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Will You Add? - Don't Flush Your Money Down the Dunny
Donald Trump has it! Oprah Winfrey talks about it! Jack Welch embodies it! Steve Jobs lives it! Millions of people bought a book searching for it! Your success may depend on it! So, what is it? It is passion!!Do you know what passion is? More importantly, do you know what YOUR passion is?There are clues. That is, if you are open to it. Look within yourself and you will discover your passion. You exhibit passion when your eyes light up as you talk about your favorite topic! You experience it, watching your favorite television program or listening to your favorite radio show! It is staying up all night or spending an entire weekend working on a favorite project!Passion is what you enjoy doing or reading. It is what you feel drawn to: an experience or a particular topic of interest. It is what you dream about. When you close your eyes, it is what you dream about becoming. Simply, it is what you enjoy doing. It
This process is one which employers find the most difficult and is often left to a tick and flick system or a general chat.
In this day and age it is vital that you take time out and learn how to performance manage people. Employees who perform well deserve rewarding and employees who have diminished performance require performance counselling.
In the event of diminished performance being able to demonstrate that you have gone through due process and procedures will greatly minimise your risk of financial compensation on an unfair dismissal charge.
Remember: What’s measured gets done.
Your performance appraisal system should be designed to encourage open dialogue between you and your employee/s and to effectively ‘nip conflict in the bud’ before it potentially gets out of hand.
6. TRAINING
In an age of discontinuous change we need to take time out ourselves and keep abreast of changes in all areas of business. This is especially true of employee relation. Changes are occurring rapidly as the dynamics of the workplace change in response to environmental, financial, industry, government and other triggers
Subscribe to periodicals, develop peers relationships that are mutually beneficial and take time to be updated.
Remember: Ensure that you, the head wag the dog and not the tail.
7. CONCLUSION
By taking time to incrementally introduce sensible and practical employee polic
Something often mistaken by employers or landlords is the fact that any background checks will inevitably take weeks and will eat up funds without end. This is an absolute misconception. While they don't yield so much information, Instant background checks can be done which can quickly and accurately yield important information about someone. While it doesn't go into deep detail, it shows the important bits of criminal record, and the larger picture of the credit of the person in question. These instant checks can display the important red flags on a person. If something suspicious or undesirable comes up, a more in depth check can be done.This type of check is perfect for the busy employer with a number of potential employees to screen. Screening is an unfortunate necessity today, as the company is often held responsible for the actions of the employees in the eyes of the law. This usually takes the form of costly lawsuits leveled by cu
These ‘people issues’ always seem to raise their ugly heads when we least need the accompanying grief. After all we are in business for lifestyle and enjoying the journey and this wasn’t part of the deal.
Being regarded as the softer skill’s employee relations is usually placed on the back burner and considered a waste of effort and certainly not an investment and almost like well ‘throwing money down the dunny’.
Thud!!! We are often bought back down to reality when we are required to roll up our sleeves and enter the fray of employee relations when something goes wrong and often when the issues have progressed to the critical and emotional stage where it is harder to resolve.
In my day to day practice I regularly counter business owners who tell me that ‘it will never happen to me’, ‘you don’t know my people’ only to receive a call several months later asking if I could assist them.
Mr. / Ms. NOT ME is a frequent visitor to business today, as employees become more street savvy and ‘take the boss on’.
For starters we can get our employment practices in order and ensure that we are investing in the success of our business….people.
Products, Services – great, but people represent who you are and what you stand for and have an amazing capacity to make or break your business or cost you considerable time and money down the track.
START HOW YOU INTEND TO FINISH – SOLID FOUNDATIONS!
There is a parable about a person who built their house upon rock and the rain and storms came but the house stood. Another built their house upon sand and the rain and the storms came and the house fell to ruins.
We need to recognise that we must build our business (house) upon rock and not sand, principles and not preferences, be responsible not blame and take the initiative and not have it imposed upon us by others.
1. INDUCTION
When the employee begins with you introduce them to the workplace environment, work colleagues and custom and practices of your business.
Have an Induction Checklist Form that contains key employee and employer responsibilities and rights and walk the employee through the responsibilities and rights prior to them commencing. Ask them questions, do they have any concerns, have they understood? If so ask them to sign the Induction Checklist confirming they will comply with the responsibilities and rights and have had the opportunity to ask questions and seek clarification.
