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Starting a new venture is always exciting—you get to dip your toes into something fresh and decide what direction you’ll take to complete the endeavor. When starting your own business, however, multiple aspects must be considered—the culture, mission, values, employee size, procedures, management, etc.—and this is where business owners tend to overlook the importance of a human resources department. Small businesses are pressured to bring in sales in order to keep their doors open, but as more sales are made, workload increases and more employees are needed. This is where HR is crucial.
With the need for more employees comes the need for proper management training for supervisors. If there is little to no guidance on how to manage employees, the company may be more exposed to liability for illegal employment practices. There needs to be someone who is well versed in current employment laws—if your company continues to move forward and ignores the importance of being in compliance, you run a high risk of getting yourself into legal trouble. And as a small business, a single lawsuit may close your doors for good.
Furthermore, an HR department is needed for talent management purposes. If management only cares about the dollars coming in and disregards their employees’ needs and well-being, there is a great chance these vital employees may leave. Pressure from management to complete work as well as having a large workload may lead to employee burnout. Small businesses need to retain their talent and find ways to keep their employees present—incentives, rewards and recognition are some popular tactics. Management needs to show their employees that all their hard work is much appreciated, therefore a culture that values and balances both work and play may alleviate stress and simultaneously promote productivity and overall morale. All in all, small businesses cannot afford to have a high turnover rate because the longer a seat is vacant, the more money it costs the company…and the more burnt out employees may feel if the extra work load gets dispersed.
For small businesses who cannot afford an HR department, there are outsourcing options. e-VentExe has a special service called eBasicHR which serves as a full HR department. eBasicHR gives business owners access to documents and forms necessary for compliant purposes, as well as unlimited use of an expert HR consultant who will answer and advise any question or issues that may arise.
*e-VentExe is a full service human resource consulting firm specializing in compliance law, recruiting and selection, training and development, and assessment tools. If your company is interested in learning more about eBasicHR or any of the services listed above, please call e-VentExe at 916. 458-5820.
We have all been touched in some way by the economic downturn in our region, professionally and personally. Many have felt the cold hand of fate grabbing at our dreams and plans for our future/ business and personal goals. Companies that stayed open dealt with the uncertain business landscape in a variety of ways. Some CEO’s laid off long term employees to avoid the negative spiraling bottom line results. Other CEO’s modified positions, changed responsibilities and tried to right size the operation the best they knew how. And, there were those CEO’s who closed their doors completely; the burden was just too large to manage. Those days were very dark, doubtful and relentless. I am sure many leaders sat at their desks alone and wondered, “Did I make the right decision? Could I have done something different? Would the business outcome be different? What if…., Where do I turn? Who can I talk to?”
Today, hope for our business future is taking shape again. We are seeing a resurgence of focused energy and innovation from our leaders. It finally feels like a spring day—the sun is out and the birds are singing. People are smiling again. However, the economic downturn has left a deep scar that may never fully become invisible. I like to call this period of new growth a Period of Reengineering.
CEO’s have a fresh start, a new look at their organization and workforce. They can once again begin to build a thriving and prosperous business and create a positive and engaging employee culture. Vistage International can become that voice, that resource for executives and business owners who supports and guides them through extremely uncertain business decisions. The time is now to reach out, seek guidance and support from a confidential, peer advisory group of CEO’s.
Vistage International brings together successful CEO’s, executives and business owners into private advisory groups. Each group is purpose-built to help members help each other improve the performance and outcomes of their business and personal lives. Vistage International works with each CEO to be a better leader who can make better decisions and get better results. In fact, they have helped over 75,000 members since 1957 when they began. And the support does not look at one dimension of a CEO’s life; the business. Discussions also center on a person’s health and personal life—it is strongly believed that the “whole person” adds to the strategic direction of a company. If issues are present in any of the three categories listed above, they are freely discussed inside the confidence of a member meeting.
Although peer advisory groups are a great help towards success, leadership and management trainings and assessments should not be ignored. These tools allow those in management to be aware of their strengths and weaknesses, ultimately allowing them to build upon their skills.
For more information regarding Vistage International and e-VentExe, please call Amelya Stevenson, M.A., SPHR-CA Vistage Chair and owner of e-VentExe, a full service Human Resource Consulting Firm at 916.458.5820.
