员工培训与开发
员工开发与员工培训

激励与考核
建立激励和考核机制, 鼓励员工积极参与培训
和自我发展。
结合的实践案例和效果分析
01
案例一
某公司通过为员工提供职业发展规划和内部培训课程,提高了员工的综
合素质和专业技能,同时也增强了员工的归属感和忠诚度。
02 03
案例二
某跨国公司实施了基于绩效的培训体系,根据员工的绩效表现和职业发 展规划,为员工提供个性化的培训和发展计划,有效提高了员工的绩效 水平和工作满意度。
和掌握工作技能。
网络培训法
利用互联网和数字化技术进行 远程培训,方便快捷,可随时
随地学习。
03 员工开发与员工培训的结 合
员工开发与员工培训的联系
员工开发与员工培训相互补充
01
员工开发注重个人潜力和长期发展,而员工培训关注短期技能
提升和知识传授。
共同目标
02
都是为了提高员工的综合素质和能力,促进个人和组织的发展。
效果分析
结合实践案例可以看出,将员工开发与员工培训结合可以带来多方面的 积极影响,包括提高员工综合素质、增强组织竞争力、降低人才流失率 等。
04 企业如何实施有效的员工 开发与培训
制定有效的培训计划
明确培训目标
在制定培训计划时,企业应首先明确员工培训的目标,包括提高员 工技能、改善工作态度、培养领导力等。
员工开发与员工培训
目录
• 员工开发 • 员工培训 • 员工开发与员工培训的结合 • 企业如何实施有效的员工开发与培训 • 员工开发与培训的未来发展趋势
01 员工开发
员工开发的定义
01
员工开发是指通过一系列的培训 、教育、指导和辅导等措施,提 升员工的技能、知识和能力,以 促进员工的个人和职业发展。
员工培训与开发

战略
重点
达成途径
关键点
培训内容
集中 战略
增加市场份 额
降低运作成 本
建立和维护 市场地位
内部 成长 战略
市场开发 产品开发 创新 合资
改善产品质量
提高生产率或技术流程 创新 产品和服务的客户化
技能的先进 性
现有劳动力 队伍的开发
现有产品的营销或增加 分销渠道 全球市场扩展 修正现有产品 创造新产品或不同产品 通过合资进行扩张
二 任务分析
任务分析的目的是确定培训与开发的内容,即要想 让员工达到令人满意的工作绩效所必须掌握的东西。 工作分析需要做的工作包括以下方面内容:
① 系统地收集反映工作特性的数据; ② 以所收集的数据为依据,制定每个岗位的工作标
准; ③ 明确怎样才能达到nowledge 知识、
六 网络培训 e-training
通过互联网来传递、通过浏览器来展示培训内容的一种培 训方法。从低到高层次是:培训者和受训者之间沟通; 在线学习;测试评价;计算机辅助培训;声音、自动控 制以及图像等多媒体培训;受训者与网上其他资源相结 合进行培训传递,知识共享。
优点 --突破传统面对面模式,打破了时间空间限制,同时,也 为企业节省了一大笔开支;可为其他培训方式提供支持; 信息量大,传递新知识新观念优势明显。
精简规模 转向 剥离 清算
降低成本 缩小资产规模 重新确定目标 出售所有资产
关键点 一体化 人员富余 重组
效率
培训内容
双方培训系统一 体化 兼并后企业中的 各种办事方法和程 序 团队培训
领导能力培训 人际沟通培训 重新求职帮助 工作搜寻技巧培 训 跨职能培训 压力管理培训
组织绩效
组织分析的一个重要源泉是组织绩效的各 种运行标准。对人力资源数据进行连续、 详细分析,能找出培训的薄弱环节,进而提 炼出现实的培训需求。
企业员工培训与开发操作手册

企业员工培训与开发操作手册第1章培训与开发概述 (4)1.1 培训与开发的意义 (4)1.2 培训与开发的目标 (5)1.3 培训与开发的流程 (5)第2章培训需求分析 (5)2.1 需求分析的方法 (5)2.1.1 访谈法 (6)2.1.2 问卷调查法 (6)2.1.3 观察法 (6)2.1.4 数据分析法 (6)2.1.5 竞争对手分析 (6)2.2 需求分析的步骤 (6)2.2.1 确定分析目标 (6)2.2.2 收集信息 (6)2.2.3 分析信息 (6)2.2.4 确定培训需求 (6)2.2.5 制定培训计划 (6)2.3 需求分析报告撰写 (7)2.3.1 报告封面 (7)2.3.2 目录 (7)2.3.3 背景介绍 (7)2.3.4 分析方法 (7)2.3.5 分析结果 (7)2.3.6 培训建议 (7)2.3.7 附录 (7)2.3.8 报告撰写人及日期 (7)第3章培训计划制定 (7)3.1 培训计划的要素 (7)3.1.1 培训目标 (7)3.1.2 培训对象 (7)3.1.3 培训内容 (7)3.1.4 培训方式 (8)3.1.5 培训时间 (8)3.1.6 培训师资 (8)3.1.7 培训评估 (8)3.1.8 培训预算 (8)3.2 培训计划的制定流程 (8)3.2.1 分析培训需求 (8)3.2.2 确定培训目标 (8)3.2.3 制定培训方案 (8)3.2.4 审核培训方案 (8)3.2.5 发布培训计划 (8)3.3 培训计划的实施与调整 (8)3.3.1 培训计划的实施 (9)3.3.2 培训计划的监督与检查 (9)3.3.3 培训计划的调整 (9)3.3.4 培训计划的持续改进 (9)第4章培训课程设计 (9)4.1 课程设计的原则 (9)4.1.1 目标导向原则:课程设计应以企业战略目标和员工培训需求为导向,保证培训内容与实际工作紧密结合。
(9)4.1.2 系统性原则:课程设计应全面、系统,涵盖员工所需的知识、技能、态度等多方面内容,形成完整的培训体系。
员工培训与开发(完整版)课件

评估课程效果并进行改进
制定评估标准
根据培训目标和课程内容,制定科学 的评估标准,包括知识掌握程度、技 能提升水平、态度改变等。
收集反馈意见
通过问卷调查、访谈、观察等方式, 收集员工对课程的反馈意见,了解课 程效果。
分析评估结果
制定个性化职业发展规划
根据员工的职业兴趣、目标和能力, 为其制定个性化的职业发展规划。
规划应包含短期、中期和长期目标,以 及实现目标所需的培训、轮岗、晋升等 路径和计划。
提供职业辅导和支持服务
为员工提供职业辅导,包括职业规划、职业发展建议、职业心 理咨询等。
设立职业发展支持服务,如定期的职业发展评估、职业导师制 度等,帮助员工在职业发展过程中不断调整和进步。
培训时间安排
03
根据员工的工作时间和培训课程的难易程度,合理安排培训时
间,确保员工能够充分学习和掌握培训内容。
选择合适培训方法
传统面授培训
适用于理论性较强、需要系统讲 解的培训内容,如专业知识、理
论课程等。
在线学习培训
适用于自主学习、灵活性强的培 训内容,如技能培训、知识更新 等。
工作实践培训
适用于需要在实际工作中学习和 掌握的技能和知识,如操作流程、 工作规范等。
07 总结与展望
回顾本次项目成果和收获
成果 完成了员工培训与开发课程的整体设计和开发。
制定了详细的培训计划和课程大纲。
回顾本次项目成果和收获
开发了多媒体教学资源,包括PPT、视频、案例等。 实施了培训课程,并对员工进行了考核和评估。
回顾本次项目成果和收获
收获 增强了员工的团队协作和沟通能力。
员工培训与开发

《员工培训管理》第一章培训与开发导论第一节培训与开发的概述一、培训与开发的概念、特点和区别(一)基本概念培训与开发是指组织为了使员工获得或改进与工作有关的知识、技能、动机、态度和行为,以利于提高员工的绩效以及员工对企业目标的贡献,组织所作的有计划的、系统的各种努力。
培训是指组织实施的、有计划、连续的系统学习行为或过程,其目的是通过使员工的知识、技能、态度,乃至行为发生定向改进,从而确保员工能够按照预期的标准或水平完成所承担或将要承担的工作任务。
