Other Added - Business

Presenting Yourself for the Job Interview
A job interview can be an adventure. You have the opportunity to learn about new companies, new positions, and network with new people. The first step is to equalize the power. And that involves an attitude adjustment. The power should be 50-50. The interviewer is sizing you up AND you're sizing up the company. Don't give all the power to the interviewer. You decide if the company meets your criteria. Once you've balanced the power, here are some tips for presenting a positive image:Prepare and rehearse. Anticipate difficult questions and prepare a strategy for answering them. Practice your answers out loud until you feel confident.Know your message. What are your top three strengths, abilities and accomplishments? Know them cold and be able to back them up with examples.Give a firm handshake. This is your first impression. A weak handshake creates a negative image, as does a bone crushing grip. A firm handshake combined with direct eye contact spells confidence. The handshake should not differ for men and women. Use the same confident and firm grasp.Create chemistry. Make some small talk to break the ice. Then observe the interviewer and pace his or her energy. Does the interviewer like to get down to business? Then sit up and get to the point. Is he or she a storyteller? Then slow down and give more examples and vignettes. We like people who are most like us. A University or Michigan study determined that when hiring managers the formula was 60% chemistry and 40% skills.Think and Pause. An interview is not a free association test. Think before you answer. Pause and wait for a response. Don't rattle on at breakneck speed. Speed talking is a sign of nervousness.Be enthusiastic and upbeat. Nothing sells like enthusiasm. Managers value attitude over skills. Eagerness and a positive attitude can compensate for a lack of experience.Ask questions. Job candidates who don't ask questions are perceived as disinterested. Preplan some questions. In the event that the interviewer is extremely thorough, ask an industry question. Don't lead with salary and benefit questions.Listen. This skill more than any other is the key to your success. Listen with your eyes. What's the body language telling yo

g to communicate effectively
O On-Boarding – failing to induct new people effectively into the changed system
L Leadership – problems with providing direction or vision, or inconsistent leadership
S Systems – misalignment in the organisation’s supporting infrastructure

Having developed this model and tested the results in Manufacturing, we latterly repeated our research in the NHS and are in the process of testing it further in the Service and wider Public Sector (including Local Authorities).

In the following sections we will briefly examine each of the elements of PROTOCOLS in more details and offer suggestions for organisations to avoid the pitfalls that befall too many.

Plans – failing to plan or manage the plan effectively

This is a broad category and includes organisations who look at change in isolation of the impact the change will have on other parts of the organisation, or the time or budget commitments they might need to make.

In addition, failing to allocate sufficient resource to manage the plan effectively is also a reason for failure as is a failure to manage the plan effectively and to drive it forward (although this latter point overlaps with the Leadership element). Communication - Your Key To Success
If there is one skill that can get you far in life no matter what it is you wish to achieve or better yourself at, it's the skill of being able to communicate efficiently. It don't matter whether you wish to get ahead in the business world or develop a lasting and meaningful relationship; good communication skills are a must and are the key to your success. Here are some tips to help you develop your communication skills.Developing good communication skills is more than just being able to talk or the contents of what you are saying. Good communication is made up of three main factors, expressive skills, listening skills and successfully managing those skills together.Expressive skills are what you use to get what you are saying across to others. They can help to bring out information about behavior, feelings, beliefs and intentions. If you combine emotional skills with these then these can help to bring out things that need to be said but which are often difficult to express in just words.You can develop your expressive skills by first learning to get the others full attention before you begin, once you have done this then get across whatever it is you wish them to understand. When you have done this then make sure they have understood what it was you were saying.Your listening skills allow you to gain information from other people. This can be information about the person in question or you can gain a better understanding of what the person expects from you, wants or needs.To develop your listening skills you should look for ways to give the other your undivided attention and make sure that your thoughts don't start wandering off to other things. Take in everything that is said to you and if there is something you don't understand make sure that you ask, finally reiterate what the other has said and check to see if you got the right meaning and message.It is usually the listening skills which the majority of people have trouble with developing, the majority of time we think we listen when in fact we very rarely do and our thoughts are forever wandering off onto other things.The managing skills are perhaps the most important of

Studies have shown that large numbers of organisations aim to introduce some form of structured change or improvement programme each year (in some studies this can be as high as 60-70% of all organisations), but few of these programmes will achieve changes that are sustainable. Many of the change programmes invested in by organisations across a wide range of sectors will actually end up costing more than they deliver in the way of improvements, although they may appear for a short time to have delivered some improvement or even provide a ‘sticking plaster’ temporary solution to a key organizational issue.

