Managers are responsible for ensuring that employees achieve high levels of performance, reach production goals and advance the overall goals of the organisation. The manager’s primary question is “How well is this employee applying their knowledge, skills and abilities (KSAs) in meeting performance goals?” The answer has traditionally come from the formal evaluation process, where managers review metrics of performance to determine whether the employee has achieved desired outcomes.
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No man is an island! While many small business owners may be able to manage the myriad of responsibilities during early days of operation, if the business is successful there will come a time when the workload becomes too heavy and they will have to delegate some of the tasks or risk collapsing under the weight. Yet, many managers, both new and experienced, hesitate to delegate tasks to subordinates. This mind-set is often the result of an over-reliance on the old adage “If you want something done right, do it yourself.” However, when delegation is viewed as an effective tool for developing employees, it becomes easier to do. There are certain basic principles underlying effective delegation that will serve to make it a win-win scenario for each party.
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If your company is built on the core value of providing exceptional customer service it will be important to foster employee engagement. To boost employee engagement, start by instilling a “CEO mindset” in every employee of your firm, from senior management down to support staff. Instilling a CEO mindset means empowering your employees to take ownership of their roles by taking the initiative in resolving customer issues.
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The primary goal of recruitment is to implement a set of procedures that will quickly identify top talent for vacant positions.
It is important to recognize that the recruitment effort is not a static process.
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Talent management strategies are designed to stimulate employee retention in small and medium size enterprises (SMEs). The rationale is that employees who are provided the opportunity for professional development and career growth are much more likely to build long-term loyalty to the firm. Employee retention is particularly important to ensure that your company retains those workers who possess important knowledge, skills, and abilities (also referred to KSAs or simply as human capital). Those companies that fail to develop an effective talent management strategy will likely experience significant employee recidivism, many times to competitor firms. This can then lead to operational inefficiencies resulting in loss of competitive advantage.
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In the current working world we have moved from just having computers on desks, to software, the internet and all those social media applications – Facebook and Twitter to name but a few.
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Most people call learning and development “training”, and in one way that is a very plausible description. However, learning and development, usually just abbreviated to L&D covers far more than training.
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When you have invested a lot of time, effort and money in getting the right recruit, training them to perfection and getting them to perform exactly as needed, the last thing you want is for them to quit. Of course there will be occasions when employees do leave, but wouldn’t it be great if you had the systems and culture in place to retain the really high quality ones for the long term?
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Across the globe there are many differing attitudes to sick leave absences, as the greater the time taken off work, the greater the impact. Any method of reducing those periods of absence can be a great benefit to any business, and smaller businesses feel it more than most!
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One of the most difficult challenges faced by new and growing businesses is calculating their staffing needs. It is often a reactive task that is undertaken as businesses expand and the work starts to come in. Have you ever thought about how much easier it would be to manage if you had a rule of thumb to guide you?
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