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Other Added - Do Your Employees Really Enjoy Working For You?
What is the significance of your having become a physician and how does it relate to your "destiny" or "soul path?"For many of coaching clients, the reason we are working together is because their "professional" life has taken a significant turn---or is about to. In other words, they are either: a) questioning whether the professional road they're on is one they want to stay on, or b) they are already embarking on a "new road" and we're navigating the bumps, or c) they were abruptly bumped off the road they thought was "the one" for them.Here is the task that I wa
Lack of teamwork--poor coworker cooperation/commitment; lack of interdepartmental coordination.
I think we've heard most of these before. However a new book offers some new advice.
According to staffing consultant Leigh
Are you a small business owner looking to attract and keep hardworking, quality employees? If so, you should consider offering a health insurance package to your employees.These days, health insurance is one of the main factors people consider when deciding whether or not to accept a job offer. Since the cost of individual health insurance policies is high, and the cost of health care is even higher, its no wonder good health insurance is sought after by prospective employees. Some people will even leave their current jobs at one business to work for another business that offers better health insurance packages.With this in mind,
What are the key reasons why employees leave?
The 10 most frequently mentioned issues that employees say companies do poorly are:
Poor management--uncaring and unprofessional managers; overworking staff; no respect, not listening, putting people into the wrong seats on the bus; speed over quality; poor manager selection processes.
Lack of career growth and advancement opportunities--no "perceivable" career paths; not posting job openings or filling from within; favoritism or unfair promotions.
Poor communications--problems communicating top-down and between departments; after mergers; between facilities.
Pay--paid under-market or less than contributions warrant; pay inequities; slow raises; favoritism for bonuses/raises; ineffective appraisals.
Lack of recognition--that says it all.
Poor senior leadership--not listening, asking, or investing in employees; unresponsiveness and isolation; mixed messages.
Lack of training--nonexistent or superficial training; nothing for new hires, managers, or to move up.
Excessive workload--doing more with less; sacrificing quality and customer service for numbers.
Lack of tools and resources--insufficient, malfunctioning, outdated, equipment/supplies; overwork without relief.
Lack of teamwork--poor coworker cooperation/commitment; lack of interdepartmental coordination.
I think we've heard most of these before. However a new book offers some new advice.
According to staffing consultant Leigh B
Give Us The Bottom Line!If you are like most people, you may have skipped down to the bottom to see how much we charge. Well we don't! That's right, the free customized information product we give away is totally free. You can use this product forever without ever paying a cent for it.And just to intrique your further, we don't even ask you for your e-mail address. We don't use mailing lists, or gather e-mail addresses, even for our newsletter, because we don't have to. Still intriqued? Read on.The One Word I'm Not Going To MentionIf I mentioned one word, one simple word, you may not read any further. Before I mention t
Lack of career growth and advancement opportunities--no "perceivable" career paths; not posting job openings or filling from within; favoritism or unfair promotions.
Poor communications--problems communicating top-down and between departments; after mergers; between facilities.
Pay--paid under-market or less than contributions warrant; pay inequities; slow raises; favoritism for bonuses/raises; ineffective appraisals.
Lack of recognition--that says it all.
Poor senior leadership--not listening, asking, or investing in employees; unresponsiveness and isolation; mixed messages.
Lack of training--nonexistent or superficial training; nothing for new hires, managers, or to move up.
Excessive workload--doing more with less; sacrificing quality and customer service for numbers.
Lack of tools and resources--insufficient, malfunctioning, outdated, equipment/supplies; overwork without relief.
Lack of teamwork--poor coworker cooperation/commitment; lack of interdepartmental coordination.
I think we've heard most of these before. However a new book offers some new advice.
According to staffing consultant Leigh
Medical billing of oxygen claims is not for the mentally challenged. Medical billers should really be paid a lot more money than they are, but that is not the focus of this article. Our focus is to try to make heads or tails out of one of the most complex records in the medical billing industry, which is the GX0 record. In this segment, we resume our discussion of this record with field number 24.GX0 field 24, positions 218 - 225, is the date tests performed. Honestly, this is a very poorly worded field. What tests? Well, you'll have to read the manual to figure this out, but in brief, this is the date that the arterial blood gas and
Poor communications--problems communicating top-down and between departments; after mergers; between facilities.
Pay--paid under-market or less than contributions warrant; pay inequities; slow raises; favoritism for bonuses/raises; ineffective appraisals.
Lack of recognition--that says it all.
Poor senior leadership--not listening, asking, or investing in employees; unresponsiveness and isolation; mixed messages.
Lack of training--nonexistent or superficial training; nothing for new hires, managers, or to move up.
Excessive workload--doing more with less; sacrificing quality and customer service for numbers.
Lack of tools and resources--insufficient, malfunctioning, outdated, equipment/supplies; overwork without relief.
Lack of teamwork--poor coworker cooperation/commitment; lack of interdepartmental coordination.
I think we've heard most of these before. However a new book offers some new advice.
According to staffing consultant Leigh
Managing change. A business catchphrase, part of the consulting lexicon. A sub-industry on its own. A myriad of books. A myriad of misunderstandings. Here is one: people are resistant to change. This statement declares that you and I who have moved jobs a few times, married, raised teenagers, dealt with a thousand life events, been a political activist or a local church helper dont know about change and adapting to it. The statement needs qualification, and this is the best I can offer: people are resistant to change when they lose - or feel they lose - control. In other words, the problem is imposed change, particularly in the workplace, w
Lack of training--nonexistent or superficial training; nothing for new hires, managers, or to move up.
Excessive workload--doing more with less; sacrificing quality and customer service for numbers.
Lack of tools and resources--insufficient, malfunctioning, outdated, equipment/supplies; overwork without relief.
Lack of teamwork--poor coworker cooperation/commitment; lack of interdepartmental coordination.
I think we've heard most of these before. However a new book offers some new advice.
According to staffing consultant Leigh
When coaching clients to find a proven income opportunity, I consistently tell them to go with home businesses that are proven. Sounds obvious, but let me explain.People never change. Look through history and you will see trends. These trends are still present today and by latching onto home businesses that are proven to work with these trends, you have a sure winner.Here are some trends that have stood the test of time.1) Making Money - People have always been looking for the goose that laid the golden egg. The great opportunity. During the gold rush in California, many people left their families to go find gold.G
Lack of teamwork--poor coworker cooperation/commitment; lack of interdepartmental coordination.
I think we've heard most of these before. However a new book offers some new advice.
According to staffing consultant Leigh Branham, author of The 7 Hidden Reasons Employees Leave (Amazon, January 2005)... While managers believe that more than 70% of employees leave for more money, 88% of employees say they leave for reasons other than money. No matter where the truth lies, money plays a key part in the transaction, but not where you might think.
The HIDDEN Intangibles...
According to the Saratoga Institute, whose figures Branham used in his book, the average cost of losing an employee equals that employee's' annual salary. Do the math: A company with 300 employees, an average annual employee salary of $35,000, and a turnover rate of just 15% is losing $1,575,000 per year just in turnover costs. You can't keep everyone from leaving, but if you could cut your turnover rate by two-thirds, you could save a million dollars per year.
And so it's mission critical that you identify and implement a strong employee retention program right now and stop the bleeding.
Let's talk about how to keep your people happy (and none of these by the way have anything to do with more money). Here are the top 5 ways:
1. Knowledge is power. While I firmly believe that applied knowledge is more important than knowledge alone... employees who are "kept in the loop" about the state of their business and company, feel they are treated with respect. If they understand the
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