In brief

first_img Previous Article Next Article Thisweek’s news in brief…Financefirm cuts jobsAsmany as 1,700 jobs are to be cut as Sun Life Financial of Canada reduces thesize of its UK direct sales force. The company currently has around 2,000employees and aims to cut that to approximately 900 by the end of this year.Flexibilityover salaryAsurvey of 300 employers revealed that more than 50 per cent of employees wouldprefer flexible benefits to a pay rise or promotion. The research conducted byOffice Angels found that 93 per cent of employees put training on the top ofthe list in terms of flexible benefits.Seniorposts threatOlderworkers face tough futures in traditional financial services because of mergersand the growth of technology. Research by the Open University Business Schoolhas revealed that industry consolidation has reduced the number of senior andmiddle management posts.www.oubs.open.ac.ukAddstress to H&SMorethan three-quarters of employers believe stress should be incorporated intohealth and safety legislation. A study published by the Health & SafetyExecutive reveals that 79 per cent of employers think stress should becontrolled in the same way as other workplace health and safety issues. http://www.hse.gov.uk/Diversityat WhitehallTheGovernment is to offer staff from ethnic minorities the chance to workalongside ministers as part of a drive to improve the diversity of itsworkforce. The move, which is expected to start next month at the DfEE, is partof the Government’s modernising campaign and it is hoped will increase thenumbers of ethnic minority staff at senior management level at Whitehall. http://www.dfee.gov.uk/Namespush studyMovesto make Indian call centre workers use English names to help their Britishcustomers are being looked into by the Commission for Racial Equality. It isclaimed that at GE Capital’s call centre in Delhi staff are not allowed to usetheir own names because it does not allow a relationship with customers tobuild up. GE Capital serves around 20 UK stores including Laura Ashley, TopShop and Principles. http://www.cre.gov.uk/ In briefOn 20 Feb 2001 in Personnel Today Comments are closed. Related posts:No related photos.last_img read more

Staff referrals are better for budget than recruiting

first_imgStaff referrals are better for budget than recruitingOn 3 Jul 2001 in Personnel Today Previous Article Next Article Comments are closed. Employee referral programmes are more cost-effective than recruitmentagencies, according to 80 per cent of respondents to a US survey. Almost 70 per cent of those who took part in the 2001 Employee ReferralProgram Survey said ERPs are more cost-effective than other recruiting methods.Thirty-seven per cent said ERPs are effective compared with other recruitingmethods, while 36 per cent said they are effective in improving the retentionof current employees. More than 65 per cent said their organisations have a formal or informal ERPwith financial rewards, cars and gift certificates offered as incentives. SHRM president Helen Drinan said, “Employee referral programmes are oneof the most effective recruitment tools employers have. “In today’s tight labour market, organisations need workers fast. Andwhat better way to tap into talent than to encourage current employees toidentify and refer potential recruits to your organisation?” Drinan said. The joint research by SHRM and online company Referral Networks surveyed 586HR professionals in the US regarding the structure and effectiveness ofemployee referral practices. Related posts:No related photos.last_img read more

Councils told to improve safety record

first_imgCouncil chief executives are being urged to improve health and safetystandards following the release of figures that show fatalities in localauthority workplaces have increased. Bill Callaghan, chairman of the Health & Safety Commission, has writtento all local authorities calling for the chief executives to take a hands-oninterest in their safety record after research showed that staff deaths rosefrom 32 to 44 during the period 1999 to 2000. The research by the HSC also showed that safety inspections have dropped byover a quarter in the past five years. The number of full-time local authorityenforcement officers also fell by 8 per cent to 1,110 between 1999 and 2000. Callaghan said, “An effective local authority regulatory service,committed to local improvements in health and safety from business isessential.” The HSC is also considering if it should investigate those authorities thatcontinue to divert resources away from health and safety considerations. Keith Handley, president of Socpo, said, “The responsibility foremployee health and safety is a key aspect for local authority employers andthey should ignore it at their peril. “Reducing the numbers of health and safety officers may be considered a‘soft option’, but it is an extremely misguided one.” The figures show there was a reduction in the number of overall reportedinjuries from 39,655 to 32,693 between 1999 and 2000. www.hse.gov.uk Related posts:No related photos. Comments are closed. Previous Article Next Article Councils told to improve safety recordOn 25 Sep 2001 in Personnel Todaylast_img read more

Vive le 35-hour week?

