Wednesday 27 October 2010
Tuesday 26 October 2010
Monday 25 October 2010
Saturday 23 October 2010
Thursday 21 October 2010
"5 Sure-Fire Ways to Answer Challenging Questions During Your Presentation!"
There's no getting around it: The moment you bound onto the platform or stage your credibility is at stake. And one way to cement your credibility is to master the art of Q & A (short for Questions and Answers)
Look at how Q & A's are done on the political battlefields. Remember the Hillary and Obama debates? These seasoned political pros knew at any time “one slip up” can hurt them in the eyes of their audience (in the studio and at home watching.)
It a nutshell: How you respond to an audience member's Q & A can undoubtedly haunt or help your career for a long time.
The beauty of Q & A’s is they help bond you with your audience. I actually love the improvisational aspect of it along with the feeling of being in the moment with my audience. Of course, you might NOT feel the same. However, delivering a powerful and content-rich Q & A is a necessary evil. And you’re going to have to deal with it as best you can if you want to be a master communicator!
You goal during Q & A is to stay centered, focus – keep your confidence and composure that you are prepared for this particular session.
Here are five quick guidelines to succeed!
1. Repeat the question: You might have heard the question… the folks in the vicinity of the “asker” might’ve heard it, but what about the rest of the room? Always repeat the question. Doing so allows you time to ponder a succinct answer
2. No matter what the question is… give the person who asked it, respect. No matter how ludicrous the question is (and if the answer is obvious) make eye contact with the audience member and answer it. Then thank the audience member for taking the time in asking it.
3. Make it brief – Give as quick a response as you can. You DON’T want to turn this into another speech. If it needs a longer answer, do it. But try to make it shorter.
4. When answering a question from the audience and if you can’t see or don’t know their name… never point with your finger. Instead, gesture with your palm down “inoffensive” manner.
5. CHEAT. Want to know the questions beforehand? Simply hand out cards to your audience (before the break) Then you can prepare your answers and respond comfortably.
If you are every caught off-guard and don't know and answer to a question… don't lie and make up one. Say to the audience member (and all the listeners) that you will exchange e-mail addresses with that person at the end of the program, do some research and get them the correct answer. This is a face saving and self-effacing technique that leaves you in good graces with your audience and will again, cement your credibility with them.
By Peter "The Reinvention Guy" Fogel
Look at how Q & A's are done on the political battlefields. Remember the Hillary and Obama debates? These seasoned political pros knew at any time “one slip up” can hurt them in the eyes of their audience (in the studio and at home watching.)
It a nutshell: How you respond to an audience member's Q & A can undoubtedly haunt or help your career for a long time.
The beauty of Q & A’s is they help bond you with your audience. I actually love the improvisational aspect of it along with the feeling of being in the moment with my audience. Of course, you might NOT feel the same. However, delivering a powerful and content-rich Q & A is a necessary evil. And you’re going to have to deal with it as best you can if you want to be a master communicator!
You goal during Q & A is to stay centered, focus – keep your confidence and composure that you are prepared for this particular session.
Here are five quick guidelines to succeed!
1. Repeat the question: You might have heard the question… the folks in the vicinity of the “asker” might’ve heard it, but what about the rest of the room? Always repeat the question. Doing so allows you time to ponder a succinct answer
2. No matter what the question is… give the person who asked it, respect. No matter how ludicrous the question is (and if the answer is obvious) make eye contact with the audience member and answer it. Then thank the audience member for taking the time in asking it.
3. Make it brief – Give as quick a response as you can. You DON’T want to turn this into another speech. If it needs a longer answer, do it. But try to make it shorter.
4. When answering a question from the audience and if you can’t see or don’t know their name… never point with your finger. Instead, gesture with your palm down “inoffensive” manner.
5. CHEAT. Want to know the questions beforehand? Simply hand out cards to your audience (before the break) Then you can prepare your answers and respond comfortably.
If you are every caught off-guard and don't know and answer to a question… don't lie and make up one. Say to the audience member (and all the listeners) that you will exchange e-mail addresses with that person at the end of the program, do some research and get them the correct answer. This is a face saving and self-effacing technique that leaves you in good graces with your audience and will again, cement your credibility with them.
