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Atricle Dump - Performance Begins With an S
There is really no wrong way for you to clean a home. But as with any business, time in your cleaning business is valuable. The more cleaning jobs you can fit into a day, the more potential profit you earn. If you can complete the basics faster, then you have more time to offer specialized services or to move on to cleaning the next home.When you start cleaning it is important to not track dirt into rooms that you have already cleaned. It is most productive to start in rooms that are not centrally located - usually the bedrooms and bathrooms and then work your way through the rest of the house. Clean the high traffic areas, including the kitchen, last.Following are som
The realignment of standards can be accomplished in four steps.
Write standards
The first step, not surprisingly, is to write standards. Standards of performance should take the form of an action and an object of the action with accompanying measures that tell us whether the action has been completed satisfactorily.
For example, answer the telephone in three rings. Or attend a minimum of ten board meetings. Or unload a truck, without incident, within one hour, 80% of the time and with ninety minutes 100% of the time. Call Center Software - Your Tool of Choice in Customer Relations
The call center represents your first line of communication with customers and potential customers. Whether you choose to outsource this service or to establish an in-company call center, this is one area in which quality is paramount and cannot be compromised. Clients’ questions and concerns need to be dealt with courteously and effectively, and sales calls require careful handling - as some members of the public have grown wary of unsolicited calls due to the sheer bulk of such calls that they receive, it is imperative that these interactions are the very embodiment of tact, timing and effective communication. This is a tall order, but increasingly, there is software available tha
We are confronted almost daily with stories of IT project overruns and outright failures, public service procedural errors with dire consequences to individuals or quality and service errors resulting in unhappy customers. We are also confronted with examples of poor behaviour from sports people struggling with fame to senior executives defrauding their staff or their shareholders.
The consequence to an organisation of poor performance of employees, at any level, is low productivity, high rework rates, higher risk and consequently, higher costs to achieve the outcomes required from any given role.
The consequence of poorly behaving employees is increased risk with significant negative potential for an organisation's brand and its health safety, security and environment performance.
Most of the poor performance and poor behaviour occurs simply because it is tolerated.
From my observations, the tolerance comes about for the core reason that there are no enforced standards.
In the absence of formal enforced standards, people apply their own standards using their best efforts to complete a role. The standards used are formed from previous experience in the role or, a similar role, or if they are new to a role, from their personal values. These personal values are generated from their upbringing at home, their school, sporting teams and other social interactions.
The values are also generated from interactions with opinions from the media.
Those interactions with the media are now likely to be with sources constructed to be popular rather than a well thought out editorial or journalistic piece. For example, tabloid newspapers, popular magazines, TV shows increasingly of the contrived reality type and web based interactions such as forums and blogs.
The impact of personal interactions on values, it seems to me, is increasingly being tilted to these popular sources. The norm for behaviour is more that of the subjective norm within people's social groups rather than that of other formal standards.
Realigning people's standards away from the popular culture norms to those required by an organisation to execute their strategies and maintain their brand positioning is more necessary than ever.
The realignment of standards can be accomplished in four steps.
Write standards
The first step, not surprisingly, is to write standards. Standards of performance should take the form of an action and an object of the action with accompanying measures that tell us whether the action has been completed satisfactorily.
For example, answer the telephone in three rings. Or attend a minimum of ten board meetings. Or unload a truck, without incident, within one hour, 80% of the time and with ninety minutes 100% of the time. Job Search
Introduction
There is one thing you need to understand about getting a
job and that is, the simple fact that "Getting a job is a
full time job in itself". Read that again, I did not say it
is a part time job, I said that it is a full time job.The fact that you are reading this page means you are
serious about your future, you are serious about finding a
job and you are obviously willing to put in the time and
effort that is needed to get that job.To help you I am going to talk straight and tough when I
need to, just to make sure that you think about what you
have been doing and what you need to do next. Please
understand that I am not attacking you, I am an organisation of poor performance of employees, at any level, is low productivity, high rework rates, higher risk and consequently, higher costs to achieve the outcomes required from any given role.
The consequence of poorly behaving employees is increased risk with significant negative potential for an organisation's brand and its health safety, security and environment performance.
Most of the poor performance and poor behaviour occurs simply because it is tolerated.
From my observations, the tolerance comes about for the core reason that there are no enforced standards.
In the absence of formal enforced standards, people apply their own standards using their best efforts to complete a role. The standards used are formed from previous experience in the role or, a similar role, or if they are new to a role, from their personal values. These personal values are generated from their upbringing at home, their school, sporting teams and other social interactions.
The values are also generated from interactions with opinions from the media.
Those interactions with the media are now likely to be with sources constructed to be popular rather than a well thought out editorial or journalistic piece. For example, tabloid newspapers, popular magazines, TV shows increasingly of the contrived reality type and web based interactions such as forums and blogs.
The impact of personal interactions on values, it seems to me, is increasingly being tilted to these popular sources. The norm for behaviour is more that of the subjective norm within people's social groups rather than that of other formal standards.
Realigning people's standards away from the popular culture norms to those required by an organisation to execute their strategies and maintain their brand positioning is more necessary than ever.
The realignment of standards can be accomplished in four steps.
Write standards
The first step, not surprisingly, is to write standards. Standards of performance should take the form of an action and an object of the action with accompanying measures that tell us whether the action has been completed satisfactorily.
For example, answer the telephone in three rings. Or attend a minimum of ten board meetings. Or unload a truck, without incident, within one hour, 80% of the time and with ninety minutes 100% of the time. Are the Yellow Pages a Dinosaur?
