Features list 2021 – submitting content to Personnel TodayOn this page you will find details of how to submit content to Personnel Today. We do not publish a… Related posts: Previous Article Next Article Comments are closed. The leaders who changed HROn 22 Jan 2002 in HR transformation, Personnel Today Some the great captains of industry have had a profound effect on peoplemanagement. Jane Lewis examines the legacy they have left to HRThomas Carlyle’s view of history as “the biography of great men”has become a ubiquitous debating point among A-level students. The questionhere is its relevance to the world of business. More specifically: to whatextent have the contributions of individual business leaders shaped thedevelopment of people management over the decades? Recently, it is true, the credibility of captains of industry as forces forgood has reached an all-time low – the shiny sea of the 1990s boom has recededto reveal a very ugly landscape indeed. With plummeting company values have come widespread revelations of ethicalviolations in the boardroom, countless examples of personal greed in the faceof corporate failure, and the continuing exposure of unscrupulous,short-termist business plans. No wonder there is such disillusion in the air. This was demonstrated in a recent survey, which found that the cartooncharacter Dilbert – a man who stands for the ordinary office worker against theforces of modern management – is now ranked higher as a business model thaneven that secular saint Sir John Harvey-Jones. Here we attempt to restore the balance by singling out individuals(Harvey-Jones included) who have made a difference – both to the developmentand welfare of their own employees and, more generally, to the evolution of HRpractice over the years. They range from out-and-out paternalists, through aggressive downsizers, tonew economy prophets. Although not all their legacies have necessarily beenhappy ones, they have all helped shape the Anglo-American business environmentas we know it today. William Hesketh Lever, founder, Lever BrothersBackground: A one-time Boltongrocer and devout Congregationalist, Lever founded Lever Bros in 1885 andpioneered the use of modern branding and advertising techniques to establishhis Sunlight soap as one of the bestsellers of its day.In the 1920s the company merged with a Dutch margarinemanufacturer and became Unilever – now a global brand giant with annual salesof £29bn. Elevated to the peerage, Lever became Lord Leverhulme.How he changed HR: Lever’spolicy of enlightened paternalism developed and extended ideas pioneered byVictorian industrial reformers like George Cadbury. He was one of the first toblend together social and employment contracts. The most tangible expression ofthis was Port Sunlight, the model workers’ village he built next to hisMerseyside factory.With its church, sports festivals and school, Port Sunlightimitated the tradition of a rural village and most events were presided over by‘Uncle’ and ‘Aunt’ Lever. For those used to the slums of Birkenhead and Liverpool it wasArcadia, and Lever was rewarded with unified loyalty from a grateful workforce.But the idyll couldn’t survive the free-thinking forces of the20th century -by the end of the 1930s it was alleged that “no man ofindependent mind” could “breathe for long in the atmosphere of PortSunlight”.How the legacy lives on:Lever’s paternalist outlook, together with his emphasis on religious duty,found echoes in the US, particularly in the early years of IBM and later in theMormon hi-tech companies WordPerfect and Novell.Within Unilever itself, the ethos moved on to embrace a moremodern corporate outlook, but the company is still renowned for its highethical standards and the Lord Leverhulme Trust continues to finance researchon reform in the workplace.John Spedan Lewis, chairman, JohnLewis PartnershipBackground: When Lewisinherited his stores from his father in 1929 he immediately set aboutremodelling them. Convinced the ideas of the Russian revolution would spread toBritain, he hedged his bets against the introduction of Soviet-styleco-operatives by setting up a trust which turned the stores into aprofit-sharing partnership for all employees.How he changed HR: Among thefounding principles of Lewis’s trust was the proviso that it must secure”the happiness in every way of its members”. The democratic ethicsestablished then continue today – employees elect workers councils whichmonitor the day-to-day implementation of management decisions. They also elect a central council that acts as an alternativeboard of directors