By Peter "The Reinvention Guy" Fogel
Expecting Excellence - A Key to Effective Leadership
The idea of expecting excellence isn't new, nor is the premise that every leader should expect excellence from his or her team. But just like everything a leader says and does, it's not so much a matter of "what" he or she does as much as it is about "how" they do what they do.
There's a significant difference between establishing an environment where excellence is expected and one where excellence is demanded. In the first case, not only does the culture of the organization establish the expectations for excellence, but the actions of your entire team will essentially "put pressure" on everyone to perform up to the standards of excellence expected.
In the second case, where excellence is demanded, "pressure" from you is the only dynamic at play. And you know how most people react to direct pressure - they push back. And push-back usually comes in the form of either passive-aggressive behavior or by working just hard enough to keep from being fired.
So let's discuss how to go about establishing an environment where excellence is expected. There are two components to this equation. The first is defining what excellence means to you and your organization, and the second is the design of that environment.
How we define excellence is governed by the standards and values we embrace. Standards determine the level of quality we desire. They govern quality of service and quality of product. There are many levels of quality, and only you and your team can determine which level you want to be known for. Excellent quality does not necessarily mean the very best that can be produced. Let me offer a couple of real-world, practical examples. The first comes from the restaurant business and the other from the automotive industry.
If you go to a fast food restaurant, excellent service means delivering the customer's food within a very short time - typically 2-4 minutes. Much longer than that, and most customers will feel that the service is less than excellent. In contrast, if you dined in an expensive, gourmet restaurant and your food came out within 2-4 minutes, you'd no doubt feel rushed and consider the service to be poor.
The other example comes from the automobile industry. (I'm not promoting or judging any make of car here just offering an example that most everyone can relate to.) If every automobile were made to the very highest of standards, then there would be only Rolls Royce, Audi and Mercedes Benz. There would be no room for Chevrolet, Ford or Kia.
The appropriate level of quality that determines the standards by which you and your organization are governed is determined by the expectations of your market. This doesn't preclude setting a standard which exceeds the expectations of that market. It just acts as a benchmark by which your performance is measured.
The values which create an environment of excellence govern how we do what we do and are - for the most part - concerned with how we relate to others. Values that may immediately come to mind are integrity, honesty, respect, and fairness. However, there are many other possible values that you and your team may want to include on your list in order to elicit excellence. Here are some additional values to help you get started: Authenticity, Family, Kindness, Commitment, Loyalty, Compassion, Happiness, Empathy, Health, and Humor.
Once you have defined what excellence means to you and your organization by clearly setting an expected level of standards for performance along with the values which determine how you, your team and your organization carry out the work you do, you will be in a position to design an environment which elicits excellence.
Designing an environment which elicits excellence is about establishing an organizational "culture". A well-established culture will embody and reflect the standards and values you and your organization have agreed upon.
So… what constitutes "culture" and how do you establish it? Culture is established by how well you and your team live by and communicate the values and standards you've identified. It's not so much "whether" you and your team agree to these things, as it is about how consistently and to what degree these values and standards are adhered to. Doing this well will create the proper initial expectations with new team members, will install a sense of pride throughout the organizations, and will fill your organization with integrity - causing the majority of your team to act, think, and speak in a certain way.
Consistency in the effort is all important. The consequences are unfortunate if you and your team profess to embrace and embody a certain culture, but live by it in an inconsistent manner, tolerate behaviors by others which are at odds with the culture, or worse, act in a manner at odds with the so-called "culture". There is nothing more demoralizing than someone hearing about and believing in a certain culture, only to see a leader speak and act in an inconsistent manner. It absolutely undermines the integrity of the leader and the organization as a whole.
The bottom line is that demanding excellence of your team will only produce modest and inconsistent results. Alternatively, putting in the effort up front to design, implement, and live by a culture of excellence will produce long-term, self-sustaining results.
By Michael Beck
There's a significant difference between establishing an environment where excellence is expected and one where excellence is demanded. In the first case, not only does the culture of the organization establish the expectations for excellence, but the actions of your entire team will essentially "put pressure" on everyone to perform up to the standards of excellence expected.
In the second case, where excellence is demanded, "pressure" from you is the only dynamic at play. And you know how most people react to direct pressure - they push back. And push-back usually comes in the form of either passive-aggressive behavior or by working just hard enough to keep from being fired.
So let's discuss how to go about establishing an environment where excellence is expected. There are two components to this equation. The first is defining what excellence means to you and your organization, and the second is the design of that environment.
