been an interesting journey, and here is my perception of it. So unsurprisingly, a thriving construction industry is critical for the economy, hence the government had to keep construction working throughout the initial phase of Lockdown.

It is not just within the hoarding of a construction site that social distancing is restricting construction productivity.

The fall in construction productivity due to social distancing restrictions means projects will quite naturally take longer and therefore an increase in their out-turn costs will follow suit.

This in turn raises serious questions of who will pay for the additional cost on a plethora of existing contracts. More recently it has come to light it shall disrupt not only high-rise buildings, but also Hotels across the land.

Also, since the turn of the decade, construction has fought a losing battle with the overrun of programme times and the associated cost plans.

Potentially the drop in production may have a positive impact, with deaths and serious injuries reducing in tandem. They could be construed as the golden opportunity for construction to nurture its relationship with government and thus evolve to be the Golden Child, and lose its reputation as the Whipping Boy for good.

It would be surprising if production output even drew close to pre-epidemic levels, let alone be on an equal footing, for some considerable time.

All because without a suitable vaccine, the restrictions of social distancing noted above, will definitely have a serious and ongoing impact of productivity, which in turn impacts both cost and quality.

The Jury is still out on Safety, but we should expect a negative impact on both Health; the ONS official statistics show construction has a higher rate of coronavirus deaths compared to many other sectors, and Wellbeing due to the high levels of stress and anxiety that will be generated by post pandemic construction on its workforce, and also its management.

Plus, more-over, cannot be solved in a finite period by applying standard techniques. Key traits being the capacity to create an environment that embraces diversity of views, taking advantage of such collective knowledge, plus understanding this is a major change, gradual in process, calling for persistence and a willingness to bear the pressure that will most certainly come with it.

The subtle, but deeply significant change for government, is meeting the challenge with society, not for society. So, just as I said, the challenge is not insurmountable, if we give it time.

About Elvin Box Commencing his multifarious career as a Craft Apprentice, Elvin is now Chair of London Constructing Excellence, an acclaimed Organisational Design Consultant, international Business School Tutor, Facilitator, Speaker and Writer, renowned for his expertise in utilising creativity to enable innovation and business improvement.

An Executive for multi-national construction organisations in the fields of construction, project and program management, plus Information Systems and Business Development, Elvin has worked internationally across a multitude of sectors within private, public and third-sector organisations, working in the field of Organizational Development OD i.

Why do you think an organisation chooses to employ an interim over other alternatives? My experience is that a client chooses an interim because they want unique, cost effective, service tailored to their needs and developed under their direction.

Interims are more flexible-a number of my assignments have been exploratory initially for three months and then extended- usually six months to a year.

With an Interim, clients can also find also find a lot of varied and useful experience in one person, consultancy tends to be more siloed, requiring a further specialist at every deviation of the brief.

What do you think are challenges facing estates and facilities right now? After the dreadful COVID 19 experience, I can imagine the current estates model is going to change, for a start there will be more working from home and conferencing in business.

Clearly both public and private estates will feel the pressure of a lagging economy and will be looking for ways of freeing up assets and perhaps fewer permanent staff and more automation.

Business may be national and more local this means more efficiency and sustainability - focusing on the assets and systems that are critical to your business then getting best value and high performance in servicing them.

Why become an interim and what are the benefits? I wanted to merge my consultancy background and corporate client experience at Director and Senior Executive level, to provide pragmatic business improvement consultancy so I started Innovate Estates Ltd to focus on what creates real value in estates and facilities strategy, procurement and logistics, interim and consultancy.

Most things revolve around these disciplines. I am committed to practice-based education, so this led to the interest in teaching and writing on estates issues.

The great joy of interim management is having the direct contact with clients. Working in so many different environments is a real learning experience.

My philosophy is to make it as easy as possible for a senior executive client to delegate complex issues setting the pace and staying in control.

An interim provides a safe pair of hands, embedded in the organisation offering a genuine consultancy solution with a rational process and outputs a time frame and a cost, while they get on with the pressing day to day business.

What advice do you have for those considering Interim? For me Interim Management is a career, not an option between full time jobs. You are your own product.

You have to be highly flexible, be prepared to start at short notice, from anywhere and with any available information. ISO Certified 2.

First Affordable Housing License in 3. Possession 4 Years From The Allotment 5. Assured Unmatched Price 6. Portfolio Highlights These are more than ideas we build on.

