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    The past revealed background checks

     

    Employers tend to conduct background checks before hiring new people. It is a specific process that involves knowing the information about the individual's past. In today's society, it is no longer difficult to access information. This is because the advent of new technology allows us to retrieve a lot of kinds of information. Contents of the Background Check Most background checks contain criminal and incarceration records. Criminal and incarceration records include litigation records, driving and vehicle records. Furthermore, background checks include education verification, employment verification and credit card check. Some include detailed drug tests, licensing records and financial information. These are just basic elements to a background check. Other things can be added to make the background check more specific. Some even conduct interviews with the written personal references of the employees. They may be their former employers, family members or friends. Reasons for Conducting Background Checks There are several reasons why companies conduct background checks. First is to find out if the person has done any criminal activity. This would essential if the position requires customer relations or handling money. Most companies also conduct credit checks. It serves as a indicator for the persons reliability. Not only done in companies, in the United States, there exists the Brady Bill where background checks are done for those who want to buy guns, explosives and restricted firearms. Other reasons for background checks may involve a suspicious neighbor or perhaps when one is hiring a new nanny. It can also be as serious has going into a background of a possible new business partner. Requirements before conducting a background check There are many laws and guidelines that should be followed in conducting background check. Some of these laws are as follows: o Fair Credit Reporting Act. This law ensures that when credit reporting is done, correct and updated data is used. o Drivers Privacy Protection Act. This law regulates the release and sharing of information from DMV records. Thus, the release of driver and vehicles records are part of these laws. o Gramm-Leach-Bliley Act. This act is also involved in employment screening. This regulates the information the employer can or cannot access. It stresses keeping the information private. o Other state laws and guidelines. Depending on which state you are in, there are specific laws and guidelines pertaining to background checks. Controversies Regarding Background Checks Not all people are comfortable with background checks. Sometimes, there are tendencies that one unearths information of illegal activity. One must be aware that the information is 100 percent true. Some may perhaps be wrong or irrelevant. An important factor when looking for sources is to what degree is your source credible. The Deal with Background Checks Although not everyone approves of background checks, the fact remains the same, that background checks are useful. It gives an overview of the personality and working habits of the person. Remember to assess only the relevant information to prevent having information overload about the person. Time is always a factor. Some perceive background checks to be too time consuming. This may only occur when you get too much information about the person. Background checks are now usually standard protocol not only to most companies but also at home when hiring household help. Thus, background checks are not only for big companies. It is something for the average household.

         
    The power of employee recognition

     

    What does it take to truly motivate an employee? What breaks an employee's resistance to showing up on time and lets them work with joy? What makes employees brag about the company that pays them? How do successful corporations succeed in keeping loyal employees? Not by fear or intimidation. Once pressure is applied 'to perform or produce,' either more or better, the average employee becomes less effective. Many employees are completely self-motivated and never need any outside impetus. They are content with fulfilling their own inward goals. Others need some inspiring, positive feedback in order to apply their most creative and heartfelt energies to a job. They need an incentive to feel they belong, to have a sense of identity with the corporation they work for. The desire for recognition resides in all of us and having this need acknowledged is an important part of one's work life. Although an employee is an individual and works as an individual, there is always a need to be aware that the employee is also a part of the whole group, the total corporation, and that each individual is important. When the corporation treats the employees as someone important, the employees will also feel the corporation is important and will feel proud to be a part of its success and growth. The secret of employee performance comes from the awareness by management or peers that a person is doing a great job and then outwardly recognizing that performance. One proven technique is giving corporate awards that recognize the unique contribution that an employee provides. To be powerful, this award needs to be of a lasting nature and something that others will be able to see and recognize. A sincere compliment is always welcome, but material objects such as rings make the difference in employee loyalty. The inspiration received from a corporate gift can transform an entire department. Motivation to do an even better job enlivens the atmosphere. Employees aren't usually going to blatantly ask for recognition. Actually, when singled out for a special award they will appear shy and mutter something about not really deserving it. However, inside they are glowing and are probably having a hard time holding back tears of appreciation -- making acceptance speeches isn't part of one's everyday activity in ordinary corporate life. When an employee receives a reward in the form of a pay raise, the reaction is usually one of relief. "Whew! I actually got it!" When one receives a Safety Award Ring or a Company Ring with a special inscription on it, awkwardness can be expected. The implication, silently stated, is, "You are unique and special! We truly appreciate you." Acceptance of this appreciation is often best expressed with eyes meeting in trust and a nod of the head. The power represented by an award of this type goes beyond the dollar value in a corporation. Without loyal, fantastic employees a corporation doesn't exist. Those who are the life blood of the corporation truly deserve all the awards and recognition that are bestowed upon them.