人力资源开发是指由组织设计的,旨在给其成员提供学习必要技能的机会,以满足组织当前或未来工作需要的一系列系统性和规划性的活动。
(二)基本特点1.培训的本质是学习。
2.培训的主要目的是提高员工的绩效和有利于实现企业的目标。
3.培训的直接任务是获得或改进与工作有关的知识、技能、动机、态度和行为。
4.培训主要包括有计划的、有系统的各种努力。
(三)共性与区别1.共性(1)人员培训与开发都是一种学习的过程。
(2)人员培训与开发都是由组织来规划的。
(3)培训与开发的最终目的是通过把培训内容与所期望的工作联系起来,从而促成个人与组织的双赢。
2.区别二、人力资源培训与开发经历的主要阶段(一)早期的学徒培训一对一的师傅带徒弟模式(二)早期的职业教育◆1809年,纽约城,第一所私人职业学校◆1917年,史密斯-休斯法案(三)工厂学校的出现新机器和新技术的广泛应用,培训需求大幅度增加1872年,厚和公司:要求工人短期内掌握完成特定工作所需要的技术福特公司对生产线工人的培训工作指导培训(JIT):演示、讲解、操作、检验(四)培训职业的创建与专业培训师的产生二战与行业内部培训服务机构(TWI)的产生1942年,美国培训指导协会(ASTD)成立(五)人力资源开发领域的蓬勃发展◆20世纪60-70年代–培训辅导和咨询–知识和技术人际交往功能、问题解决◆20世纪80年代以来–组织变革、战略人力资源开发–三、员工培训与开发的重要意义(一)重要性1、适应环境的变化2、满足市场竞争的需要3、满足员工自身发展的需要4、提高企业的效益(二)影响员工培训的因素1、外部因素(1)政府(2)政策法规(3)经济发展水平(4)科学技术发展水平(5)工会(6)劳动力市场2、内部因素(1)企业的前景与战略(2)企业的发展阶段(3)企业的行业特点(4)员工的素质水平(5)管理人员的发展水平(三)员工培训与开发中的误区1、培训没有用 6、没有足够的时间2、有经验的员工不需要培训 7、员工不合作,甚至抵制3、只对员工培训就可以了 8、没有优秀的培训资料4、培训不合算 9、没有合格的培训教师5、培训很容易 10、我们不知道该如何培训培训误区的实质◆观念障碍(不为)中外企业的本质差别:外企认为受教育培训既是员工的义务,也是员工的权利,更是企业生存发展所必须开展的人才培养、储备工作。
人力资源管理之人员培训与开发5篇

人力资源管理之人员培训与开发5篇第一篇:人力资源管理之人员培训与开发人力资源管理之人员培训与开发摘要:培训与开发是现代组织人力资源管理的重要组成部分。
组织发展最基本,也是最核心的制约因素就是人力资源。
适应外部环境变化的能力是组织具有生命力与否的重要标志。
要增强组织的应变能力,关键是不断地提高人员的素质,不断地培训、开发人力资源,现代组织的管理注重人力资源的合理使用和培养,代表着一种现代管理哲学观的用人原则:开发潜能,终身培养,适度使用。
组织通过培训与开发的手段,掌握用人的原则,推动组织的发展。
与此同时,帮助每一位组织成员很好地完成各自的职业发展道路。
因此,培训与开发带来了组织与个人的共同发展。
关键词:人力资源管理培训培训形式与方法开发开发的原则正文:员工培训是指一定组织为开展业务及培育人才的需要,采用各种方式对员工进行有目的、有计划的培养和练习的治理活动,其目标是使员工不断的更新知识,开拓技能,改进员工的动机、态度和行为,是企业适应新的要求,更好的胜任现职工作或担负更高级别的职务,从而促进组织效率的进步和组织目标的实现。
一、员工培训的分类员工培训按培训形式来分,可以分两种:公然课和企业内训。
1、公然课引的形式:是让员工到企业外面参与一些相关的讲师开办的公然培训课程。
2、企业内训的形式:是企业邀请相关讲师到企业进行调研,针对性的对企业员工进行培训,这是全面的内部培训,一般不对外公然。
3、员工培训按内容来划分,可以分出两种:员工技能培训和员工素质培训。
二、员工培训的8种形式1、讲授法属于传统的培训方式,优点是运用起来方便,便于培训者控制整个过程。
缺点是单向信息传递,反馈效果差。
常被用于一些理念性知识的培训。
2、视听技术法通过现代视听技术(如投影仪、DVD、录像机等工具),对员工进行培训。
优点是运用视觉与听觉的感知方式,直观鲜明。
它多用于企业概况、传授技能等培训内容,也可用于概念性知识的培训。
3、讨论法按照用度与操纵的复杂程序又可分成一般小组讨论与研讨会两种方式。
第六章_员工培训与开发

第六章员工培训与开发第一节员工培训与开发概述一、什么是员工培训与开发:企业员工的培训与开发是指企业为了使员工获得或改进与工作有关的知识、技能、态度与行为,以利于提高员工的绩效以及员工对企业目标的贡献,企业所作的有计划的、有系统的各种努力。
培训的特点:1、员工培训为实现组织目标服务。
2、员工培训与开发活动是员工职业发展的推动器。
3、培训是一种管理工具。
4、员工培训与开发是一种重要的投资方式。
企业参与培训与开发的角色主要有以下四种:最高领导层、人力资源部、职能部门和员工。
见书。
培训与开发的作用模型:员工的绩效由员工的行为引起,而员工的行为又是由员工的动机引起的,而员工的动机主要由知识、技能、态度决定,其中主要以建立正确的态度为突破口。
见书。
二、员工培训与开发的重要意义:20世纪90年代,美国摩托罗拉公司每年在员工培训上的耗费已经达到1.2亿美元,占公司销售总额的3.6%。
培训的意义:1、培训能培养和增强员工对企业的认同感。
2、提高企业的效益。
3、满足员工自身发展的需要。
4、培训是极其有效的促进观念转变的方法。
5、培训具有激励作用。
6、防止管理人员现有的知识老化过时。
影响员工培训的因素主要有两大类:外部因素和内部因素。
外部因素主要有:政府、政策法规、经济发展水平、科学技术发展水平、工会、劳动力市场。
内部因素主要有:企业的前景与战略、企业的发展阶段、企业的行为特点、员工的素质水平、管理人员的发展水平。
三、培训对象:一般而言,组织内有三种人员需要培训:第一种人是可以改进目前工作的人。
培训的目的是使他们更熟悉自己的工作和技术,以提高工作效率;第二种人是有能力,组织要求他们掌握另一种技术,以便在培训后,安排他们到更重要、更复杂的工作岗位上;第三种人是有潜力的,组织期望他们掌握各种管理知识和技能,或更高级的技术,目的是使他们进入更重要或更高级的管理层次。
这些培训属于提高性培训。
还有一种普遍性培训,当组织面临一种新任务、一种新局面,需要有些员工普遍掌握某种新的业务、新的技能,这就需要涉及此项任务技能的员工都参加培训。
员工培训与开发管理制度

员工培训与开发管理制度一、背景和目的:为提升企业竞争力,增强员工专业素养,提高员工绩效和工作满意度,本公司制定了员工培训与开发管理制度。
二、培训与开发目标:1.提升员工专业技能和知识水平;2.激发员工潜能,提高员工工作热情和积极性;3.加强员工团队合作和协作能力;4.培养和发展员工领导才能。
三、培训与开发计划:1.每年制定详细的培训计划,包括培训内容、形式和时间等;2.培训内容分为行业知识、岗位技能、管理技能、综合素质等方面;3.通过内部培训、外部培训和在线培训等方式进行;4.根据员工工作需求和发展需求定制个性化培训计划。
四、培训与开发方式:1.内训:由内部专家组织进行,主要包括知识讲座、技能培训、案例分析等;2.外训:委托专业培训机构开展,包括行业研讨会、公开课、研修班等;3.在线培训:利用在线学习平台进行,包括网络课程、视频教学、在线论坛等;4.岗位轮岗:通过员工轮岗,提升员工岗位技能和全面素质。
