Expose. Outing bullies and their enablers is essential to eliminating bullying. Corporate bullies use fear of consequence as the main weapon to keeping their victims and enablers silent.
Once bullies are exposed, I recommend an accounting audit
part of my submission requires that if discrepancies are found that all dissmissals done by this group are audited not long now before things see the light of day
Current Telecom participants
Bridgette Dalzell :current head of outsourced customer care at telecom New Zealand whom is Michelle Young's direct report at time of incident
Michelle Young :call centre manager Hamilton call centre, whom is Shaun Hoults direct report at time of incidents
Shaun Hoult: team manager weekend team Sat-Tues Hamilton
Iain Galloway HR representative for in Hamilton
Hannah Sullivan HR representative head office
Sunday, July 17, 2011
Tuesday, July 12, 2011
above/beyond the law
This is all very interesting ...and should you be successful and I wish you the best of luck.
So if fraud and deception and thus subsequent defamation has occurred...which crime is then acted on by the courts, and which requires you to pursue, and which are able to be actioned and how
Is it a liability that is held jointly and severally...I think that it is...
One would need to determine whether the subsequent defamation can then be pursued on both and individual and also separately on a collective basis.
I remain watchful
a question posed by a reader of my blog
i, if successful will persue all avenues available to me they have the impression that they are above/beyond the law
they have little realization of the effect a successful submission from me will have on themselves, on telecom, and on employment law
the famous five or six who invested time and effort in exiting me in doing so broke the law in its simplist form the era has a central question to answer
when the corporation broke the law by commiting fraud how is it they who did the act remain employed while i was made unemployed
Question?
>who had oversight
> the national manager, failed to do job properly
> site manager same failed to do job
>team manager same failed to do job
> HR site advisor same failed to do job
> HR head office advisor same failed to do job
your watchfull me i,m just fucken angry as soon as the submission is answered then i start the next phase
jointly and severally
A designation of liability by which members of a group are either individually or mutually responsible to a party in whose favor a judgment has been awarded.
Joint and several liability is a form of liability that is used in civil cases where two or more people are found liable for damages.
The winning plaintiff in such a case may collect the entire judgment from any one of the parties, or from any and all of the parties in various amounts until the judgment is paid in full. In other words, if any of the defendants do not have enough money or assets to pay an equal share of the award, the other defendants must make up the difference.
Defendants in a civil suit can be held jointly and severally liable only if their concurrent acts brought about the harm to the plaintiff. The acts of the defendants do not have to be simultaneous: they must simply contribute to the same event
well that certainly ticks all the boxes so if telecom dumps them to avoid a payout which they well may ,i will launch after each individuals
Current Telecom participants
Bridgette Dalzell :current head of outsourced customer care at telecom New Zealand whom is Michelle Young's direct report at time of incident
Michelle Young :call centre manager Hamilton call centre, whom is Shaun Hoults direct report at time of incidents
Shaun Hoult: team manager weekend team Sat-Tues Hamilton
Iain Galloway HR representative for in Hamilton
Hannah Sullivan HR representative head office
So if fraud and deception and thus subsequent defamation has occurred...which crime is then acted on by the courts, and which requires you to pursue, and which are able to be actioned and how
Is it a liability that is held jointly and severally...I think that it is...
One would need to determine whether the subsequent defamation can then be pursued on both and individual and also separately on a collective basis.
I remain watchful
a question posed by a reader of my blog
i, if successful will persue all avenues available to me they have the impression that they are above/beyond the law
they have little realization of the effect a successful submission from me will have on themselves, on telecom, and on employment law
the famous five or six who invested time and effort in exiting me in doing so broke the law in its simplist form the era has a central question to answer
when the corporation broke the law by commiting fraud how is it they who did the act remain employed while i was made unemployed
Question?
>who had oversight
> the national manager, failed to do job properly
> site manager same failed to do job
>team manager same failed to do job
> HR site advisor same failed to do job
> HR head office advisor same failed to do job
your watchfull me i,m just fucken angry as soon as the submission is answered then i start the next phase
jointly and severally
A designation of liability by which members of a group are either individually or mutually responsible to a party in whose favor a judgment has been awarded.