         
    The project management mindset

     

    Though there is no panacea to these inevitable outcomes, it's important to take a look back on the cornerstones that define effective and success-prone project management. Ultimately project management like most disciplines, requires just that-discipline. This discipline of mindset far outweighs any single tool, or management fad with a catchy name. The PMBOK or The Project Management Body of Knowledge is a good reference guide to begin, refocus, or sharpen your project management mindset. Here are some key attributes of the Project Manager mentality: 1. A solid understanding and vigilant re-education in the discipline, the science, and the are of project management and it's key knowledge and practice areas. 2. The experience and wherewithal to not attack a project with everything and the kitchen sink and instead being able to pick out the appropriate tools for improving implementation and the planning of the project. 3. Understand the dynamics of a team, and serve as the glue that holds the members together. 4. The ability to incorporate the new methodologies with the old on the fly. 5. People, People, People! A knack for understanding how to communicate effectively with your team members as it relates to project changes, overall progress, and transcribing the overall vision for the project throughout it's duration. Overall the skills required to achieve the project manager mentality are: being flexible, possessing strong oral/written communications, the ability to think strategically and solve problems on your feet, team building and interpersonal skills, a sense of accountability for yourself and your team members, and finally the technical credibility to lead the project in question.

         
    The questioner s art

     

    Today we look at one of the nuances of the SPIN questioning model. It’s the “forking paths” dilemma: During a sales call, you uncover a buyer problem that has multiple implications, some of which lead, in turn, to further implications. How do you proceed? Do you use your limited time with the buyer to address all the implications (let’s call this path #1), or do you follow just one of the implications as far as it will take you (path #2)? Let’s suppose that you are selling vacuum cleaners, and your conversation with the customer has already established that she is dissatisfied with the carpet-cleaning capabilities of the vacuum she has now. The problem you want to explore is that the present vacuum cleaner leaves the carpets dirty. Within the framework you’ve established by asking Situation and Problem Questions, you begin to develop some implications. Because of dirty carpets: 1) her children can’t play on the floor, 2) her house will smell bad, and 3) her dog’s skin condition will not improve. That’s an example of the first path. The second path might follow a pattern like this: Implication – her dog’s skin condition will not improve. Implication of implication – she’ll have to take the dog to the veterinarian. Implication of implication of implication – going to the vet is expensive, time-consuming, and depressing. You could pursue this even farther: the cost of the vet visits may, over time, amount to more than the cost of a new vacuum cleaner, and meanwhile, visitors to the home may be repelled by the funny smell, the sullen children, and the mangy-looking dog. This could increase domestic tension, diminishing the productivity and well-being of every member of the family, and so on. Which path works best for your sale? Let your customer be your guide. Mastery of the questioner’s art depends not only on asking smart questions, but on really listening to the answers. Follow the direction that leads to where the customer wants to go.

         
    The secret to overcoming resistance to change

     

    : Mahatma Gandhi stated that no one can oppress you more than you oppress yourself. I believe this to be true, especially when it comes to change. I have witnessed people, putting up with horrible conditions rather than change. And so, it is no wonder it is considered one of the most difficult things to deal with for a business. For many people, there is nothing more fearful. They like the comfort zone of knowing exactly how everything works and knowing where they stand. Many even resist promotion because of the unknown factor. They wonder if they will be able to do the job, whether or not they will understand what is required and whether they will be able to communicate it to others. Many successful organizations put plans in place months in advance to help their people deal with change. They will take them step-by-step to explain what is happening and how it will affect them. They have them as part of the process and have generally had in place training and upgrading seminars and classes. I have also seen the results where companies have held back the information and left the employees in the dark. The fear of what might happen was generally worse than reality and production over all was adversely affected. Helping your staff to grow and having them part of the process, not only helps them, but the success of the changes and the business overall. It helps to have the staff understand that the problem with never wanting to change because of the fear stops them from advancing into their greatness. Yes, greatness. Marianne Williamson said it best when she said that many people fear their greatness more then their inadequacies. They fear whether they will be able to handle the responsibilities or being in the spot light. They think who am I to be great or talented. Well as Maryanne continues, who are you not to be, that it doesn't do you or the world any good to play small. Quite often with out us even realizing it, others are watching us to see how to act and be. If they see us hiding or acting like it is better to pretend to be untalented or afraid of growth and change, they will pick up on this and act accordingly. When you shine your light and say it is ok to use your talents or make mistakes as long as you have tried your best, then you allow others to try also.

    This is a great gift to give others, as change is a part of life. The world revolves around change; it is the natural flow of life. All we have to do is look at nature with its every changing season or look at our selves and others as they grow throughout life. It is when we resist and fight it, that stress is built up and our health diminishes. We may even stop listening to others because we don't want to hear about anything that is related to change.