五、培训与开发管理:1.制定培训预算和培训费用报销制度;2.定期评估培训效果,收集员工培训需求;3.建立员工培训档案,记录员工培训成绩和参加情况;4.设立培训评价机制,通过员工反馈和上级评价来评估培训质量;5.根据培训评价结果进行改进和调整。
六、培训与开发措施:1.建立员工培训需求调查机制,定期了解员工培训需求;2.对优秀员工进行个别培训和辅导,促进其个人成长;3.建立导师制度,为新员工提供指导和培训;4.鼓励员工参加行业协会及相关讲座、会议等外部培训活动;5.举办内部讲座、座谈会等活动,促进员工之间的知识分享和交流。
七、培训与开发记录与考核:1.记录员工参加培训和开发项目的情况;2.培训和开发成果纳入员工绩效考核体系;3.建立员工培训证书制度,鼓励员工积极参与培训;4.通过绩效考核结果,对参加培训效果好的员工进行奖励和晋升。
八、培训与开发结果评估:1.定期评估员工培训和开发的成果、效果和效益;2.评估结果纳入公司绩效评估指标体系;3.根据评估结果对培训和开发计划进行持续改进和优化。
- 1、下载文档前请自行甄别文档内容的完整性,平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益,请联系客服反馈,我们会尽快为您处理(人工客服工作时间:9:00-18:30)。
Am I protected against unfair dismissal.docAm I protected against unfair dismissal?Employees have the right not to be unfairly dismissed. In most circumstances you must have at least one year's continuous service before you can make a complaint to an employment tribunal. However, there is no length of service requirement in relation to 'automatically unfair grounds'. Also, the requirement is reduced to one month if you claim to have been dismissed on medical grounds as a consequence of certain health and safety requirements that should have led to suspension with pay rather than to dismissal.A complaint of unfair dismissal must be received by an employment tribunal within three months of the effective date of termination of the employment (usually the date of leaving the job) unless the tribunal considers this was not reasonably practicable. Time limits may also be extended where statutory procedures apply- subject to certain conditions.If both you and your employer agree, instead of going to an employment tribunal, the case may be heard by an arbitrator under the Acas Arbitration Scheme. If a tribunal establishes that a dismissal has taken place it is normally for your employer to show that it was for a fair reason and that they have, as a minimum, followed the statutory disciplinary procedures. In such cases the tribunal must then decide whether, in the circumstances, your employer acted reasonably in treating that reason as sufficient for dismissal.BBC newsreader loses claim for unfair dismissalPress Association, Friday 17 October 2003 02.47 BSTArticle historyThe veteran BBC newsreader Laurie Mayer lost a claim for unfair dismissal yesterday despite an employment tribunal upholding his complaint about a "culture of bullying" in one of the broadcaster's newsrooms.The 57-year-old presenter brought a case under whistleblowing legislation alleging that he had suffered detrimental treatment after highlighting problems in the newsroom in Tunbridge Wells, Kent.A reserved judgment made public yesterday set out the unanimous decision of the tribunal that he had "not been subjected to any detriment" and his claim for unfair dismissal was thus rejected.The former presenter of BBC South East Today told a tribunal in Ashford last month that he had paid a "personal price" for raising concerns about the treatment of journalists in the studio.Mayer said he complained to a senior manager about the "atmosphere of intimidation". His complaints culminated in a confrontation in June last year when he stormed out of the studio just before he was due to go on air.The tribunal's ruling stated: "This has been a sad