and share company profits. Other perks include thrivingsocial clubs, universal access to corporate yachts and holiday houses andnon-contributory pensions. The in-house newspaper, The Gazette, is a paragon offree speech.How the legacy lives on: Fewcompanies have imitated this unique corporate structure, but many have adoptedprofit-sharing schemes similar to those first enacted by Lewis. More than 30years after his death, the group – which now includes Waitrose – is much biggerbut largely unchanged in ethos.Staff are among the best paid on the high street and thecompany has never made redundancies. In 1999, however, there was a near revolt.Some staff members, keen to scoop a possible £100,000 each, wanted to float thecompany – but Lewis’s original trust was so water-tight that it would need anAct of Parliament to change it. As one of the UK’s most resilient retailgroups, the John Lewis Partnership continues to demonstrate against the oddsthat capitalism and Marxist ideology can be combined successfully.Jack Welch, CEO, General ElectricBackground: Welch joined GE in1960 and rose quickly through the ranks to become CEO in 1981. An abrasivepersonality, he once conceded that he needed to improve his socio-politicalrelationship skills – he was said to be so anti fat people (“undisciplinedslobs”) that they hid when he did the rounds.How he changed HR: Withinmonths of taking charge, Welch fixed a company that many had been unaware wasbroken, selling off vast tracts of the business and laying off 132,000 workersin one of the largest corporate downsizing exercise yet seen, for which heearned the nickname Neutron Jack.But the financial results soon spoke for themselves and Welchremained unrepentant – the real job killers, he remarked, were “weakmanagers”. The hatchet-job accomplished, Welch turned to HR reform,personally devising and introducing a wealth of new measures – including360-degree management, boundarylessness, employee work-outs, six sigma qualitycontrol, reverse mentoring and, latterly, forced grading.He succeeded in creating a remarkably cohesive culture, theglue of which was the corporate study centre he founded at Crotonville where heregularly lectured.How the legacy lives on: A measure of Welch’s enormousinfluence is that many of the radical messages he began preaching 20 years agoare now business cliches.He was the most admired and imitated CEO of his time andheralded a sea-change in corporate culture, particularly in terms oflegitimising huge downsizing programmes.Ironically, given his own lengthy tenure at GE, which onlyended this year, he was the man who did more than any other to end the”jobs for life” culture.SirJohn Harvey-Jones, chairman, ICIBackground: SwashbucklingHarvey-Jones, spent the Second World War in a Royal Navy submarine beforeserving with British Intelligence as a Russian interpreter. His 30-yearrelationship with ICI, then the bellwether of the UK economy, began withoutfanfare – he claims he only joined so he could spend more time with his family.Lacking either a degree or technical training, he was a misfit initiallyunprepared to tow the company line. In 1982, when he got the top job, manyconsidered the move a foolish gamble.How he changed HR:Harvey-Jones swept through the “drab and introverted” ICI,restructuring management right up to board level and dislodging the”baronies” that were impeding the company’s ability to change andgrow.An inspirational leader, he was one of first to stress theimportance of breeding entrepreneurial flair and project-based teams. Thesetactics helped transform a loss-making operation into one boasting profits of£1bn by the time he left.Harvey-Jones was equally active in promoting “human rights”within ICI, introducing a series of progressive personnel policies. These,combined with his cheery, approachable manner, are one reason why it is oftenforgotten that during his tenure he sacked over half the workforceHow the legacy lives on: Harvey-Jonesdid more than any other UK business leader to remove the dominance of commandand control culture.ICI may no longer be Britain’s largest company, but hepositioned it for sustainable growth. His HR policies heralded a newpreoccupation with work-life balance, which he continued to stress afterleaving ICI to take up a consulting role as “Britain’s most expensivetemp”.His long-term legacy was to put a human face on big businessand promote a common sense-based approach to the way companies are managed.Herb Kelleher, chairman,South West AirlinesBackground: In 1971 Kelleherquit a Texas law practice to launch South West Airlines, the