New ways to report incidents

first_img Comments are closed. New ways to report incidentsOn 1 May 2001 in Personnel Today The Health and Safety Executive in partnership with local authorities haslaunched a new incident-reporting service designed to cover all employers andbusinesses in the UK. Currently around 210,000 health and safety incidents are reported everyyear. The service will operate from a contact centre, providing employers withan integrated “one-stop shop” to contact with details of allreportable work-related accidents, diseases and dangerous occurrences. The centre can be contacted by phoning 0845 300 99 23 or by post at IncidentContact Centre, Caerphilly Business Park, Caerphilly CF83 3GG, South Wales. Previous Article Next Article Related posts:No related photos.last_img read more

Call for common policies on violence against staff

first_imgCall for common policies on violence against staffOn 30 May 2001 in Personnel Today Related posts:No related photos. Comments are closed. A significant proportion of employers are breaking the law by not keepingrecords of violent incidents and not having policies in place which deal withaggressive behaviour. A survey of 200 HR professionals shows that 35 per cent of organisations donot keep records of incidents such as verbal and physical attacks by thepublic, and 25 per cent do not have policies to deal with aggression. The research, by the University of Central Lancashire and recruitmentspecialist Lawrence Allison Group, shows that the highest proportion ofresponses were from four occupational sectors, including retail, health andsocial care, manufacturing and local government. The retail sector had the highest number of incidents, categorised as verbalabuse, threats of physical violence, acts of physical assault and physicalassaults with a weapon. “This is a national problem, particularly in retailing, and requires agovernment initiative as soon as possible,” commented a retail HR managerin the study. The report, Dealing with Conflict in the Workplace, urges employers toimplement zero-tolerance policies. It also calls on the Government to produce aconsistent set of guidelines for employers that would enable them to developeffective monitoring and training systems. Co-author Tom Swan said, “Conflict resolution procedures can increasestaff morale, reduce sickness and stress levels and enable organisations tocomply with health and safety regulations and human rights legislation.” Commenting on the research, Jim White, director of HR at Safeway, said,”Retailers are on the front line of shop crime. Statistics show that youare more likely to be injured in the workplace through dealing with customertheft than any other activity.” Safeway has prepared 1,400 staff for incidents through its managing theftand conflict in the workplace course. www.lawrenceallisontraining.comBy Mike broad Previous Article Next Articlelast_img read more

Census staff can count on latest skills boost

first_imgTheOffice of National Statistics is using a mixture of computer-based andinstructor-led courses developed by KnowledgePool to train 1,200 people in thecomputerised methods being used to process this year’s census forms. The methodof processing involves 31 different job functions and the training coverspersonal and technical skills. Sixteendifferent course types range from preparing documents to occupation codingcourses. Many have been specially developed for the census. It is the firsttime that the 33 million forms, which form a stack of paper 50 times higherthan Big Ben, will be read and processed by Related posts:No related photos. Previous Article Next Article Comments are closed. Census staff can count on latest skills boostOn 1 Jun 2001 in Personnel Todaylast_img read more

E-HR expands but staff fail to log on

first_imgRelated posts:No related photos. Previous Article Next Article A predicted surge of investment on e-HR could be wasted if HR departments donot do more to encourage employees to embrace the technology. A survey by Watson Wyatt finds that 75 per cent of companies plan to enhancetheir use of e-HR over the next two years to enable HR departments to becomemore strategic. But the poll of 173 European-based HR professionals also shows that althoughnine out of 10 companies provide access to the HR intranet, many staff do notuse existing e-HR systems. Last year BP Amoco said its HR costs had increased by a third after theintroduction of e-HR, largely because staff were reluctant to use thetechnology, resulting in duplication of methods. The study also finds that 25 per cent of firms surveyed are to invest morethan 11 per cent of their HR budgets in e-HR and one in 10 departments aim toinvest more than a quarter. At the report’s launch last week HR professionals were warned the largeinvestment would only be worthwhile if companies personalise e-HR by making itinteractive, so staff can change benefits or holidays online. Dave Hodgson, HR intranet project manager at the BBC, believes e-HR usagecan be improved by ensuring it provides the information staff want. He said: “The low usage finding is true. Some employees feel confidentusing it and others do not. About half of the BBC’s employees use the HRintranet, but this has been a gradual increase over the past four years. It isa culture change that we have managed by including personalised information onthe site.” Jennifer Schram, training and development advisor at the CIPD, agrees thatstaff would only embrace e-HR when it is customised to employees’ individualneeds. “It is true that e-HR does not receive a big take-up. E-HR mustbenefit employees; that is the way that employees will interact with it,”she said. James Markham, partner at Watson Wyatt and the report’s author, said that toincrease usage employers must invest in what employees want to use instead ofwhat the business needs to reduce administration. By Paul Nelson Comments are closed. E-HR expands but staff fail to log onOn 5 Mar 2002 in Personnel Todaylast_img read more