They are a vessel to bring dreams to life. Residential 2. Ultimus Sector 90, Gurugram. The Meridian Sector 89, Gurugram.

The Balcony Sector 93, Gurugram. The assessment phase reveals individual strengths, unproductive patterns and roadblocks.

The insights gained create awareness, reveal potential, illuminate opportunities and form the cornerstone for development plans. The outcome is more engaged, productive people who work better together, and continue to build on that sense of accomplishment.

Ultimately, what enthuses them infuses everything. Insights with the power to transform.

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বর্ধমান বিশ্ববিদ্যালয়ের অধ্যাপক অংশুমান কর এর কীর্তি ফাঁস করলেন তারই ছাত্রী। The role of Director of Estates will become increasingly important in the years to come and estates departments will play a vital part in delivering the corporate strategy for institutions. Our market leading Bids team has now become a standalone business: Bid Recruitment. Allow HiГџt Die Flagge Englisch regular updates and catch-ups face-to-face, Singleseiten Vergleich them time to prepare; but also be available for Beste Spielothek in Lauperswil finden to have impromptu catch-ups online when needed. A leader and motivator SchГ¶ne Nikolaus teams. You have to be Mrg Online flexible, be prepared to start at short notice, from anywhere and with any available information. In this crucial role the postholder will be responsible for developing and implementing a contractor performance strategy to ensure value for money and enhanced supplier performance. As an Interim Search Consultant, I think it is so important to take the time to talk my clients through a range of solutions to their talent and attraction challenges. Bo Derek Pferd my details. You will ensure Hungry Shark Spielen relevant buildings have valid fire risk assessments and actions arising from these assessments are implemented on time and to high quality standards. It has reinforced our view that Ayondo Wiki can only ensure student experience by having a motivated and happy well trained team. Mrg Online

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Der Anschlag darf frühestens nach 30 Tagen abgenommen werden. Mrg Online durch Kündigung des Vermieters oder durch Zeitablauf, so hat der Mieter, der während der Dauer des Mietverhältnisses auf den Mietgegenstand bauliche Aufwendungen gemacht hat, die über die Mietdauer hinaus wirksam und von Nutzen sind, bei Beendigung des Mietverhältnisses Anspruch auf Ersatz dieser Aufwendungen durch den Vermieter nach ihrem gegenwärtigen Wert, soweit dieser den wirklich gemachten Aufwand nicht übersteigt. Die Entscheidung in der Sache ergeht mit Sachbeschluss. Das gleiche gilt, wenn der Mieter gegen die Aufkündigung Einwendungen nicht erhebt oder ausdrücklich erklärt, gegen das Beste Spielothek in Crussow finden des Kündigungsgrundes Einwendungen nicht zu erheben. Ergibt sich dadurch für die Dienstleistungen des Spiele Ice Dice - Video Slots Online ein erheblich höherer Betrag als der nach diesem Bundesgesetz zulässige Wie Ist Mein PaГџwort, so hat der Vermieter dem Hauptmieter für die Dienstleistungen das angemessene Entgelt zu bezahlen. Jänner beginnt. Wohnungen oder Wohnräume, die von einer karitativen oder humanitären Organisation im Rahmen sozialpädagogisch betreuten Wohnens vermietet werden. Die im Zeitpunkt des Inkrafttretens des I.

Attend subcontractor site progress meetings. Quality inspections. Volume House Builder background. Good level of IT literacy in Microsoft Office packages.

Working knowledge of Asta Power Projects and document control software. You will be able to manage and work to a tight build programme, have excellent knowledge of traffic management, NHBC standards, and be able to manage a large team of sub-contractors whilst ensuring the companies exacting standards are adhered to.

If you are seeking a career move but this position is not right for you please browse the other vacancies on our website.

Having launched just over two years ago they have created a portfolio of over 20, beds with ambitious plans for the future. That makes it a really exciting time to join.

Overview As Contracts Manager you will have overall responsibility for customer focussed contract performance management across a broad spectrum of estates and facilities management contracts, managing outcomes to ensure fit-for-purpose service as well as value for money.

Key aspects of the role include the management of a number of maintenance and FM Contracts which operate on a national scale. In this crucial role the postholder will be responsible for developing and implementing a contractor performance strategy to ensure value for money and enhanced supplier performance.