first low-cost,no-frills carrier. A zany individual with considerable chutzpah, Kelleher isthe American entrepreneur straight out of central casting – chain-smoking, harddrinking, and generally credited with a heart of gold.How he changed HR: Kelleher’sbrilliance wasn’t just seeing a hole in the market, it also lay in fostering anew kind of corporate culture to tap it.His philosophy had everything to do with size – “thinksmall, act small, get bigger”. He considered humour a strategic advantagein business and made it a central requisite in the hiring process.When flight attendants and schedulers sparred over flightschedules, Kelleher had them swap jobs for a day to get some perspective. Thetime and money devoted to employee recruitment and assimilation paid dividendsin terms of South West’s low churn rate and “collegial” culture.Kelleher believed in grooming talent in the long-term – thebest example of this is the company’s president, Colleen Barratt, who joined asKelleher’s secretary.How the legacy lives on: Kelleher was one of the earliest models forthe kind of anti-corporate, iconoclastic leader lionised in the 1980s by gurussuch as Tom Peters.But his real legacy is the huge number of successful copy-catoperations (from EasyJet to Ryanair) which followed Kelleher’s culture-based,people-centric approach to management.Sir JohnBrowne, chairman and CEO, BPBackground: The son of a BPman, Browne joined BP on graduation and has been there ever since. He tookcontrol in 1995 when BP was worth £20bn and steered it into the big league – itis now a £138bn business. “It’s up or out”, he said.Although it is sometimes claimed he is autocratic and rules byfear, Browne is quietly unconventional and has gained a reputation for hisradical proposals.”The more you grow up the more you understand that no onereally conforms and everyone has something slightly different to offer,”he says. How he changed HR: Brownedemonstrated, through his policy of aggressive growth via mergers andacquisitions, that it is possible to marry huge conglomerates speedily andsuccessfully.In the past three years he has led three mega-mergers,assimilating 100,000 new employees worldwide. But his greatest contribution tothe history of HR has been his wholesale push into outsourcing.BP was the first major organisation to sign up with HR providerExult and its endorsement of the new model sparked a flurry of similarannouncements. In an ideal world, says one BP insider, Browne would”outsource everything”. Even BP’s finance and accounting is nowmanaged by PricewaterhouseCoopers.How the legacy lives on: Brownewill always be remembered for achieving one of the most radical shake-ups inthe oil industry. He has also achieved a remarkable PR transformation for BP –from global despoiler to environmental champion in a few short years.Nonetheless it is still too early to gauge his real impact onthe development of HR – that will depend on the success, or otherwise, of hisoutsourcing programme. One thing is clear, however: whatever happens at BP willprove a decisive factor on the path taken by the rest of the HR community. John Chambers, CEO,CiscoBackground: Chambers cut histeeth at IBM and Wang before joining Cisco in 1991. Under his leadership, thecompany swiftly outstripped competitors to become the world’s leading providerof networking infrastructure and a key founder of the Internet age.Beloved on Wall Street, as much for its revolutionary supplychain management and reporting systems as for actual sales, Cisco was seen as aparadigm of the new economy business model.Between 1997 and 2000 its share price rose by 916 per cent andit briefly overtook Microsoft as the world’s most highly valued company.How he changed HR: Chamberswas one of the most vociferous and successful exponents of the 1990scustomer-centricity movement. His unbending focus on customer service went waybeyond the Dedicated to Customer Success slogans he made employees wear ontheir ID badges.He linked management compensation directly to Cisco’stwice-yearly customer satisfaction polls. Cisco was also a leading force behindthe practice of rewarding staff at all levels with share options.Chambers’ strong emphasis on the importance of corporateculture in determining financial outcomes was also ground-breaking. Despiteaggressive acquisition, he established a “cult-like” cohesion atCisco. He also spent lavishly on staff education and apprenticeships.How the legacy lives on: Withboth Cisco’s revenues and its share-price in free-fall this year, Chambers hashad to do the unthinkable and is cutting 8,500 jobs. He