case involving a much-respected broadcaster who went out on a limb to try to protect his colleagues from bullying and harassment. As a result, he found himself without a job... One of the more disturbing aspects of this case has been the way the BBC has sought, retrospectively, to blacken his name."Hospital chief awarded ?200k for unfair dismissalTash Shifrin, Wednesday 25 June 2003 12.27 BSTArticle historyA former hospital chief executive has been awarded more than ?200,000 by an employment tribunal for unfair dismissal and disability discrimination.In what is believed to be a first, Barbara Harris was awarded ?218,439 in a case against Royal United hospital Bath trust.Ms Harris was chief executive of the Somerset trust from 1993 until June 2001, when she was seconded as director of the NHS Leadership Centre - a scheme that aims to nurture senior mangers' careers and gives advice on appointing the most talented candidates.She stood down from the leadership centre post in December 2001, after a commission for health improvement report criticised the management style at Royal United. In May 2002, reviews of finances and waiting list data reported that there was evidence of waiting list manipulation at the trust and a projected financial deficit of ?17m.The trust, which remained Ms Harris's employer, terminated her contract on August 22 2002.The tribunal's chairman ruled that Ms Harris had been "sacrificed for the greater good of the organisation" and that the trust had treated her "with arrogance and contempt for her basic rights as an employee".The tribunal agreed that Ms Harris had been subjected to "an astonishing catalogue of unfairness" and had "no opportunity to prepare or present a case".The trust's allegations of serious neglect in relation to misreporting waiting list numbers were rejected by the tribunal.Ms Harris said: "I am glad that the unfairness and discrimination I have endured is now public and that, at the hearing, the trust finally acknowledged that they did not pursue allegations of personal misconduct against me."That an NHS trust showed no compassion and no regard for justice in this matter is not only ironic but is also a matter for public concern. I hope that lessons will be learned by the trust from this decision and that in future others will not be made a scapegoat for a trust's problems, as I was."Ms Harris's award for unfair dismissal and disability discrimination, relating to depression, included ?6,124.27 for personal injury and a ?7,811.92 award against the trust for aggravated damages.The trust's chairman, Mike Roy, said he accepted the tribunal's finding that the trust had not fully followed the appropriate disciplinary procedures.The trust would review the full findings and "seek to learn any lessons that may be apparent", he said.Management of the zero-starred trust was set to be contracted out under the government's policy of "franchising" the management of failing trusts. But theprocess was abandoned in May, when Avon, Gloucestershire and Wiltshire health authority, which is struggling to tackle a financial crisis across the Avon area, decided to take "a much more direct role" in running Royal United.Royle to sue for