Founded in 2000 by Amelya and Craig Stevenson, e-VentExe provides businesses with strategic and compliance human resources tips and techniques, organizational effectiveness (or ineffectiveness) and overall strategic and healthy cultural influences in the workplace. We also make HR administration easy for small businesses with our eBasicHR and Compliance package. At e-VentExe, we keep the “Human” in Human Resources. Let us show our dedication to you! For more information, please visit us at www.e-ventexe.com,“LIKE” us on Facebook or follow us on Twitter!
The New Year is an exciting time for rejuvenation—for self and business. As such, resolutions are made, but how long do these resolutions actually last? We see gyms overcrowded for the first few months into the New Year with individuals trying to change their lifestyle, we see leaders jump-starting a new out-of-the-box campaign or company process with enthusiasm in hopes that it will last the entire year; but sadly, most resolutions are not long-lasting. Motivation and perseverance play a vital role in keeping goals and resolutions. For business leaders, the New Year is a time for reevaluating their tactics, attitudes, and beliefs to better themselves and their organization.
Some considerations for leaders include:
- Effectiveness as a leader: What are some things you should stop doing this year that will make you more effective in your role? What are some things you can begin doing or implementing?
- Self-limiting beliefs: What beliefs are preventing you from achieving your goals?
Learning about your strengths and weaknesses can guide you through these questions. There are many tools that can assist you in recognizing these such as assessment tests (more advanced and validated), self-reflection, or observations from others about yourself.
Maybe your lack of team work and collaboration is holding you back from communicating effectively with your employees and managerial team. Utilizing assessment tools can help you recognize this and give you a detailed and user-friendly explanation to guide you through this behavior.
The first step towards achieving goals and/or resolutions is always the simplest; you just do it. Next, you have to mentally change and implement the behaviors—this is not a one-time process; this might take weeks, months, or even the entire year. But you must practice it in order to change your mindset and receive positive results.
This is where many individuals fail to uphold their resolutions: they do something once and say to themselves, “This is easy. I can do this everyday.” But the fact is: sure, it can be easy if you do it for a short-period of time, especially right after the holidays when motivations to keep resolutions are high. What about after a month when things in your life and/or organization begin to pick up? Will you be able to keep your resolutions or goals? The only way to keep motivated is to practice, practice, practice! Ingrain your resolutions/goals into your daily routine.
To be the greatest leader you can be you must understand yourself and the individuals you work with at your organization, as well as maintain business acumen. With that said, are you still continuing your business resolutions/goals?
*e-Ventexe is a full service Human Resource consulting firm in the Greater Sacramento region with superior knowledge on assessment tools. To learn more about how these tools can be beneficial to your organization, please call us at 916.458.5820.
New Year, new Human Resource leaders. The New Year is a time for embracing change—from simple things such as changing your diet to grandeur aspects such as electing new leaders. None is different for CalSHRM, the California State Council for the Society of Human Resource Management. As a full service human resource consulting company, we live and breathe HR; we take pride in assisting organizations with any of their HR needs, while still maintaining the human connection. With the HR profession growing tremendously as well as technology, what is the outlook for HR in 2014? Michael Letizia, PHR-CA, the new State Director of CalSHRM for 2014 and 2015 shares his insights and goals for CalSHRM and the overall profession.
Having been a member of SHRM since 2000 and serving on the board in various roles until 2013, Michael’s role as State Director is to primarily oversee the functions of the Council and to bring the SHRM affiliates together in the state to solidify initiatives. The Council consists of solely volunteers that Michael will manage, which he deems as a daunting task especially in such a large organization (SHRM is prevalent in California compared to other states).
In terms of goals for CalSHRM, Michael continues to strive for the plans and goals the past President and he created a few years ago, where they envisioned what they believed the California Council should look like. Michael, whose leadership style has always been collaborative, also set some personal goals for himself; he would like volunteers to feel they are part of a larger purpose and that they receive the intrinsic value they sought. One of Michael’s main focus is to ensure the volunteers understand the time, skills, and efforts they put forth into the State are truly making a difference, and that they feel they are part of an organization that is making a difference in California.
Michael hopes to educate California employers and to bring advocacy to businesses and to HR people—professionals and those who are responsible for running HR in their organizations who are not deemed as professionals. Although SHRM caters to HR professionals, Michael believes it is very important that the Council support the individuals who are responsible for HR that may not have the opportunity at this time to call themselves HR professionals.