    And, when we do not listen, it leaves us out of the loop, and away from valuable information that could ultimately help you understand the changes needed to do your job. As well as safety issues, that may be a vital part of the job. If you have been fighting change all of your life, you can start with baby steps and notice that in each step the fear of the change was much greater than the change it self. I have heard countless times from people who have finally stepped into the change, "If only I had done this sooner, I have missed out on so much by my resistance to change" Whether the change is for your business or yourself, start with clear goals in mind. Write out why you want to make the changes. Then write out the benefits that will follow. Have them clearly posted to help you or your staff get through the bumps and adjustments and then celebrate the achievements. Everyone will be a winner in the end. Sadly there are people who do not bother to change. Discover why and check out the pictures at: falconfreedom/Sadfact. html "I believe that Resistance is the psychological counterpart to gravity in Physics. Because of it, change is not easy for humans. … (however,).change is DO-able!" -Jon Nare

         
    The ten tools of profitable revenue growth

     

    1. Revenue growth is everyone's business, so make it part of everyone's daily work routine. Every employee wants to be part of a company's growth agenda, but most don't know how. Managers need to provide them with both information and tools, starting with making revenue growth an inherent part of daily conversations, meetings, and presentations. Just as everyone participates in cost reduction, so must everyone be engaged in the growth agenda of the business. Every contact of every employee with a customer is an opportunity for revenue growth: The people answering the phones in the call center can provide valuable information on unmet customer needs. The appliance repair person can discover patterns and timing of demand for replacement of appliances. Salespeople can extract market intelligence and ensure that it is communicated to the product development, operations, and service departments. Logistics people, through on-time deliveries, can help stores avoid stock-outs, thus enhancing customer satisfaction, an important foundation of future revenue growth. The fruits of these efforts for revenue growth energize people and enhance their self-confidence. Growth taps into all their latent energy to generate ideas that can carry the organization to higher levels of growth. Growth truly is everyone's business, not something that is solely the concern of management. Every employee at every level can be doing something for a customer. 2. Hit many singles and doubles, not just home runs. While home runs provide the opportunity for a quantum increase in the growth trajectory, they are unpredictable and don't happen all the time. Singles and doubles, however, can happen every day of the year. They result from a determined, day-in and day-out improvement in the activities and social processes of a company; they form the drivers of profitable revenue growth. Increasing revenues through singles and doubles build a growth mind-set throughout the business, so that when the opportunity for a home run does come along, you'll be better prepared to take advantage of it. For example, Dell's efforts, beginning in 1993, to improve inventory turns to use less cash and reduce price and product obsolescence began as a single. The company's initial goal was to increase inventory turns, which were averaging six a year, to ten. Over the last ten years, Dell has continuously improved the totality of its supply chain so that its inventory turns over one hundred times a year, or once less than every four days. The result is higher revenue growth and what has become a lethal competitive weapon against all PC manufacturers. In addition, this supply chain enables Dell to accelerate revenue growth by entering into new market opportunities like printers, servers, and storage. 3. Seek good growth and avoid bad growth. A framework for distinguishing good from bad growth is a crucial element in generating revenue growth. Good growth not only increases revenues but improves profits, is sustainable over time, and does not use unacceptable levels of capital. It is also primarily organic (internally generated) and based on differentiated products and services that fill new or unmet needs, creating value for customers. The ability to generate internal growth separates leaders who build their businesses on a solid foundation of long-term profitable growth from those who, through acquisitions and financial engineering, increase revenues like crazy but who create that growth on shaky footings that ultimately crumble. Many acquisitions provide a one-shot improvement, as duplicative costs are removed from the combined companies. But few, if any, demonstrate any significant improvement in the rate of growth of revenues. 4. Dispel the myths that inhibit both people and organizations from growing. An important part of any leader's role is to realistically confront excuses such as: "We are in a no-growth industry, and no one is growing"; "Customers are buying only on price"; or "The distributors are the ones in direct contact with retailers, and there's not much I can do." Every leader needs a growth agenda and the ability to communicate an urgency about the need to increase revenues and build the business so that action-oriented people within the organization find out what needs to be done today. 5. Turn the idea of productivity on its head by increasing revenue productivity. The old saw says "we have to do more with less." The problem, though, is that the focus is usually on the "less" and the "more" rarely happens. Revenue productivity is a tool for getting that elusive "more" by actively and creatively searching for ideas for revenue growth without using a disproportionate amount of resources. It shows how to invest your current level of resources in a way that leads to increased sales by analyzing everything a business does, from the seemingly mundane to the vitally important. 6. Develop and implement a growth budget. All companies have a budget. It is, however, astonishing how little detail about revenue and sources of revenue growth you can find there. Almost all of the lines in the budget are cost-related. Few, if any, identify resources explicitly earmarked for growth. The growth budget provides a foundation that will allow a company to increase revenues instead of just talking about it. It includes all critical actions over the short, medium, and long terms that require resources to achieve revenue growth goals. And there is follow-through that includes rewards for success and penalties for poor performance. 7. Beef up upstream marketing. One of the key missing links for generating revenue growth at most companies is upstream marketing. What most people visualize as marketing involves advertising, promotion, brand-building, and communicating with customers through public relations, trade shows, and in store displays. Those activities are obviously of great importance but primarily "downstream" in nature -- that is, they enhance the acceptance of a product or service that already exists. Upstream marketing, on the other hand, takes place at a much earlier stage by developing a clear market segmentation map and then identifying and precisely defining which customer segments to focus on. It analyzes how the end-user uses the product or service and what competitive advantage will be required to win the customer and at what price points. 8. Understand how to do effective cross-selling (or value/solutions selling). Cross-selling can be a significant source of revenue growth, but most companies approach it from exactly the wrong perspective. They start by saying, "What else can we sell to our existing customer base?" However, instead of looking inside-out your organization, you need to look outside-in. Successful cross-selling starts by selecting a segment of customers and then working backward to define precisely the mix of products and services they need and creatively shaping a value proposition unique to them. Effective cross-selling ensures the proposition is presented to the right decision makers in the language of the customer and spells out the financial, physical, and post-purchase benefits of the offering. 9. Create a social engine to accelerate revenue growth. Every organization is a social system, the center of which is a way of thinking and acting that sets both day-to-day actions and the long-term agenda. When an organization has an explicit growth agenda understood by everyone, growth becomes a central focus -- a social engine -- during formal meetings as well as informal discussions. The social engine is then fueled by growth ideas as one growth initiative builds on another. People at all levels then see growth as everyone's job. The social engine and its associated tools provide the mechanism for making revenue growth a reality by developing a laser-sharp focus, aligning individual silo priorities and making the right tradeoffs. 10. Operationalize innovation by converting ideas into revenue growth. Innovation is not the private property of lone geniuses working apart from the mainstream of the business. In any company of reasonable size, innovation is a social process that requires collaboration and communication for idea generation, selecting those ideas for revenue growth that are to be funded, and shaping those ideas into product prototypes and launching them into the marketplace. The tools that have been outlined are the foundation of your program for future revenue growth. But remember what we said earlier Revenue growth and productivity improvement are not conflicting goals. To keep the revenue growth engine running, you must have a disciplined day-in and day-out program of cost productivity improvement. Not only is it imperative for competitive advantage, it provides the findings for future growth. Copyright © 2004 by Ram Charan. Profitable Growth Published by Crown Business a division of Random House, Inc. January 2006;$22.00US/$33.00CAN; 1-4000-5152-5