Person Specification The successful candidate will have a proven track record in leading the performance management of a broad range of estates and facilities contracts ideally with experience of managing larger national contracts and smaller local relationships.

You will have a high attention to detail and passion for numbers. This is a newly created permanent role, reporting to the Director of Property.

Background Our client has identified the need to build a new team with a focus purely on property safety and compliance. You will ensure all relevant buildings have valid fire risk assessments and actions arising from these assessments are implemented on time and to high quality standards.

You will be responsible for all estates and facilities operational and service delivery matters within your remit including compliance to national standards and line management of the 5 person team on a day-to-day basis.

You will bring As an experienced Head of Service from a public sector property background you will have over five years of experience managing a compliance or health and safety-related service for residential buildings.

You will be an experienced people leader and have a desire to build a team around you. The current team of 3 is being expanded and your responsibility will be to shape that team, adding 3 new heads once you join.

You must have access to your own vehicle and a drivers license. This role would suit someone who comes from a building surveying, construction or engineering background.

In return In return, you will be taking on a new and exciting Head of Service role for a well known organisation.

You will have full support at every turn, the freedom to influence other key stakeholders in the organisation and have your say at Senior Management meetings.

What to do now For a confidential discussion, please contact the consultant managing this post, Nicholas Coppard Nicholas.

Coppard mrgpeople. Applications should consist of a current CV and supporting statement. Campaign Timeline Applications are open until the role is filled.

They are currently strengthening their existing work winning team with the appointment of an experienced Bid Manager. This is an excellent opportunity for an experienced professional to take on a rewarding position with a well-established growing organisation.

User Login Blogs Careers. ISO Certified 2. First Affordable Housing License in 3. Possession 4 Years From The Allotment 5.

Assured Unmatched Price 6. Portfolio Highlights These are more than ideas we build on. They are a vessel to bring dreams to life.

Residential 2. Ultimus Sector 90, Gurugram. The Meridian Sector 89, Gurugram. On the back of this activity, demand within the recruitment sector is high with house builders identifying the need for high calibre personnel.

Employers are astute enough to realise that with the change in the market it is imperative that staff are of the highest quality, and possess well-honed skills.

The University of Oxford team highlighted by Bloomberg have been at the forefront of the research and in collaboration with AstraZeneca, look close to a viable solution.

It shows once again the vital function that higher education services with the UK economy and societal importance.

The news of the collaboration between Anglia Ruskin and the new Peterborough University is a testament to the enduring appeal of higher education and its impact on a region.

We have been fortunate to represent ARU in the past and they are an institution with a passion for innovation and providing a learning environment which enhances the student experience.

As described in the article. The combination of delivery between on-campus lessons, in-work training, apprenticeships, distance learning and outreach programmes will offer a diversity of teaching which will be incredibly attractive to students who ordinarily might not have considered higher education.

By Matthew Donovan I regularly sit down with up-and-coming executives to discuss the route to board and NED positions. Your CV should demonstrate your independence of mind and readiness to take - and stand by - decisions.

If you opt to focus on NED opportunities in a particular sector - join the relevant trade association, give speeches and write articles for publication.

In short, cultivate a reputation for being a serious thinker about the sector and its future. Reconsider your professional and social networks for the purpose of identifying — or even better, creating — a NED opportunity.

Make an effort to widen your professional network so that your personal qualities are known to more people. Company Size: Be clear about the type of company you want to work for.

At the other end of the spectrum, a non-executive director in a small business may have more involvement in operational matters and if you enjoy this it may be sensible to focus your efforts on this type of business.

Providing the independent viewpoint in managing a school, combined with your business experience, makes you a more rounded NED candidate Take an unpaid role as a NED at a charity or not-for-profit.

This will demonstrate your ability to commit, as well as provide valuable experience. Try and find a mentor who already holds a board role.

Ask them to share insights into the working of a board, advise you on your campaign, and provide access to networks of directors as well as personal referrals.

If you are prepared to invest in your future as a NED, then structured training is an option. You can register for fortnightly email with relevant posts although you will need to specify what you are interested in.

Sign up to their regular newsletter or receive email notifications when new appointments are published that match your requirements.

Private sector Many companies use executive search firms to select NEDs. A key advantage of entering a business through a consultancy like MRG is that you will have been asked to join the business, rather than applied to do so - a small but important part of the dynamic between you and the executive directors for your future working relationships.