Our own research (originally based on 120 manufacturing companies but now tested on the NHS and Service Sector) shows that some 87% of organisations will fail to maintain the results of their change programme for more than 6-12 months after the improvements are implemented. This has been further supported by research undertaken by a range of organisations, including Henley Management College who are quoted as saying that ‘some 70% (or more) of businesses implementing change will fail to achieve sustainable results’, which they estimate costs the UK economy alone some $45bn per year.

Well, we would define sustainable change as being change that affected not only the process (which can easily and quickly slip back to the ‘way things were done before’) but to behavioural change – which is where the organisation moves from one platform of performance to a higher level by implementing a planned change programme that is subscribed to and adopted by all stakeholders and which becomes irreversibly ingrained into the fabric of the organisation.

Sadly, whereas a process can be changed through a single ‘Ram Raid’ (Lean Event, Kaizen Breakthrough, Rapid Improvement Event etc), behaviours take much longer to change, indeed if they ever change, and often, after the excitement of an ‘end of Rapid Improvement Event celebration’ has subsided, management focus moves onto the next issue leading to gradual (or rapid) reversal of the benefits gained.

We call this desirable behavioural change ‘2nd Order Change’, where 1st Order Change is a change of process and 2nd Order Change is a change of behaviour. To put this into a familiar context, when the wearing of seatbelts was introduced (this being a 1st Order Change in the process), large numbers of people would continue to get into their vehicle and forget to follow the new process.

However, the Government continued to communicate about the change in the process (the need to wear seatbelts), the Police enforced it, the press reported it, people appeared in court because of it, cars were designed to support it (my own bleeps if I don’t fit my seatbelt), learners drivers had it drummed into them – and now the majority of people get into their car and do not even think about it as they fit their seatbelt. In fact, not fitting the seatbelt feels ‘wrong’, like wearing the wrong pair of shoes – and this shows that we have reached 2nd Order or Sustainable Change.

Most of the work to make change sustainable occurs AFTER the process has been changed and after the elation of improvement has been achieved. Often this is also the time that senior management support and focus moves on (or the consultants leave) and the team and managers are left without the support to enable them to debug the new process they have created. As the team encounters problems, or they forget to do things (like fitting a seatbelt), and because there is no reminder process (such as on-going communication, management support or even further improvement activity) the behaviours of the team revert to those that they displayed in the way things were done before.

Because we persistently encountered failed change programmes, or programmes which have failed to achieve their full potential, we started researching the reasons why change does not become sustainable to see if we could find ‘patterns’. This research has been undertaken through research workshops as well as through on-site and online assessment activities, as well as reviewing available research data from similar studies undertaken by various management colleges, universities and independent research organisations – and from this has created a model of why change does not become sustainable.

We have used the mnemonic PROTOCOLS* to describe the various category reasons why change fails and the various elements of this model are summarized below:

P Plans – failing to plan or manage the plan effectively
R Reactions – inappropriate responses from staff at any level
O Ownership – problems with people taking responsibility for the new system
T Training – insufficient, inappropriate or misaligned training
O Operation (of the change) – problems with the way change is delivered
C Communication – failing to communicate effectively
O On-Boarding – failing to induct new people effectively into the changed system
L Leadership – problems with providing direction or vision, or inconsistent leadership
S Systems – misalignment in the organisation’s supporting infrastructure

In the following sections we will briefly examine each of the elements of PROTOCOLS in more details and offer suggestions for organisations to avoid the pitfalls that befall too many.