How we define excellence is governed by the standards and values we embrace. Standards determine the level of quality we desire. They govern quality of service and quality of product. There are many levels of quality, and only you and your team can determine which level you want to be known for. Excellent quality does not necessarily mean the very best that can be produced. Let me offer a couple of real-world, practical examples. The first comes from the restaurant business and the other from the automotive industry.
If you go to a fast food restaurant, excellent service means delivering the customer's food within a very short time - typically 2-4 minutes. Much longer than that, and most customers will feel that the service is less than excellent. In contrast, if you dined in an expensive, gourmet restaurant and your food came out within 2-4 minutes, you'd no doubt feel rushed and consider the service to be poor.
The other example comes from the automobile industry. (I'm not promoting or judging any make of car here just offering an example that most everyone can relate to.) If every automobile were made to the very highest of standards, then there would be only Rolls Royce, Audi and Mercedes Benz. There would be no room for Chevrolet, Ford or Kia.
The appropriate level of quality that determines the standards by which you and your organization are governed is determined by the expectations of your market. This doesn't preclude setting a standard which exceeds the expectations of that market. It just acts as a benchmark by which your performance is measured.
The values which create an environment of excellence govern how we do what we do and are - for the most part - concerned with how we relate to others. Values that may immediately come to mind are integrity, honesty, respect, and fairness. However, there are many other possible values that you and your team may want to include on your list in order to elicit excellence. Here are some additional values to help you get started: Authenticity, Family, Kindness, Commitment, Loyalty, Compassion, Happiness, Empathy, Health, and Humor.
Once you have defined what excellence means to you and your organization by clearly setting an expected level of standards for performance along with the values which determine how you, your team and your organization carry out the work you do, you will be in a position to design an environment which elicits excellence.
Designing an environment which elicits excellence is about establishing an organizational "culture". A well-established culture will embody and reflect the standards and values you and your organization have agreed upon.
So… what constitutes "culture" and how do you establish it? Culture is established by how well you and your team live by and communicate the values and standards you've identified. It's not so much "whether" you and your team agree to these things, as it is about how consistently and to what degree these values and standards are adhered to. Doing this well will create the proper initial expectations with new team members, will install a sense of pride throughout the organizations, and will fill your organization with integrity - causing the majority of your team to act, think, and speak in a certain way.
Consistency in the effort is all important. The consequences are unfortunate if you and your team profess to embrace and embody a certain culture, but live by it in an inconsistent manner, tolerate behaviors by others which are at odds with the culture, or worse, act in a manner at odds with the so-called "culture". There is nothing more demoralizing than someone hearing about and believing in a certain culture, only to see a leader speak and act in an inconsistent manner. It absolutely undermines the integrity of the leader and the organization as a whole.
The bottom line is that demanding excellence of your team will only produce modest and inconsistent results. Alternatively, putting in the effort up front to design, implement, and live by a culture of excellence will produce long-term, self-sustaining results.
By Michael Beck
Monday 18 October 2010
Wednesday 6 October 2010
Tuesday 5 October 2010
Becoming the Best Listener You Can Be
Did you know there are Six Messages in any conversation?
• What you Mean to say
• What you Actually say
• What the other person Hears
• What the other person Thinks he/she hears
• What the other person Says
• What you Think the other person says
No wonder we have communication problems. To make matters even worse, did you know that our mind thinks four times faster than the average person can speak? That means that even when we try to listen, our minds are going many miles an hour in another direction.
There are ways that we can compensate for these communication challenges. One way is through good feedback. Feedback will help us understand these multiple messages and will help us focus our thinking minds.
Let's look at some of the feedback issues we face. First, who is responsible for the feedback? The person sending the message or the person receiving the message? Unfortunately there is no clear answer to this question. In fact, no one knows who is responsible for feedback. As a result, too often, no one does it.
One lesson for us is whether we are the sender or the receiver, we are responsible for feedback. If you are the sender, you must solicit feedback from your receiver. If you are the receiver you must give feedback to your sender.
To further complicate matters, as most of us know, two-way communication means that we move from sender to receiver and vice versa many times in any given conversation.
How can we Solicit feedback:
1.Watch the receiver's nonverbal behaviors. When you see a frown or a sign that the person might not understand, ask them if they have questions.