Joint and several liability is a form of liability that is used in civil cases where two or more people are found liable for damages.
The winning plaintiff in such a case may collect the entire judgment from any one of the parties, or from any and all of the parties in various amounts until the judgment is paid in full. In other words, if any of the defendants do not have enough money or assets to pay an equal share of the award, the other defendants must make up the difference.
Defendants in a civil suit can be held jointly and severally liable only if their concurrent acts brought about the harm to the plaintiff. The acts of the defendants do not have to be simultaneous: they must simply contribute to the same event
well that certainly ticks all the boxes so if telecom dumps them to avoid a payout which they well may ,i will launch after each individuals
Current Telecom participants
Bridgette Dalzell :current head of outsourced customer care at telecom New Zealand whom is Michelle Young's direct report at time of incident
Michelle Young :call centre manager Hamilton call centre, whom is Shaun Hoults direct report at time of incidents
Shaun Hoult: team manager weekend team Sat-Tues Hamilton
Iain Galloway HR representative for in Hamilton
Hannah Sullivan HR representative head office
Tuesday, July 5, 2011
never
"Never be bullied into silence. Never allow yourself to be made a victim. Accept no-one's definition of your life; define yourself"
Current Telecom participants
Bridgette Dalzell :current head of outsourced customer care at telecom New Zealand whom is Michelle Young's direct report at time of incident
Michelle Young :call centre manager Hamilton call centre, whom is Shaun Hoults direct report at time of incidents
Shaun Hoult: team manager weekend team Sat-Tues Hamilton
Iain Galloway HR representative for in Hamilton
Hannah Sullivan HR representative head office
Current Telecom participants
Bridgette Dalzell :current head of outsourced customer care at telecom New Zealand whom is Michelle Young's direct report at time of incident
Michelle Young :call centre manager Hamilton call centre, whom is Shaun Hoults direct report at time of incidents
Shaun Hoult: team manager weekend team Sat-Tues Hamilton
Iain Galloway HR representative for in Hamilton
Hannah Sullivan HR representative head office
Monday, July 4, 2011
the mouse that roared
Great news
my story is getting out there, have just been in contact with an overseas freelance journalist who has been following my story
He calls me the “the mouse that roared”
Be good title for my book
Yahoooooooooooooooooooooooooooooooooooo!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!11
Current Telecom participants
Bridgette Dalzell :current head of outsourced customer care at telecom New Zealand whom is Michelle Young's direct report at time of incident
Michelle Young :call centre manager Hamilton call centre, whom is Shaun Hoults direct report at time of incidents
Shaun Hoult: team manager weekend team Sat-Tues Hamilton
Iain Galloway HR representative for in Hamilton
Hannah Sullivan HR representative head office
my story is getting out there, have just been in contact with an overseas freelance journalist who has been following my story
He calls me the “the mouse that roared”
Be good title for my book
Yahoooooooooooooooooooooooooooooooooooo!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!11
Current Telecom participants
Bridgette Dalzell :current head of outsourced customer care at telecom New Zealand whom is Michelle Young's direct report at time of incident
Michelle Young :call centre manager Hamilton call centre, whom is Shaun Hoults direct report at time of incidents
Shaun Hoult: team manager weekend team Sat-Tues Hamilton
Iain Galloway HR representative for in Hamilton
Hannah Sullivan HR representative head office
Saturday, July 2, 2011
oh dear
i checked with the E R A re progress on my submission reply "we are still working on it " so what is the point then really .
well if they are still working on it , it means the submission has some substance to it .
so wtf ?
well thats really good news for me
but not so good news for some people who are/were lacking honesty and integrity
bugger the truth is finally about to set me free
aug 20 two year anniversary if im celebrating others wont be
i will await the outcome with enthusiam others will with trepidation
Current Telecom participants
Bridgette Dalzell :current head of outsourced customer care at telecom New Zealand whom is Michelle Young's direct report at time of incident
Michelle Young :call centre manager Hamilton call centre, whom is Shaun Hoults direct report at time of incidents
Shaun Hoult: team manager weekend team Sat-Tues Hamilton
Iain Galloway HR representative for in Hamilton
Hannah Sullivan HR representative head office
well if they are still working on it , it means the submission has some substance to it .
