Most companies like to think of their staff as the company's greatest asset. Indeed, personnel make the company. However, there are occasions that some individuals can become a company's greatest liability, and it is therefore critical that large and small organizations implement insulating mechanisms and policies.
It is important that someone working with your company have a practical level understanding of personnel compliance issues, personnel recruitment, hiring & firing process and management. It is also beneficial to practice a consistent agenda of incentive programs, inspirational speaking, morale enhancement and motivation.
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Sensible compensation, bonus, commission and incentive agendas are fundamental to keeping a staff motivated. Where a company cannot not invest the capital to recruit the most experienced, adjustments can be made to implement programs to hire those individuals who have good potential, and then invest the necessary time to teach and mentor, thereby producing what genuinely results in the best and brightest.
Many company up-starts and turnaround projects are compelled to operate with minimal capital, which necessitates extraordinary operational efficiency and the implementation of creative methods for achieving objectives that are customarily achieved via capital expenditures.
Teaching the necessary disciplines to embrace the problem resolution concept, to design, implement and execute upon an agenda whereby problems are solved by focusing on the solution – not by focusing on the problem results in growth. Teaching the process of breaking a challenge down to manageable elements and formulating a coordinated plan to resolve the whole by resolving its parts are necessary elements in growing any business, and these are not taught in schools, colleges or universities. You, the business executive are the next level of education for your staff that is necessary for your company to achieve its objectives.
Companies that need to operate lean can develop and practice a theme of problem and challenge resolution through innovative thinking as opposed to the frequently practiced agenda of funding symptoms.
Many up-starts, turnaround's and companies facing restructuring and reorganization have a limited payroll budget. Hiring a young and energetic staff that requires substantial training is frequently a good alternative.
Where management cannot invest dollars, it can invest time, counseling, mentoring and training. Through a pioneering payroll escalation strategy, such companies can evolve to a well-experienced seasoned management staff that supports a young and talented group of gifted employees.
Teaching and requiring the consistent practice of organizational discipline, goal setting and the development and execution of a written plan for goal attainment are paramount in today's competitive global economy. Teaching genuine problem solving through the deliberate process of identification, coordination and resolve is a critical component to organization, stability and growth. Teaching the identification of daily, weekly, monthly and annual recurring tasks, and requiring a consistent perpetuation of recurring tasks until the behavior becomes habit must become a part of an organization's DNA.
This does not suggest that management should be slave drivers. On the contrary, it is the management's responsibility to create an atmosphere and corporate culture where people genuinely want to perform. This is a fairly simple process for newly formed companies.
Implementing a fresh atmosphere and corporate culture can be more problematic for existing companies that require aggressive turnaround agendas. If a company requires aggressive turnaround action, there is some chance that the reason(s) are partly due to actions or inactions of the personnel. In such cases, a housecleaning may be necessary. In time-of-essence aggressive turnaround projects, it is easier to give birth than it is to resurrect the dead.
Team is enormously critical in any company that needs to experience change and growth. “Team,” is frequently used as an acronym for “Together Everyone Achieves More.” Team efforts clearly have a synergistic effect. First coined by the philosopher Aristotle, this phrase aptly defines the modern concept of synergy – The Whole is Greater than the Sum of its Parts.
Everyone needs to row the boat, or alternatively they need to find their own boat. If there are team members who don't want to participate and pull more than their share, there are always replacements. The exits are clearly marked.
Throughout its evolution, the company had continuously analyzed its skill set requirements and identified individuals who possess excellence in each necessary business and technology discipline. The company developed a well rounded and experienced senior management staff, including; a Chief Executive Officer, Chief Operating Officer, Chief Financial Officer, General Counsel, Director of Network Operations, Human Resources Director, Vice President & General Manager, Director of Sales and Director of Corporate Communications.
There are a number of important documents that a company must have which pertain to its personnel. The cornerstone is the Employee Manual. This document provides clear and concise rules and regulations, company policy, grievance procedures and appeals processes, arbitration clauses, and a host of other extremely critical information that will help insulate companies from frivolous litigation. If your company does not have an Employee Manual, call us.
Protecting your company's sources & methods, propriety information, confidentiality, copyrights and trademarks are as fundamental as Coca Cola keeping its recipe a secret. Although these issues are addressed in an Employee Manual, there are a series of documents that can become a part of your employment package with each employee. In many states, “continued employment” is legal consideration for executing these documents. For new hires, it can simply be a requirement of employment.
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Covenants not to compete are enforceable in many states, however it is important to understand that it is extremely costly to enforce them. If your company is developing very propriety inventions, new pharmaceuticals, new technological break-throughs, or similar trade secrets that if released to a competitor could result in irreparable harm, then a covenant not to compete may be prudent.
It is important to measure the risk versus the cost to enforce these agreements.