In addition, failing to allocate sufficient resource to manage the plan effectively is also a reason for failure as is a failure to manage the plan effectively and to drive it forward (although this latter point overlaps with the Leadership element). Five Fabulous Resume Tips for College Grads (or Anybody)
Fluffy clouds. Chirping birds. Green trees. Colorful flowers. It’s springtime! All of these things bring thoughts of joy and serenity to most people, but to you, dear college senior, it is usually a hectic time, full of final exams, decisions to be made, Graduation Day, and looking for a job. Sure, the job search is a major thing on your to-do list, but having fun, studying, and exams usually take the top spots as the months wind down and Graduation Day nears.In all the preparation for Graduation day, you’ve probably forgotten about the most important tool needed to land that perfect job. The resume. This handy little tool is the key to getting your foot in the door just to speak to someone. And you forgot? Don’t you know that the resume is your calling card and it can make or break your chance of getting an interview to have a chance at a job that is being sought after by hundreds of other graduates.Never fear my dear college senior, here are five tips to making the best impression with your resume.1. Maximize your experiences. Whether you helped out at your dad’s office for the summer or planted trees for the local Arbor Day foundation, those experiences adds up to know-how. Think about all of the skills you used on each task and list them. Use lots of adjectives and please use the active voice.2. Toot your own horn. Did you increase sales by 50% (you go girl, er guy!)? Did enrollment jump from 350 to 1,000 because of you (you are incredible!)? Did you increase the efficiency of the sundae-making procedure (so industrious, aren’t ‘cha?)? If you changed the way your company or organization did something, say so. Employers like to see initiative in potential employees, so by all means toot your own horn. Just make sure that it’s the truth. Which brings me to the next point.3. Be honest. It is now standard practice for employees to do a background checks on a person’s credentials, credit, and references so be sure that all of the information on your resume is accurate. Even if a background check is not done at the time of hire, one could be done in the future and your job could be terminated if you were dishonest on your resume.4. Make it preSustainable Change?

We have used the mnemonic PROTOCOLS* to describe the various category reasons why change fails and the various elements of this model are summarized below:

In the following sections we will briefly examine each of the elements of PROTOCOLS in more details and offer suggestions for organisations to avoid the pitfalls that befall too many.

In addition, failing to allocate sufficient resource to manage the plan effectively is also a reason for failure as is a failure to manage the plan effectively and to drive it forward (although this latter point overlaps with the Leadership element). Using XML/RSS in Your Job Search
In a nutshell RSS allows you to receive information from sites such as News or Job Boards without having to visit those sites each time you want an update. Not all web sites currently provide XML or RSS, but it is growing rapidly in popularity and many Job Sites and Career Boards do provide it.What does it look like?RSS is really just a standardized form of data based on XML. The data itself is processed by an RSS Reader or Aggregator into a human readable format. The real power of RSS aggregation is you can have all the feeds sent to one location. You can save a huge amount of time job hunting by sending all your favorite Job board feeds to one place.What software do I need to use RSS?In general, the first thing you need is something called an RSS Reader or Aggregator. There are many different versions, some of which are accessed using a browser, and some of which are downloadable applications. All allow you to display and subscribe to the RSS feeds you want. There are plenty on the market, some free, some commercial.How do I get a News Reader?There is a range of different news readers available and new versions are appearing all the time. Different news readers work on different operating systems, so you will need to consider this when you make your choice. To find a reader that fits your needs use your favorite search engine and search for “RSS readers.”How do I add feeds? Each product or service will have a similar way of adding feeds. It's pretty simple, you find a site that can provide an RSS feed, you copy their link which will normally be on an image. You paste the link into your RSS Reader. You can normally set how often your reader will check your feeds. When it comes to job sites it makes sense to have it check as frequently as possible, that way you stand a better chance at applying for a job early.Build A Custom RSS Job FeedIf you want jobs specific to your needs, we have a useful method. Several Employment Sites have an extremely handy way of building feeds specific to your searches. Simply search or browse these sites in the normal way, and you will find an RSS link on the results page.Lets say you searand forget to follow the new process.

We have used the mnemonic PROTOCOLS* to describe the various category reasons why change fails and the various elements of this model are summarized below:

In the following sections we will briefly examine each of the elements of PROTOCOLS in more details and offer suggestions for organisations to avoid the pitfalls that befall too many.

