NewsCommunityBerney has the drive to help Limerick cancer patientsBy Liam Togher – May 15, 2014 686 Advertisement Pieta ask people to share their sunrise this Saturday TAGSBerney EiversCare To DrivecharitychemotherapydrivingIrish Cancer SocietyNational Volunteering Weekvolunteering Linkedin WITH National Volunteering Week taking place this week (May 12-18), retired Redgate resident Berney Eivers reflected with pride on his involvement with the Irish Cancer Society (ICS).He volunteers as a driver for the charity under their Care To Drive project, which offers free transport for chemotherapy patients to and from their treatment. Berney has taken more than 100 drives for the ICS since linking up with the charity in July 2012 and it began by accident rather than design.Sign up for the weekly Limerick Post newsletter Sign Up He said: “After I retired I got involved with a couple of charities but I wasn’t getting much of a buzz from it. Then I was told by my daughter, who works in University Hospital Limerick, that she heard a commercial on the radio that the ICS were looking for drivers. I did six months of training with them and then there was a vetting period before I started two years ago.”He undertakes a drive for the ICS at least once a week, possibly more often if so required. He has covered Limerick, Clare and Tipperary in his time as a volunteer, sometimes driving more than 100 kilometres to collect a patient.Berney, who also fills his time by participating in the Boherbuoy Brass and Reed Band and an investment club in Galway, said that he derives considerable enjoyment from the driving.“I really, really like it. I had helped out with other charities but that didn’t really fit the bill, but this is different. I feel very comfortable doing it and it’s not stressful at all.“The clients I help are very good and they have great personalities, considering their troubles. We have great chats in the car on the way to and from their treatment.” Print Oxfam Limerick calls on decluttering locals to do the #JoeyChallenge4Oxfam – a donation drive with a twist Generous Keith gives the shirt off his back to children’s charity Email RELATED ARTICLESMORE FROM AUTHOR Three Limerick charities receive Aldi Community Grants donations Limerick sings from the rooftops to thank frontline workers Previous articleNewsreel for Arts…Next articleThings going ‘from bad to worse’ in Limerick Liam Togherhttp://www.limerickpost.ieLiam joined the Limerick Post in December 2012, having previously worked in other local media organisations. He holds an MA in Journalism from the University of Limerick and is particularly interested in sports writing. Twitter Facebook WhatsApp Limerick Charity getting sweet treats from Shannon Heritage
Previous Article Next Article LettersOn 30 Mar 2004 in Personnel Today Comments are closed. This week’s lettersEmployers and HR need to wake up to the WTD reality In response to your article ‘Minister committed to voluntary pay reviews’(News, 16 March), you once again touched on the issue of the opt-out to theWorking Time Directive (WTD). When are companies, and HR, going to get real? The WTD hasn’t just come into being – it has been active now since 1998. Thesooner the Government ‘forces’ businesses to address the opt-out issue thebetter. Trying to behave as if it doesn’t exist or will not be taken away islike living in dreamland. The Government needs to start encouraging businessesto develop a strategy and lay down plans toward the removal of the opt-outbefore it is dropped on them. The millennium bug scared companies into spending millions trying to managesomething that may not even have existed – thorough planning, the setting up ofmillennium bug IT departments within companies, and working toward a definedtimescale and a result. The point is there was a set plan and target, and this is what we should allbe doing toward the removal of the opt-out. No wonder HR’s nickname has changed from ‘Human Remains’ to ‘HypocrisyReigns’. Work-life balance – don’t make me laugh. On one hand, HR appears to bedriving through a long-awaited, modern philosophy about working life, while thesame HR people are fighting against, and opposing, the removal of the opt-out. I believe that HR should engage in the ‘promotion of practical realities’ tobusiness leaders, whether or not it is good for my career, instead of theproverbial nodding of the ‘yes boss, I agree with you. I’m only in it formyself’ type of HR. It isn’t very often that Brendan Barber and I agree on anything, albeit hesees the removal of the opt-out as a ‘vehicle’ for getting more pay for lesswork for his members. David Barry Personnel officer Carter Retail Equipment Key to holding on to workers is listening I was not at all surprised to read that staff turnover costs UK business£48bn a year. Talented people leave businesses all the time, for all the wrongreasons. Our research shows that 70 per cent of leavers could have beenretained if their aspirations had been better managed. I believe neglecting tokeep talented individuals in your business is like throwing money down thedrain. John Robbie, flexible benefits director at Momentum Financial Services, andauthor of the report