unfair dismissalDigg itDaniel Taylor, Wednesday 3 October 2001 02.38 BSTArticle historyJoe Royle's acrimonious departure from Manchester City is likely to culminate in the High Court after he issued a writ against his former employers claiming unfair dismissal and that he is owed another ?500,000 in severance pay.Royle was given a ?200,000 pay-off after being sacked in the wake of City's relegation to the First Division last season. However, the 52-year-old has employed a Manchester firm of solicitors to contest his case that it should have been around ?700,000. In papers lodged with the High Court Royle states he was dismissed without fair ground, namely that City were in a stronger position than when he took over and that he was not properly compensated."Being sacked by City and the manner of my dismissal was the worst experience of my career," he said. "The issues at stake are the level of settlement and unfair dismissal. But the matter is now in the hands of my solicitors and that is all I can say."Royle was only 12 months into a four-year contract after guiding City to the Premiership in successive seasons. His wages varied significantly depending on which division the club were in.Even though City's relegation had already been confirmed, he is claiming that at the time he was sacked he was still technically a Premiership manager. It is understood the club calculated his pay-off as though he were earning First Division wages - taking a 65% pay cut.David Bernstein, the City chairman, declined to comment, other than to say "clearly the club will strongly defend this unnecessary action".The Aston Villa striker Dion Dublin's red card for an incident in the match against Southampton last month has been rescinded by the Football Association.The Villa manager John Gregory had accused the Southampton defender Taher el Khalej of cheating to get Dublin sent off when the clubs met at St Mary's on September 24. Spurs' manager Glenn Hoddle says the club's record signing Sergei Rebrov is going nowhere despite speculation linking him with a move to Italy.Hoddle has reaffirmed his belief that the Ukrainian striker has a major role to play at the club even though he is reportedly being trailed by Lazio and AC Milan. Rebrov, an ?11msigning a year ago, has yet to start a Premiership match this season and is rumoured to be unhappy but Hoddle has insisted there is no problem.A move to Italy is unlikely at this stage as the transfer window has closed until the end of the year."I am sure Sergei will be playing a big part in this club and I have told him that," said Hoddle. "It is a long, hard season and I have had a chat with Sergei. I am sure he is going to contribute to this club in a big way."Spurs, meanwhile, have been given permission to redevelop their East Stand but have not ruled out the possibility of leaving White Hart Lane.Haringey Council have approved plans for a new three-tier structure which will increase the stadium capacity to 44,000 from 36,238.However, the club insist that, before they commit to what would be a major investment, they are looking to the local authority to improve the club's environment, otherwise they will continue with their search for alternative locations.