This process goes a long way towards minimising misunderstanding and at a later date if the employee becomes forgetful show them the induction sign-off.
2. ROLE DESCRIPTIONS
Role Descriptions simply set out the Role of the employee within your business and the Job details for their particular position. It must contain core skills and competencies required for the employee to discharge their duties competently.
Employees who fail to demonstrate these skills and competencies can be performance managed through guidance and training and in certain instances where appropriate, have their employment terminated. In this way you effectively manage your employees.
The area of Role descriptions is one that is severely lacking in most businesses today and is a major reason why many employees are successful in their claim for an unfair dismissal.
3. EMPLOYMENT CONTRACTS
The employment contract sets out the conditions of employment, rights and responsibilities of the parties and the boundaries in which you will conduct your relationship.
This becomes the legal and binding contract between you and your employees / contractors.
You should not put together an employment contract or have it altered by someone who is not trained in the nuances of Employment Law.
The employment contract should to be specific regarding a variety of employment policies and procedures.
Remember: What is out in the open and clear can be measured and not easily misunderstood.
Common Employment Contract Clauses should include; position type (permanent, casual), hours of work, overtime arrangements, applicable award, payroll, remuneration package, annual, sickness and long service leave if applicable, superannuation, code of conduct. grievance procedures, termination (voluntary and summary dismissal) procedures, discrimination and harassment policy, induction policy, performance management process, confidentiality, electronic e-mail and computer user policies including private usage. This list is not exclusive of other relevant industry policies but is provided as a general guide only.
4. EMPLOYEE HUMAN RESOURCE POLICY & PROCEDURES MANUAL
This Manual is critical for your business. It openly lays out accepted and approved business policies and procedures by which you govern your business. It should include your Business Mission, Vision, Procedures and Policies. Policies include employee benefits, leave, discrimination, harassment, retirement, personal safety, employee and employer responsibilities, workplace health & safety, grievances, termination, and other clauses outlaid in more detail and should conclude with an employer and employee sign-off clause.
The sign off process is important part of minimising your business risk in that it confirms the employee has had the opportunity to ask questions clarify concerns and signs that they will comply with these processes and procedures.
By now you should be getting the picture that nothing is left to chance and is progressively signed off so that there is a clear understanding for all parties to work within.
5. EMPLOYEE PERFORMANCE APPRAISAL
Biz Momentum recommends that all employees are performance appraised semi-annually.
This process is one which employers find the most difficult and is often left to a tick and flick system or a general chat.
In this day and age it is vital that you take time out and learn how to performance manage people. Employees who perform well deserve rewarding and employees who have diminished performance require performance counselling.
In the event of diminished performance being able to demonstrate that you have gone through due process and procedures will greatly minimise your risk of financial compensation on an unfair dismissal charge.
Remember: What’s measured gets done.
Your performance appraisal system should be designed to encourage open dialogue between you and your employee/s and to effectively ‘nip conflict in the bud’ before it potentially gets out of hand.
6. TRAINING
In an age of discontinuous change we need to take time out ourselves and keep abreast of changes in all areas of business. This is especially true of employee relation. Changes are occurring rapidly as the dynamics of the workplace change in response to environmental, financial, industry, government and other triggers
Subscribe to periodicals, develop peers relationships that are mutually beneficial and take time to be updated.
Remember: Ensure that you, the head wag the dog and not the tail.
7. CONCLUSION
By taking time to incrementally introduce sensible and practical employee polici
It is important to have label printers that are portable and hence can be carried from one place to another so that labeling can be done on the spot. There are many portable printers available today that have a battery inside that is rechargeable and allows the printer to work for hours before a recharge is necessary. These handheld printers are lightweight and compact and can be easily carried. A keyboard is integrated with the printer to allow the user to enter the details to be printed.Labeling machines that can be carried anywhere?from an office to a shop floor?are also available. These are rugged, heavy-duty industrial label printer types that have a wide variety of color label tapes. Another class of printers that are available is the handheld cartridge-based labeling printers that can print die-cut labels and even self-laminating labels and sleeves. A few of these printers come with the additional feature of having the capability
START HOW YOU INTEND TO FINISH – SOLID FOUNDATIONS!