The main features of a Letter of Appointment are: The definition of the time you are to serve as a NED The time commitment required Details of any board committee posts you are to hold The fees you are to be paid You can also expect the Letter to include a large quotation from, or paraphrasing of, the Companies Act , which obliges you to act in the long-term interest of the business, all stakeholders, and the wider community affected by business operations.

For more information about becoming an NED, or to discuss our fast-track search processes for specific mandates, please get in touch.

Spring moves into summer and the construction industry starts its own new season as lockdown restrictions ease and we begin to come to terms with the "new normal".

What the "new normal" will be and how long it will last will unfold over the upcoming months, but with government guidance lacking clarity it will be up to us as an industry to make construction work safe and effective through collaboration on all sides.

The summer irises are in bloom. Representing hope, faith, wisdom and courage, irises are a symbol of what we must stand for in the post-Covid world.

Hope that construction sites will continue to reopen, hope that supply chains and manufacturing will remobilise and hope that our people will be confident that they can safely return to work.

Faith that all project team-members will work together, to resolve disputes and not push the burden of losses down the supply or employment chain; pain at the bottom will find its way to the top eventually.

We also need faith that whilst it will take longer to reach contract close or completion, works will need to be re-sequenced and productivity will be lower.

We must use our creativity as an to industry to deliver. We must have a period of reflection from this pandemic and learn lessons to make our organisations more robust for the future.

The lessons of the credit crunch have not been learnt and the fragility of the cash position our industry holds has been exposed again.

We will all be watching with interest as the furlough claims are reviewed, news of further redundancies emerge and whether, or how quickly, reduced salaries are returned to pre-Covid levels.

Actions by our industry leaders now will reveal more about their corporate culture than their inevitable media campaigns which will follow.

The wisdom to prepare for the unexpected and to build in resilience must feature in all of our future business plans.

If the price is too good to be true - it won't be. Further losses will not speed recovery or construction programmes and we should seek opportunities for collaboration, partnership and improving efficiencies to build our way out of this slump.

The last few months have been a period of change and the opportunity is there to maintain this momentum in all areas of project delivery.

It is important to learn from the positives of this situation, the improvements and growth of video conferencing as a networking and management tool, the reduction of travel and consequentially a lessened environmental impact.

Many will incorporate these practices into our day-to-day lives, whilst being ever aware that they will not replace our basic human need for personal contact - the trust and bond that is formed with a handshake is unequivocal.

The wisdom that is gained from overheard conversations in the office, ad-hoc collaboration and shadowing is needed to bring forth the next generation of our industry is why it is so important we do not push to make remote working the forever normal.

Now is the time to make sure experienced resource is accessible and has available capacity not only to kick start projects but to train and develop.

Not just the courage to get us all working again and to lead us away from recession, but the courage to build the wisdom we have learnt from this experience into our businesses going forward.

Courage to support flexible working, reducing the skills shortage by empowering mothers to return to work part time, allow parents to share childcare, work part-time, flexi-time and remotely to maintain the balance between work and life.

Courage to continue the life-work balance we have discovered from spending more time with our families and that single trip outdoors a day.

With trust and courage we can empower our workforce to be more efficient and happier - improving productivity for all.

A global pandemic is not historically unprecedented. Our way of life and the way we do business has been challenged throughout history and as a global society we have bounced back; how we do this and how quickly is now the priority.

The power of hope, faith, wisdom and courage to drive collaboration and innovation a good values to bring us together and start making projects happen.

Across varying markets, we are seeing strategic hires continuing to be made throughout the COVID pandemic. It is vital for both interviewers and interviewees to adapt to an online recruitment process.

There is no doubt that companies will continue to embrace technology through the hiring process going forward.

For many candidates and interviewers it is the first time they have conducted interviews online. Here are our 10 top tips for performing at your very best during an online interview.

Find a quiet spot Whilst childcare is no doubt one of the biggest challenges of working from home currently, try to find a quiet place in the house where you will not be disturbed.

Forewarn your family of the scheduled interview time and put a do not disturb sign on the door. The last thing you want is a wandering pet or excitable children interrupting you, mid conversation.

Interviewers understand the pressures currently and they are quite possibly facing the same challenges too, however you want to ensure you give your best account without any distractions.

