The International Organization of Standardization (ISO) has released a new standard for the 18001 accreditation in 2007. In these specifications they deal with the defined requirements that your company's occupational health and safety management systems (OHSMS) should follow in order to be certified. The overall purpose of these new management standards is to make sure that companies can reduce problems and risks to their employee's occupational health and safety. The important thing to remember is that the ISO Ohsas 18001 Certification will vary depending on the size of your business and the conditions under which your company operates. For instance, a small business that deals primarily in child care may not have to worry about the same kind of recommendations as a larger construction company.
Many companies have worked hard to meet these standards but they do not need to have an accreditation with the ISO. This means that while they are compliant with the standards, they have not officially registered with the ISO to be audited and receive an official certification to prove that you are compliant with ISO OHSAS 18001.
Before you ask for an auditor to check your company for compliance, one of the first things that you need to do it to read through the safety standards and write down a policy for your employees and your business that meets these standards. This will include writing down a system of procedures and methods that your company can use to identify potential health and safety risks as well as ways to handle problems should they occur. You will also want to make sure that if there are any areas of safety that need to be addressed immediately that you have a set of programs in place to address and achieve the objectives that have been outlined in the ISO OHSAS 18001 standards.
In order to make sure that your company is doing everything possible to ensure its safety compliance you will want to appoint someone within the company to be in charge of the policies and managing the occupational health and safety of all employees. This way you can be sure that any potential risks or problems that could occur are being looked at and deal with on a daily basis. This person would also be in charge of coming up with the company's unique management system and a written protocol for employees to follow to help ensure that the business is remaining up to code with the standards.
When you get the certification for ISO OHSAS 18001 the company will be certified by an external company to make sure that you are following all of the standards correctly and that you are doing everything possible to maintain these standards. After you receive the accreditation, the company will probably want to keep up with internal auditors so that they can address any potential threats or risks in a timely manner. This will also allow you to improve and update the management system so that you can be sure that when you apply for re-accreditation you will be sure to meet the standards of ISO OHSAS 18001.
Source by Pau Harris
Bad things happen to good people all the time. A misunderstanding with a client leads to a bad review that just won’t go away, or a fun night out ends up splashed all over social media in a very public way. Even a vengeful past employee or ex may spread nasty rumors about you online. […]
A challenge for every organization is to attract, retain
and motivate employees. If a company succeeds in doing
so, employees work with more passion, energy, and enthusiasm. This translates to an increase in
productivity and more profit for the company.
Another factor to remember is this: real leadership
must be done by example. Remember that the people below
you follow your lead and that you have an enormous
influence on your employees. They will look up to you
for signals on how to behave and what the organization
expects from them.
Remember that one of the secrets to a successful
management of any organization is to be able to
articulate a common goal that inspires people to work
hard together. Proper, effective and open communication
of goals, rules, instructions and expectations can
spell a difference.
The best way for an organization to succeed is to give
the employees all the responsibility they can handle
and then stand back. Trusting your employees to do
their job well sustains the company.
Trust is also a social contract – you have to earn it.
Trust is earned when you give it. When people start
trusting each other more and more, they stop
questioning motives and start to work as one unit.
Encourage the people in your organization to be more result-oriented by opening their minds to new ideas. Encourage them to use their imagination to find new
ways of doing things. Your employees must learn how
to take the initiative.
It is also important to remember that sometimes, you
need to learn to take calculated risks. Bet on people
who think for themselves. By taking a “leap of faith”
and trusting that one person can do the job and do it
right, you increase his self-confidence and make him
do his job even better. You must also learn to take a
chance on a promising sailor. Give people second
chances especially if you see potential in him. He
might just surprise you with outstanding results.
Lastly, if a rule doesn’t make sense, break it
carefully. Remember, there is always room for
improvement but think ideas thoroughly before
In any business, standard operating procedure (SOP)
is the rule. It is safe, proven and effective. However,
SOP seldom gets outstanding results and distracts
people from what is really important.
Innovation and progress are realized when you go
beyond standard operating procedures. Sometimes, you
have to look for new ways to handle old tasks and find
new approaches to new problems.
Good leaders strengthen their organization by building
their people and helping them feel good about
themselves and their jobs. When this happens, morale
and productivity is improved which translates to
increased profit for the company. Focus on building self-esteem. Show them that you trust and believe
in them. Praise them for a job well done.
Unity is essential to any organization. If you don’t
support each other, the organization will soon
encounter critical problems that may be irreparable.
The job of a leader is to assemble the best team
possible, train the unit, and figure out the best way
to get the members to work together for the good of
Lastly, remember that people who enjoy and look
forward to going to work are more productive and
happy. You can create a positive atmosphere at work
by letting people have fun and interact with their
colleagues. Having fun at work creates more social
glue for the organization. This results in productivity
About the Author:
Captain D. Michael Abrashoff is a Former Commanding
Officer of the United States Navy. He is also founder
and CEO of GrassRoots Leadership, Inc. Immediately
after leaving the Navy, Mike created GrassRoots
Leadership, advising others on how to empower their
people while increasing profits and cutting costs.