nonetheless continuesto inspire fervent devotion from the workforce.But his greatest HR legacy is the way he put alternative payand benefits schemes firmly on the map. Some of these – most notably shareoptions – have now been called into question. But it was Chambers above all whoopened the debate.Meg Whitman, CEO, eBayBackground: highly regarded asthe dotcom that bucked the trend, online auctioneer eBay continues to go fromstrength to strength and is on track to pull $1bn in revenues next year underCEO Whitman.It now trades in everything from Beanie Babies and Elvismemorabilia to high-end computer servers and auto parts. Whitman joined thefirm in 1998 after a career taking in both Procter & Gamble and Hasbro.She is acclaimed as an excellent example of “howsuccessfully management practices developed under the old rules can be appliedunder the new”.How she changed HR: The HRchallenge inherent in eBay’s revolutionary business model (it is themarketplace for some 37.6m buyers and sellers worldwide) cannot be overstated.The company began with two strong values: egalitarianism andcommunity, or – as one user puts it – “capitalism for the rest ofus”. Whitman’s strength was to make these values explicit in simple rulesthat helped managers perform.She once described her most important contribution to thecompany’s success as “developing the work ethic and culture of eBay as afun, open and trusting environment.”How the legacy lives on: Bydint of simply surviving the dotcom collapse, Whitman’s place in HR history isassured. The question now, aseBay moves away from its “touchy-feely communitarianism” into bigbusiness, is whether she can scale up the business without losing the ethosthat has made it such a worldwide hit.Twoto watchIt’s all very well and good to practise enlightened Hr when times are good,but maintaining morale and a cohesive culture in the face of retrenchment in adeclining economy is a more difficult act to get right. Here are two CEOs whoare tackling the issue rather well at the moment.Andrea Jung, CEO, AvonBackground: When Andrea Jung took the reins at Avon in1999 the company (founded 1886) had withered to become the grey old lady of thecosmetics industry – its last memorable slogan – “Ding dong, Avoncalling” dates back to 1953. Amid plummeting sales, the company further alienated its armyof reps by establishing a dotcom arm that bypassed them and sold direct tocustomers.How she changed HR: In the past two years Jung hasoverhauled virtually everything about the way Avon does business and hasrestored the operation to profit and self-belief.She began by tackling the morale of its reps – returning themto a central role in Avon’s strategy, either advising clients one-to-one orcommunicating with them online. Jung signed on as an Avon lady herself just toget a feel for the job.Her own glamorous appearance (poised and impeccably turned out)means she is treated more like a rock star than a Fortune 500 company boss whenshe travels to meet reps. And her willingness to share her”experiences” Oprah-style has done wonders for staff loyalty. Under Jung, Avon has also achieved the highest ranking on theUS Council for Social and Economic Priorities – which measures issues such as work-lifebalance, environmental friendliness and philanthropy.CraigConway, CEO, PeopleSoftBackground: Conway underwent afiery baptism in the dog-eat-dog environment of Larry Ellison’s Oracle beforegaining a reputation as a turnaround specialist.In 1999 he joined PeopleSoft – the firm founded by DavidDuffield that arguably invented HR software – at a low point in its fortunes.Once a darling of the stock markets, PeopleSoft crashed toearth in 1999, unable to withstand the downturn in enterprise-wide softwaresales.How he changed HR: PeopleSoftunder Duffield was the epitome of the kind of cosy, geekish, familial culturethat came to represent a new kind of paternalism in many hi-tech operations –Duffield even signed his e-mails by his initials DAD.Conway’s challenge on taking over, was to eliminate thesloppiness that had seeped into the company’s processes, and completely rewriteits software offering. His achievement is that he has managed to accomplish thiswithout destroying PeopleSoft’s tightly-knit culture, or causing morale toplummet even further.His solution was to stem the defection of talent withinnovative new pay structures and introduce strict new procedures. Weak foreign sales doubled when he hired a French national tohandle international tasks such as local tax rates. By bringing discipline toPeopleSoft, Conway has pulled it back from the brink.