2.Once you have sent your message, ask the person what his or her next steps will be. From this information, determine if the message was clearly understood.
3.Listen to your receiver's response. Does it make sense based on what you said? Perhaps their fast-thinking mind missed the main point.
4.Ask powerful questions that relate to what you just said.
How to Give Feedback
1.Express what you heard the speaker say in our own words.
2.Ask questions related to what the speaker said to be sure you heard him or her correctly.
3.Attend to the speaker's nonverbal behavior. Pay attention to where the speaker gives visual and vocal emphasis and then respond with questions to determine the meaning of that emphasis. "Are you saying that the Nelson project will cost less money to initiate?"
4.Do not use words that might create a distance between you and the speaker. For example, do not use explosive, feeling words. Avoid placing blame. Instead, use feedback to help you understand what your speaker is trying to say even if they are saying something you may disagree with.
Becoming the Best Listener you can means really making an effort to hear what the speaker is saying. It does not mean passive listening while multi-tasking. It is something we all can do.
Rachel Naomi Remen said: "The most basic and powerful way to connect to another person is to listen. Just listen. Perhaps the most important thing we ever give to each other is our attention. . . A loving silence has more power to heal and connect than the most well-intended words."
Find out How Well You Listen by taking this free assessment http://www.totalcommunicationscoach.com/how-good-a-listener-are-you.htm
• What you Mean to say
• What you Actually say
• What the other person Hears
• What the other person Thinks he/she hears
• What the other person Says
• What you Think the other person says
No wonder we have communication problems. To make matters even worse, did you know that our mind thinks four times faster than the average person can speak? That means that even when we try to listen, our minds are going many miles an hour in another direction.
There are ways that we can compensate for these communication challenges. One way is through good feedback. Feedback will help us understand these multiple messages and will help us focus our thinking minds.
Let's look at some of the feedback issues we face. First, who is responsible for the feedback? The person sending the message or the person receiving the message? Unfortunately there is no clear answer to this question. In fact, no one knows who is responsible for feedback. As a result, too often, no one does it.
One lesson for us is whether we are the sender or the receiver, we are responsible for feedback. If you are the sender, you must solicit feedback from your receiver. If you are the receiver you must give feedback to your sender.
To further complicate matters, as most of us know, two-way communication means that we move from sender to receiver and vice versa many times in any given conversation.
How can we Solicit feedback:
1.Watch the receiver's nonverbal behaviors. When you see a frown or a sign that the person might not understand, ask them if they have questions.
2.Once you have sent your message, ask the person what his or her next steps will be. From this information, determine if the message was clearly understood.
3.Listen to your receiver's response. Does it make sense based on what you said? Perhaps their fast-thinking mind missed the main point.
4.Ask powerful questions that relate to what you just said.
How to Give Feedback
1.Express what you heard the speaker say in our own words.
2.Ask questions related to what the speaker said to be sure you heard him or her correctly.
3.Attend to the speaker's nonverbal behavior. Pay attention to where the speaker gives visual and vocal emphasis and then respond with questions to determine the meaning of that emphasis. "Are you saying that the Nelson project will cost less money to initiate?"
4.Do not use words that might create a distance between you and the speaker. For example, do not use explosive, feeling words. Avoid placing blame. Instead, use feedback to help you understand what your speaker is trying to say even if they are saying something you may disagree with.
Becoming the Best Listener you can means really making an effort to hear what the speaker is saying. It does not mean passive listening while multi-tasking. It is something we all can do.
Rachel Naomi Remen said: "The most basic and powerful way to connect to another person is to listen. Just listen. Perhaps the most important thing we ever give to each other is our attention. . . A loving silence has more power to heal and connect than the most well-intended words."
Find out How Well You Listen by taking this free assessment http://www.totalcommunicationscoach.com/how-good-a-listener-are-you.htm
Listen To Your Life First if You Own a Business
“At any moment, you have a choice, that either leads you closer to your spirit or further away from it.”
Last summer my husband and I went away for our anniversary. We went to the White Mountains of New Hampshire for some camping and hiking. Mind you, my husband has hiked the Appalachian Trail and his idea of a hike is far different than my idea of a hike. He wanted to climb Moat Mountain, a two-mile climb with an elevation of 2800 feet. It was a ninety-degree day in August with about ninety percent humidity, otherwise a perfect day for a hike.
