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Casual Articles - What is the Best Incentive?
In Today’s Vent I’d like to talk about emotional business practice. This is a subject in my network of colleagues that unfortunately has become more popular in the recent months.To determine your action by emotion rather than reason will derail you in seconds away from what you should be focused on. When you run your own business or even work for another company as an Independent Contractor your daily activities should square up your pay or rather what you do and how you conduct yourself will determine your paycheck.I network among very bright individuals in the same field; network marketing. I’ve seen an emotional environment filled with negativity that I’m sure has placed us all back a few steps.We are being sized up by the public eye and
14. Is production organized on a process flow line, batch or jobbing basis?
15. Have your current production methods been recently reviewed for maximum efficiency?
16. Is any new machinery or plant, to be introduced in the near future, likely to upset the standard upon which an incentive scheme might be based?
<Executives, professionals and managers are faced with ever greater demands; greater demands from internal and external clients for delivery, greater demands from their leaders for performance and greater demands on their time from their non-work interests and commitments. And all in a climate where they are expected to take responsibility for their own career management and development.How can the majority of us build successful careers in this environment? Smart professionals know that the key to long-term success is founded more in maintaining sharp skills than in demonstrating loyalty to the firm. People and their employers do have a shared interest in their long-term growth. But the key is skills growth, not loyalty.Career BestsIncentive schemes have been much criticised in recent years, and it is quite true that some schemes have been singularly unsuccessful. Their failure, however, has often been the result of inadequate planning, rushed introduction, or not thinking through such a scheme properly. These points should not be used to generally condemn other more successful applications.
Whether any particular incentive scheme achieves long term success depends initially on the thoroughness with which the current working situation is reviewed, hence the need to re-look at some key Action Points, and question why you need an incentive scheme.
1. Increase in earnings for employees?
2. Increase in output?
3. Improvement in quality?
4. Better mobility of labour?
5. More efficient methods of working?
6. Improvement in safety?
7. Higher housekeeping standards?
8. Reduction in absenteeism?
9. Reduction in labour turnover?
10.Reduction in overtime working?
Any of these points or a combination, will determine how you introduce and communicate such a scheme. The following questions will act as an “aide memoire”.
11. Does the work necessitate skilled, semi-skilled or unskilled labour?
12. Can individual skill be fully applied when manipulating machines etc. or is the employee’s quantity and quality of output regulated to a large extent by factors outside his/her control?
13. Does the level of output remain steady throughout the year or is it subject to seasonal variations?
14. Is production organized on a process flow line, batch or jobbing basis?
15. Have your current production methods been recently reviewed for maximum efficiency?
16. Is any new machinery or plant, to be introduced in the near future, likely to upset the standard upon which an incentive scheme might be based?
Autologica presents the sixth and final part in a series of articles that address some of the common problems and situations that arise in family-owned businesses. The articles are based on an interview between Al McClymont, CEO of Autologica Dealer Management Systems, and J.C. Aimetta, an expert and coach who specializes in family-owned businesses and who has ample experience consulting for this type of company.Al McClymont: I have one last question that I am sure you hear many times, and I also imagine that it’s one that makes for heated debate every time you give your opinion.How much should family members working in a family-owned business company earn?J.C. Aimetta: A simple and convincing answer should be: Exactly the same
1. Increase in earnings for employees?
2. Increase in output?
3. Improvement in quality?
4. Better mobility of labour?
5. More efficient methods of working?
6. Improvement in safety?
7. Higher housekeeping standards?
8. Reduction in absenteeism?
9. Reduction in labour turnover?
10.Reduction in overtime working?
Any of these points or a combination, will determine how you introduce and communicate such a scheme. The following questions will act as an “aide memoire”.
11. Does the work necessitate skilled, semi-skilled or unskilled labour?
12. Can individual skill be fully applied when manipulating machines etc. or is the employee’s quantity and quality of output regulated to a large extent by factors outside his/her control?
13. Does the level of output remain steady throughout the year or is it subject to seasonal variations?
14. Is production organized on a process flow line, batch or jobbing basis?
15. Have your current production methods been recently reviewed for maximum efficiency?
16. Is any new machinery or plant, to be introduced in the near future, likely to upset the standard upon which an incentive scheme might be based?