Written by May 18, 2018 /Sports News – National Scoreboard Roundup — 5/17/18 FacebookTwitterLinkedInEmailiStock/Thinkstock(NEW YORK) — Here are the scores from yesterday’s sports events:MAJOR LEAGUE BASEBALL Oakland 10, Toronto 5Boston 6, Baltimore 2Chi White Sox 4, Texas 2Tampa Bay 7, L-A Angels 1Detroit 3, Seattle 2L-A Dodgers 7, Miami 0Pittsburgh 5, San Diego 4Philadelphia 6, St. Louis 2Colorado 5, San Francisco 3 (12 Innings)Chi Cubs at Atlanta (POSTPONED)NATIONAL HOCKEY LEAGUE PLAYOFFSTampa Bay 4, Washington 2Copyright © 2018, ABC Radio. All rights reserved. Beau Lund
September 10, 2018 /Sports News – Local Various Utah Men’s/Women’s Cross Country Squads Ranked Written by FacebookTwitterLinkedInEmailINDIANAPOLIS-Monday, various Utah-based men’s and women’s NCAA Division I cross country squads found themselves ranked in the Mountain Region rankings.For the women, Utah State checks in at #3 with BYU at #4, Utah at #7, Southern Utah at #10, Weber State checking in at #12 and Utah Valley at #14.For the men, BYU is ranked #2, Southern Utah is #5, Utah State is #7, Weber State is #10 and Utah Valley checks in at #11 overall.For the women, New Mexico is ranked #1 and the men’s top squad is Northern Arizona. Tags: BYU/NCAA Cross Country/New Mexico/Northern Arizona/Southern Utah/Utah/Utah State/Utah Valley/Weber State Brad James
December 12, 2018 /Sports News – National NASA invites Stephen Curry to tour lab after controversy Beau Lund Written by FacebookTwitterLinkedInEmailLaserLens/iStock(HOUSTON) — Stephen Curry said on a podcast this week that he doesn’t believe the United States has ever completed a moon landing, and NASA has set out to prove otherwise to the NBA player. NASA has invited the Golden State Warriors star to visit the Johnson Space Center in Houston, where he can see hundreds of pounds of moon rock and the Apollo program’s mission control.Watch the full report from ABC’s Good Morning America below:Copyright © 2018, ABC Radio. All rights reserved.
January 9, 2021 /Sports News – Local Jones scores 30 to carry Southern Utah past Idaho 83-67 Written by FacebookTwitterLinkedInEmailCEDAR CITY, Utah (AP) — Tevian Jones had 30 points as Southern Utah won its ninth straight game, defeating Idaho 83-67.John Knight III had 17 points for Southern Utah (9-1, 4-0 Big Sky Conference). Harrison Butler and Maizen Fausett added 11 points apiece.Damen Thacker had 16 points for the Vandals (0-9, 0-6). Ethan Kilgore added 10 points. Ja’Vary Christmas had six assists.The Thunderbirds improve to 2-0 against the Vandals for the season. Southern Utah defeated Idaho 85-80 in the first matchup. Tags: Big Sky/SUU Thunderbirds Basketball/Tevian Jones Associated Press
The Nyhamna plant outside Molde in Mid-Norway receives gas via underwater pipelines from several offshore gas fields Aker Solutions Wins Bid for Ormen Lange Onshore Scope. (Credit: Aker Solutions.) Aker Solutions has been awarded a letter of intent from Norske Shell for the Ormen Lange Phase 3 (OLP3) onshore project. The scope is to integrate the wet gas subsea compression system with the Nyhamna onshore gas plant in Norway.Subsea compression will enable increased recovery from the Shell-operated Ormen Lange field. Aker Solutions’ scope includes a 500-metric-ton module which will be fabricated at the company’s yard in Egersund, Norway. The contract will have a value of approximately NOK 600 million.The delivery will include both engineering, procurement, construction and installation (EPCI). The awarded contract is a continuation of the front-end engineering and design (FEED) delivered by Aker Solutions. The contract is called off under an established long-term frame agreement for Nyhamna brownfield modifications. Aker Solutions has been present at Nyhamna since start of the development in 2004 and the award is a testimony to the relationship between Aker Solutions and Norske Shell.The Nyhamna plant outside Molde in Mid-Norway receives gas via underwater pipelines from several offshore gas fields, including Ormen Lange. Nyhamna is operated by Gassco, with Shell as the technical service provider.