first_img Previous Article Next Article Comments are closed. Related posts:No related photos. The French experience of the 35-hour week has not been the calamity sowidely predicted, writes Stephen OverellWhen the National Union of Teachers called for a 35-hour working weekearlier this year, the Education Secretary Estelle Morris dismissed the idea as”potty” and incompatible with being a professional. It has always been the fate of the 35-hour week to be called mad, and it isevidently no less mad now that the French experiment of le trente-cinq is underway, not so very far from the apparently sane, orthodox shores of Blighty. The law reducing the “statutory length of actual work” to 35 hoursa week averaged over a year has now been in force since January 2000 (January2002 for organisations with fewer than 20 staff). French employers call it an”absurdity”. President Jacques Chirac says it is “ideologicallyobsolete”. Economists fall over themselves to denounce it. Yet it seems that French workers, with their Wednesday afternoons off andshort Fridays, are not quite so convinced of its lunacy. Surveys have foundthat four-fifths believe their lives have improved because of it. The new centre-right administration may seek to water it down, but it ishard to envisage a return to the 39-hour week becoming a popular slogan. Forsome workaholic Anglo-Saxons, meanwhile, le trente-cinq is both a compelling andappalling spectacle in equal measure. The 35-hour week was the flagship policy of the former left-wing coalitionled by Lionel Jospin. At its heart lay a beguilingly simple idea: more workersdoing fewer hours. If existing workers cut back on their hours, the unemployedcould take up the slack – a redistribution of working time that would in theprocess increase flexibility. But as economists pointed out at the time of its introduction, the idea thata fixed quantity of work exists to be parcelled out is a fallacy; there is nosuch thing as a limit on the amount of work that needs doing. Moreover,aggressive state regulation is not the normal way to go about increasingflexibility. Confusing it may be, but what has been the result? On job creation, therecord is mixed. In 1997, unemployment peaked at 12.4 per cent and now sits atabout 8.8 per cent. Yet Martine Aubry, the former employment minister, admittedonly a fifth of new jobs were directly spawned by the 35-hour week. Most werethe result of robust growth.1 On flexibility, ironically, the impact seems to have been more apparent. Aspart of the law, employers and unions were encouraged to negotiate how to bringin the law at plant level by collective bargaining. This has entailed anexpansion of influence, both direct and indirect, for trade unions, which havealways suffered from low membership – about 10 per cent. But in exchangeemployers have wasted no time in stripping away decades of accumulatedrestrictive practices. At Samsonite, the luggage manufacturer, workers agreed to 42 hours a weekduring summer, when the demand for baggage is high, in exchange for 32 hours aweek in winter. And Renault and Peugeot have learned to love the 35-hour week because itmeant they could ‘idle’ workers in slack months. Yet among many small businesses, especially in sectors such as restaurantsand trucking, the law has succeeded only in driving up costs while dazzlingemployers with complicated formulas for calculating overtime. Meanwhile, someoccupations, such as civil servants, senior executives, doctors, lawyers andsoldiers, are deliberately excluded and are suffering the consequences. Needless to say, as a result of a shorter working week, wasting time at workhas become a crime of heinous proportions. Productivity – always at the heartof all discussions about curtailing working time – has risen smartly since2000, with France sitting as the fourth most productive country in the world.The insurance union has complained its members are becoming stressed, whileothers have noted unforeseen problems. “The risk of the 35-hour week is that it can affect the workers’motivation,” argues Valerie Fiton, HR manager with Advanta, an Agen-basedcompany manufacturing grains and cereals. She adds: “There are strict controls governing the hours worked.Sometimes employees might not get their work finished. It’s frustrating forthem not to see a vision of the work as a whole. But we’ve gained inproductivity and efficiency.”2 The number of hours the average person now works has had a noticeable effecton the rigidities of French social life. Prior to the law, just 1.6 per cent ofthe workforce worked a 35-hour week. By June 2001, 62 per cent were working 35hours – a figure sure to have risen since.3 Weekends now start on Thursdays andend on Tuesdays. Middle-ranking executives find they have an extra two weeks’holiday a year – on top of the six they already had, and the leisure and DIYsectors are booming. Questions remain, however, about how France can afford its working week.Companies that reduced working time through collective agreements in advance ofthe statutory application of the law, and which took on new recruits as aresult, were entitled to state aid. Employer social security contributions werereduced in proportion to the workers covered by the reduction (although stateaid was only temporary). In addition, for recruiting 9 per cent more staff, employers could get anextra government grant. The National Economic Planning Agency has estimated thecost of subsidising new jobs is running at £4,600 per job and has left theGovernment with a £1.5bn bill. With the new Government committed to tax breaks, the question is whetherproductivity growth will be enough to offset the costs. The main employers’ organisations, MEDEF and the CNPF, remain deeply opposedto the 35-hour week in principle, though in practice they are advising memberson tactics. Few would call it a runaway success. Yet even US think tanks have beenstartled by just how great a margin the French experiment has not been acalamity. “The French Government has succeeded in applying a complex,socially contentious and economically ill-advised policy reform with unexpectedélan,” as one analyst put it.4 Could it ever happen here? The distance between France and Britain seems farmore real than physical space would indicate. References 1 Reduction of working time: lessons from its analysis, Commissariat generaldu plan, 2001 2 Interview on Newsnight, 29.5.01 3 Commissariat general du plan, as above 4 France’s 35-hour work week: Flexibility Through Regulation, by GunnarTrumbull, Center on the United States and France, 2001. Research Viewpoint plusRead related articles on this topic from XpertHR’s extensivedatabase free. Go to www.xperthr.co.uk/researchviewpointJoin the Xperts take a free trialBy calling 01483 257775 or e-mail: [email protected] is a new web-based information service bringing together leadinginformation providers: IRS, Butterworths Tolley and Personnel Today. Itfeatures a new Butterworths Tolley employment law reference manual, a researchdatabase and guidance from 13 specialist IRS journals, including IRS EmploymentReview. Vive le 35-hour week?On 23 Jul 2002 in Personnel Todaylast_img read more