No scrutiny of home help endangers ‘at risk’ adults

first_imgNo scrutiny of home help endangers ‘at risk’ adultsOn 19 Nov 2002 in Personnel Today Previous Article Next Article Related posts:No related photos. Comments are closed. Vulnerable adults are being left at risk after the Department of Health(DoH) shelved plans to check some care staff’s criminal records. The Government hoped to check all care staff working with children orvulnerable adults under the National Care Standards but huge delays at theCriminal Records Bureau (CRB). The DoH has now announced that staff who visit people in their homes willnot have to be checked by the CRB. But the move has attracted some criticism from organisations working in thesector. Clare Smith, HR director at care provider Leonard Cheshire, saiddisabled patients who receive care in the home are the most vulnerable and thatCRB checks on these staff are crucial. “We’re very disappointed with the CRB and it has affected our decision.We deal with very vulnerable people so are doing all the checks we can andtrying to make sure staff are supervised. “It’s basically because the CRB can’t cope. We find this totallyunacceptable because these are the most vulnerable people who we should beprotecting especially,” she said. “It will probably ease the recruitment problems but I have receivedapplications from people who I wouldn’t employ without a police check.” Employers in the care sector will also have more time to check existingstaff as the deadline has been extended until 2004. A spokesperson for the DoH said it still planned to introduce the checks forthe homecare staff but couldn’t put a date on its launch because of theproblems. Some employers have faced delays in placing staff of up to six monthsbecause the CRB has been unable to cope with the huge number of record checkson the backgrounds of job applicants who work with children or vulnerableadults. By Ross Wighamlast_img read more