“Aker Solutions has a global business with supporting customers in maintenance and modifications of offshore installations and onshore industrial facilities. For the new scope, we will combine our expertise on what is best practice for safe and cost-effective project execution with our extensive knowledge of the plant at Nyhamna,” said Linda Litlekalsøy Aase, executive vice president, electrification, maintenance and modifications at Aker Solutions.Pre-execution work will start during first half of 2021. Pending final investment decision for the OLP3 project and confirmation from Norske Shell later in 2021, the work will progress into the execution phase. The engineering, procurement and project management will mostly be executed from Aker Solutions’ offices in Stavanger and Kristiansund, Norway. The module will be delivered from the company’s Egersund yard. The contract also involves civil construction and construction of new facilities at the site, which will be managed by a dedicated site team from Aker Solutions with support from partners. The work is expected to be completed in 2024.The contract will be booked as order intake in the fourth quarter of 2020 in the Electrification, Maintenance and Modifications segment. Source: Company Press Release
A 22-year-old man has been left in hospital after suffering multiple stab wounds to his arm and stomach following an attack on St Clement’s street on Sunday 12th February.The incident, which took place at around 1am, was thought to have happened after a fight between the victim and two other men, who have been arrested on suspicion of attempted murder and released on bail until April. Investigating officer Detective Con Craig Burchall, of Force CID in Oxford, said, ‘We now know there was a large disturbance involving at least five men, which originated in York Place and moved into St Clement’s Street at about 1am. Several witnesses have already come forward, but I am appealing to anyone who saw men fighting in this area at that time to come forward.’The St Clement’s area has a high student population from both Oxford and Oxford Brookes University. Katrii Piparinen, a second year student at Mansfield who lives near St Clement’s, commented, ‘I’m of course shocked to hear that a stabbing took place near where I live. However, I have never personally felt unsafe living in Cowley. I think the main thing that students can do is just to be sensible by not walking home alone late at night and being willing to pay for taxis when necessary.’However, this view is not shared by everyone. One second year student expressed desire to move away from the St Clement’s area, saying, ‘I really hate it here – you hear about incidents of this kind every week and there is none of the safety I felt living in the city centre. I can’t wait to get back into college accommodation – my experience of living out has not been very enjoyable.’
Tesco has been rated the worst supermarket as part of a new survey compiled by Which?.The consumer advice group revealed responses ofmore than 11,400 of its members as part of its supermarkets survey, which saw Tesco the lowest-rated of nine supermarkets, with an overall score of 45%.This compares to John Lewis-owned Waitrose, which came in at the top of the list with a score of 82%, followed by discount retailers Aldi and Lidl, who scored 74% and 69% respectively.Among the big four supermarkets, Morrisons came out on top with a score of 59%, followed by Sainsbury’s (58%) and Asda (53%).Which? members were also asked about their biggest irritation when shopping in supermarkets, with more than a third (37%) saying not being able to compare prices because of different unit measurements as their biggest bug bear.In addition, more than half (55%) said they preferred straight discounts rather than other offers, such as petrol vouchers (16%) or buy-one-get-one-free deals (11%).Richard Lloyd, executive director at Which?, said:“Research showed that rising food prices are one of consumers’ top financial worries, so in these tough economic times it’s understandable that supermarkets scoring well for value for money are being ranked so highly in our league table.“But our survey also found that consumers think supermarkets are not doing enough to help shoppers on tight budgets, with only one in five members saying they trust retailers to charge a fair price for food.”He added that he wanted supermarkets to make a firm commitment to treat their customers fairly by scrapping misleading price promotions and introducing clear, consistent unit pricing so that they can be clearly identified by shoppers.The online survey, conducted last October, asked respondents to rate the supermarket firms on both in-store and online offerings, focusing on areas such as customer service, pricing, fresh produce quality and delivery.