Mike continues to spread his message through his
first book, “It’s Your Ship”, published by Warner Books.
Source by Regine Azurin
So you’ve made a mistake and there’s a photo of you that you’d rather not share with the world — especially employers, colleagues, or business partners. Maybe you passed out drunk, or took a racy photo in a bikini on vacation. You might have even ended up with a mug shot. You certainly wouldn’t be the first person to have an embarrassing photo online. But a bad photo — or multiple bad photos — can really hurt your reputation and cause serious harm.
There are three major reasons why managers don’t manage: they are uncomfortable with their role and responsibilities; they lack confidence in their decisions; or they simply don’t know what to do. It is also problematic when they are isolated from the knowledge, experience and support of other managers.
According to Laurence Karsh, the President of SHL Americas, an organization’s human capital is its most important asset. The positive impact made by a single motivated manager can reverberate positively within businesses of any size.
Conversely, the burden of people performing below par — the hours spent correcting mistakes, the money wasted on unproductive performance, and the costs of having to recruit and train replacement staff — take a powerfully negative toll on the bottom line.
If you are interested in or responsible for ensuring that your managers have the training, resources and support necessary to meet the needs of employees, the challenge is to find accessible and effective management training that will build their comfort, confidence and capabilities.
In a survey conducted by the Center for Learning and Performance Technologies in 2017, over 5,000 managers were asked to rate the usefulness of 12 work-related learning methods. The least-valued ways of learning? Classroom training (essentially lecture and death by PowerPoint) and e-learning. The top two most valued ways of learning? Self-organized and self-managed forms of learning.
This is supported by research that resulted in the 70:20:10 Model, which found that approximately:
- 70% of learning comes from experience, experimentation and reflection;
- 20% of learning derives from working with others; and
- 10% of learning comes from planned learning solutions and reading.
The classic leadership development program, conducted in physical isolation from the organization and outside of its operational context, needs to be replaced by experiences that build in real work, risk and accountability, intentional networking, exposure, collaboration, just-in-time-learning, and on-the-job problem-solving. The most effective learning comes from experience, experimentation and reflection.
That is why The Peer Learning Group Model© is so attractive. Managers share their experience and build their knowledge and skills as they bond with their peers. They bring the formal learning they’ve received from other learning methods (the 10%) and add to it by sharing their experience, learning new methods, and, most importantly, testing them out in their workplace in real time (the 70%).
The members of the group share a similar management challenge and want to learn other more effective ways to handle it. They do this in small 6-person peer learning groups that are self-directed and self managed. This means that one of their number facilitates the group, which meets onsite and on their schedule.
The peer learning group process helps managers become more comfortable with their role and responsibilities, gain confidence in their decisions, and learn how to handle common management challenges. It is also provides them with knowledge, experience and support of other managers.
Source by Deborah Laurel
Online reputation management vs. search engine optimization: are they the same? Not at all.
The post Search Engine Reputation Management is More than SEO appeared first on ReputationManagement.com.
Business transactions are usually managed based on the legally binding documents that are associated with them, which is why contract management software is a must for all companies. If you want to know more about this particular kind of program, here are a couple of the benefits that any company can receive when they make use of it.
Benefits of Contract Management Software
This kind of program will allow users to deal with contracts and how to handle them properly, this is extremely useful when the company is involved in the type of business that requires the signing and implementation of hundreds of contracts on a regular basis. Using a contract management software will help make sure that every agreement that the company goes into are taken care of properly and on time.
Another great thing about using contract management programs is that it can handle everything without using any paper. When using paper for documentation, there is always a risk that they will get misplaced or fall into the wrong hands, by digitizing contracts and saving them on a single computer, or online in cloud servers, so that they are always kept safe and away from prying eyes.
There are many other benefits of using contract management software; one is that you have access to several helpful tools like advanced workflow management, and other financial and monitoring applications. With all these different tools making high quality contracts can be done in just a fraction of the time that it used to take; managing and making sense of all the contracts that the company makes is also made much easier than before.
If the company goes into many different contracts, it is easy to lose track of the ones that are still pending and which ones are already finished. With contract management software it is possible to alert the people involved about pending agreements and then archive them once they are marked as completed.
Tracking changes in contract agreements can be quite tedious and time-consuming, especially if there are stacks of different contracts involved. Through the use of management software, finding any kind of change in any contract involving the company will be much easier and faster; one can even pull up information on when specific changes were made and who are responsible for them.