When failure is not an option

first_imgWhetheryou like it or not, outsourcing is part of a public sector HR professional’slife – make sure you get it right, warns Nic Paton”Theimprovement of public services will be the defining issue of this LabourGovernment. Failure is not an option.” Who said this? Tony Blair, GordonBrown? No, Mick Connolly, regional secretary for the TUC at a conference on therelationship between public services and the private sector in March.Hisspeech, which went on to harangue the Government for its “irrationalobsession” with the use of the private sector and, as he saw it,”constantly threatening” of public sector workers with privatisation,goes to the heart of the tensions currently consuming the political debate overpublic sector outsourcing.Forpublic sector HR professionals, however, like it or not, outsourcing is now anestablished way of life and, if anything, becoming ever more so. According toPaul Masterman, head of local government at TMP Worldwide, whereas two yearsago only one or two local government organisations had embraced outsourcing,now “a substantial minority” have taken it on board in some shape orform. “There is no indication that we are really at the end of the road.We expect to see more of this happening,” he says.Somedeals have been huge and pioneering, such as the 15-year, £180m contract strucklast year by Blackburn with Darwen Council to outsource its HR, propertymanagement and financial services to Capita. Others are smaller and vary incomplexity, structure and even definition. Yet the consistent theme to emergeis that outsourcing is a key driver in helping to give HR the space to remoulditself from the mandatory ‘pay and rations’ of a few years back into astrategic, ‘added value’ function at the heart of the organisation.Theinitial rush to outsource over the past two years has been replaced by a moremature debate about what can be and cannot be outsourced, argues Terry Gorman,a former president of Socpo and now an HR consultant. “For anorganisation, it is still vital to have a strategic heart, and HR is stillvital within an organisation. People are now making much more considereddecisions,” he says.Hugedeals such as Blackburn with Darwen and Liverpool City Council may catch theheadlines, but many organisations are experimenting with outsourcing orvariations of outsourcing at a smaller level.NorthWales Police, for instance, struck a partnership deal a year ago with theJobcentre Plus to handle its recruitment advertising and initial applicationprocessing. Jobcentre Plus now places advertisements, handles calls, offers a24-hour recruitment hotline, collates application forms, logs them and thenhands them over to the force, which then takes over the process from there.This year it saw about 4,000 people applying for jobs compared with about 1,900in a normal year.Whilenot pure outsourcing in the sense that no staff have been transferred, thearrangement has freed the HR department to concentrate on less administrativeareas, says Helen Edwards, HR services manager at North Wales Police.”Ifwe had to place the ads ourselves, we would have had the phones glued to ourears. All that has gone. By outsourcing aspects of HR it means you can focus onstrategic policy aims rather than taking calls from job applicants,” sheadds.Hertfordshire’scounty council and constabulary have both been innovative on a similar scale.In March last year, the council outsourced its recruitment function toManpower, while an agreement with the Bernard Hodes group has increasedrecruitment to the police by 130 per cent. The consultancy has also beenworking with Hackney Council to lure teachers back to deprived inner-cityschools.Overall,the drift towards outsourcing has meant that public sector HR professionalshave been forced to look at how they are delivering services and reassess whatthey are doing, explains Masterman. “Over the past few years, the numberof jobs in the public sector has been increasing, but the number of peopledirectly employed by the public sector has been slowing down,” he says.Organisationsgoing down the outsourcing road must first analyse the quality of theirservices, adds Gorman. “It has to be vigorous and honest, and that can behard. You sometimes find that a lot of what you are doing is not regarded ashighly as you thought.”Doingthis alone can help to slash bureaucracy – a much vaunted benefit ofoutsourcing. It is common, once put under the spotlight, for organisations todiscover areas or procedures that have not been rigorously studied orquestioned for years.AndPeter Tydie, local government director with Bartlett Scott Edgar, stresses thatby carefully auditing the functions they plan to outsource, organisations willbe able to find the holy grail of ‘best value’.”Outsourcingshould be about finding out what was being done well previously and adding abit more.” He cites the example of the London Borough of Lewisham, whichhas been using a call centre for external recruitment calls for the last threeyears. “It should be seamless – no one using the service should be awarethat it has been outsourced,” he says.However,there are HR functions which can only be kept in-house. The strategic role ofHR should never be outsourced, Gorman contends, as it is wrapped up with thefuture direction, development and success of an organisation. But transactionalHR processes – payroll, benefits, recruitment selection (if not the finaldecision), even training – are a different matter. Areas such as advice,employment law and grievances tend to be more borderline.HRis rarely outsourced unilaterally and is more commonly bundled into, say, acombined IT, finance and HR outsourcing deal. Deals such as this will be huge,running into millions of pounds over many years, so authorities have to followstrict procurement rules and regulations covering areas such as invitingtenders.Perhapsinevitably, in the case of these big deals, organisations will lean towardsgoing with a private sector provider – the Capitas, BTs and Hyders of thisworld – that has the scale to cope with what is required, suggests Gorman.Where deals are smaller, there is often more scope of working with differentpartners.Oneof the hardest things to do when caught up in the outsourcing process isplucking up the courage to call the whole thing off. The Civil Service, forinstance, decided to bring its recruitment process back in house afterexperimenting with Capita, arguing that using a middle agency madecommunication with applicants more difficult.AndKent County Council changed its mind after spending a large part of last yearexamining whether to outsource a major part of its back-office operations.Thecouncil had been looking to transfer 800 staff to the private sector in a£250m, 10-year deal, with Accenture and HBSG (formerly Hyder) ending up as thefront-runners. But finally, after much deliberation – and despite havingoutsourced its payroll operation to Capita three years ago – the councildecided to pull back.”Althoughwe had seen some very interesting companies, we decided the deal was not rightfor us. The risk and reward was just not going to be viable, but in the end, itwas all very cordial,” says Mary Mallett, strategic director oforganisation and development at the council.Thecouncil