         
    The three levels of work and how you can increase your income with very little effort

     

    If you listen carefully, you'll hear people talking about ways they can make more money. Their strategies will be different depending on the kind of work they do. I was in a convenience store when I heard the clerk tell another employee how he was putting in lots of overtime. It was long hours of work, but he was eagerly doing it to get a little extra cash on payday. Another day I was waiting in the lobby of a big corporation. I heard several executives discuss how much they were earning in their new positions. Obviously these were salaried jobs that were paying a lot of money for the right education, skills, and experience. Then last weekend I spent some time at the lake. There were several people gathered around an expensive boat. They were talking about money, but none ever mentioned a job. Their talk was all about investments, how much their property was appreciating, and how well their far-flung businesses were doing. It was clear these men and women didn't work a job for a living. They were obviously earning a fabulous income simply making their money work. They could afford to practically live at the lake while their investments, businesses, and properties were earning an income for them. In essence, these wealthy individuals were profiting from the work of others. If you've ever seen an economics report on TV or read one in the paper, you know that is the basic principle of our Western business system, a tradition that has created trillions of dollars in wealth worldwide. What I've experienced and observed are what I call THE THREE LEVELS OF WORK: * You can work a job and get paid by the hour. The longer you work, the more you get paid. * You can work a job -- usually salaried -- that pays you a lot of money for what you know or can do. The more you study, the more years you put in on the job, the more you earn. * Finally, you can profit from the work of others. Many business owners and wealthy individuals fall into this category. They actually get paid MUCH MORE money to WORK VERY LITTLE. You don't need millions to earn income in this third category. Many home-based businesses now use the power of the Internet to let you earn big RESIDUAL INCOME from your kitchen table. Passive, residual income is when you earn a commission on the sales other people in your organization make. These days the powerful reach of the Internet and simple online automation can make this dream a realty for just about anyone.