· You've read the piece, now have your say. Email your comments, as sharp or as stupid as you like, to the football.editor@'Rabbi row' cook wins claim for unfair dismissal, Friday 26 July 2002 01.57 BSTArticle historyA cook who was sacked by a caterers after allegedly throwing food over a rabbi duringa Jewish wedding, won his claim for unfair dismissal at an employment tribunal yesterday.Abad Amash, 36, an Arab Israeli, from Golders Green, north London, had worked at the ultra Orthodox Jewish Reich's Caterers in Golders Green for 10 years, the tribunal heard. He worked up to 100 hours a week for ?250 preparing food for bar mitzvahs and other Jewish festivals.But he lost his job after allegedly stealing and drinking a bottle of whisky and throwing a tray of food over a rabbi during a wedding.Nachman Reich, owner of the caterers, told the tribunal in central London that Mr Amash would steal from work and was constantly drunk.He said he employed Mr Amash as a casual working one or two days a week and had warned him "hundreds of times" about his conduct. He also alleged Mr Amash "smothered" a rabbi in food after a row during a Jewish wedding.But Mr Amash, speaking through an Arabic interpreter, denied throwing the tray of food or drinking at work or stealing. He said he only had a verbal disagreement with the rabbi.He claimed unfair dismissal after being sacked on March 24 and claimed deductions were unfairly made from his wages and that he should have been entitled to holiday and sick pay.Nicola Walker, chairwoman of the tribunal panel, ruled that Mr Amash clearly was a full-time employee and entitled to holiday and sick pay. She also ruled he had been unfairly dismissed.She said: "There were considerable inconsistencies in Mr Reich's evidence. If this employee was so outrageous as Mr Reich alleges, then why did he get regular employment?" Mrs Walker ordered Mr Amash to be paid ?250 wages which had been deducted from his pay.A separate hearing on September 4 will decide how much holiday and sickness pay he is entitled to. It is believed to be around ?2,500.Press Association'I want to sue for unfair dismissal'Each week we advise on readers' problemsNeasa MacErleanThe Observer Sunday 12 September 1999Article historyQ: I have just been sacked by my boss after 10 years of working for him as a hairdresser. I want to sue for unfair dismissal and think I will stand a good chance.I have been told that as I was paid cash-in-hand, the company didn't pay any tax to the Revenue, and this could cause me problems. Is this true?A: It sounds as though your boss has been running your employment contract illegally - by failing to meet its PAYE obligations.This may prevent you from relying on your statutory rights (such as bringing an unfair dismissal case), but only if you knew about the illegality or participated in it. In a similar case, the Employment Appeal Tribunal said that the test was whether the employee actually knew of the employer's deception, not merely whether he or she should have known.So your ability to bring your unfair dismissal claim will depend mainly on whether you knew (from your year-end P60 form, for instance) that your boss was not