What the heck I thought. Not my idea of a walk in the park, yet I wanted to be with him. Part of my intention for our anniversary weekend was to do things he liked to do. I began to climb. Very soon into the hike it was clear that I was not having a good time. I was exhausted and it was dangerously hot. He kept asking me if I wanted to turn back and I stubbornly continued.
On and on I hiked. I told him he could go on ahead and I would take it slow. I crawled under bushes to catch any glimpse of shade I could find to catch my breath. I was determined to make it to the top to prove to him and myself I could do it. Big mistake. A quarter of a mile from the top my body would go no further. I limped my way down the mountain and wound up with heat stroke and spent the rest of our vacation recovering.
What this powerful experience taught me is to listen. Listen to my inner wisdom; listen to the messages of my body and pay attention to what’s really happening. I knew there was no way I could make it up that mountain in ninety-degree heat and furthermore I really didn’t want to. I wanted to prove something and I disregarded my own inner wisdom.
Have you ever wondered why you don’t listen?
It is easy to get caught up in the frenzy and fullness of life and stop listening. How often do you push through a busy schedule, aware of the stress and ignore a message you get from you body? How many times have you heard the voice of your inner knowing clearly giving you a message that you don’t stop and listen to?
Do you want to wait until you’re dangerously close to an edge before you listen? Here are some suggestions to help you exercise listening to your inner wisdom.
1. Know yourself. What do you really want and need? Are you willing to stand up for your own life?
2. Practice. Listening is like a muscle that needs strengthening. You can listen with more than just your ears; you can listen with your heart as well. Slow down, close you eyes for a minute. What do you hear or feel?
3. Learn to trust your own inner voice. When you start trusting yourself you will experience more flow and fulfillment.
4. Watch for the confirmations life sends you. This will help to reinforce the value of listening and encourage you to keep sharpening the skill. It’s also delightful to witness the amazing learning possible when you are listening.
When I don’t listen it’s usually because there’s something I don’t want to hear. That day on the mountain I needed to ask myself a hard question, “why was I willing to risk my health or life to prove to my husband that I could do the things he liked to do?” It was because I didn’t want to feel left out. Yet, by NOT listening, I left myself out.
When I listen my life flows more easily. I am guided toward the things that work for me as well as for others. I’m more honest and I’m more me.
Now, when my husband asks me to hike with him, I am delighted to go or not, walk as far as I want and know we’re both having a better time because we are both following our heart.
I’m listening now.
It’s YOUR life…imagine the possibilities!
http://www.selfgrowth.com/
Monday 4 October 2010
Time Management Tips For Professionals
There is no easy route in perfecting time management. Although the idea of managing time may sound easy, many people are still finding it difficult to follow.
If you are one of those people who find it hard to follow time management, then here are some tips that you can follow.
1. See the BIGGER Picture
Time is a constant and abundant resource that people can't purchase or sell. It is a resource that can be shared with or can be shared from someone else.And one effective way of managing it is by visualizing a bigger and clearer picture of your goal. Prioritize more the activities that would put you closer to your objective, and prioritize less those that won't. Carefully assess the tasks that need prioritization in order to accomplish activities that are closely related to your goal.
Many successful people today practice different time management forms and techniques, but if there's one thing these business minded people share in common. It's the vision of how they want to spend their business time.
2. AUDITING Time Management (For Professionals)Ideally speaking, everything that a person should list and follow should be actively valuable towards their desired goal.
To make your auditing faster, the following are sub-breakdowns that many professionals spend their time on. Personal goals may differ, but the general idea of breaking goals down remains the same.• People and Managing. Managing people can be sub-categorized in to three different areas namely;
1. Managing time across
2. Managing time up
3. Managing time down
If you're currently working as a leader or as a manager in a company, understand that the best way to spend most of your time is by directly supervising your team or co-workers below you.
This is also an effective strategy of teaching your employees while working your personal professional goal at the same time. Cultivating time-leverage upward not only benefits the team and the company, but it can also benefit you by moving closer to your goal.
3. CHARTS for Time Management
Presently, there are lots of these tips that are scattered all over the internet. The approach may vary sometimes, but believe that the basic idea is still there.
One common tip most time management tips share is in building a chart. Building charts are effective in reminding important plans ahead. Creating charts are also helpful in simplifying time management audits, as well as in pitching the whole picture of your goal.