There is a parable about a person who built their house upon rock and the rain and storms came but the house stood. Another built their house upon sand and the rain and the storms came and the house fell to ruins.
We need to recognise that we must build our business (house) upon rock and not sand, principles and not preferences, be responsible not blame and take the initiative and not have it imposed upon us by others.
1. INDUCTION
When the employee begins with you introduce them to the workplace environment, work colleagues and custom and practices of your business.
Have an Induction Checklist Form that contains key employee and employer responsibilities and rights and walk the employee through the responsibilities and rights prior to them commencing. Ask them questions, do they have any concerns, have they understood? If so ask them to sign the Induction Checklist confirming they will comply with the responsibilities and rights and have had the opportunity to ask questions and seek clarification.
This process goes a long way towards minimising misunderstanding and at a later date if the employee becomes forgetful show them the induction sign-off.
2. ROLE DESCRIPTIONS
Role Descriptions simply set out the Role of the employee within your business and the Job details for their particular position. It must contain core skills and competencies required for the employee to discharge their duties competently.
Employees who fail to demonstrate these skills and competencies can be performance managed through guidance and training and in certain instances where appropriate, have their employment terminated. In this way you effectively manage your employees.
The area of Role descriptions is one that is severely lacking in most businesses today and is a major reason why many employees are successful in their claim for an unfair dismissal.
3. EMPLOYMENT CONTRACTS
The employment contract sets out the conditions of employment, rights and responsibilities of the parties and the boundaries in which you will conduct your relationship.
This becomes the legal and binding contract between you and your employees / contractors.
You should not put together an employment contract or have it altered by someone who is not trained in the nuances of Employment Law.
The employment contract should to be specific regarding a variety of employment policies and procedures.
Remember: What is out in the open and clear can be measured and not easily misunderstood.
Common Employment Contract Clauses should include; position type (permanent, casual), hours of work, overtime arrangements, applicable award, payroll, remuneration package, annual, sickness and long service leave if applicable, superannuation, code of conduct. grievance procedures, termination (voluntary and summary dismissal) procedures, discrimination and harassment policy, induction policy, performance management process, confidentiality, electronic e-mail and computer user policies including private usage. This list is not exclusive of other relevant industry policies but is provided as a general guide only.
4. EMPLOYEE HUMAN RESOURCE POLICY & PROCEDURES MANUAL
This Manual is critical for your business. It openly lays out accepted and approved business policies and procedures by which you govern your business. It should include your Business Mission, Vision, Procedures and Policies. Policies include employee benefits, leave, discrimination, harassment, retirement, personal safety, employee and employer responsibilities, workplace health & safety, grievances, termination, and other clauses outlaid in more detail and should conclude with an employer and employee sign-off clause.
The sign off process is important part of minimising your business risk in that it confirms the employee has had the opportunity to ask questions clarify concerns and signs that they will comply with these processes and procedures.
By now you should be getting the picture that nothing is left to chance and is progressively signed off so that there is a clear understanding for all parties to work within.
5. EMPLOYEE PERFORMANCE APPRAISAL
Biz Momentum recommends that all employees are performance appraised semi-annually.
This process is one which employers find the most difficult and is often left to a tick and flick system or a general chat.
In this day and age it is vital that you take time out and learn how to performance manage people. Employees who perform well deserve rewarding and employees who have diminished performance require performance counselling.
In the event of diminished performance being able to demonstrate that you have gone through due process and procedures will greatly minimise your risk of financial compensation on an unfair dismissal charge.
Remember: What’s measured gets done.
Your performance appraisal system should be designed to encourage open dialogue between you and your employee/s and to effectively ‘nip conflict in the bud’ before it potentially gets out of hand.
6. TRAINING
In an age of discontinuous change we need to take time out ourselves and keep abreast of changes in all areas of business. This is especially true of employee relation. Changes are occurring rapidly as the dynamics of the workplace change in response to environmental, financial, industry, government and other triggers
Subscribe to periodicals, develop peers relationships that are mutually beneficial and take time to be updated.
Remember: Ensure that you, the head wag the dog and not the tail.