         
    The top 10 advantages of using the topax management system

     

    Formula Travel Solutions offers the most comprehensive technology solution for both inbound and outbound tour operators. Here are the 10 top advantages of using the TOPAX Management System that can make your travel business a success: 1. User Friendly New employees can quickly adhere to the software environment by using easy windows-type screens. Changes and modifications may be quickly made with ease and without frustration. Help screens are also widely available. 2. Productivity Since the software is very user friendly, less data entry errors will be made and this means less money slipping away. Improving productivity and ensuring accurate management are effectively maintained. More time can be spent assisting customers and producing profits rather than training employees. 3. Profitability With the TOPAX Management System in place, be ready to lower sales process costs and witness more profits per transaction. Various inventory-handling methods are used in the program, so knowing the real-time status of services helps obtain optimal results. 4. Loyalty Time and time again businesses want to ensure that their customers are satisfied and will continue to choose them again in the future. With the TOPAX Management System, customers will receive faster responses and a richer product offering. This will help develop strong customer satisfaction and loyalty through such a successful business relationship. 5. Reliability In terms of accounting, the system can automatically invoice, monitor billing and payment collection. Accurate tracking of customers' outstanding balances and revenues and profits from sales activities are evident. 6. Flexibility The system offers all types of travel products and since the system is user friendly, changes can be made at any time with ease. The TOPAX Management System is flexible enough to change all types of travel packages as well. 7. Variety The software offers extensive pricing, costing and quotation generation capabilities. Different price lists can be generated for various purposesparison lists are also included. For a-la-cart, per-person or per-group, a variety of quotation proposals can be made. All of this can generate more sales opportunities and expand bookings. 8. Interactive The TOPAX Built-in B2B (Business to Business) Web site enables various On-line activities such as availability, booking and update capabilities that make this system powerful, efficient and productive to you and your customers. Transaction history records are maintained as well. 9. Control With the numerous operational and management report options, tour operators gain total control over statistical and detailed data. From sales reports to net income, staff performance to production analysis, the TOPAX Management System always lets you know where you stand. 10. Expertise With Formula Travel Solutions’ extensive technical experience, travel expertise and solid financial foundation, we’re here to assist you and your business. From online technical support to sales support, we’re available when you need us. Formula Travel Solutions wants to make your travel business a powerful selling machine. With 10 reasons why the TOPAX Management System can work to your advantage, there is no doubt that it will benefit your company.

         
    The top 10 ways to movtivate employees

     

    Bonuses and rewards make decent motivational tools, but their effects can be short-term. The best way to motivate employees, especially over the long haul, is by creating an environment they enjoy working in. 1. Provide employees with the right work assignments and they will consistently produce. They are self-motivated if the job is challenging enough. Provide a mixture of assignments and responsibilities. 2. Energize employees. Give them the opportunity to make decisions and direct projects. 3. Implement teamwork into your organization and department. Employees working closely together toward a common goal will work harder to achieve their objectives. 4. Provide the opportunity for flexible work schedules. Pull back from your reliance on the time clock and concentrate on actual performance instead of just presence in the office. As employees juggle more and more personal and professional requirements, their need for flexible work schedules grows. 5. Share information. Keep employees up to date on new developments and initiatives in the organization. Show them how their work affects the company's success. 6. Provide recognition. Employees need recognition and praise. Give ample feedback and public recognition whenever possible. 7. Provide the safety and security that employees need. Employees crave job security, a steady income, health insurance, and a hazard-free work environment. Salary and fringe benefits are very important to them. 8. Act as a coach to your staff and encourage your managerial colleagues to do the same. Create opportunities for senior managers to work closely with employees eager to learn skills and move up. 9. Ease up on the dress code. Unless your business requires professional attire, relax the dress code to comfortable standards. 10. Treat employees fairly. They probably compare work hours, job duties, salary and privileges to those of other employees and will become discouraged if they perceive inequities.

         
    The top ten hiring mistakes

     

    : Hiring a new employee is something that professionals often postpone as long as possible. It is important to find the right person to fill the vacancy. The hiring process takes time and effort. There is a big temptation to add someone who is available at that moment and looks like they have the skills to do it. This is often a mistake. Here is a list of other hiring mistakes that professionals frequently make: 1. No job description – By writing down in detail the tasks that this employee will be required to do the hiring manager will be able to see clearly the qualifications a person will need to do this job. 2. Hiring someone without the necessary skills – It will be clear from the job description what skills are necessary for the job. Testing the candidate to be sure that his or her skills are current is also important. (Use a Proof reading, filing, or grammar skills assessment.) 3. Hiring someone without having the person take a behavioral assessment – The assessment will help you see if this person will fit into the office and compliment the skills of the other people. It will also help you to communicate with the person in a way that that person will hear.