Contract management software is also invaluable in business negotiations. This software makes it possible to accurately gather and summarize important information from different contracts and other legally binding documents. When important information can be dropped up almost instantly, negotiations can go much faster and smoother.
On Choosing The Right Contract Management Software
There are dozens of companies who offer different kinds of contract management software, which is why it is important to take the needs of the company into account when purchasing. Will the company only be needing a program that can send alerts when certain milestones are hit, or will the software become an integral part of the company's overall business strategy; by taking into account the short-term and long-term goals of the company, choosing the right management software will become a bit easier.
Source by Lina Somes
Relationships matter. The good ones especially.
In any industry — utilities, real estate, trading, call center, retail, e-commerce, professional services like law, public relations and internet marketing — the interaction between the company and the public must be easy and trusting.
Known as customer relationship management or CRM, this management strategy which can make or break a company’s earnings and payments cycle, strictly keeps within its sights the corporate credo ‘the customer’s always right.’
Among bricks-and-mortars, being customer-centric takes many forms, the most fundamental being courteous face-to-face interactions, staff trainings, creating loyalty/points programs, integrating CRM applications in their IT system.
Conducting a business purely over the Internet where you hardly see the customer does not exempt you from making CRM work for you. On the contrary, the need for it is even more compelling.
If you want to get more customers and retain them, you have to invest on a CRM software that allows you to see the status of your company’s interactions with customers and from there, plan your subsequent dealings with them. Putting it simply, it makes it easy for you to track and meet their needs.
For those selling services or goods on the Internet, the ideal CRM package would be one that bundles together back office and operational support functions that you or your web administrator can work around with, with the end in view of giving your customers a pleasant experience whenever they visit your website. You can create, re-arrange or modify the content on your web pages to motivate online shoppers to conduct their transactions on your web store.
When choosing a software-package, go for one that also allows you to cross-sell, up-sell others’ products, not just your own. Strategically, cross-selling is good for your business financials as it gives you a wider range of products and services to offer to the marketplace. Joined-up applications like web store and products uploading, secure payment (read:fraud protection) and logistics system, automatic shipping calculator (extremely useful for international deliveries), digital promo, search engine optimization (SEO), customer feedbacks – these are guaranteed to give you a wide edge over the competition.
Everytime buyers register on your web store, your customer database grows into a veritable source of information of past and present interactions that will help you determine what other products/services you can offer them and plan appropriate promotional pitches like competitions, newsletter or email announcements.
There are customers who will look at the sales pitches they receive on their emails as good extras and there are those who won’t but they can always opt out of subscribing to your newsletters. But by and large, customers benefit largely from businesses that regularly communicate with them, that actively market to them because well, who doesn’t like being pursued and getting free information from the marketplace without having to step into shopping malls?
Listing customer service excellence as your top priority is a win-win situation. A CRM system will put you there.
Source by Sandra Bata
When we talk about debacles, mishaps, accidents, crimes, disasters, or fiascos, media strategy and focused crisis concepts should be part of crisis management training – for communications division staff members in any size company. Handling a crisis once it can be very complex. However, when plans are in place beforehand, businesses can rise above any unexpected situation.
What's the first thing a communications division should say when answering questions about a media debacle? If the plan is not to make a statement, it will only leave the media to form their hypothetical stories. Having a prepared statement means planning ahead and knowing what you are going to say if there is ever an emergency.
When you have a plan of action, it means having the ability to withstand a crisis within minutes. Implementing a media plan in case of a crisis is like putting together a playbook of protocols where you take full responsibility. An important factor for preparedness recovery is that a crisis can hit any company, no matter the size, notoriety, services, or reputation. We saw these types of missteps happen with the food-safety crisis of Chipotle, a communications debacle of Paula Deen, and the emissions "defeat device" crisis at Volkswagen.
When Bad Things Happen to Good Companies
If you are, for example, a reputable law firm and your organization are being accused of over-billing customers, then it needs to be addressed immediately. Furthermore, if the person is charged with an alleged crime and is the son of the CEO, then you have another problem. If the son of the owner happens to be married to a financial CEO on Wall Street, that's another story to answer for the media. In other words, the crisis can lead to one story after another, and then another. We see this happen in the press often, where one story leaks out, then other information leaks out, and you have a messy list of fake stories and lots of negative spins.
Social Media Helps Spin the Spin
Today, with Twitter, Facebook, Huffington Post, CNN, MSNBC, Daily Beast, The Nation, Fox News and other media portals, your story reacts like a runaway train. By nine in the morning, when offices are beginning to open, your story is already out and spinning in every direction online. If you have more than twenty-five employees and you work with the public, it's always a good idea to have a media plan of action in place. If you do not, now is the time to begin the process of developing one.
Where Can We Start?
Regardless of the situation, there are key touch-points to consider when you're asked to write a crisis communications playbook. They include:
· Never speak to the media without a statement prepared in advance.