7. CONCLUSION
By taking time to incrementally introduce sensible and practical employee polic
It is the age of computers and the internet, with business moving forward and changing at a lightening pace. Business leaders are demanding more from employees, reducing benefits, outsourcing jobs, pressing performance limits, and scrambling to please shareholders. The present holds promise for an age of communication unlike any that has been experienced in history, yet more than ever, people are disconnecting from each other. In the current business environment, money means more than quality, and many people spend more time looking over their shoulder to see if they will be the next one on the chopping block, than they do focusing on improving anything. The perception of job security has moved from an image of satisfaction, loyalty, and accomplishment to one of leverage, manipulation, and withholding.The concept of a valued customer, or a valued employee is more closely tied to bottom line dollars and cents than it is to appreciatio
Employees who fail to demonstrate these skills and competencies can be performance managed through guidance and training and in certain instances where appropriate, have their employment terminated. In this way you effectively manage your employees.
The area of Role descriptions is one that is severely lacking in most businesses today and is a major reason why many employees are successful in their claim for an unfair dismissal.
3. EMPLOYMENT CONTRACTS
The employment contract sets out the conditions of employment, rights and responsibilities of the parties and the boundaries in which you will conduct your relationship.
This becomes the legal and binding contract between you and your employees / contractors.
You should not put together an employment contract or have it altered by someone who is not trained in the nuances of Employment Law.
The employment contract should to be specific regarding a variety of employment policies and procedures.
Remember: What is out in the open and clear can be measured and not easily misunderstood.
Common Employment Contract Clauses should include; position type (permanent, casual), hours of work, overtime arrangements, applicable award, payroll, remuneration package, annual, sickness and long service leave if applicable, superannuation, code of conduct. grievance procedures, termination (voluntary and summary dismissal) procedures, discrimination and harassment policy, induction policy, performance management process, confidentiality, electronic e-mail and computer user policies including private usage. This list is not exclusive of other relevant industry policies but is provided as a general guide only.
4. EMPLOYEE HUMAN RESOURCE POLICY & PROCEDURES MANUAL
This Manual is critical for your business. It openly lays out accepted and approved business policies and procedures by which you govern your business. It should include your Business Mission, Vision, Procedures and Policies. Policies include employee benefits, leave, discrimination, harassment, retirement, personal safety, employee and employer responsibilities, workplace health & safety, grievances, termination, and other clauses outlaid in more detail and should conclude with an employer and employee sign-off clause.
The sign off process is important part of minimising your business risk in that it confirms the employee has had the opportunity to ask questions clarify concerns and signs that they will comply with these processes and procedures.
By now you should be getting the picture that nothing is left to chance and is progressively signed off so that there is a clear understanding for all parties to work within.
5. EMPLOYEE PERFORMANCE APPRAISAL
Biz Momentum recommends that all employees are performance appraised semi-annually.
This process is one which employers find the most difficult and is often left to a tick and flick system or a general chat.
In this day and age it is vital that you take time out and learn how to performance manage people. Employees who perform well deserve rewarding and employees who have diminished performance require performance counselling.
In the event of diminished performance being able to demonstrate that you have gone through due process and procedures will greatly minimise your risk of financial compensation on an unfair dismissal charge.
Remember: What’s measured gets done.
Your performance appraisal system should be designed to encourage open dialogue between you and your employee/s and to effectively ‘nip conflict in the bud’ before it potentially gets out of hand.
6. TRAINING
In an age of discontinuous change we need to take time out ourselves and keep abreast of changes in all areas of business. This is especially true of employee relation. Changes are occurring rapidly as the dynamics of the workplace change in response to environmental, financial, industry, government and other triggers
Subscribe to periodicals, develop peers relationships that are mutually beneficial and take time to be updated.
Remember: Ensure that you, the head wag the dog and not the tail.