will instead launch its own £10.9m integrated online HR and financeplatform this month.”Whatis absolutely crucial is that people do not do it as a matter of dogma – it hasgot to be what is right for the business. People often pursue it for the wrongreasons and I think the jury is still out on the big deals,” says Mallett,who is also vice-president of Socpo.”Theadvantage of going outside is that you can concentrate on what is left – policyand service. Someone else sorts out the process arrangements. If it’s in-house,you have to do it all yourself,” she adds.”Ifyou are outsourcing anything, you have to be careful how you manage it. Peoplehave to believe there is a bold goal otherwise they just feel like a commodity.They need to be told why it is a good idea and why you are doing it.”Wecommunicated like mad. Staff said they had felt bruised by the uncertainty overthe six months, but said the communication was brilliant,” she says.Thisemphasis on communication is critical, whatever the size of the contract,suggests Tom Crawford, HR manager at solutions consultancy Bernard Hodes.”Likein any merger or acquisition, the key is good communication. What are theobjectives of the new function? What is expected of individuals? There shouldbe as few surprise as possible and, ideally, as much self-selection as possible.Whileprivate sector firms by and large accept TUPE as a way of life when bringingstaff over, the expensive final-salary pension schemes common in the publicsector are becoming a stumbling block in these tight economic times, suggestsMallett. Then there’s the worry that some private sector organisations start torun two-tier workforces, with those employees brought in later on differentterms and conditions.Publicsector HR professionals also need to do some constructive navel gazing if theyare going to make outsourcing a success. It’s no good setting yourself up as anadded value function at the heart of the organisation if your skills are not upto the job and you’re not taken seriously anyway, argues Jeremy Webster, headof public sector consultancy at Penna. “HRprofessionals like the idea of being upgraded, of having a more intellectualchallenge to their role. It is an opportunity for them to throw off the yoke ofbeing personnel processors,” he says. But individuals do not changeovernight from being transactional HR specialists to agents of changemanagement, he adds. “The image of HR within the organisation takes ratherlonger to change than simply transferring an activity from one place toanother.”Asto where outsourcing is going in the future, Mallett predicts public sectororganisations will increasingly start to strike deals between themselves aswell as with private sector providers – a country council might share serviceswith a neighbouring district council or an NHS trust.Thereis also a trend emerging in local government towards regional service centres,suggests Webster. Two councils in the north of England are currently pilotingrunning services through a single outsourced operation and a couple of NHStrusts are testing a shared HR service centre, he says. There is also scope forcross-service shared centres between local authorities and primary care trusts,he predicts.Suchshared centres could also help to take some of the trade union-led heat out ofthe arguments over outsourcing. Yes, they would recruit people and expertisefrom the private sector, but those people would not be directly employed by theprivate sector, Webster suggests.Withthe unions becoming increasingly agitated about the relationship the privatesector has within public services, this may be no bad thing. For HR, itappears, the changes wrought by outsourcing may be only just beginning.                                   nDo’sand don’ts of outsourcingDo:–Assess your function – look at what could potentially be outsourced and what iscore and needs to remain in-house–Examine your processes aggressively – can bureaucracy be cut even before goingdown the outsourcing route? After all, there’s no point in outsourcingsomething that isn’t working anyway–Look at the size and scope of the deal and assess what type of organisation andcontract would suit it best–Assess what your ‘added value’ role will be, whether it’s realistic and whetheryou’re up to the jobDon’t:–Rule out a variation on outsourcing – a ‘public-public’ partnership, jointventure or simple partnership agreement can be just as successful as a pureoutsourcing arrangement–Forget to communicate, communicate, communicate. When workers are worried andunsure, demotivation can set in. Even silence speaks volumes, so keep theminformed, even if nothing is happening–Be afraid to back out if it doesn’t feel rightSatisfactionin the cityItis a telling sign that of the 1,200 staff transferred from Liverpool CityCouncil to its new joint venture company Liverpool Direct, so far, not one hasasked to be moved back.Aspart of the transfer operation between July and December last year, staff weretold that if, after six months, they wanted to go back to the council theycould, if they gave three months’ notice.”Thewhole point has been to avoid problems of job insecurity, morale and retention.The real issue people are interested in when it comes to outsourcing is what ishappening to their jobs. In our case, the fact they would still be city councilemployees meant we took that fear away,” says Liverpool Direct chiefexecutive David McElhinney.”Theyare working for Liverpool Direct but they still have the emotional attachmentto the city council,” he adds.The10-year, £30.4m contract struck with BT saw the council establish a separatejoint venture company – 80 per cent owned by BT and 20 per cent by the city.The contract covers providing payroll, revenue, benefits and IT services,including a 225-seat call centre.Beforethe deal, Liverpool’s HR function was a slightly moribund, bureaucraticoperation with, for instance, four payroll systems, says McElhinney. There hasbeen a reduction in the HR headcount, from 206 people to 110, but the councilhas benefited from a move to a sophisticated information and communi-cationstechnology (ICT) infrastructure.”Wehave completely re-engineered the HR function by bringing together payroll,employee relations, recruitment and training,” says McElhinney.Otherimprovements include a 60 per cent reduction in absenteeism, the clearance of a15-month backlog of revenue and benefit claims and the recovery of £1m in rentarrears. Bureaucracy has also been slashed by making systems less complicated.”Inthe past, for instance, we had 27 car mileage forms. All those have beenattacked and challenged. Now I can just forward an electronic form to payroll,which has an electronic signature on it,” explains McElhinney.Fromthe end of September, Liverpool Direct began offering its HR software to othersectors, having begun a similar project with the call centre six monthspreviously. Deals have already been struck with Sheffield City Council andother areas of Liverpool City Council, such as the car parking department, andthe joint venture is poised to strike its first commercial deal shortly. Comments are closed. Related posts:No related photos. Previous Article Next Article When failure is not an optionOn 19 Nov 2002 in Personnel Todaylast_img read more