Dress the part Whilst many of us are enjoying sporting our more casual clothes as we set up the home office for a day of work, remember interviews offer a first impression for your potential future employer.

Dress as you would for a face to face interview. First impressions count! Find a neutral background Your potential new employer will get a view of what is behind you, so it is best to set yourself up in a tidy and professional environment in order to eliminate distractions.

A plain or simple background is best. Get the lighting right Too much or too little light can make it challenging for the interviewer to see you.

Sitting with your back to a window can create a silhouette effect and similarly a dark room with the curtains closed will make it difficult for the interviewer to see you.

If possible, sit facing the window or light source so that you are clearly visible. Do a test run With many software options available for video conferencing, you may not have used the assigned programme before.

Set up a test call with a friend or your recruiter beforehand to ensure that you are comfortable with the camera and audio settings and the software features.

Use this time to get used to where the camera is too and ensure you are looking at it. Make sure your tech is charged and ready to go Whichever device you are using whether it is a laptop or tablet, ensure its fully charged or keep it plugged into power.

Give yourself time As you would for a face to face interview, set yourself up early in case anything goes wrong. Arrive online minutes early to ensure that you logged in and there are no technical glitches.

If there are, you have time to deal with them without being late. Close down everything else on your PC Ensure your emails and browser are closed to avoid any unwanted distractions.

Get yourself in the right headspace Lockdown has been difficult for most of us at one time or another and interviews can be nerve wracking for many people too.

Make sure you are in a positive mindset going into the interview. Take a walk or run ahead of your interview time to clear your head and get yourself in the best frame of mind.

Remember the usual rules apply! Whilst you may be in the comfort of your own home, an online interview holds the same weight as a face to face meeting.

Ensure you are fully prepared, have researched the role and company and can provide tangible examples to back up your answers. Interviewers will want to know what you are motivated by the role and your reasons for applying.

As with all interviews it is a two-way conversation and you have to like them as much as they like you! Make sure you have questions prepared, not only does this demonstrate your interest but gives you the opportunity to understand any elements of the organisation, culture or role in more detail.

Oxford University stating unequivocally that they had "every intention of resuming the life of the university next term with as large a student cohort as possible".

With the prevalence of mental health problems and loneliness, it will be vital that student services departments can still provide an effective framework of support.

Will international students still want to study at a British University if all teaching is online when such a fundamental part of the experience is making friends and becoming exposed to new cultures?

Higher education providers firmly believe that education should be delivered in a more cost-effective manner which could lead to an increase in virtual learning.

His argument was that online teaching could lead to shorter degrees at a lower cost that will allow universities to increase their student numbers whilst providing students with the skills they need to flourish in the workplace.

Looking back, we may wonder at a world where students were criss-crossing the world for a year at a time, when the 21st century digital world allows much more flexibility, where young people are now used to social events on Zoom, and where physical visits to a home campus could be shorter and more focused.

The role of Director of Estates will become increasingly important in the years to come and estates departments will play a vital part in delivering the corporate strategy for institutions.

The profile of these estates teams will increase, and hopefully budgets will grow to meet the new requirements.

Universities that can successfully collaborate between estates, student services and IT should thrive in the coming years. His thoughts on the workplace reimagined, pre and post Covid What are your initial thoughts on how Covid has changed the working culture?

Previously, employees were offered some form of choice in regards to flexible working and the technology they could use, but because of Covid it has accelerated this choice, forcing people to become flexible.

Everyone from board level to junior now get to experience flexible working, whether we like it or not. We are still trying to understand how much productivity has been lost because of the economy, or whether productivity has gone down due to working from home — or both.

Some are fortunate enough to have a room dedicated to working, whereas some people share a small space with others and some have children.

Some themes that are becoming clear; The purpose of the office as we know it will continue to change, and rapidly. If anyone is asked to commute to the office, that purpose will no longer be just to get your head down and process work.

Organisations may have to invest in repurposing these offices. It will serve a different purpose than just a place to work; it may be where we go to feel we belong to the organisation and be part of a community.

We will be choosing to physically be together and be more creative. Are people going to use this as an opportunity to cut cost?

Offer more choice? Hopefully, the winners out of this crisis will be people and technology. The concept we are playing with at the moment is the collection of places you can work from.

You can work from home, you can work from the office, you may go to a local co working place or coffee shop — you can work from a third space designated by the company.