Building a Chart:
a. Start building your chart by writing down the days and weeks in a month. Across its columns on top, write down your major tasks and goals that needs prioritization.
b. After you complete this activity, record the amount of time you spent under each category. This way you can easily monitor your progress and accomplishments in one day.
c. Try to stick to the plan as much as possible.
d. Avoid over doing it by stuffing to much work in one day.
By simply clicking on the link below, I will give you my best reports totally for free on effective time management tips and secrets. Ashton Dixon Article Source: http://ezinearticles.com/?expert=Ashton_P._Dixon |
Saturday 2 October 2010
Friday 1 October 2010
Implementing the Right Human Resources Development Plan
As Albert Einstein once said, "Things should be made as simple as possible, but not any simpler," and this is exactly how a company should see its production process. At least this is what most corporations try to implement through new human resources development plans, and when they have a good plan in place, the company can be extremely competitive.
Today, as a company, if you want to be competitive in the world market then you need to take advantage of the full potential of your employees. You need to be sure that they are satisfied with their abilities and with their work goals. You as the company, should make sure that your employees are goal oriented and always seeking to improve their skills. The objective is to develop learning abilities, leadership skills, and attain employee loyalty.
This type of course when done correctly will make sure that your employees develop the right skills, skills they need to be productive, promote job satisfaction and pride in work.
The addition of human resources development ideas and implementations can give a company a lot of benefits, especially when they are implemented in the correct way.
Objectives - when choosing the right human resources development plan you need to make sure that it is goal oriented, and that those goals are in keeping with your companies needs. These objectives should be clear to both the participants and the business administrative personnel.
Beneficial in every way - When you set a human resources development plan in place then you need to make sure that it produces a good return on your investment. If a course is implemented and then not profitable for the company and the end results do not improve the outcome then this course is not efficient for the company.
Implementing a human resource developmental procedure needs to be sustained by the right practices, the right strategies, equipment, and systems. Courses need to address company problems and be in keeping with the company goals. To be able to do that you should keep your company goals and places you know need to be worked on in mind.
Keep in mind is that whatever human resource developmental program you begin, you need to be sure that it is in keeping with your company profile and goals. Remember that any new procedures should be immediately implemented, and you should take advantage of any new skills, or abilities that employees acquire. Make sure that they are given the right tools to implement these new goals, and your new programs should produce a lot of return on your investment.
If you want to ensure you have a thriving company, and a very enjoyable place for your employees to work, then ensure you have a good human resources development plan in place.
Article Source: http://EzineArticles.com/?expert=Michael_Baker
Today, as a company, if you want to be competitive in the world market then you need to take advantage of the full potential of your employees. You need to be sure that they are satisfied with their abilities and with their work goals. You as the company, should make sure that your employees are goal oriented and always seeking to improve their skills. The objective is to develop learning abilities, leadership skills, and attain employee loyalty.
This type of course when done correctly will make sure that your employees develop the right skills, skills they need to be productive, promote job satisfaction and pride in work.
The addition of human resources development ideas and implementations can give a company a lot of benefits, especially when they are implemented in the correct way.
Objectives - when choosing the right human resources development plan you need to make sure that it is goal oriented, and that those goals are in keeping with your companies needs. These objectives should be clear to both the participants and the business administrative personnel.
Beneficial in every way - When you set a human resources development plan in place then you need to make sure that it produces a good return on your investment. If a course is implemented and then not profitable for the company and the end results do not improve the outcome then this course is not efficient for the company.
Implementing a human resource developmental procedure needs to be sustained by the right practices, the right strategies, equipment, and systems. Courses need to address company problems and be in keeping with the company goals. To be able to do that you should keep your company goals and places you know need to be worked on in mind.
Keep in mind is that whatever human resource developmental program you begin, you need to be sure that it is in keeping with your company profile and goals. Remember that any new procedures should be immediately implemented, and you should take advantage of any new skills, or abilities that employees acquire. Make sure that they are given the right tools to implement these new goals, and your new programs should produce a lot of return on your investment.
If you want to ensure you have a thriving company, and a very enjoyable place for your employees to work, then ensure you have a good human resources development plan in place.