Employers encouraged to seek legal advice to avoid problems

first_imgBackby popular demand, Joan Lewis, employment law consultant at ACTA, was invitedto give two presentations.Inher first presentation, ‘Essential employment law update for OH practitioners’,Lewis reminded delegates to use a legal expert where possible. “I couldn’t doyour job, and you couldn’t do mine, so if you have a legal query, always seekprofessional advice,” she said.Sheoutlined some of the most pressing new developments in employment law to impacton OH, whether from legislative changes or new case law.Lewissaid there is much confusion about the family-friendly initiatives and how thenew flexibility rules would work in practice. She explained that although youare not automatically entitled to flexible working by law, you now have theright to request flexible working, or put simply, “if you don’t ask, you don’tget,” said Lewis.Shealso explained that time off for emergencies means genuine emergencies, citingthe example of a woman who took time off to take her child to hospitalappointments, which, as they were at pre-set times, did not constitute anemergency. She also warned that those in OH who work for companies that postpeople abroad, or employ people to work in overseas offices, could be liablefor any injuries or illnesses sustained through work – citing a recent casewhere someone employed by a British company abroad successfully sued fordamages. Theage discrimination draft regulations, which are expected in 2004, have hugeimplications for OH, said Lewis. They will outlaw both indirect and directdiscrimination against people because of their age, and the changes they bringare just as important as the ones a few years ago regarding race and sex.Thelong lead time will give employers and workers time to familiarise themselveswith the changes, which will outlaw phrases such as ‘senior moments’ andperhaps even joking about people’s ages on birthday cards. Otherareas covered included case law on disability and alcohol, SARS risk andinformation (she warned that OHPs must be careful to give general notindividual advice to employees on these issues), random drug testing, employeecompensation cases and the latest on stress tests.Furtherinformation–, European agency for Occupational Safety & Health–, RSI Association–, World Health Organisation––, Health & Safety Executive Publications– Employers encouraged to seek legal advice to avoid problemsOn 3 Nov 2003 in Personnel Today Previous Article Next Article Related posts:No related photos. Comments are closed. last_img read more

HR can weigh in and make a difference

first_img Comments are closed. Previous Article Next Article HR can weigh in and make a differenceOn 8 Jun 2004 in Personnel Today Related posts:No related photos. We have a problem in this country. It’s been lingering for some time, andwe’ve turned a blind eye to it. The facts are stark and can no longer beignored: there has been a 400 per cent increase in the number of obese peoplein the UK in the past 25 years. If we don’t step in and do something about it,we will pass the problem on to generations to come. These types of issues were not considered to be any business of the employer– until now, when we’ve only just begun to calculate the true cost of anunhealthy workforce. Premiums on company medical insurance have risen by 15 percent over the past year. Yet statistics showing how much obesity is costing UKemployers are sparse. We need to build a more comprehensive picture of just howbad the problem is, and to do that, we need to look at the US (see page 12).Experts there estimate the total cost of obesity to US companies is £7bn perannum. Two-thirds of the population in the States are considered overweight and40 million are obese. Companies admit weight, unlike smoking, is still a touchysubject, and although initiatives are in their infancy, still the US is aheadof us in terms of measuring weight and wellbeing versus productivity. We need to catch up – and fast. We need government help and strongleadership in countering this problem as a society. But in the workplace,employers need to take responsibility, too. This is HR’s chance to make a realand immediate impact. It needs to work hand in glove with occupational healthdepartments in the war against weight. Their first step in convincing the boardthis is a vital issue to be tackled head-on must be to gather information andevidence of the problem. Together with occupational health, HR needs to drive health assessments ofstaff and analyse health insurance claims. It needs to communicate to workersthe health risks associated with excess weight, the effects on productivity andthe impact all the way to the bottom line. It needs to empower staff and makeit easy for them to help beat weight problems themselves. It needs to unleashimagination and launch more initiatives, like the ones we witness in Microsoftand the Met. This is an area where HR can and needs to make a real difference. By Penny Wilson, deputy editorlast_img read more