<A manager of a small business recently posted a job opening for a mostly clerical type job. A degree is not required and generally neither is judgment. She also put the level of compensation clearly on the job posting and worked very hard to not over exaggerate the importance of the position.The problem is that nearly every applicant so far has been what I would consider overqualified. Most have a degree of some sort and have extensive work experience. She says that she not necessarily opposed to hiring someone overqualified people but she fears that once they get hired that they will be either unhappy or they will leave as soon as something better comes along.She started thinking about how to word interview questions so that she can weed out those
5. More efficient methods of working?
6. Improvement in safety?
7. Higher housekeeping standards?
8. Reduction in absenteeism?
9. Reduction in labour turnover?
10.Reduction in overtime working?
Any of these points or a combination, will determine how you introduce and communicate such a scheme. The following questions will act as an “aide memoire”.
11. Does the work necessitate skilled, semi-skilled or unskilled labour?
12. Can individual skill be fully applied when manipulating machines etc. or is the employee’s quantity and quality of output regulated to a large extent by factors outside his/her control?
13. Does the level of output remain steady throughout the year or is it subject to seasonal variations?
14. Is production organized on a process flow line, batch or jobbing basis?
15. Have your current production methods been recently reviewed for maximum efficiency?
16. Is any new machinery or plant, to be introduced in the near future, likely to upset the standard upon which an incentive scheme might be based?
<It's a fact. Clients will always pay you more than you realize. How do I know? Because price is not the be-all-and-end-all of why your clients hire you. It's usually third, even fourth on their list of important reasons why they'll choose your service over someone else's.Let me get right to the point here. If you focus first on what matters most to your clients, the topic of price stays just that—a topic, not an issue.Here are 3 things your clients care about MORE than price (hint: focus on over-delivering on each of these and price will rarely, if ever, keep a client from hiring you):*QualityQuality seems to come up often when you're talking about a product but rarely when it's a service. But why not? Quality counts no matt
11. Does the work necessitate skilled, semi-skilled or unskilled labour?
12. Can individual skill be fully applied when manipulating machines etc. or is the employee’s quantity and quality of output regulated to a large extent by factors outside his/her control?
13. Does the level of output remain steady throughout the year or is it subject to seasonal variations?
14. Is production organized on a process flow line, batch or jobbing basis?
15. Have your current production methods been recently reviewed for maximum efficiency?
16. Is any new machinery or plant, to be introduced in the near future, likely to upset the standard upon which an incentive scheme might be based?
<Many well qualified and extremely able candidates fail at job interviews simply because they are unaware of the conventions of the job interview and the expectations of the interviewer.Successful candidates, on the other hand, manage to impress prospective employers precisely because they know how to present themselves.Thus, they study the job advertisement; they analyse what is required in the way of skills qualifications and experience; they assess their own suitability for the job; and finally, they present themselves in a thoughtful and carefully prepared manner.Their written applications are comprehensive and business-like, containing all the relevant information presented neatly and concisely.They prepare themselves carefully for inter
14. Is production organized on a process flow line, batch or jobbing basis?
15. Have your current production methods been recently reviewed for maximum efficiency?
16. Is any new machinery or plant, to be introduced in the near future, likely to upset the standard upon which an incentive scheme might be based?
17. Have you sufficient qualified staff to introduce an incentive scheme, or alternatively, have you one qualified employee who is capable of training other staff in work study techniques?
18. Once the scheme is introduced, will you have the necessary number of staff to be able to keep it under constant review, and to introduce modifications where necessary?
19. Will the present staff in the wages department be able to cope with bonus calculations etc. without additional help?
20. Are other parts of the organization such as Production Control, Maintenance, Distribution etc. geared to cope with the increased flow of materials and output that are likely to result?
21. Are your present channels of communication, both formal and informal, capable of coping with the dissemination of detailed information to all employees, on the workings of any proposed incentive plan?
22. Have you the necessary facilities, away from the production area, for any operative training or re-training that might be required?
23. Have you agreed the principle of using work measurement with the trade unions and employee representatives?
24. Will you be undertaking the training of any employee representatives in work study techniques?
25. Are the mechanics of your scheme simple enough to enable all employees to fully understand how their pay is calculated?
26. What standards will you use to evaluate performance to ensure that a proper balance is maintained be
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