NHS job evaluation scheme gets HR thumbs up

first_imgNHS job evaluation scheme gets HR thumbs upOn 11 Feb 2003 in Personnel Today Comments are closed. HR professionals in the NHS have welcomed a new job evaluation scheme thatwill form the foundation of the new Agenda for Change pay system. The Agenda for Change package, which is initially to be piloted at 10 NHStrusts in the UK, is designed to raise wages and modernise pay scales. It willalso provide incentives for NHS staff to develop their skills. Under the scheme, 200 national profiles are being prepared for all jobs,except for doctors, dentists and senior mana- gers, to help calculate scores todetermine where staff should be placed in the new pay bands. Elaine Way, president of the Association of Healthcare Human ResourceManagement, believes the initiative will boost morale by ensuring equal pay. “In terms of staff morale, it is essential that staff know they arepaid fairly, relative to others in the organisation. The NHS job evaluationsystem will support this – particularly as it has been developed openly on apartnership basis,” she said. The job evaluation process involves the creation of a ‘matching panel’,comprising local staff representatives and employers who will gather jobdescriptions of all their staff. Every person’s job will be fed into a computer programme to determine apoints score for their job description, which will be matched to the nationaljob profile, determining basic salary www.doh.gov.uk Previous Article Next Article Related posts:No related photos.last_img read more

Manslaughter laws await Hatfield trial

first_imgRelated posts:No related photos. Comments are closed. Planned laws on corporate manslaughter could be affected by the outcome ofthe case against Network Rail, Balfour Beatty and six managers who have beencharged with manslaughter in connection with the Hatfield rail crash. Gary Booton, head of health and safety at the Engineering Employers’Federation, believes the case may have a bearing on proposed new legislation,announced by Home Secretary David Blunkett last month. Four people died in the crash and dozens were injured when a broken railcaused a high-speed GNER train to derail in October 2000. If found guilty, the six individuals could face life imprisonment and thetwo companies could be ordered to pay unlimited fines. Both companies and allthe individuals involved have said they intend to defend themselves against thecharges. Booton said: “I suspect the outcome of this case will have an impact onwhat is proposed [in the new legislation].” He said the problem with bringing a successful prosecution under existing lawsis that before a firm can be convicted of manslaughter, an individual who canbe identified as a ‘controlling mind’ must be shown to be guilty ofmanslaughter. This has proved so difficult, given the complex network of responsibilitiesin large organisations, that only three companies – all of them small – haveever been found guilty. Booton cited the failure to prosecute P&O or any company directorfollowing the sinking of the Herald of Free Enterprise, which resulted in thedeath of more than 200 people, even though an inquest jury returned verdicts ofunlawful killing. Under the proposed corporate killing law, prosecutions could be broughtwhere a management failure had resulted in one or more deaths, and that failureis held to constitute conduct falling far below what could be reasonablyexpected of an organisation. Previous Article Next Article Manslaughter laws await Hatfield trialOn 22 Jul 2003 in Personnel Todaylast_img read more