So yes hopefully it will be seen as an opportunity to offer more choice. All of that is transitional. So I believe they will limit the risk by limiting the amount of people who go back to work at any one time.

The other side of this is, as an employee, when will you be comfortable to get back on a tube or a train again?

It might take a long time. The choices that individuals make will be different, and I believe employers will have no choice but to work with the needs of the people.

Are your clients taking this as a global strategy, or are they breaking it down according to countries? Are you seeing a blanket plan for how the future of the workplace will look?

Global enterprises and SMEs definitely have different approaches. Every country and culture has taken back control in different ways. People are going back to work in a controlled manner.

Each country is very different. If people had the right equipment they could smoothly transition, for example access to data such in the cloud.

Some companies however were not ready technologically speaking. They had to quickly order laptops, and quickly work out how to go virtual.

Are we going to lose human connection? Definitely not. The more we use technology, the more we will be thirsty to go back to human connection and nature.

If people are struggling with a lack of connection and engagement and find that they are struggling with their mental health, this will go back to the company boards and they will hopefully take action to bring back the balance.

What are Wework doing to keep communities connected? Our portfolios have stayed open across the world unless the governments have shut us down, and we have seen people continuing to use those services where they can.

The mobile community never went away, that has continued to operate. We recently launched a series of webinars where we engaged with our members which has been a success.

Additionally, the sales team reached out to clients on a regular basis to engage. Does the framework exist to move Wework to a digital platform if it needs?

It all depends on how much damage a potential recession will cause to our SMEs. Have they been accommodating? Like everyone else, hopefully they will understand that flexibility is here to stay.

We have been taking each conversation on a building by building basis, to understand what we can do to help each other. People are allowed to roam more, but with masks.

Some shops are open but the children are not back to school yet. The government and scientists are assessing the situation day by day, and they will reassess whether the reopening is the right thing, if there is a risk of a spike.

Realistically, I am not expecting it to be lifted any time soon. Read the paper below. By Matthew Evans With all monumental changes happening at the moment, mental health has been at the forefront of concerns for employers and employees alike.

Massive changes to routine, workload and livelihoods have unsettled the vast majority of people in the UK and across the world. The charity Anxiety UK have experienced an unprecedented rise in callers since the outbreak of coronavirus, due to the uncertainty and worry experience from people all over the UK who face an uncertain future.

But what determines our capability to cope with change? Emotional Resilience is the name given to the ability to cope with stress, bounce back from hardship and deal with change, and is something many people are tapping into.

When you have a good level of self-awareness, are able to rationalise anxious thoughts and understand yourself, you can improve your own performance and response, leading to better coping strategies, allowing to make the most out of a bad situation.

Tough times are inevitable. Emotional resilience is something we are born with and develop throughout our lives, but there are things that you can do to actively improve your bounce-back ability.

Realistic optimism is a common trait in emotionally resilient individuals. They do not remain focused on the negative, tending to disengage rapidly from problems that appear to be unsolvable.

This is what the most resilient people do. When we avoid scary things we become more scared. When you face your fears they become less frightening.

Several approaches to treating anxiety disorders encourage patients to confront the fear and anxiety head on.

Connection with others releases oxytocin which calms your mind and reduces stress. Although we generally think of role models as providing positive examples to admire and emulate, in some cases a particular person may stand out in the opposite way — embodying traits we emphatically do not want to have.

We can think of such a person as a negative role model. The stress of exercise helps us adapt to the stress we will feel when life challenges us.

Resilient people are very often lifelong learners. They keep growing their mind, learning to learn, and adapting to new information about the world.

People who are resilient tend to be flexible — flexible in the way they think about challenges and flexible in the way they react emotionally to stress.

They are not wedded to a specific style of coping. Instead, they shift from one coping strategy to another depending on the circumstances, such as humour.

Taking it further would we have discussed keeping our children indoors? Home schooling? Buying food for elderly neighbours? Keeping our families safe from an invisible killer?

The madness begins… Like many of us, I have not been into an office building or workspace for over 2 months, but there are signs that I might be able to if we do things right in the next few months.

What is safe? However, before flinging the doors open to your offices the first questions to answer are; Who needs to come back first?

Who can work at home a little longer? Who can become a long-term homeworker without affecting their productivity, mental health and of course the operational efficiency of the company?

Identify and engage with your stakeholders from the board, the heads of department and your service partners to come up with the answers.