Canadian industrial building boom looms

first_img Share via Shortlink CBRE projects that e-commerce sales in Canada will continue to climb. (Getty)Demand for warehouse space in Canada far outweighs supply, setting the stage for a boom in industrial construction.Canada needs another 40 million square feet of warehouse space over the next five years to keep up with demand after online sales rose 32 percent last year, according to CBRE figures reported by Bloomberg News.That’s more than three times the combined total of warehousing space in Canada’s three tightest industrial markets —Toronto, Vancouver, and Montreal.CBRE projects that e-commerce sales volume will climb steadily from $58.8 billion Canadian dollars to $92.7 billion by 2025.A similar phenomenon is taking place in the United States. The market for warehousing was already tight in many parts of the U.S. when the pandemic supercharged the growing demand from the e-commerce sector. Net absorption hit an all-time record in the fourth quarter, according to CBRE.Institutional investors poured tens of billions of dollars into the sector last year. Blackstone continued to pivot toward industrial from retail and hotels and now the sector accounts for 36 percent of the firm’s real estate equity value.Foreign investors are also getting in on the action, buying up industrial properties even as total foreign investment in the U.S. fell 31 percent last year.[Bloomberg News] — Dennis Lynch  canadaIndustrial Real Estate Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink Tagslast_img read more

States Title, now Doma, going public in $3B SPAC deal

first_imgStates Title CEO Max Simkoff and investor Mark Ein. (Keystone Strategy, Getty)Title insurance startup States Title is going public in a $3 billion deal with a blank-check firm, the latest sign of investor interest in companies that digitize the residential real estate industry.The company — which has been renamed Doma — said Tuesday that it plans to merge with Capitol Investment Corp., a special purpose acquisitions company backed by investor Mark Ein. Since 2007, Ein has raised $1.5 billion through five SPACs.The deal will generate $645 million, including a $300 million PIPE investment and $350 million from investors including BlackRock, Fidelity, the Gores Group, Hedosophia, SoftBank’s SB Management, Wells Capital and Zillow co-founder Spencer Rascoff. National homebuilding giant Lennar, already a big investor in States Title, is participating in the PIPE.ADVERTISEMENTDoma will retain up to $510 million in cash proceeds, the companies said.Founded in 2016, States Title took on the arcane world of title insurance by digitizing and streamlining the closing process. The company was last valued at $623 million after a $123 million funding round in May 2020 led by Greenspring Associates with participation from Foundation Capital and Fifth Wall Ventures.Last month, States Title raised $150 million in debt financing from HSCM Bermuda.The deal reflects both the liquidity available in the financial markets, which has resulted in the proliferation of real estate-focused SPACs, as well as the strength of the U.S. housing market, with January home sales up 23.7 percent year-over-year, according to the National Association of Realtors. With it, demand for digital tools to buy and sell homes has also surged.“In 2020, adoption and usage of our core product exceeded our expectations,” founder and CEO Max Simkoff said in a statement.Read moreStates Title raises $123M Series C Max Simkoff on reforming the title insurance industry Inside the title insurance cartel Email Address* Tags Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink SPACtitle insurance Share via Shortlink Full Name* To date, Doma has facilitated 800,000 closings for lenders including Chase, Homepoint, PennyMac and Sierra Pacific Mortgage.After the Series C last year, Simkoff summed up his experience with the title insurance industry thus: “First they ignore you, then they laugh at you, then they fight you.”“I’ve been told often that I speak ignorantly in this industry,” he said in a conversation with The Real Deal at the time. “Then it turns out the ignorant things I’m saying end up becoming more efficient ways of doing things.”Contact E.B. Solomont Message*last_img read more