Tags |
|
|
Links |
|
|
Member You - Spying, Security and the Psychology of Secrets
The History Of The Employee Time Clock And Point of SaleThe concept of punching a time clock has been around since the industrial revolution of the early 1900's. However, it was not until the invention of the electronic cash register in the early 1980's that employees could clock in/out on the cash register. This eliminated the need for a punch card and greatly increased accuracy and reduced manpower needs in calculating time worked for payroll purposes.While the need for employees to clock in and out on a terminal started off simple the requirements of government have greatly increased the demands placed upon management. There are a host of different labor laws, tip reporting requirements and labor restrictions governing the number of hours to be worked in a day/week and even when minors are allowed to work.The Need For An Employee Time ClockWhat started off simple has quickly become complex. Your needs are far greater than a simple time clock that tracks the clock in and out times for your employees. You need help with the government regulations regarding different aspects of your labor pool.Tip reporting and handling have become a huge issue in the restaurant business. You need help tracking tipped employees and what they declare as tips earned.Tracking employee breaks has become a bigger and bigger hassle. Some states govern the length of breaks and whether they are paid or not. I know of one state that requires a minimum of a 20 minute unpaid break per employee. If that employee clocks back in 1 minute early, their entire break is paid. Who has time to monitor every employee's break?And we have just now gotten to the problem of employees clocking in early, riding the clock or simply having a friend clock them in when they aren't even there!You need help. You need an integrated time clock and you need it bad.The Solution Of The Employee Time ClockSome point of sale systems come standard with an employee time clock feature that is designed specifically for restaurant
Australia is blessed with an incredible pool of talent and experience, across a broad range of industries, and it is this expertise that could provide significant and sustainable benefits into the communities where a development initiative is targeted.The challenge for many firms and individuals wishing to participate in development activities is in understanding the intricacies of the process to secure involvement. Activities through agencies such as the Australian Agency for International Development (AusAID), the World Bank and the Asian Development Bank, are usually let through a public, competitive tendering process. Adding to this challenge is the fact that in almost all cases, the process is different for each agency.Myth – that the development industry is different.Well of course it is, as are all industries – different clients, different products, different channels to market, different cultures, different environments, different risks etc.What makes it the same is the need to ensure client needs are met, if not exceeded, and that products and services are as desired/needed, not imposed.So how do you get involved? Is it luck? It is skill? Is it people, products or services?All and more I am sure.A key step often required is the need to demonstrate experience, understanding, value, sustainability of strategies etc to those assessing a tender.Reality Check - Successful tenders must be compliant to the requirements of the request, must be price competitive, and need to find the balance between the technical requirements of the response and the selling nature of the process.One of the most important aspects of development initiatives is their ability to produce sustainable outcomes into the communities within which the activities take place. Consequently, learning from past activities assists to shape the style of future initiatives. For firms or individuals seeking participation, understanding how such learning could modify development approaches is a critical step in determinin
What were they thinking?
The actors in the unfortunate events at Hewlett-Packard most likely weren't thinking at all, and in fact may have been acting under the direction of their hard-wired personality preferences - traits which, in the absence of discipline or policy redirection, and in the presence of a personality-driven and divisive environment, hijacked the director's recognition of his fiduciary responsibilities and common sense. The devil didn’t make them do it, their psyches did. It could happen to anyone.
It should be noted the authors have no special knowledge of the people and events that have taken place at Hewlett-Packard since May of 2005. We are simply observing, as is the rest of the business community, and expressing those observations as an expert in corporate intelligence gathering with 15 years' experience, and a psychologist with 30 years of clinical and forensic profiling experience in the criminal justice and intelligence realms. What we do know from our collective experience is that hundreds of companies operate every day under the same forces we see playing out in the H-P c
The following is a true story. It illustrates the need for even management to be nice to their customers—for a variety of reasons.The brothers Long started a drug store in Northern California a number of years ago. By the 1970’s they had built a respectable chain in the north and had started expanding to Southern California. For years, when I was in the sunglass business, I sold to this glowing chain. Throughout the 1970s and 1980s they grew and I sold sunglasses to most of their stores. I really appreciated the amount of business I earned from them over the years. Also, over the years, the department heads that I worked with in the early days became store managers and one, a district manager.Because of my loyalty to this particular drug store chain, I continued doing business with the store in my community for years after I was no longer in the sunglass business. As a matter of fact, to this day, my family still uses the store in my community—the one that I personally set up their sunglass department when the store opened for business.With all of that being said, a while back I visited my local store to return a camera that I had purchased that turned out to be defective. It was an evening and I ended up getting help from the store’s assistant manager. While she did not remember me, I remembered when she was a clerk in the cosmetic department. She told me that she could not replace the camera because she did not have that EXACT one in stock. She told me to ship it to the factory and they would take care of it.After selling sunglasses to this chain for almost two decades, I was reasonably familiar with their return policy. It was less the fact that she told me to send the camera back to the factory, but more her attitude. I knew that she had the authority to do pretty much anything she wanted to do to take care of the situation. She could have given me a refund. She could have given me the same brand camera but the next model up, which she did have in stock. But rather than to serve a customer that had been shopping at the store since it had opened, about 10 ye
What were they thinking?
The actors in the unfortunate events at Hewlett-Packard most likely weren't thinking at all, and in fact may have been acting under the direction of their hard-wired personality preferences - traits which, in the absence of discipline or policy redirection, and in the presence of a personality-driven and divisive environment, hijacked the director's recognition of his fiduciary responsibilities and common sense. The devil didn’t make them do it, their psyches did. It could happen to anyone.