Handling the media

first_img Previous Article Next Article Yourorganisation has just made huge job cuts and the media wants to talk to HR. Butare you ready to face the press? Heather Beresford provides some top tips When a national newspaper journalist rings your direct line and asks you tojustify the latest job losses; or a TV crew fills the reception, asking whatyou have to say to angry staff whose call centre is closing; will you know howto handle interviews to help minimise negative publicity? The questions are terrifying if you haven’t got an answer. But when crisisstrikes, the worst thing you can say to a hungry news journalist is ‘nocomment’ – it just makes your organisation look guilty. On the other hand,fluffing a media interview by saying too much or contradicting the company linecan be just as damaging. Handling skilful journalists is a concern for anyone in a media-facing role,but HR people in particular are being forced to learn fast. Journalists arekeen to sidestep polished comments from a press office to interview the HRperson directly, who can provide knowledge, detail and emotion. But the mediais also interested in controversial and emotive HR stories, such as job lossesor employment tribunals. Growing concern In response to the growing concern among HR people, the Chartered Instituteof Personnel and Development has included, for the first time, a session on‘Managing the Media’ in its conference programme this year, with RichardDonkin, editor of Jobs and Education at the Financial Times as the keynotespeaker. Similarly, ‘Breaking News – Mastering the Art of the Media Interview’ wasone of the most popular seminars at the HR Forum in May. Most sessions onboardthe Aurora were full and the company running the sessions, Optimum Coaching,was inundated with delegates asking for one-to-one sessions and group trainingfor colleagues back in the office. “At some time, most of us will be expected to represent our company inthe media. And yet we are given very little training about how to do thiseffectively,” says Blaire Palmer, managing director of Optimum Coaching. “Journalists’ reputation for catching people out is well known,”says Palmer. “If experienced politicians can say the wrong thing and findthemselves justifying their comments on the front page, why not HR people? “Delegates experience gruelling press interviews on our courses, whichcan be nerve-wracking, but it means they make mistakes in a safe environmentand are well prepared for skilled, tough questioning when it happens forreal.” She adds: “Preparing for contact with the media and handling aninterview skilfully minimises negative publicity by putting stories in contextand promoting an organisation in a positive light.” Richard Plenty, a specialist in people and organisation consulting, has justset up his own business, Plenty Partnership, and booked a one-to-one sessionwith Optimum Coaching to help him deal with press interviews and live debates. “I wasn’t sure where journalists would be coming from and wasn’tconfident about doing live interviews,” he says. “I didn’t want tomake a fool of myself or forget my point under interrogation – there’s nothingworse than a rambling, boring answer. So the coaching focused on puttingimportant points across concisely and authoritatively. “I feel well prepared now and accepted an invitation to take part in adebate hosted by the Association of Business Psychologists – something I mighthave turned down before I did the training.” Optimum Coaching helps delegates achieve positive coverage by doing fourthings: preparing key messages, looking for a hidden twist, understanding thecharacteristics of different outlets, (such as print, radio, TV and websites)and keeping calm throughout an interview. Prepare key messages Before an interview, prepare the crucial information you want to work intoyour answers. These might include positive reasons for closing a business siteor details of the extensive support you are providing to help staff find newwork. “Most organisations have press officers who will brief you on thecompany line and help you research the subject in full,” says Palmer.”With their help, you can prepare up to three key points or soundbites andanticipate the worst possible questions.” Look for a hidden twist It’s easy to get caught out by seemingly harmless stories if you don’t findout what sort of publication or show you are being approached by, and whatpoint the piece is trying to make. “Research is paramount,” says Palmer. “You might be asked toappear on a radio chat show for a friendly discussion about counsellingservices. But do you know if the programme is fundamentally in favour of suchservices, or is the producer trying to prove they are a waste of time and thatcompanies like yours are wasting stakeholders’ money? Imagine everything yousay used out of context and edit your comments accordingly.” Understanding styles You may be expected to do interviews with many different media outlets (suchas print, radio, TV and websites), so it is helpful to understand the interviewstyles of different outlets and learn the terminology. What is a ‘donut’? Whenis an interview ‘as live’? When is a story hard news and when is it a feature? Keep cool You can come across as calm and authoritative by breathing deeply, relaxingyour shoulders and speaking clearly and slowly, in short sentences. Concise,knowledgeable comments are more likely to be included in a report thanrambling, inconclusive answers, so say your key messages and stop talking. Keepyour answers simple; journalists are looking for black and white. They mighttry to wind you up with silly questions, but don’t rise to the bait. All this advice can sound daunting to the novice, but handling the mediaisn’t always about out-thinking hungry news journalists who are determined tomake your company look heartless. Journalists write positive copy too. “It’s not all about minimising negative coverage,” says Palmer.”If you choose interviews carefully and make knowledgeable, concise andinteresting points, you can capitalise on a situation, maximising positivecoverage for you, your organisation and your industry.” Weblink www.optimum-coaching.comMedia interviews: Know your jargonRadioClip for news: A short spoken quote that will be used in thenews. No longer than 20-30 secondsDisco: A slang name for discussion. Often used at Radio 4Donut: A live radio interview where the reporter interviews youface-to-face, usually from a relevant location, before handing back to thestudio Down the line: Sometimes means down the telephone line, butmore commonly means from a ‘remote’ studio with you in one town and theinterviewer in another. To the listener, it sounds as though you are in thesame roomFeature: A longer piece for radio, TV or print. The style isusually chattier and more circumspect so you can be more conversational, butsoundbites are still crucialHard news: Such as job losses or deathsHook/peg: Most stories have a topical link Agencies: Independent Radio News (IRN) is one of the many newsagencies providing interviews and copy for radio, so your interview couldappear on a range of different radio stations. Reuters and PA do the same thingfor the pressOff-the-record: Most journalists will respect this request, butdon’t risk it unless you know them well and have built up a relationship oftrustRadio and television‘As live’: The interview will be recorded, but played into theprogramme as if it were live. You will be encouraged to banter with thepresenter, just like a discussionSoundbite: A short, concise statementPrintPlacing quotes: Beware of this technique. A journalist mightsay: “So would you say that men don’t need counselling?” If you sayyes, they are entitled to write ‘Mr X said “Men don’t needcounselling”’ Handling the mediaOn 23 Sep 2003 in Personnel Today Related posts:No related photos. Comments are closed. last_img read more

