Company bosses realise the importance of recognising and rewarding staff for their hard work, a survey reveals. But the vast majority are failing to do anything about it
What are the strengths and weaknesses of the culture with regard to achieving the business strategy? Everyone thinks that they know what the culture of their organisation is - surely it is articulated in the vision and beliefs of the company? But actually we need to understand both the implicit and explicit culture as it determines what people do and why.
This article was originally published in hrzone.co.uk
Most 'bad news' training focuses on the reaction of the receiver. But, says Jan Hills, more emphasis needs to be given to training the giver to know how to handle the information they are to impart.
Key products expansion plans: what you need to know
What are the expansion plans for the key products, by region and by customer? The expansion plans for key products both geographically or by customer type will be an important part of your business's strategy whether this is written or spoken. It's important for HR people to be aware of the income from the company's significant products: if they expand, this will dictate increased revenue for the business. It's also crucial to know who buys the products, what the influences are on their businesses or situations and who within your business looks after those customers.
Who are the key customers for your main products? And how long have they been customers of the company? Some organisations don't have products they instead might supply services or expertise. And some customers are indirect, or not referred to or thought of as customers, particularly in the public sector. So you need to understand how your organisation defines the purchasers or users of its products or services.
Who are the biggest 'names' across the industry in your business? Whatever business or sector you're in, certain people will have made their name in it. There are the urban legends and there are the people you always hear referred to if someone does something innovative, particularly successful, or new. The reason these people are remembered or spoken of is that they have achieved something different, changed the business model in some way, or challenged perceived wisdom.
What are the strengths and weaknesses of the culture with regard to achieving the business strategy?
Most 'bad news' training focuses on the reaction of the receiver. But, says Jan Hills, more emphasis needs to be given to training the giver to know how to handle the information they are to impart.