so wtf ?
well thats really good news for me
but not so good news for some people who are/were lacking honesty and integrity
bugger the truth is finally about to set me free
aug 20 two year anniversary if im celebrating others wont be
i will await the outcome with enthusiam others will with trepidation
Current Telecom participants
Bridgette Dalzell :current head of outsourced customer care at telecom New Zealand whom is Michelle Young's direct report at time of incident
Michelle Young :call centre manager Hamilton call centre, whom is Shaun Hoults direct report at time of incidents
Shaun Hoult: team manager weekend team Sat-Tues Hamilton
Iain Galloway HR representative for in Hamilton
Hannah Sullivan HR representative head office
Saturday, June 18, 2011
why i was micro managed you think
It seems performance regimes are being misused in order to bypass age discrimination laws and to put the ‘oldies’ out to pasture.
Under the Human Rights Act 1993, it is unlawful to discriminate on the basis of age. The Employment Relations Act 2000 also prohibits age discrimination in relation to employment, by specifying certain types of conduct that will be discriminatory if done on the grounds of age, such as dismissal, detrimental treatment and refusal to provide the same terms / conditions of employment as other employees.
But despite this legislation, age discrimination is quickly becoming the most common form of discrimination and the decision of McAlister v Air New Zealand Ltd 2009 is just one of many cases to illustrate this. In what has been labelled a “landmark age discrimination decision” (NZ Herald, 28 July 2009), the Supreme Court found Air New Zealand had discriminated against Mr McAlister on the grounds of age, when they told the 60 year old he was too old to be a pilot-in-command. Air New Zealand is now facing a multimillion-dollar law suit for unlawfully demoting eight former captains when they turned 60; the case is currently awaiting trial.
In New Zealand, compulsory retirement is direct age discrimination and is therefore also unlawful. It has been said that “the absence of a compulsory retirement age leaves employers with a quandary” and “employers are left in a position where they have no option but to actively performance-manage employees” (Business Day, 29 March 2011). The author of this article tends to be suggesting that staff who are ‘past their used-by date’ should be performance-managed out in order to “attract young people” who will apparently “innovate and evolve the business”. Performance regimes should not be misused in order to rid of older employees; employers must manage performance concerns for older staff in the same way as they do for all other employees.
A decline in performance is not necessarily an age-related issue – there may be many reasons for an employee’s performance to drop, at any age, for example, the tools for performing their job may have changed without sufficient training or there may be external factors which are affecting performance. In the March 2011 article, the author states that “inevitably, most of us slow down, and become less adaptable to new situations and technology”. It is important to note that one of the requirements of managing performance is to provide assistant to help the employee improve – and this may be in the form of ‘technology training’. It is also important to note that the cost of re-training an employee will also be substantially lower than that of a retirement package.
The assumptions behind age discrimination are largely false – older worker are not less adaptable. In fact, older workers have a lot to offer: they show more dedication to the workplace, by providing longer and more reliable service to their employees; have less time off; tend to be more accurate and make better decisions in the first instance; have fewer accidents; and often possess rare and complex intellectual capital. Sure, human brains slow down as we age, but they also amass experience and wisdom.
Age discrimination is unlawful and therefore it is discriminatory to performance-manage an employee out merely because they reach a certain age. As George Curtis, an American writer, once said, “age is a matter of feeling, not of years” – an adage that all people should adhere too.