In addition, failing to allocate sufficient resource to manage the plan effectively is also a reason for failure as is a failure to manage the plan effectively and to drive it forward (although this latter point overlaps with the Leadership element). Let The Logo Do The Talking For Your Business
Among all the significant areas in graphic design, logo design is considered to be the most crucial, thus making it one of the most challenging jobs to attain perfection. A good logo is unique, functional, follows basic design principles and represents the brand or company. One should always endeavor to get a good logo design that is simple, effective and unlittered. After all a logo is designed with some goal and targeting specific section of the audience. An effective logo should always create an impact on its targeted audience and be able to deliver the intended message instantaneously. A logo that usually does all the talking for a business is considered as an identity representing a company or its products.An abbreviation of the word logogram, a logo generally is a phrase, word, or an idea. In today’s fast-paced world, the logo serves as a symbol; a representation for your business and it helps you get noticed. It is considered as the visual presentation of words, symbols, colors, and shapes. It is very much essential for a logo to have a meaning so that it remains in the subconscious mind of the people and gives a message about the company and creates its brand identity.Whether it’s a text based logo design or a brand mark based symbol, every strong graphical illustration accord the facet of a business or a company. A logo with a slogan can also be created to substantiate a brand equity, which ultimately becomes a trademark of a company or an organization. A particular logotype is chosen depending on the approach that best fits your company.A logo is a reflection of brand identity, used to create an unforgettable impression. It becomes ineffective if the targeted audience and the focus of the business are not defined clearly in it. In today’s Internet space, logo branding is very potent and weighs a lot because a logo can both lift and drown a business. Choosing the right logo is, therefore, important. If you start thinking about a logo right now, you can very easily recall some of the reputed logos like Nike, Microsoft, Adidas or Sony – this is because these logos have a deep impact and have successfully established brand recognition for the respective companies.A logo represents the type of business and e that they displayed in the way things were done before.

We have used the mnemonic PROTOCOLS* to describe the various category reasons why change fails and the various elements of this model are summarized below:

In the following sections we will briefly examine each of the elements of PROTOCOLS in more details and offer suggestions for organisations to avoid the pitfalls that befall too many.

In addition, failing to allocate sufficient resource to manage the plan effectively is also a reason for failure as is a failure to manage the plan effectively and to drive it forward (although this latter point overlaps with the Leadership element). What's a High Performing Organization?
Dr. Norton and Dr. Kaplan have found the key to having it all in The Balanced Scorecard by leading people and managing organizations better you will have a higher performing organization.By using a definite set of measures for employee well being and employee ability to be competent in their positions will drive the strategic execution. It is a cause and effect in how human capital and other intangible assets are linked together to create a process, customer and financial results.To create a healthy strategy a “Harvard Business Review by Dr. Norton and Dr. Kaplan convey the value of a strategy map, which they have called *The Balanced Scorecard.” Their recommendations are:1. A well being index for the quality of Work, Life and Leadership.2. When the index improves they can expect improvement in the HR outcomes such as employee turnover, absenteeism, grievances and illness rates as well as improvements in customer results.3. We can expect improvements in HR outcomes when one stamps out bureaucracy, (the red tape) employee satisfaction improves dramatically. 4. When HR improves the financial results will follow.• Traditional direct costs are reduced such as WCB, drug costs, short and long term disability. Indirect costs such as replacing employees or the cost of equipment damage from an accidents.• Opportunity costs are also reduced, thus more business. This is where the undiscovered value of a healthy organization lies.”The Balanced Scorecard is not a static tool, but an evolving process. Just like peeling an onion, as leaders address the pressing issues, other issues will surface. With a new understanding of the drivers of health we can ensure that our employees perform at higher levels.“Human life will never be understood unless its highest aspirations are taken into account. Growth, self-actualization, the striving toward health, the quest for identity and autonomy, the yearning for excellence...must now be accepted beyond question as a widespread and perhaps universal human tendency.” --Abraham Maslow from Motivation and PersonalityWhat is a High Performing Organization?So what’s Kindness Strategies got to do with The Balance Scorecard? Kindness is the cog to communicate effectively
O On-Boarding – failing to induct new people effectively into the changed system
L Leadership – problems with providing direction or vision, or inconsistent leadership
S Systems – misalignment in the organisation’s supporting infrastructure

In the following sections we will briefly examine each of the elements of PROTOCOLS in more details and offer suggestions for organisations to avoid the pitfalls that befall too many.