    Most managers tend to hire people like themselves when in fact they may need someone who can do some of the things that the manager doesn’t enjoy. 4. Hiring someone whose temperament or personality is wrong for the job – Some positions require people who are talkative and friendly and others require people who enjoy working by themselves. Certain tasks require a detail oriented person while others need some one who sees the big picture.

    Knowing the personality type and temperament that is best for the particular position will help the manager find the right person. 5. Hiring friends and/or relatives – Often people hire friends or relatives to be kind or to do a favor for someone. If the decision turns out to be a bad one, the situation can get really uncomfortable.

    It is often difficult to give feedback to friends or relatives and they often resent being put in a position where they have to be grateful for the opportunity but are really angry with you for the criticism. 6. Not interviewing the candidate – To really get to know if you can work with someone you need to speak with him/her directly either face to face or by phone. 7. Not preparing for the interview by creating a set of questions that you ask everyone – Spending time preparing a set of probing questions for the candidates will help you to determine which candidate most closely fits your job description. 8. Not posting the job, advertising it in the paper and/or using a recruiter so that you get multiple candidates giving you a choice – Some are tempted to hire the first applicant.

    If you advertise for candidates in multiple ways and use a recruiter too, you should have a variety of candidates to interview and select from. 9. Not screening the candidates so you interview everyone – Once you have a group of candidates it is easiest to have screening interviews to weed out those who are definitely inappropriate. Often screening interviews are done by phone but also could be done by email. 10. Not checking references and background. – It is tempting once you have settled on a candidate to hire him/her on the spot.

    It is worth taking the time to check references and background to be sure that this candidate has honestly presented him/herself.

         
    The value of becoming a learning organization

     

    Many companies face the question of the value of investing in organizational learning. Consider this: A four-year study by the American Society for Training and Development (ASTD) shows that firms that invest $1,500 per employee in training compared to those that spend $125 experience on average 24 percent higher gross profit margins and 218 percent higher income per employee. While those impressive statistics may occur over a long period, it’s also possible to evaluate how learning contributes to the performance of your company in a more immediate manner. Some measures are directly quantifiable, but intangibles can also provide indicators of organizational learning. It’s important to recognize and track a variety of measures, from the global down to the specific, the tangible to the intangible. Meeting Business Goals and Objectives. A recent client wanted greater penetration into key markets, but the sales force lacked the skills. They invested in a new sales analysis system together with direct training in data analysis, presentation and negotiation skills. Their clear measure of success was in hitting financial and business goals. Measuring Effectiveness of Employees. Metrics include skill testing, competency certification and surveys. The client described above revises and repeats its sales force skills survey annually to determine whether employees have remained up to speed and up to date. Valuing Speed of Decision Making. Perhaps the best indicator of the continuous progress of organizational learning is continuous reduction in the time it takes to make business decisions. Sharing Best Practices. The most successful companies track the sharing and implementation of internal and external best practices. This lends itself to both process and business improvement measures when a practice is adopted. Retaining Future Leaders. Your most talented employees and future leaders want to gain new skills, meet new challenges and earn recognition and rewards. Another clear indicator of [lack of] learning is how many of these talented individuals choose to leave in a given time period. Recognizing the Cost of Not Learning. Calculate the lost productivity from failing to use best practices known elsewhere in the corporation. Or the cost of delay in everyone recognizing a marketplace shift of delays in bringing a new product or service to the market. If you repeat mistakes, how many customers do you lose? What’s the impact to the bottom line? These measures can be more anecdotal than systematic, but they can reveal a pattern. “If it’s worth doing, it’s worth measuring.” “That which is measured improves.” Don’t let the breadth and types of potential measures become a barrier to action. People will often use the argument that results are too hard to quantify in order to resist making an investment in learning. Once you make the commitment to be a learning organization, the willingness to measure results will shift. You will find new ways to track the effectiveness of initiatives, allowing you to learn better and faster the next time. The need to prove the business value of learning will also diminish as people will be involved in their own learning on a daily basis. You will become a learning organization. What is a Learning Organization? David Garvin, Harvard Business School professor, captures the essence of a learning organization in his book, “Learning in Action”: An organization skilled at: Creating, acquiring, interpreting, transferring and retaining knowledge Purposefully modifying its behavior to reflect new knowledge and insights. With a culture which… Stimulates, tests and adopts new ideas Encourages and rewards skills development Recognizes and accepts differences Provides timely, accurate feedback Encourages appropriate risk-taking and learns from mistakes Shares knowledge widely and rewards collaboration Do you have a learning organization? Ask yourself the following questions: 1. Do you have a defined learning agenda? 2. Are you open to unfavorable feedback? 3. Do you avoid repeating mistakes? 4. Do you lose critical knowledge when people leave? 5. Do you act on what you know in a timely fashion? 6. Do you view learning as vital to growth?