Scott Rechler is raising $250M for a SPAC

first_img Share via Shortlink Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink RXR CEO Scott Rechler (Getty; Illustration by Kevin Rebong for The Real Deal)You can now count Scott Rechler among the real estate players who are embracing SPACs.RXR Realty, which controls 26 million square feet of office space in New York City, is raising $250 million for a blank-check company to take a proptech firm public, it said in a regulatory filing Friday. The special-purpose acquisition company, dubbed RXR Acquisition Corp., will target companies with a clear path to profitability and the potential to be a “category leader.”In addition to Rechler, RXR’s SPAC team includes Michael Maturo, CFO; Jason Barnett, general counsel; and Matthew Boras, who leads RXR Digital’s investing strategy. Its independent directors include Richard Florida, an urbanist and professor at the University of Toronto; Magalie Laguerre-Wilkinson, an executive at Nick News; Richard Saltzman, former CEO of Colony Capital; and Martin Luther King III, the oldest son of Martin Luther King Jr.Read moreThese blank check firms are courting proptech Tishman launches second SPAC Chera family goes SPAC shopping Email Address* Message* Beyond its bricks-and-mortar holdings, RXR has been one of several real estate players to invest in proptech in recent years.According to regulatory filings, RXR Digital has backed 10 proptech companies, including smart-lock maker Latch, which plans to go public via Tishman Speyer’s SPAC. It also invested in Metropolis, a parking startup; VTS, a lease management platform; Kitchen United, a ghost kitchen startup; and Eden, an office management firm which purchased Managed by Q from WeWork.Not all investments have panned out, though. RXR invested in Lyric, a short-term rental startup backed by Airbnb, that folded over the summer when Covid decimated the travel industry. (Tishman Speyer, Fifth Wall Ventures and Barry Sternlicht were also investors.)Nonetheless, RXR is bullish on proptech and adjacent industries, including financial services, logistics and infrastructure, it said in the prospectus. “We believe the real estate industry is undergoing a seismic shift whereby technology is fundamentally changing the way real estate is built, transacted, operated, utilized, and monetized,” it said.Last year, RXR also began raising a $1 billion fund to invest in sectors it thinks will thrive in the post-Covid world, such as logistics, telehealth and residential. The RXR Real Estate Market Dislocation & Mega-Trends Fund will also look to find “pockets of distress” and provide rescue financing.Rechler is the latest real estate player to pursue a SPAC deal.CBRE has a SPAC, and Tishman Speyer is on its second SPAC. Howard Lutnick’s Cantor Fitzgerald has five SPACs, including one that plans to take smart-glass maker View public. Meanwhile, the Chera family’s Crown PropTech Acquisitions recently upsized its offering to $240 million. Last week, Fifth Wall Ventures closed a $347 million SPAC IPO.Overall, 145 blank-check firms have gone public this year, raising $44.5 billion. That’s compared to 248 in all of 2020. Last year, SPAC IPOs raised $83 billion.Contact E.B. Solomont Full Name*last_img read more