Some of the comments made by people describing problems they had with their change programme that fall into the ‘Plans’ element of PROTOCOLS includes:

“There were conflicting plans, none of which were integrated”
“There was no clear plan”
“There was a real lack of understanding about the impact this would have elsewhere”
“We spent so long preparing the plan for change that the organisation lost heart”
“There was no focus in the plan”

Individuals who feel that change is optional will try to revert to the old way of doing things as it is comfortable and familiar. This feeling of change being ‘optional’ happens more frequently than it should, sometimes inadvertently because managers are not sure about what will happen during the change and will create a ‘get out’ to enable them to revert to a known system even though it is inefficient.

Employees at all levels need to feel they are involved in the change process and failure to act inclusively results in employees feeling disaffected about the change and looking for reasons to make the change fail. Again, this can be accentuated by an inability within the organisation to communicate the urgency for the change or improvement.

Lastly, under this element, a failure to establish a clear journey within the minds of the individuals can result in them prematurely believing they have attained the goal, or becoming distressed by the journey they need to undertake.

Phrases that people use to describe adverse reactions as the cause of failure in their organisation include:

“There was a real reluctance to change from certain individuals and managers”
“We did not establish enough short-term wins to overcome the doubters and ‘nay’ sayers”
“People were comfortable and really did not want to change”
“We failed to bring the people with us”

Employees who have not been part of the change process will not only have adverse reactions to the change but may also fail to take ownership for it. A lack of understanding of the linkage between organizational and individual needs often leads people to disconnect from the change process and only manage the new way of doing things reluctantly.

Ownership can also occur higher up an organisation with directors not directly involved in the change deliberately distancing themselves from the change process – either through fear of the unknown or through a desire to avoid extra work or even to jostle for a better position on the board.

Phrases that emphasise that an organisation is struggling to gain ownership from their staff at any or all levels include:

“Our team is stuck in a ‘hamster wheel’ claiming to be too busy to lead the new system”
“There is a general lack of ownership across the organisation for the change”
“Staff seem to have no energy or enthusiasm for the change process”
“Stakeholders (and directors) don’t seem to show any interest in what we have achieved”
“No one seems to care that this change is needed to enable us to achieve the strategy”

Training is a contentious issue. Too much training before changes occur and the organisation stagnates, too little and the business runs the risk that individuals only have a superficial knowledge about the journey they are about to make or the tools they should use when they encounter unusual situations.

Another failing that can be classified under the training element is a failure to identify and develop ‘Change Agents’ who will lead the change and act as frontline advocates of the change process. These Change Agents act as the first line sales team for the change process – something that impacts on both staff reactions and their ownership of the new processes.

Statements that indicate that organisations need to focus on their training include:

“We moved straight to action and no-one had a single idea about how to improve”
“We did extensive training spread over six months, but then did not do anything with it”
“What training? No one had a clue”
“We asked people for ideas on how to make a 25% improvement and the best idea they had was to ensure the toilets were cleaned more frequently and the coffee was reduced to 20p each”

This element covers a range of issues that can go wrong with the way that change is delivered within the organisation. This can include such things as choosing the wrong tools, applying them in the wrong way, not looking at the impact of the improvement of one process on linked processes or implementing measures that drive the wrong behaviour.

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Most medical billing software packages have a report generator. In this installment, we'll be covering the basics of how the report generator finds data.

Wallace Flint was the first person to suggest an automated checkout system in 1932. But the history of modern barcode begun only in 1948, when Bernard Silver, a graduate student of Drexel Institute of Technology in Philadelphia, asked his friend Norman Woodland to develop a system to automatically read product information during checkout.

With the tremendous nursing shortage in the United States there would seem to be a lot of money to be made in travel nurse staffing. Although this may be true, starting a travel nurse staffing company may not be as easy as one might think.

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