paying any income tax to the Inland Revenue. If you genuinely thought he was paying tax - and the Tribunal believes you - you should be all right.Incidentally, if you think you may have been sacked because of your sex, you may still be able to bring a sex discrimination claim, even if you knew of the tax fraud. Source of legal advice: 'Employment Case Law: the Impact on HR Managers', a practical casebook written by Lewis Silkin, and published by Gee. Copies available on 0171 393 7666.ABC News defends itself against unfair dismissal claimClaire Cozens, Monday 26 September 2005 18.03 BSTArticle historyABC News' demand for foreign news increased dramatically in the wake of the September 2001 terrorist attacks, the head of the US broadcaster's London bureau said today.Speaking on the second day of an unfair dismissal case brought by former ABC News correspondent Richard Gizbert, Marcus Wilford said the demands on his team had increased following the attacks.The ABC News' executive said it had become clear in 2002 that Mr Gizbert was no longer interested in covering this kind of story and was happier covering what he described as "feature stories", which Mr Wilford said had become "anachronistic".The tribunal heard that the London bureau acted as a central hub for ABC News' increased coverage of the Middle East with correspondents being sent to Iraq and Afghanistan, sometimes for long periods of time."Since 9/11 there has been much greater demand in the US for in-depth reporting of foreign news ... this has increased the pressure on the resources available to me, the bureau chief," Mr Wilford said."The principal call on our resources had come to be from Afghanistan and Iraq." Mr Gizbert is suing ABC News for unfair dismissal after his contract with the network was terminated in July 2004. He claims he was sacked for refusing to travel to war zones in breach of UK employment laws on health and safety. He is suing the network for ?2.3m.Mr Wilford today acknowledged that many of the regions covered by ABC's London bureau were "places where circumstances are to a greater or lesser extent unstable" such as Israel and Caucasian Russia.Mr Wilford explained how in 2002 the network agreed to employ Mr Gizbert on a freelance basis, guaranteeing him a hundred days' work a year to fill in at the London bureau when the three full-time correspondents were not there. But he said the arrangement had not worked out as well as he had hoped because he could not rely on Mr Gizbert to be available whenever he wanted as he could with a staff journalist. He described how Mr Gizbert would sometimes refuse assignments because, for example, he had concert tickets. A staff journalist, he said, would have to arrange time off in advance."The demand was increasingly for lengthy periods in the field. (As a result) I came to the view that I could no longer accommodate Richard's requirements," he said."We needed a full-time correspondent, someone who was consistently available, who got up in the middle of the night to go to the scene of an earthquake or a terrorist attack ... my ideal would have been a full-time correspondent and we didn't have that we had a part-time correspondent."Asked