· Call upon those persons involved in the crisis and have a meeting of the minds.
· Make sure others in the division keep the media at a distance until you can assess what to say and not say when you meet with them.
· Know the facts before speaking to the media and be sure nothing of substance is being left to spin.
· If the statement is written and prepared beforehand, the media can not take your words and rewrite the story.
· It's always better to call a press conference (if needed) or send a press statement to media before they write their storylines.
· Stay on top of the issue and be prepared to make another statement or send out follow-ups once you have an opportunity to discuss the matter further with your group / team.
· Remember, these days, whatever your statement is will remain posted on search engines, and there is no taking it off later. So prepare to write a playbook about how to respond in the event of a crisis. What's important is that most companies do not have crises very often. But when and if you do, you want to be prepared. It's better to have a playbook and not need to implement the plan than to need it and not have one.
I'm not sure if companies today realize how essential it is to have a crisis communication plan that outlines specific steps to be taken within the first hours of a crisis? The playbook should spell out the where's and how's of who will serve as the spokesperson, what will be said and not said, and when it should be stated.
Making an official statement means having the fact sheets ready to hand out ahead of time. An excellent crisis plan is everything you need, when you need it, ready to go, located in one place. Dealing with a crisis is easier to recover from when your company is prepared.
Source by Tracy T. Brittain
Solution selling is complex and very exciting. Whether you’re selling Business Process Automation (BPA) or another form of solution, it is likely that you have a tough job that involves a great deal of complexity.
This stuff’s chess; it ain’t checkers.
There may be dozens of decision makers, and while all of them may not be required to say “Yes,” chances are that ANY of them could say “No.” You could be faced with all sorts of competing projects across the enterprise, and political and financial landscapes can change quickly.
STRONGMAN offers a compelling model and simple acronym to help you succeed in your solution selling.
I’ll spell it out and then very briefly speak to each key area.
S is for Solution
T is for Timeline
R is for Review
O is for Options
N is for Need
G is for Galvanization
M is for Money
A is for Authority
N is for Negotiation
These are critical areas to address in your sales cycle.
Whether or not the prospect fully agrees at the onset of the engagement, you need to be sober in your assessment of whether or not you have a bona fide, legitimate solution for them. Otherwise, why bother?
If the customer has a legitimate project that you are selling to, what is the exact timeline? The implementation timeline? Is there a compelling event or deadline driving this project?
Forget about entertaining and servicing a prospect that is not actually in review of the project. If they are simply in research mode (vs. review mode), I would suggest that you balance this project with more advanced-stage opportunities in your pipeline to increase your sales success.
What options exist for your customer? Chances are there are at least five options:
1. Your solution
2. Your competitor(s’) solution,
3. Build it themselves or develop it in-house
4. Do Nothing
5. Improve or upgrade their existing process (perhaps by adding resources or conducting training). You need to be able to sell against their available options, especially the option that most companies choose — which is “improve or upgrade existing processes.”
Is there a need, do you understand the need and does the customer agree with you on what their need is?
This is my favorite one. Remember, you are not in sales to entertain and serve — not completely anyway. If you are working with customers who are not returning your calls promptly, not bringing other key contacts into meetings, not exposing you to post-purchase processes or display other key indicators that they are not as active and committed to the sales process as you are, you should either gain their commitment or move on.
If there is a project in motion, is the funding of the project pre-approved? Does that funding meet your solution’s cost and all of the related costs — such as the staff the prospect will need to devote to deploying your solution? Are you sure of the fiscal cycles? Is the funding coming from resources such as:
1. Project Budget,
2. Cap Ex (Capital Expense requiring a high level sign off),
3. Op Ex (Operating Expense)
4. Departmental Budget
And keep in mind, most companies have the ability to overspend on budgets, or borrow from other budgets, at about the same rate my wife does — which means they can do it — so don’t ever let a negotiator whittle you down solely because of a specific budget.
A Champion is one thing, an Authority is another. Is the senior executive even aware of the project? Who is the specific authority relative to: signing contracts, producing purchase orders, reviewing legal documents, developing and implementing training programs, technical review and implementations, user acceptance, etc? If you are selling solutions, you had better be exposed to a variety of individuals with legitimate authority over each one.
Many times the real selling doesn’t start until it is time to negotiate. But you want to hear the saddest piece on solution selling: The negotiation process is typically when the sales rep gives up the most concessions and it is also the point at which, in most cases, the customer has already made the decision to go forward. They’re exposing the sales rep to resources that are post-purchase resources (such as legal, technical deployment folks, training folks, purchasing people) and somehow the sales rep feels obliged to start whacking away on their own proposal. It’s insanity.
That’s STRONGMAN. I’ve used it for almost ten years in my own business and as a tool for enhanced empowered sales training. I hope you find it an effective model for your solution selling success.
Source by Kevin E Graham