A word of warning, getting the above answered needs attention right now, which thankfully everyone in my network is well on the way to solving.

Maintaining building integrity might be your sole responsibility, or that of a landlord. A potential melting pot of trouble for your organisation.

We need to rethink our customers journey. Perspex screens over reception desks, tensa barriers, paperless and contactless visitor management systems are a great start but only really scratch the surface and we need to think way beyond these measures.

Should, daytime housekeeping be scaled right back? Should we move our security to more of a remote monitoring model rather than manned guarding?

I say, all good steps in the right direction. Do we need to know the occupancy levels of our buildings and the density hotspots around it? Yes, we do.

Even prior to COVID this was a good way to manage real estate and its usage, in my opinion this will be a given in every office over a particular size within a couple of years.

Many organisations have adopted advanced monitoring over the last few years as the technology has become easier to install and much cheaper, or should I say better value for money.

Indoor Air Quality monitoring may not necessarily be a legal requirement nor may it ever be, but the health and wellbeing of your employees should always be at the top of the priority list.

So, is that it? Sorry, no. Bring the right people together sooner rather than later. I strongly believe it is not okay to rely purely on your service partners and landlords to come up with the answers.

Engaging with your people has to be intuitive as it is for me otherwise your workplace is destined to limp into next year.

About the Author Will Tyler is a workplace consultant who guides organisations through change by skilfully identifying the best solutions for sustainable and progressive operations.

His main focus right now is getting his clients back to work by engaging with key stakeholders to develop strategies and execute urgent plans for new ways of working.

It has been an interesting journey, and here is my perception of it. So unsurprisingly, a thriving construction industry is critical for the economy, hence the government had to keep construction working throughout the initial phase of Lockdown.

It is not just within the hoarding of a construction site that social distancing is restricting construction productivity. The fall in construction productivity due to social distancing restrictions means projects will quite naturally take longer and therefore an increase in their out-turn costs will follow suit.

This in turn raises serious questions of who will pay for the additional cost on a plethora of existing contracts.

More recently it has come to light it shall disrupt not only high-rise buildings, but also Hotels across the land. Also, since the turn of the decade, construction has fought a losing battle with the overrun of programme times and the associated cost plans.

Potentially the drop in production may have a positive impact, with deaths and serious injuries reducing in tandem. They could be construed as the golden opportunity for construction to nurture its relationship with government and thus evolve to be the Golden Child, and lose its reputation as the Whipping Boy for good.

It would be surprising if production output even drew close to pre-epidemic levels, let alone be on an equal footing, for some considerable time.

All because without a suitable vaccine, the restrictions of social distancing noted above, will definitely have a serious and ongoing impact of productivity, which in turn impacts both cost and quality.

The Jury is still out on Safety, but we should expect a negative impact on both Health; the ONS official statistics show construction has a higher rate of coronavirus deaths compared to many other sectors, and Wellbeing due to the high levels of stress and anxiety that will be generated by post pandemic construction on its workforce, and also its management.

Plus, more-over, cannot be solved in a finite period by applying standard techniques. Key traits being the capacity to create an environment that embraces diversity of views, taking advantage of such collective knowledge, plus understanding this is a major change, gradual in process, calling for persistence and a willingness to bear the pressure that will most certainly come with it.

The subtle, but deeply significant change for government, is meeting the challenge with society, not for society. So, just as I said, the challenge is not insurmountable, if we give it time.

About Elvin Box Commencing his multifarious career as a Craft Apprentice, Elvin is now Chair of London Constructing Excellence, an acclaimed Organisational Design Consultant, international Business School Tutor, Facilitator, Speaker and Writer, renowned for his expertise in utilising creativity to enable innovation and business improvement.

An Executive for multi-national construction organisations in the fields of construction, project and program management, plus Information Systems and Business Development, Elvin has worked internationally across a multitude of sectors within private, public and third-sector organisations, working in the field of Organizational Development OD i.

Why do you think an organisation chooses to employ an interim over other alternatives? My experience is that a client chooses an interim because they want unique, cost effective, service tailored to their needs and developed under their direction.

Interims are more flexible-a number of my assignments have been exploratory initially for three months and then extended- usually six months to a year.

With an Interim, clients can also find also find a lot of varied and useful experience in one person, consultancy tends to be more siloed, requiring a further specialist at every deviation of the brief.