Adam Neumann, SoftBank near settlement agreement

first_imgSoftbank CEO Masayoshi Son and Adam Neumann (Getty/Illustration by Kevin Rebong for The Real Deal)Adam Neumann could walk away with a $500 million golden parachute from WeWork, the beleaguered co-working company he co-founded.SoftBank and Neumann are close to reaching a settlement agreement that would allow Neumann to sell $500 million in shares, Bloomberg News reported, citing sources “familiar with the matter.” The agreement has not yet been formalized or formally announced, and a virtual trial is still scheduled for Mar. 4.Read moreAdam Neumann suing SoftBank for abuse of powerAdam Neumann to sue SoftBank for bolting WeWork bailoutSoftBank rescue plan would bring WeWork’s valuation to $8B Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink Adam NeumannCommercial Real EstatesoftbankWeWork Share via Shortlinkcenter_img Tags The dispute between Neumann and SoftBank arose after the conglomerate, led by Masa Son, backed out of a 2019 deal to bail out the company by buying $3 billion in its shares. In 2020, after WeWork carried out multiple rounds of layoffs, SoftBank reneged on the deal, citing regulatory concerns and ongoing government investigations.ADVERTISEMENTIn May 2020, Neumann sued SoftBank — once the co-working company’s biggest financial backer — and accused the Japanese conglomerate of “secretly taking actions to undermine” the $3 billion bailout. SoftBank, Neumann alleged, had long been working to scuttle the deal.WeWork also sued SoftBank last year, alleging that the conglomerate wrongfully exited the bailout deal.The embattled co-working company, now led by CEO Sandeep Mathrani, is once again considering an IPO, this time via a special-purpose acquisition company, after its attempt to go public in 2019 failed spectacularly. Going public via a SPAC would value the company at around $10 billion, the Wall Street Journal previously reported.[Bloomberg News] — Georgia Kromreilast_img read more

Landlords shun federal rent relief over program requirements

first_img Tags Share via Shortlink Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink Full Name* Email Address* While federal requirements stipulate the money should be used to pay rent for low-income tenants, individual states have broad discretion over how the programs are implemented. Those differences can be dramatic: In Broward County, Florida, the rent relief will only make up for 60 percent of back rent if what’s unpaid exceeds a month’s rent.Some landlords, faced with keeping a non-paying tenant and accepting a discounted rent versus finding a new tenant who may be in a better position to pay, are choosing the latter. The ban on federal evictions, which expires at the end of March, does not mandate that landlords renew current leases.“If you have someone who wasn’t upholding their end of the contract…you’re asking the housing provider to sign up for essentially another year of this person being in this unit unable to pay,” Amanda Gill, government affairs director for the Florida Apartment Association, an industry trade group, told the publication.“You’re really putting them in a really difficult position, because they have ongoing obligations,” Gill said.[WSJ] — Georgia KromreiContact the author (iStock/Illustration by Kevin Rebong for The Real Deal)The federal government wants to give landlords and tenants $50 billion to help keep renters in their homes — but some of those property owners are turning down the funding that they’re eligible for.Some landlords have taken issue with the requirements to receive federal rent relief, including disclosing financial information, as well as limits on evicting tenants if they choose to do so, the Wall Street Journal reported.In Boston, a tenant attorney said that a fifth of his cases involve a landlord who has refused the funds. A Houston nonprofit tasked with distributing the funds said that in 5,600 cases, landlords shunned the relief. In Los Angeles, nearly half of the tenants who received rent relief had landlords who declined to participate in the program.ADVERTISEMENTRead moreThe nitty gritton federal rent reliefLandlords hail relief bill as end of cancel rentBiden’s relief package would extend evictioni ban, boost rent relieff Message* EvictionsMultifamilyRental Marketlast_img read more