It should be noted the authors have no special knowledge of the people and events that have taken place at Hewlett-Packard since May of 2005. We are simply observing, as is the rest of the business community, and expressing those observations as an expert in corporate intelligence gathering with 15 years' experience, and a psychologist with 30 years of clinical and forensic profiling experience in the criminal justice and intelligence realms. What we do know from our collective experience is that hundreds of companies operate every day under the same forces we see playing out in the H-P c
One of the coolest jobs is to become a designer of consumer products and there is good pay in it. Think of the people who designed the Norelco Razors or the Automatic Tooth Brush or the iPod. Very fun stuff no doubt and all those we have interviewed love their jobs and liken it to designing futuristic cars for GM, Ford, Ferrari or Jaguar.Even former aerospace workers, NASA scientists and race car designers have in fact enjoyed their careers so much that they become designers of a different type after retirement. What do all these people really consider when deciding what types of careers they can make their second claim to fame in? Believe it or not they choose toys. Why you ask? Well because they can put their full creativity into it without hard core project managers debunking their concepts and designs.And you know what it seems to be working too as would you just look at all the cool new toys on the shelves these days? I mean come on, do you remember toys that cool when you were a kid? Certainly not. The average Wal-Mart Store has so many cool toys it makes you feel like a kid again simply walking down the isles and looking at what none of us had back then. No wonder a career as a toy designer is one of the greatest careers in design? Consider this in 2006.
It should be noted the authors have no special knowledge of the people and events that have taken place at Hewlett-Packard since May of 2005. We are simply observing, as is the rest of the business community, and expressing those observations as an expert in corporate intelligence gathering with 15 years' experience, and a psychologist with 30 years of clinical and forensic profiling experience in the criminal justice and intelligence realms. What we do know from our collective experience is that hundreds of companies operate every day under the same forces we see playing out in the H-P c
What is the risk?Key control, or more accurately the lack of key control is one of the biggest risks that businesses or property owners face.Without a key control system you cannot be sure who has keys or how many keys they have to your property. Not having a patent controlled key system leads to unauthorized key duplication, which leads to unauthorized access to your property or employee theft.Most key control systems utilize patented keys and or cylinders, these lock cylinders employ very precise locking systems that can only be operated by the unique keys to that system. Because the cylinders and or the keys are patented, the duplication of keys can only be done by factory authorized professional locksmiths.The key blanks and lock cylinders are made available only to those same factory authorized professional locksmiths. Procedures may be in place to allow you to contract with another security professional, should the need arise.The control can be at the locksmith dealer level, at the distributor level, or at the manufacturer level.All high security key control systems require specific permission to have keys originated or duplicated. These procedures assure the property owner or manager that they will always know who has keys and how many. If an employee leaves and you get the keys back, you can be reasonably assured that no copies of your keys are floating around.Most systems have cylinders that will retrofit existing hardware, keeping the cost of acquisition lower. Some systems employ different levels of security within the system, still giving patented control, but not requiring ultra high security where it is not needed. These measures are again aimed at cost control.Most systems can be masterkeyed, some will coordinate with existing master key systems. There are systems available that allow interchangable core cylinders that will retrofit existing interchangeable core systems.Your Security Professional, can help you select the system most suited to your needs.Jim NewellPlease visit http://www.secureyour
When running a wedding business you get personally involved with the clients for whom you are planning the event.Depending on the professionalism of others (wedding providers, hairstylist, photographer, hired personnel etc) you have to always be prepared that something may not go as you've planned and be able to come up quickly with a back up solution.This is not an eight hours per day job. You have to be flexible and to meet and extend your clients' wishes. And being available for them when they need advice or just a reassurance (although is late in the evening or during the weekend) will do your business and your reputation a lot of good. And in this business a good reputation means more than expensive publicity in magazines or on the radio.Survey the market and keep an eye on the competition. You can't cover the whole market, so think which target suits you best (professional women, young couples, etc). Make your fees competitive and from time to time offer discounts. Don't take more jobs that you can perform. It’s better to accomplish only one perfectly, than to do two lousy ones.When running a wedding business you will get to know all sorts of people involved in the wedding business. Making a good impression will help you in time create a good network. You never know when you may need them.You have to be very well organized and increase your financial skills not only for managing your own business, but that will help a lot also when the bride wants something, but the budget is too tight to meet her requirements.It is not an easy business, but is one of the most rewarding types. To make your wedding business successful takes time, energy and devotion. But if you are willing to work hard and if you love what you’re doing, you will certainly succeed.Vist www.HenWed.com for wedding and hen night articles.
The first question goes to the root of the matter. What compels a corporate director, or any employee entrusted with company secrets, to discuss confidential business topics with outsiders, or at the very least, feel it is permissible to do so? We are going to focus on this point because without that breach of security, the misjudgments, misbehavior and potentially career-ending events that followed might never have occurred.
Understanding the answer requires a brief introduction to psychological profiling of humans in general and executives in particular.
There are recognized behavioral characteristics that everyone has. Knowledge of profiling methods as used in the intelligence and law enforcement realms simply allows analysts to take what would appear to be innocuous traits of a subject and extrapolate behaviors. I
HTTP = HTML link (for blogs, profiles,phorums):
<a href="http://www.memberyou.net/article/18854/memberyou-Spying-Security-and-the-Psychology-of-Secrets.html">Spying, Security and the Psychology of Secrets</a>
BB link (for phorums):
[url=http://www.memberyou.net/article/18854/memberyou-Spying-Security-and-the-Psychology-of-Secrets.html]Spying, Security and the Psychology of Secrets[/url]
Related Articles:
Level the Playing Field: Small Business vs. Fortune 500
How to Find the Best Jobs in Advertising
Bookmark it:
|