whether he had mentioned Mr Gizbert's unwillingness to travel to war zones as a reason for dismissing him, Mr Wilford replied that he could not recall whether he had done so but that his expectation was that Mr Gizbert's successor would be prepared to travel to dangerous places.He said the nature of modern television news "requires journalists to be as close to the action as possible". But he said ABC took journalists' safety very seriously, employing former special forces' personnel as safety advisers and sending correspondents on hostile environment training courses.ABC News denies it sacked Mr Gizbert for refusing to go to war zones, saying the decision was down to budget cuts.The case continues with Mr Gizbert and Martin Bell, the former BBC war correspondent, expected to give evidence this week.· To contact the MediaGuardian newsdesk email editor@ or phone 020 7239 9857· If you are writing a comment for publication, please mark clearly "for publication".Pensioners fail to breach unfair dismissal age barrierPhillip Inman, Saturday 4 September 2004 01.23 BSTArticle historyTwo pensioners who were sacked by their employer failed yesterday to overturn a court ruling that denied them the right to claim unfair dismissal and redundancy pay.A court of appeal judgment said the men had failed to prove that employment rights extended beyond the state retirement age.The ruling overturns an employment tribunal decision in favour of the pensioners. Under current laws, over-65s are not eligible for redundancy payments or protectedfrom unfair dismissal.Lawyers acting for John Rutherford and Samuel Bentley said they would need time to study the judgment but would consider asking the court leave to appeal to the House of Lords.The dispute, which has been going on for more than five years, began when Mr Rutherford, from Essex, and Mr Bentley, from Islington, north London, were dismissed from their jobs in the clothing industry. Both were in their 70s.They argued UK laws discriminated against men, who were affected more by lack of employment protection than women. The laws amounted to sex discrimination, they said, and were in breach of EU equal pay legislation which should apply in their case.The employment tribunal supported the case but the Department of Trade and Industry appealed, and a review last year threw out the argument. Mr Rutherford and Mr Bentley went to the court of appeal in March and learned of its judgment yesterday. Pensioner groups said they were dismayed the government did not see the case as a chance to end what they believe is ageism in the workplace.Gordon Lishman, director-general of Age Concern England, said: "This judgment is a kick in the teeth for older people in work. The outcome of this appeal means that age discrimination remains acceptable in the workplace, denying employment rights to all those working beyond 65."The future of older people's rights and choices at work now hangs in the balance. But the government has a chance to rectify its actions. If it is bold it will deliver equality for people of all ages by scrapping mandatory retirement ages and offering full employment protection to all workers."Other groups, including the Employers。