         
    The value of safety videos

     

    Safety videos can provide many excellent resources for you and for your employees. What are they and how can they help your organization? First, realize that safety videos are full of valuable information. They can teach and provide that information on just about any safety related topic quite simply. And more importantly, effectively. If you have problems with workmen's compensation or employees following state and local safety regulations, consider the purchase and installation of various safety videos. For example, one of the most common workmen's compensation claims has to do with back pain. Most of the time, people do not realize that there is a good and a bad way to lift heavy items. So, they just bend down and lift. But, lifting from your back can cause a number of problems including painful tears, stretches and even problems with the spine. If employees are taught to lift with their legs instead, they can help reduce the injuries that could happen. Providing safety videos to help bring this issue to the front would not only allow them to hear what you need them to do, but to see it too. Safety videos are much more complex than this though. Teaching employees how to handle hazardous chemicals as well as helping them learn the right way to wash their hands before touching food are also available. While you may be thinking that these are common sense things that people should know, many people unfortunately need to be told. So, investing the time and money into safety videos can do this for you quite effectively. You can find a wide range of safety videos available on the web. You'll find them for just about any type of need that you may have. And, you will find that they provide exceptional quality options for teaching your employees about how to remain safe on the job. Not only will this help protect them, it will keep you and your business safe too.

         
    The vital few

     

    Back in the 19th century, an Italian economist quantified the general relationship between a minority of producers and a majority of output. Sound familiar? The simplified version of Vilfredo Pareto's ratio, known as the 80/20 rule or the Pareto Principle, says that in most cases, 80% of production comes from 20% of producers. Quality guru J. M. Juran referred to Pareto's principle as "The Vital Few and the Trivial Many". If you are running a company, the 80/20 rule has powerful implications for every area of your business. Pareto's postulate says 20% of your effort will generate 80% of your results. There is also a corollary: 20% of your results absorb 80% or your resources or efforts. The game is knowing which is the right 20% - distinguishing the Vital Few from The Trivial Many. 20% of your customers yield 80% of your revenues, and 20% of your customers yield 80% of your profit. But not necessarily the same 20%. Your sales force (even if it's just you) will intuitively spend more time with the top 20% customers, but will it be the right 20%? There is also likely to be a top 20% of customer types, a top 20% of territories, and a top 20% of distributors. Which customers get the most service? Your service team spends 80% of its time on 20% of the customers - although they may not be the most profitable 20%. Focus your attention on the Vital Few customers. Rank your customers in order - find out who are the top 20% - in profits, not sales - and focus your sales and service attention on them. Determine which 20% are using 80% of your resources. Are they your top profit generators? If not, charge them for the resources you shower on them, or discontinue services to that tier. Salesperson productivity also fits the 80/20 rule. 20% of your sales force produces 80% of your sales. Should you lavish equal resources on all your salespeople? Invent Ways to take your 20% and make them even more effective. An assistant or a dedicated account team could be concentrated around your top performers to increase their productivity even more. All prospects are not created equal. 20% of your prospects have the potential for 80% of your future profits. Are your salespeople spending their time proportionately? Have them do an opportunity analysis to highlight the Vital Few. Market segmentation: If you have multiple products, services, geographies, customer tiers, etc., 80% of your profits will be come from 20% of the segments. Fully allocate your costs and rank your segments in profit order. Consider dropping, selling or trading less profitable ones. Production: You may find that 80% of your products or services are created by 20% of your people, 80% of your problems are fixed by 20% of your people, team, and, 80% of your problems probably come from 20% of people. All a different 20%! Wouldn't it be helpful to know which 20% is doing what? Quality: 80% of your defects are found in 20% of your product units. Also, 80% of the defects come from 20% of the defect types. Spend lots of energy figuring out how to prevent those 20% and you've made huge gains in quality. Employee retention: Have you identified your Vital Few? Most of us have, so why are we treating all employees the same way. Besides better bonuses, keep the top 20% on board with non-monetary rewards like offices, training bonuses, better tools, assistants, vacations. These are just some of the rewards (consider them investments) justified by greater productivity - which leverage that productivity even further. 80/20 works wonders for time management. Odds are, 80% of your time is spent on Trivial Many activities. Do the 80/20 analysis and discover which executive activities produce the most value for your company. Refocus your time and place your attention on the Vital Few. Delegate the Trivial Many, or drop them altogether. Are you getting the hang of this? 80/20 analysis can be applied to every aspect of your company. Look for things with multiple inputs and multiple outputs. We've touched on sales, marketing, quality, compensation, and executive effectiveness. How else could 80/20 help you produce extraordinary results? To get a copy of our 80/20 Sorting Worksheet visit paullemberg/toolsandtips. html. The worksheet is useful for analyzing sales, markets, personnel, strategies, etc.