As such, CalSHRM is partnering with SHRM to be the HR advocate for the employee and the employer. Michael believes education about HR tactics and strategies must be brought to Sacramento to bring the HR voice to the legislature in assisting the government craft ideas that will benefit both California employees and employers.
Michael finds the progression of HR to be very exciting, stating that when he first began his career in the field, he was a Personnel Clerk. Now, as the profession has gained momentum and recognition, HR is being seen as a Strategic Partner and in many companies, a member of the Executive Team. Companies are learning that if they do not direct, assess, and manage their talent, they are not going to achieve the results they hoped. They need people in order to be successful and if they fail to bring in a professional that can help them manage individuals to their fullest potential, then they are not going to get to the place they envisioned. Many Executives are not interested in developing plans for people; they are looking at it from the business perspective. Having that voice at the table talking about human talent to achieve the organization’s goals and the process to make that happen is crucial. Individuals working in HR need to articulate and demonstrate why they are essential to an organization.
Michael stresses that HR individuals and small business owners must be experts in California (and Federal) labor law compliance and understand litigation risks. With California State laws changing at an alarming rate, employers must be updated with compliance and be prepared for consequences if they come; after all, one lawsuit can close a small business.
Advice for individuals currently working in HR is that they must be realistic about the advancements of technology and its impact on society. Michael stresses that California and its employers need to change their views of the traditional work structure in regards to the younger generation entering the workforce: they have to allow workers to be flexible in their schedule in order to reach optimal results. The younger generation is not afraid to say the traditional norm is outdated and antique. Michael praises companies such as Google, who allow their employees to work wherever they can as long as they deliver and meet the company’s expectations. He believes Google and other companies embracing work flexibility are successful because they are managing their talent very strategically. Michael believes that other organizations could reach the same potential if they embrace new ideas and concepts that are shaping our society.
With the holiday season nearing its end, the influxes of seasonal workers begin to slowly trickle as terminations ensue. This inevitable process is not only difficult for managers, but also for other seasonal and full-time employees. Once connections and friendships have been made between all staff, team morale may be low after the seasonal layoffs. As such, it is vital for retail managers and leaders to prepare and strategize for this time of year and ensure their surviving staff continue to stay engaged after the holiday rush.
The leadership team provides more than strategic management for its organization; they implement strategies for optimal proficiency and betterment of their organization. As for retail, overall employee performance and customer service ratings are the responsibility of the HR leaders and during the busy holiday season, this needs to become the primary focus.
If things are not running smoothly behind-the-scenes, it will be evident on the sales floor. As leaders, preplanning your overall business strategies and communicating your seasonal goals to the supervisory and management staff are necessary in order to promote efficiency and decrease chaotic situations. This will assist you in driving the performance and service standards to a higher threshold.
Establishing a team environment for all levels of the leadership staff will make your job a little easier and build an overall environment that can drive results and deliver your vision.
Before hiring for the holiday season, determine how many weeks or months you will need your seasonal hires. Preplanning and communication are vital! This way, you can ensure your staff is aware of the time period and will be prepared when the holiday hires leave.
Once you have decided on your new hires, be sure to notify your selected candidates on how long they are needed to work; this conversation is best during the on-boarding process. You don’t want to leave the new hires in the dark and give them false hope on how long they will be with the company.
Although seasonal employees are temporary, make sure you plan your holiday party to include them. After all, a big thank you goes a long way. Show them you are grateful for all the hard work and dedication they put forth during the busy holiday season. As such, constantly thank your long-term employees as well!
Post any non-seasonal openings and ensure your seasonal workers are aware of the postings when the layoff process nears. Seasonal workers may be interested in continuing employment at your company; encourage them to apply. By telling them before terminating, the transition between being a temporary to a regular employee may be smoother since they are aware of company policy and culture.
If your seasonal hires are not interested in pursuing the status of a regular employee, but would like to be called back for another season, keep a record of their contact information and let them know you will contact them once another busy season hits.
After the layoffs have been completed and regular company schedules are normal, hold a store-wide meeting involving all staff to receive feedback and input on how the season went.
Getting your regular employees involved in the process from preplanning to layoffs ensures engagement from your employees and allows them to be part of the process—this aids in building the morale and pride of job ownership.
*e-VentExe is a full service human resource consulting company specializing in outsourcing and compliance, recruitment and retention, training and development, and assessment tools.