Current Telecom participants
Bridgette Dalzell :current head of outsourced customer care at telecom New Zealand whom is Michelle Young's direct report at time of incident
Michelle Young :call centre manager Hamilton call centre, whom is Shaun Hoults direct report at time of incidents
Shaun Hoult: team manager weekend team Sat-Tues Hamilton
Iain Galloway HR representative for in Hamilton
Hannah Sullivan HR representative head office
Under the Human Rights Act 1993, it is unlawful to discriminate on the basis of age. The Employment Relations Act 2000 also prohibits age discrimination in relation to employment, by specifying certain types of conduct that will be discriminatory if done on the grounds of age, such as dismissal, detrimental treatment and refusal to provide the same terms / conditions of employment as other employees.
But despite this legislation, age discrimination is quickly becoming the most common form of discrimination and the decision of McAlister v Air New Zealand Ltd 2009 is just one of many cases to illustrate this. In what has been labelled a “landmark age discrimination decision” (NZ Herald, 28 July 2009), the Supreme Court found Air New Zealand had discriminated against Mr McAlister on the grounds of age, when they told the 60 year old he was too old to be a pilot-in-command. Air New Zealand is now facing a multimillion-dollar law suit for unlawfully demoting eight former captains when they turned 60; the case is currently awaiting trial.
In New Zealand, compulsory retirement is direct age discrimination and is therefore also unlawful. It has been said that “the absence of a compulsory retirement age leaves employers with a quandary” and “employers are left in a position where they have no option but to actively performance-manage employees” (Business Day, 29 March 2011). The author of this article tends to be suggesting that staff who are ‘past their used-by date’ should be performance-managed out in order to “attract young people” who will apparently “innovate and evolve the business”. Performance regimes should not be misused in order to rid of older employees; employers must manage performance concerns for older staff in the same way as they do for all other employees.
A decline in performance is not necessarily an age-related issue – there may be many reasons for an employee’s performance to drop, at any age, for example, the tools for performing their job may have changed without sufficient training or there may be external factors which are affecting performance. In the March 2011 article, the author states that “inevitably, most of us slow down, and become less adaptable to new situations and technology”. It is important to note that one of the requirements of managing performance is to provide assistant to help the employee improve – and this may be in the form of ‘technology training’. It is also important to note that the cost of re-training an employee will also be substantially lower than that of a retirement package.
The assumptions behind age discrimination are largely false – older worker are not less adaptable. In fact, older workers have a lot to offer: they show more dedication to the workplace, by providing longer and more reliable service to their employees; have less time off; tend to be more accurate and make better decisions in the first instance; have fewer accidents; and often possess rare and complex intellectual capital. Sure, human brains slow down as we age, but they also amass experience and wisdom.
Age discrimination is unlawful and therefore it is discriminatory to performance-manage an employee out merely because they reach a certain age. As George Curtis, an American writer, once said, “age is a matter of feeling, not of years” – an adage that all people should adhere too.
Current Telecom participants
Bridgette Dalzell :current head of outsourced customer care at telecom New Zealand whom is Michelle Young's direct report at time of incident
Michelle Young :call centre manager Hamilton call centre, whom is Shaun Hoults direct report at time of incidents
Shaun Hoult: team manager weekend team Sat-Tues Hamilton
Iain Galloway HR representative for in Hamilton
Hannah Sullivan HR representative head office
Thursday, June 9, 2011
Our lives begin to end
"Our lives begin to end the day we become silent about things that matter." - Martin Luther King
Current Telecom participants
Bridgette Dalzell :current head of outsourced customer care at telecom New Zealand whom is Michelle Young's direct report at time of incident
Michelle Young :call centre manager Hamilton call centre, whom is Shaun Hoults direct report at time of incidents
Shaun Hoult: team manager weekend team Sat-Tues Hamilton
Iain Galloway HR representative for in Hamilton
Hannah Sullivan HR representative head office
Current Telecom participants
Bridgette Dalzell :current head of outsourced customer care at telecom New Zealand whom is Michelle Young's direct report at time of incident
Michelle Young :call centre manager Hamilton call centre, whom is Shaun Hoults direct report at time of incidents
Shaun Hoult: team manager weekend team Sat-Tues Hamilton
Iain Galloway HR representative for in Hamilton
Hannah Sullivan HR representative head office
Subscribe to:
Posts (Atom)