         
    There s no money in your comfort zone

     

    A fellow internet radio host recently joined the business mentoring website that I co-own with Alice Seba of InternetBasedMoms. Soon after, she sent me an instant message that said, “You and Alice are sure drawing me out of my comfort zone!” I understood immediately what she meant. In the short period of time since she joined our site, she has completely redesigned her website and stepped up on some of the business tools that she needed to make her business run more smoothly. She was really making great progress. I shot back a quick reply, “There’s no money in your comfort zone!” That’s a powerful statement! There is no money in our comfort zone! This reminds me of some of the really unfortunate comments I’ve seen on the WAHM forums and discussion lists. There are Moms who were struggling to make ends meet last year who are still struggling this year. Nothing has changed, they’re doing the same old things and their businesses aren’t bearing anymore fruit than they ever did. Yet they are giving advice to others – bad advice at that. The golden nugget of advice most often repeated is: “You shouldn’t have to pay for information to grow your business when there is so much available for free.” To hear them tell it, selling information is akin to selling your body! A dirty profession! Well, if it’s true, if there is so much free info – why aren’t they prospering by now? If you’re determined to keep doing the same things that you’ve always done to promote your business – you really are stuck in a comfort zone. If what you’re doing was going to work, it would have worked by now. It’s time to break out of that box and start trying some tactics you’ve never considered before. The scary thing about moving outside of your comfort zone is that it usually calls for an investment on your part. Whether that is putting in extra hours or extra dollars, you’re going to have to stretch yourself to acquire a new mindset where your business is concerned. The first step for Tammy was to ask for constructive criticism of her website. Some of the advice she received make it clear that she needed to loosen up the purse strings and begin to invest in her business in order to see it perform better over the long run. I’m happy to report that she’s taking immediate steps to do so! What do you need to do to break out of your comfort zone? Do you need to invest some time and money into a learning product? Could you benefit from some business or life coaching? Should you sign up for a class or two to spiff up your skills? Whatever it is – just do it. Yes it will make you feel uncomfortable at first but I promise you it’s worth it. I know what a challenge this is, I like being comfortable! But being comfortable kept me broke and in debt. I’m glad I decided to step outside my self imposed comfort zone of doing the ‘same old-same old’. I walked out into a much wider place of adventurous marketing and business development. I’ve found that that is where the money is – and everything else that we started our businesses for in the first place.

         
    Three ways meetings make your business better

     

    1) Effective meetings make money Effective meetings make a business smart by producing creative strategies, solid plans, and workable solutions. And smart businesses always outperform others. Bad meetings produce nothing, except maybe a decision to call another meeting. A smart business attracts customers because they know that smart companies provide reliable products and services. Thus, your proposal meetings, sales presentations, and operational effectiveness tell customers what to expect. For example, consider the opposite: how reliable a product would you expect from a company that ran bad meetings? A profit-driven business must obtain a positive return on every activity that it undertakes. And that includes meetings. Wise leaders design their meetings so that they earn money for the business. 2) Effective meetings save money Good meetings produce results that people support. And that represents a major operational efficiency because such results cost less to implement. Results (if any) from a bad meeting seldom have everyone's support. Implementation is then hindered by broken commitments, competing activities, and sabotage. In turn, the business wastes huge amounts of money on duplicate efforts and dead-end projects. Smart companies get full value for money spent. And that includes salaries. In an effective meeting, people are paid to work, not lounge around eating donuts, sipping coffee, and exchanging chitchat. Employees admire effective leaders. And they want to work for smart companies. Thus, effective meetings reduce employee turnover, which represents significant savings. In contrast, bad meetings bore top performers into quitting. 3) Effective meetings make people powerful When people work as a team to produce a result, they feel pride and ownership in that result. Thus, they feel inspired by their work. And that translates into greater productivity. People are attracted to leaders who help them. And good leaders run meetings characterized by achievement. This creates loyalty to the leaders and to the business. In contrast, bad meetings are filled with failure, which causes frustration, resentment, and anger. Effective meetings work as a success engine in business. The employees use them as a reliable tool to perform their work. As a result, each success motivates to them to work harder.

         
     
         
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