Notre Dame released a statement Thursday in which it said it thoroughly investigates every sexual misconduct allegation, adheres to student privacy laws and does not tolerate sexual misconduct, in response to complaints directed at the University. “Sexual misconduct is unacceptable and will not be tolerated at Notre Dame,” the statement said. “The unfortunate reality is that sexual misconduct is a serious issue at colleges and universities across the country, and we are not immune.” The Chicago Tribune reported Thursday that Notre Dame Security Police (NDSP) delayed the investigation of a sexual assault allegation that a Saint Mary’s College student filed in September against a male Notre Dame student. The Tribune cited the student and her family’s disappointment with the University’s investigation. The Tribune also compared the case to that of Elizabeth “Lizzy” Seeberg, a Saint Mary’s student who committed suicide in September, nine days after reporting a sexual assault allegation against a Notre Dame athlete to NDSP. Seeberg’s parents expressed disappointment with the University in a December interview with the Chicago Tribune, but Notre Dame and University President Fr. John Jenkins have said the investigation had integrity. “We regret that some are critical of our handling of sexual misconduct allegations, and we understand the pain these families are experiencing,” Notre Dame’s Thursday statement said. “At the same time, we stand behind the thoroughness, integrity and objectivity of our investigations, as well as the services available to students who are subjected to sexual misconduct.” NDSP works with the St. Joseph County Prosecutor’s Office, Special Victims Unit and other area police departments throughout sexual misconduct investigations, according to the statement. “Notre Dame takes very seriously its obligation to thoroughly investigate every allegation of sexual misconduct, particularly in light of the gravity, complexity and sensitivity of these cases,” the statement said. University spokesman Dennis Brown said the University is working with the U.S. Department of Education to review its policies on sexual misconduct allegations. “We’re working with the department on an overall review of our policies,” he said. “This review is unrelated to any specific case.” The University does not release information about investigations, according to the statement, because it follows the Family Education Rights and Privacy Act (FERPA), which protects students’ education records, grades and disciplinary histories. “However, beyond the limitations imposed by FERPA, it is Notre Dame’s long-held belief and policy that our students deserve certain degrees of privacy as part of the educational process, and we have stood by that principle, even in the face of the criticism that might invite,” the statement said. According to the statement, sexual misconduct cases are particularly complicated on college campuses, when the students involved are usually acquaintances and alcohol is often a factor. “The University works tirelessly on many fronts to combat sexual misconduct — by holding students to the highest of behavioral standards, providing victims and survivors with the resources they need, offering an array of education and prevention programs and promoting an environment of respect that honors the human dignity of each person,” the statement said.
“I think especially when it’s songs that everyone knows and we’re all singing at the same time, we’re all a community, and it feels cool to be a part of that,” she said. “It was awesome to have a game on my birthday,” she said. “And it was really fun to share my birthday with Angela. We called every touchdown a birthday touchdown for us and I got to go up for 28 push-ups.” “There were definitely still some sloppy plays, but there is always room for improvement,” she said. “I think the team definitely pulled themselves back together after being shaken up by USC last week and started playing like it was our game, not someone else’s. It was great to see us converting on third downs and driving the ball well.” “It was more toned-down,” Sullivan said. “I was worried that it would take away from the band, and I like the tradition that we have, but I think they did a better job this time.” “I thought they did a really good job with it this weekend. ‘Crazy Train’ was fun, but it got played a little too much [at the USC game],” he said. “I thought they did a great job of mixing it up this weekend. It got everyone pumped.” Andruszkiewicz said she thought the game went very well overall. “It was pretty much a perfect game for me because it was my 20th birthday,” Ryck said. “My family was here — my parents and my sister and a few friends.” “It was pretty much a perfect game for me because it was my 20th birthday,” Ryck said. “My family was here — my parents and my sister and a few friends.” Winning was a great birthday present, Andruszkiewicz said. “It was awesome to have a game on my birthday,” she said. “And it was really fun to share my birthday with Angela. We called every touchdown a birthday touchdown for us and I got to go up for 28 push-ups.” Junior Joe Thomas said the Oct. 23 loss to USC lowered his expectations for the season but did not make him especially concerned about Saturday’s game against Navy. For junior Angela Ryck and sophomore Eily Andruszkiewicz, Notre Dame’s 56-14 victory over Navy was particularly special because it was also their birthdays. Thomas said he was pleased the Irish scored so many points but thinks the team still needs to improve. “I think we needed this game against a not very legitimate offense,” Thomas said. “I would have been a lot more concerned if they weren’t an option offense that I know we can stop.” Andruszkiewicz said she thought the game went very well overall.well.”stop.”vulnerable.”pumped.”time.”Rague said she liked the music a lot. “I’ve always thought the key to success in a football team is having a steady quarterback, and we still haven’t made a decision there,” he said. “We’re a solid chunk through the season and I think that’s what’s holding us back. The quarterback is the leader on the field and if we feel like the quarterback could be pulled at any time, everyone feels more vulnerable.” Junior Kelly Sullivan said she wasn’t sure if she liked the music but thought it was better than it was at the USC game. The music played over the loudspeakers was a nice touch, Thomas said. Sophomore Lisa Rague said she liked the music a lot. Winning was a great birthday present, Andruszkiewicz said.