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Authorities block BBC’s Farsi-language website

first_img June 9, 2021 Find out more Call for Iranian New Year pardons for Iran’s 21 imprisoned journalists After Hengameh Shahidi’s pardon, RSF asks Supreme Leader to free all imprisoned journalists RSF_en ————-Create your blog with Reporters without borders: www.rsfblog.org News Organisation Iran: Press freedom violations recounted in real time January 2020 to go further Help by sharing this information Receive email alerts January 26, 2006 – Updated on January 20, 2016 Authorities block BBC’s Farsi-language website IranMiddle East – North Africa IranMiddle East – North Africa News March 18, 2021 Find out more News Follow the news on Iran News Reporters Without Borders today condemned the Iranian government’s censorship of the BBC’s Farsi-language website, which has been inaccessible within Iran since 18 January.Iranians are being deprived of an independent and very popular source of news, the press freedom organisation said, condemning the government’s Internet filtering, which has been stepped up in recent months. The authorities have offered no explanation for the BBC site’s sudden inaccessibility.When Iranians try to connect to the site, they now get a message saying, “Access to the site refused.” The BBC’s English-language site is still accessible. The BBC said it had contacted the Iranian government to demand an end to the filtering.The Farsi-language site has become one of the most important for Farsi speakers since its creation in 2001. It is also the BBC foreign-language site that receives the most visitors. Nearly 30 million connections were registered in December, half of them from within Iran.Many Iranian Internet users have asked the BBC how they can get round censorship. Reporters Without Borders points out that there is a Farsi version of its Handbook for Bloggers and Cyber-dissidents, which offers technical advice on how to circumvent this kind of filtering. It is available on its website at: http://www.rsf.org/article.php3?id_article=15050 February 25, 2021 Find out morelast_img read more

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Letters

first_img Comments are closed. Related posts:No related photos. Previous Article Next Article This week’s lettersRe-mystifying metrics with gobbledegookI must take issue with the claim made by Nicholas Higgins (Problem Corner, 8April) that he would “demystify HR analytics”. For HR analytics, mostpractitioners should actually read “HR metrics” or, more simply,”HR data analysed more smartly”. To suggest that “[HR analytics’] base understanding can be interpretedsimply as a real-time organochart” seems ironic. HR professionals areconstantly asking consultants to achieve two aims: help us to understand how touse HR metrics more effectively, but, at the same time, keep it simple. Language is key. The article only ‘re-mystifies’ the issue and limits someof the strides made in recent years towards better use of diagnostics to proveHR’s value to the business. If we could focus HR on identifying what drives key business outcomes(engagement, retention, return on investment), we would be winning. Moregobbledegook such as this will only serve to undermine the cause. Andy Brown Global practice leader, research & diagnostics, The Empower Group Time to consider workplace childcare With more than a third of finance directors saying new flexible workinglegislation in the Employment Act will damage business (News, 15 April), itmust be time for more of these medium and large businesses to consider workplacechildcare options. It is encouraging to see the new Employment Act legislation will affordparents with children under six years flexibility to negotiate workingconditions with their employers. However, the commonly discussed job sharing and flexible hours are notalways the best option for either parents or employers. Employers and childlessco-workers may feel resentful and parents often feel under extra pressure toget the same job done in less time, as they have to rush off to pick up theirchild from nursery care. Workplace childcare is often dismissed as being too difficult but it candeliver significant business benefits to the employer and reduces parentalstress. On-site childcare can give parents more scope to work a full day ifthey desire and also delivers financial benefits to employers in the form oftax breaks. The main cost of setting up workplace childcare is securing the structure,which can sometimes involve entering a lease agreement if space is not alreadyavailable, and contracting a group to run the centre. Some workplace childcareconsultants will even enter into a lease on behalf of a company wishing toestablish a nursery or childcare centre, reducing the risk for the company. Companies should act now to introduce childcare facilities rather than waitfor legislation to enforce this. Similarly to other flexible working options, workplace childcare cansignificantly improve absentee levels and assist in recruiting and retaininggood staff. For employees, workplace childcare facilities usually undercut the averagecost of childcare in an area, delivering financial benefits to families as wellas the convenience and peace of mind of knowing their child is in closeproximity in case of an emergency. Justin Palmer Managing director, Principio Workplace Solutions Invest in real data for revolutionary thinking Bravo to Stephen Overell for his column, ‘An unholy waste of paper’ (Offmessage, 15 April). There is so much nonsense talked about managing people and releasingcreativity in the workplace. A glance, for instance, at the CIPD annual conference list of ‘gurus’ pointsfurther to the unrelenting tide of business books that, for the most part, seemvoid of substance. Isn’t it time that authors of business books started to invest in real datato prove these wonderful ideals and bright revolutionary thinking? Alison Gill Managing director, Getfeedback Organisational Engineering Are we obsessed with justifying ourselves? For months now I have been reading in Personnel Today countlesscontributions urging the HR profession to become more strategic, morebusiness-focused and get a place on the board. Why this obsession withjustifying our existence? Surely if we just get on and do our jobs, not be deflected from what we knowto be right and in the best interests of the business, we will be dragged tothe boardroom whether we want to be there or not. Any HR professional worth their salt will already be strategic and have aneye on the bottom line. If we need an obsession, why don’t we focus on thosemembers of our profession who would be better suited to a career in SocialServices and encourage them to make use of their talents elsewhere. Trevor D Richards MInstLM MCIPD HR manager, Smiths Gore Remember learning is about success It was shocking to read in your article (‘Skills shortage hinderscompetitive progress’ News, 22 April) that despite business leaders realisingthe importance of learning in the workplace today, only a meagre 17 per centwere able to say they were ‘satisfied’ with the training progress theirorganisation had made. In fact, even the term satisfied it self is a little worrying. Learning isabout success, not satisfaction. It is about providing employees with the vital IT and business skillsrequired to help increase productivity and motivation levels, and meet overallbusiness goals. If organisations put more time into nurturing employee and company learningthrough strong and strategic training programmes, there should be no reason whythey are not experiencing real learning success. Karina Ward Marketing communications manager, NETg LettersOn 6 May 2003 in Personnel Todaylast_img read more

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