Article Source: http://EzineArticles.com/?expert=Michael_Baker
Developing HR in Agriculture and How it Can Be Beneficial
HR development is a key factor in improving the overall functions and efficiency involved in monitoring, implementation, evaluation, extension programs, and even evaluation. One of the biggest components to HR in agriculture is simply training. Making sure you utilize training, planning, and managing your HR department, you will better be able to improve the way your agriculture business is ran. The training program has been created to meet agriculture requirements and be fitting for men, women and children on the farm.
Farm owners should have help when it comes to evaluating and analyzing job opportunities that are nonfarm related. They should also have the resources available to tell them about loan opportunities and education goals for children on farms. The benefits of implementing Human Resources can increase the incomes for farming and nonfarm families. Human Resources is responsible for recruiting and training new employees, motivating them and most importantly, educating them about what is important to and for the agriculture company. Of those duties, the most important would have to be the recruiting and training. The managers in Human Resources have specific strategies and plans to ensure they hire the right kind of people. They are actually the people who design the employee criteria for each specific job description in the agriculture field.
You may be more familiar with Human Resources as the people who handle disputes in the work place, which is also true. Whatever the issue is, the HR department acts as a mediator or even a counselor to help try and resolve the issue at hand. Even though the agriculture world isn't known for its disputes, they can still occur like any other work place. One of the biggest benefits that implementing HR in agriculture is the public relations it can bring. HR will organize meetings, events and other official gatherings for, or on behalf, the company. This will allow the company to meet and make friends with other people in the agriculture field. An agriculture human resource department can also be responsible for preparing the marketing and business plans as well.
Any company, especially in agriculture, that doesn't have a human resource management department is inevitably going to run into some problems when managing any business activities. Because there is so much into creating a workable HR department, many people are opted to go without the department instead. It can be a lot of stress and if you are not good at it, it could prove to be even more challenging. What you should remember is that every single organization should have some type of human resources department on hand. It can make handling disputes, hiring or firing, and business events so much easier than without one. While you might say that an HR department is too formal for the agriculture business, it can actually gain you more business in this troubling farming economy. Make a difference in how to world sees home grown products again and get your HR department up and running for an efficient business plan. For more information on the benefits on HR departments, check us out online.
If you are interested in HR in agriculture, check this web-site to learn more about HR in IT technologies.
Article Source: http://EzineArticles.com/?expert=Sam_Miller
Farm owners should have help when it comes to evaluating and analyzing job opportunities that are nonfarm related. They should also have the resources available to tell them about loan opportunities and education goals for children on farms. The benefits of implementing Human Resources can increase the incomes for farming and nonfarm families. Human Resources is responsible for recruiting and training new employees, motivating them and most importantly, educating them about what is important to and for the agriculture company. Of those duties, the most important would have to be the recruiting and training. The managers in Human Resources have specific strategies and plans to ensure they hire the right kind of people. They are actually the people who design the employee criteria for each specific job description in the agriculture field.
You may be more familiar with Human Resources as the people who handle disputes in the work place, which is also true. Whatever the issue is, the HR department acts as a mediator or even a counselor to help try and resolve the issue at hand. Even though the agriculture world isn't known for its disputes, they can still occur like any other work place. One of the biggest benefits that implementing HR in agriculture is the public relations it can bring. HR will organize meetings, events and other official gatherings for, or on behalf, the company. This will allow the company to meet and make friends with other people in the agriculture field. An agriculture human resource department can also be responsible for preparing the marketing and business plans as well.
Any company, especially in agriculture, that doesn't have a human resource management department is inevitably going to run into some problems when managing any business activities. Because there is so much into creating a workable HR department, many people are opted to go without the department instead. It can be a lot of stress and if you are not good at it, it could prove to be even more challenging. What you should remember is that every single organization should have some type of human resources department on hand. It can make handling disputes, hiring or firing, and business events so much easier than without one. While you might say that an HR department is too formal for the agriculture business, it can actually gain you more business in this troubling farming economy. Make a difference in how to world sees home grown products again and get your HR department up and running for an efficient business plan. For more information on the benefits on HR departments, check us out online.
If you are interested in HR in agriculture, check this web-site to learn more about HR in IT technologies.
Article Source: http://EzineArticles.com/?expert=Sam_Miller
HR Activities and Objectives
Efficient and effective Human Resource management is a challenge to all HR professionals. Staffing, training and helping to manage people so that the organization is likely to increase the performance level is imperative to work in a productive manner. Normally, human resource functions are tracking data points on each employee. These might include experiences, capabilities, skills, data, personal histories and payroll records. In the most general sense businesses carry out different activities dealing with managing their approaches to employee benefits and compensation, as well as employee records and personnel policies.