on staff turnover costs, is absolutely right when he saysmore people could be retained if companies communicate their benefits to theirstaff. But communicating what you can do for your staff is only part of thepicture. Retaining talented individuals in your business is a dialogue. It is atwo-way conversation. Investing time and resources into listening to your staffis just as important as leading the conversation. Take the hospitality industry. It employs 1.8 million people across 300,000businesses and drives tourism, which is worth almost £70bn. The industryrepresents around 7 per cent of total employment in the UK. Labour turnover in hospitality is at record levels. One in two people willchange their jobs this year. For the licensed trade, it is 188 per cent, whichmeans pubs replace 94 per cent of their workforce every year. A quarter ofleavers have been in their posts for less than six months. The cost to the industry is staggering. The most conservative estimate couldbe in the region of £432m every year – an average of £1.44m per business.Hospitality is waking up to the reality of staff retention but there is still along way to go. Employee relationship management is not a gimmick dreamt up by the personneldepartment; it is a sound business proposal, and every business should have astrategy for managing each individual’s aspirations. Jane Sunley Managing director, Learnpurple Hartley to blame for his incompetent staff I am writing in response to your article ‘We must get to grips with themundane’ (HR Hartley, 16 March). Yes, get to grips indeed! Oh dear Mr Hartley, you have incompetent HR staff and a workforce of morons.Presumably, as HR director, you had some input or influence in bringing thissad collection of people together? And you inspire and motivate by the derisorymethod of performance management? So what was it you were saying about badworkmen blaming their tools? Hmm, yet another classic example of why the HR‘profession’ is the standing business joke. Never mind though, keep those pearls of HR wisdom coming – they’re good fora laugh! Nancy Wright Details supplied CCP just doesn’t cut it in HR job search Further to your CIPD debate, I would like to agree with what other readershave said. I am currently working for a large department store chain. I am not CIPDqualified and neither are any of my colleagues. However, I have managed to gain my CPP, which I completed in December 2002at Bracknell and Wokingham College, which I funded myself by holding down afull-time administration job and a second job as a barmaid. As you can imagine,I had no time to myself. While completing my CPP, I decided to find a position within HR. It took meuntil September 2003 because I am not CIPD qualified. I contacted variousagencies who all informed me that I was not qualified enough to be registeredwith them and did not have the experience, and that I should just stick withthe main high-street recruitment agencies. However, there are not many vacancies for HR people in the high-streetagencies. I became very down-hearted. I slogged my guts out to get thequalification that I had been told to do – I was working as a contractsadministrator and needed some background information before even considering myCIPD. You only need to look at the jobs advertised in Personnel Today to see thatyou do need to be CIPD qualified to work in HR. Either that, or thequalification is dangled as a carrot for low-paid positions. I have taken a jobin retail, and with it, a £5,000 a year pay cut. Fortunately for me, my partneris very understanding. I am determined to complete my CIPD and I know that this will take time, butthere are some jobs out there for people who have started their CIPDs. Maybe Ishould wear more lipstick, perhaps that will help! Karen Williams Details supplied CIPD qualification is not just about a title I have been following the debate in Personnel Today regarding the value/needof the CIPD qualification. I am the head of a resourcing and developmentfunction for a large blue-chip organisation, in addition to being a CIPDstudent. With my student head on, I agree there was pressure to gain the CIPDqualification to get on within HR, despite holding undergraduate andpostgraduate degrees. At the outset, I was cynical about what the qualification would do for myskillset. However, I have learned a great deal from my studies, and have beenable to apply most of my learning in the workplace. My personal profile hasgrown in proportion to the progression of my studies. I have now been offered a promotion to head up a generalist function, whichwould have been unthinkable without the knowledge I have gained through theCIPD qualification. With my resourcing and development head on, I encounter many arrogant andill-informed applicants who will not consider entry-level roles because theyhold the CIPD qualification or relevant HR degree. Good candidates have the theoretical knowledge, but my experience shows thatfew can apply it adequately. The real value in recruiting CIPD-qualified employees comes only when theindividual understands how to apply the knowledge in a ‘best fit’ way withinthe organisation. Details supplied Related posts:No related photos.