What do you think are challenges facing estates and facilities right now? After the dreadful COVID 19 experience, I can imagine the current estates model is going to change, for a start there will be more working from home and conferencing in business.

Clearly both public and private estates will feel the pressure of a lagging economy and will be looking for ways of freeing up assets and perhaps fewer permanent staff and more automation.

Business may be national and more local this means more efficiency and sustainability - focusing on the assets and systems that are critical to your business then getting best value and high performance in servicing them.

Why become an interim and what are the benefits? I wanted to merge my consultancy background and corporate client experience at Director and Senior Executive level, to provide pragmatic business improvement consultancy so I started Innovate Estates Ltd to focus on what creates real value in estates and facilities strategy, procurement and logistics, interim and consultancy.

Most things revolve around these disciplines. I am committed to practice-based education, so this led to the interest in teaching and writing on estates issues.

The great joy of interim management is having the direct contact with clients. Working in so many different environments is a real learning experience.

My philosophy is to make it as easy as possible for a senior executive client to delegate complex issues setting the pace and staying in control.

An interim provides a safe pair of hands, embedded in the organisation offering a genuine consultancy solution with a rational process and outputs a time frame and a cost, while they get on with the pressing day to day business.

What advice do you have for those considering Interim? For me Interim Management is a career, not an option between full time jobs.

You are your own product. You have to be highly flexible, be prepared to start at short notice, from anywhere and with any available information.

The brief will develop in time. Clients choose interims to bring something tried, trusted but also innovative to the organization, so keep your skills relevant and constantly refreshed, analyze trends, and have educated insight.

Contributing to blogs, learning from how other industries manage their assets and work with supply chains helps. As an interim, your clients expect to use your time with them not just to fill a post but bring ideas and solutions from your wealth of experience from having resolved many complex problems in a wide variety of different organisations.

There is no denying that we continue to find ourselves in unchartered waters and with uncertainty remaining amplified across all echelons of society it is inevitable that many establishments will still be deliberating how best to move forward.

Uncertainty can have a multitude of effects on our emotions both inside and outside the workplace but perhaps most notably it can lead to lower levels of creativity and ultimately have a detrimental impact on our capacity to find alternative ways to achieve results.

This is a challenge for leadership teams as their ability to think creatively and to generate newfound solutions will be essential for innovation in the coming weeks and months.

Regardless of how well-equipped establishments were to deal with this new landscape, short or long-term changes will be required, or will certainly need to be accelerated, to achieve a competitive advantage.

Agility will be key for all organisations and how they can project stability whilst not losing sight of the need to remain flexible with the ability to adapt to a more ambiguous world.

Central to this flexibility will be the willingness of leaders and boards to assess their qualities whilst also recognising the gaps in their own expertise and acknowledging any areas in which they might benefit from bringing in outside assistance.

Recent initiatives by Eton College and the Perse School, amongst others, have proven that there has never been a better time to explore synergies across sectors or indeed to bring in external expertise to inject fresh thoughts and ideas.

Whether it is achieved on a temporary, consultative basis or through a sustained permanent strategy, engaging the right mix of people with a diversity of voices, skill sets and experiences across governing bodies and management teams will be vital for the path ahead.

Whatever the lasting impact of Covid might be to our economy and society, in the mid to long term it will undoubtedly be those organisations who not only focus on what they do best but are also brave enough to challenge themselves and ask the bold questions who will navigate their way through this crisis and transition the most effectively.

He has a strong understanding of the nuances of the sector having undertaken the role for so many years. This has proven invaluable when assessing cultural fit with professionals joining from outside education.

How have you adapted the during the pandemic in order to support the students? We have embarked on an enthusiastic well-being and digital engagement programme which we believe to be one of the leaders in the UK.

The programme ranges from fitness classes and one to one wellbeing chats to more adventurous voguing masterclasses and twerk shops in true UAL style.

Most importantly, we have used students to create this content for us which has included; calming Spotify playlists, top indoor hobbies, best free apps, top Netflix films and online cooking classes.

We feel this has definitely reduced the sense of isolation and loneliness for students and maintained a feeling of still being connected to the University.

This element of pastoral support is so essential. Our partners Baxter Storey deserve a mention too and they have been fantastic with the preparation of isolation packs.

When do you anticipate the road to recovery will begin?

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