7. CONCLUSION
By taking time to incrementally introduce sensible and practical employee polic
Show me the money! Do you want to yell and scream at the medical insurance companies? Do you want to ask the insurance companies - do you want my blood? Why am I not getting paid? Help me. If you answered yes to any of these questions, read on.As a medical provider you are in the middle of a big squeeze. You are in the middle of the games the insurance companies play. They want to keep your money. The insurance companies want your medical staff to work very hard before they will release your money.What I have found in the past years while working in medical providers offices of all sizes is this: Most people do not know how to compose or write a correct letter.When you send an insurance company an appeal letter it has to follow certain rules before the insurance company will approve your claim.If the letter is not written correctly, your claim will be denied.With my E book there are sample letters your office
4. EMPLOYEE HUMAN RESOURCE POLICY & PROCEDURES MANUAL
This Manual is critical for your business. It openly lays out accepted and approved business policies and procedures by which you govern your business. It should include your Business Mission, Vision, Procedures and Policies. Policies include employee benefits, leave, discrimination, harassment, retirement, personal safety, employee and employer responsibilities, workplace health & safety, grievances, termination, and other clauses outlaid in more detail and should conclude with an employer and employee sign-off clause.
The sign off process is important part of minimising your business risk in that it confirms the employee has had the opportunity to ask questions clarify concerns and signs that they will comply with these processes and procedures.
By now you should be getting the picture that nothing is left to chance and is progressively signed off so that there is a clear understanding for all parties to work within.
5. EMPLOYEE PERFORMANCE APPRAISAL
Biz Momentum recommends that all employees are performance appraised semi-annually.
This process is one which employers find the most difficult and is often left to a tick and flick system or a general chat.
In this day and age it is vital that you take time out and learn how to performance manage people. Employees who perform well deserve rewarding and employees who have diminished performance require performance counselling.
In the event of diminished performance being able to demonstrate that you have gone through due process and procedures will greatly minimise your risk of financial compensation on an unfair dismissal charge.
Remember: What’s measured gets done.
Your performance appraisal system should be designed to encourage open dialogue between you and your employee/s and to effectively ‘nip conflict in the bud’ before it potentially gets out of hand.
6. TRAINING
In an age of discontinuous change we need to take time out ourselves and keep abreast of changes in all areas of business. This is especially true of employee relation. Changes are occurring rapidly as the dynamics of the workplace change in response to environmental, financial, industry, government and other triggers
Subscribe to periodicals, develop peers relationships that are mutually beneficial and take time to be updated.
Remember: Ensure that you, the head wag the dog and not the tail.
7. CONCLUSION
By taking time to incrementally introduce sensible and practical employee polic
There is a strong relationship between textile materials and its quality. Quality of textile materials is manifested in different ways such as aesthetic appeal, feel or hand, etc. It is basically judged by how a textile material feels when touched or handled. It is also judged by the comfort experienced. What does comfort mean? The term comfort is described as "the lack of unpleasantness" according to some experts. Comfort is a condition or feeling of pleasurable ease, well-being, and contentment. There is general acceptance that the transfer of heat and water vapor through a garment are possibly the most significant factors in clothing comfort.According to a recent study, thermal equilibrium is the most significant and the only one standard of comfort. It is clear that the state of comfort can only be attained when the most complicated interactions between a range of physiological, psychological, neurophysiological and physical factors
This process is one which employers find the most difficult and is often left to a tick and flick system or a general chat.
In this day and age it is vital that you take time out and learn how to performance manage people. Employees who perform well deserve rewarding and employees who have diminished performance require performance counselling.
In the event of diminished performance being able to demonstrate that you have gone through due process and procedures will greatly minimise your risk of financial compensation on an unfair dismissal charge.
Remember: What’s measured gets done.
Your performance appraisal system should be designed to encourage open dialogue between you and your employee/s and to effectively ‘nip conflict in the bud’ before it potentially gets out of hand.
6. TRAINING
In an age of discontinuous change we need to take time out ourselves and keep abreast of changes in all areas of business. This is especially true of employee relation. Changes are occurring rapidly as the dynamics of the workplace change in response to environmental, financial, industry, government and other triggers
Subscribe to periodicals, develop peers relationships that are mutually beneficial and take time to be updated.
Remember: Ensure that you, the head wag the dog and not the tail.
7. CONCLUSION
By taking time to incrementally introduce sensible and practical employee policies and procedures you are able to minimise your people risk and ensure that they work with you and not against you.
Remember: Take the time or do the crime.
For more information visit www.biz-momentum.com
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