Among the core HR activities there are payroll, time and labour management, benefit administration and HR management. These activities correlate with the HR objectives which are largely the responsibility of Human Resources.
The foremost objectives of Personnel services are an efficient and effective personnel and payroll system responsive to staff needs together with the flexible remuneration system. These objectives can be attained by implementation of different modules, such as budgets and commencements module, applicant tracking module, occupational health and safety module, etc.
None the less important HR objective is the industrial relations services implying establishing effective relationships between the employer and the staff. Complete and comprehensive policy framework should be established for risk management, safety and health issues. Staff should be well informed about safety and health issues in the workplace. What is required to gain this objective is the staff's participation in a wide range of training and awareness programs in the area of safety and health. Staff development objective can be realized through different skills development courses designed to encourage further skills development necessary to carry out their responsibilities.
Some organizations consider equity and diversity services as their objective and provide information about the procedures for sexual harassment, racial harassment and equity grievances, thus making the staff well aware of the policies. The initiatives include awareness programs in relation to equity and diversity. In the long run it leads to an increase in the number of staff who have attended the training sessions and know the issues.
Human Resource services provision is closely connected with strategic policies, planning and coordination of an organization. A wide range of human resource strategies aimed at more flexible planning can include improved links between performance and remuneration, improved performance measurement procedures for all staff, improved recruitment and retention strategies, and encouragement of skills development. One more objective results in consultancy support provided on the basis of improved information about both the employer and HR staff needs and working requirements.
HR objectives stimulate the development of people to be their best in order to meet the needs of an organization. A successful performance management system including department, team and individual business objectives, personal development plans, performance appraisal, career planning, etc., aims at enhancing the personnel's commitment to developing the business long-term and can give challenges which will enhance the staff personal growth. Moreover, if an organization can assess the workforce changes needed by business, implement the necessary optimization and measure the results using up-to-date technology systems, it will get data having a critical role in monitoring and controlling overall performance.
If you are interested in recruiting metrics, check Sam Miller new web-site.
Article Source: http://EzineArticles.com/?expert=Sam_Miller
Among the core HR activities there are payroll, time and labour management, benefit administration and HR management. These activities correlate with the HR objectives which are largely the responsibility of Human Resources.
The foremost objectives of Personnel services are an efficient and effective personnel and payroll system responsive to staff needs together with the flexible remuneration system. These objectives can be attained by implementation of different modules, such as budgets and commencements module, applicant tracking module, occupational health and safety module, etc.
None the less important HR objective is the industrial relations services implying establishing effective relationships between the employer and the staff. Complete and comprehensive policy framework should be established for risk management, safety and health issues. Staff should be well informed about safety and health issues in the workplace. What is required to gain this objective is the staff's participation in a wide range of training and awareness programs in the area of safety and health. Staff development objective can be realized through different skills development courses designed to encourage further skills development necessary to carry out their responsibilities.
Some organizations consider equity and diversity services as their objective and provide information about the procedures for sexual harassment, racial harassment and equity grievances, thus making the staff well aware of the policies. The initiatives include awareness programs in relation to equity and diversity. In the long run it leads to an increase in the number of staff who have attended the training sessions and know the issues.
Human Resource services provision is closely connected with strategic policies, planning and coordination of an organization. A wide range of human resource strategies aimed at more flexible planning can include improved links between performance and remuneration, improved performance measurement procedures for all staff, improved recruitment and retention strategies, and encouragement of skills development. One more objective results in consultancy support provided on the basis of improved information about both the employer and HR staff needs and working requirements.
HR objectives stimulate the development of people to be their best in order to meet the needs of an organization. A successful performance management system including department, team and individual business objectives, personal development plans, performance appraisal, career planning, etc., aims at enhancing the personnel's commitment to developing the business long-term and can give challenges which will enhance the staff personal growth. Moreover, if an organization can assess the workforce changes needed by business, implement the necessary optimization and measure the results using up-to-date technology systems, it will get data having a critical role in monitoring and controlling overall performance.
If you are interested in recruiting metrics, check Sam Miller new web-site.
Article Source: http://EzineArticles.com/?expert=Sam_Miller
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