As I write my 64th article about the Yellow Pages, it reminds me of how the best things continue to stick around. For example, the YP were started as a pamphlet in Wyoming over 100 years ago. It became an easy way to keep track of a small number of local businesses. Today, they are a household name. They are still the book picked up when someone has a need. There are few service businesses that don’t have an ad in the good ole YP.With the advent of the Internet, most nay-sayers have doomed the YP to the way of the dinosaur. They claim that people prefer the speed of the digital age. They point to more surfers using online newspapers and magazines as their first choice. But thn the absence of formal enforced standards, people apply their own standards using their best efforts to complete a role. The standards used are formed from previous experience in the role or, a similar role, or if they are new to a role, from their personal values. These personal values are generated from their upbringing at home, their school, sporting teams and other social interactions.
The values are also generated from interactions with opinions from the media.
Those interactions with the media are now likely to be with sources constructed to be popular rather than a well thought out editorial or journalistic piece. For example, tabloid newspapers, popular magazines, TV shows increasingly of the contrived reality type and web based interactions such as forums and blogs.
The impact of personal interactions on values, it seems to me, is increasingly being tilted to these popular sources. The norm for behaviour is more that of the subjective norm within people's social groups rather than that of other formal standards.
Realigning people's standards away from the popular culture norms to those required by an organisation to execute their strategies and maintain their brand positioning is more necessary than ever.
The realignment of standards can be accomplished in four steps.
Write standards
The first step, not surprisingly, is to write standards. Standards of performance should take the form of an action and an object of the action with accompanying measures that tell us whether the action has been completed satisfactorily.
For example, answer the telephone in three rings. Or attend a minimum of ten board meetings. Or unload a truck, without incident, within one hour, 80% of the time and with ninety minutes 100% of the time. Three Steps to Welcome
What a conversation! A British gentleman working in global logistics, his American entertainer wife who recently became a mother, an Australian event coordinator and me. Four different cultures – and different points of view.We talked about the service we received at retail stores, banks, restaurants, hotels and airlines around the world. We each had very different opinions about what constitutes ‘good service’.The logistics guy likes fast and efficient; pleasantries are incidental. The entertainer wants time to browse before she is approached, and feels ‘hurried’ if someone comes too close, too soon. The Australian feels just the opposite. She wants attention right aw editorial or journalistic piece. For example, tabloid newspapers, popular magazines, TV shows increasingly of the contrived reality type and web based interactions such as forums and blogs.
The impact of personal interactions on values, it seems to me, is increasingly being tilted to these popular sources. The norm for behaviour is more that of the subjective norm within people's social groups rather than that of other formal standards.
Realigning people's standards away from the popular culture norms to those required by an organisation to execute their strategies and maintain their brand positioning is more necessary than ever.
The realignment of standards can be accomplished in four steps.
Write standards
The first step, not surprisingly, is to write standards. Standards of performance should take the form of an action and an object of the action with accompanying measures that tell us whether the action has been completed satisfactorily.
For example, answer the telephone in three rings. Or attend a minimum of ten board meetings. Or unload a truck, without incident, within one hour, 80% of the time and with ninety minutes 100% of the time. Buying a Business? Think Due Diligence
Congratulations. You have just decided to purchase a business, merge with another company or invest in a someone else's company. Exciting, isn't it?You have probably been busy learning the business, talking to the seller about the operation, conducting market research and planning how can you run it better than the previous owner.It does not matter if you are buying a small cell phone store, a large high-tech company or investing in a friend's "next big thing". There is one thing you should seriously consider: a due diligence.What is a due diligence and why is it so important?One (very technical and boring) definition of a due diligence is: Due diligencd positioning is more necessary than ever.
The realignment of standards can be accomplished in four steps.
Write standards
The first step, not surprisingly, is to write standards. Standards of performance should take the form of an action and an object of the action with accompanying measures that tell us whether the action has been completed satisfactorily.
For example, answer the telephone in three rings. Or attend a minimum of ten board meetings. Or unload a truck, without incident, within one hour, 80% of the time and with ninety minutes 100% of the time.
Note in the last example, a qualifier "without incident" was given. One might also add conditions to standards. For example, "When the front office is fully staffed, check in will be completed, without complaint, within three minutes on 90% of occasions and within five minutes on 100% of occasions." The condition is, "When the front office is fully staffed".
Standards of behaviour are more likely to be written into policies or codes of behaviour. For example, "Directors will declare all pecuniary interests in the pecuniary interest register." Or "All employees will act in a safe manner at all times at work, travelling to and from work and when representing the company". Or "All employees will refrain from behaviour which causes offence to customers, suppliers, the general public and colleagues at all times".
Communicate standards
The likelihood of anyone adhering to standards if they have not been communicated well is zero. The standards can best be communicated, at first, by involving people in their construction.
When the standards are completed, communicate them repeatedly in different formats. Do not fall into the trap of using text only means of communication. A large majority of any organisation's employees will require visual or auditory means of communication to "get it".
Test people to make sure that the communication has got through and they understand the standards.
Enforce standards
Creating standards without enforcing them is a waste of time and effort. As soon as one person is seen to be not behaving or performing within the standards with no action taken, the subjective norm will turn to standards not mattering.
Integrate standards with your reward and recognition system, appraisal system and recruitment methods.
Ensure that standards created for completing appraisals and managing performance are, in turn, enforced.
Review and update standards
Involve your people in reviewing the suitability of standards. Not all standards will withstand the scrutiny of application without modification and all standards will need to change over time as the environment in which the organisation operates changes.
Demonstrating a willingness to adjust standards to make them work to execute the strateg
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