Why Employee Surveillance is Absolutely a Must
Where’s the Line Between Security and Privacy Issues? Using spy cameras for secret surveillance is not a surprise anymore. There are many examples, like banks, super markets or parking lots. However, one example of secret surveillance is widely debatable. And that is – employee surveillance. Sure, the company has to protect its equipment or intellectual property. However, employee, as every civilian of a modern society has to have rights to his or her own privacy. Let’s look at the popular examples of employee surveillance in restaurants or casinos and decide if monitoring employees is really such a bad and offensive practice. Restaurant Busin

Job Seekers: Make Sure That You Do A Good Job Of Contacting Recruiting Firms
Often times we get jobseekers in the local market who submit their r?sum?s to our firm for specific positions, but they’ve never taken the time previous to the job listing to actually post their r?sum? with us. This causes us to ask ourselves why job seekers are not doing a better job of contacting companies like ours that specialize in sales and marketing recruiting.If you are looking for a new job or starting a new career search, make sure that you take the time to research all of the local recruiting firms that specialize in sales and marketing positions in your local market, and that you systematically contact each one of them in order to get your r?sum? into their database.e less than 1% customer returns made.

Too often, however, management data is produced which just doesn’t assist the business decision process it may just portray a picture or status – This explains your current position but doesn’t provide any detail on targets (missed or achieved) action plans or what should be done about the problems that the statistic is portraying – too often management data doesn’t actually tell you anything at all – metrics are produced as a set of numbers that require interpreting to make use of, such data is often not geared towards either strategic or operational objectives! For management information to make a difference and support the business decision making process – this mindset must change.

An example – say that you were a Procurement Manager with a target to consolidate spend within key commodities – you could have a monthly report that shows you the total number of suppliers transacted with – your data analyst gives you a report that shows you a list of 136 suppliers with their names and addresses – great – first question - what’s it telling you? - you have a target to consolidate spend so your management reports need to support your decision making process rather than just providing a snapshot – going back to our procurement manager – he’d be better off with a report showing him the actual supplier profile vs the targeted supplier profile – throw in some commodity groupings and % weighting of spend per supplier and we’ve got something useful – straight away we can begin to hone in o

anagement data doesn’t actually tell you anything at all – metrics are produced as a set of numbers that require interpreting to make use of, such data is often not geared towards either strategic or operational objectives! For management information to make a difference and support the business decision making process – this mindset must change.

An example – say that you were a Procurement Manager with a target to consolidate spend within key commodities – you could have a monthly report that shows you the total number of suppliers transacted with – your data analyst gives you a report that shows you a list of 136 suppliers with their names and addresses – great – first question - what’s it telling you? - you have a target to consolidate spend so your management reports need to support your decision making process rather than just providing a snapshot – going back to our procurement manager – he’d be better off with a report showing him the actual supplier profile vs the targeted supplier profile – throw in some commodity groupings and % weighting of spend per supplier and we’ve got something useful – straight away we can begin to hone in o

Procurement Manager with a target to consolidate spend within key commodities – you could have a monthly report that shows you the total number of suppliers transacted with – your data analyst gives you a report that shows you a list of 136 suppliers with their names and addresses – great – first question - what’s it telling you? - you have a target to consolidate spend so your management reports need to support your decision making process rather than just providing a snapshot – going back to our procurement manager – he’d be better off with a report showing him the actual supplier profile vs the targeted supplier profile – throw in some commodity groupings and % weighting of spend per supplier and we’ve got something useful – straight away we can begin to hone in oent reports need to support your decision making process rather than just providing a snapshot – going back to our procurement manager – he’d be better off with a report showing him the actual supplier profile vs the targeted supplier profile – throw in some commodity groupings and % weighting of spend per supplier and we’ve got something useful – straight away we can begin to hone in on the tail end of our supply chain and look at rationalisation options.

There are a number of tools that you can use to ensure that your management information is produced in support of your business requirements.

1/ Rule 1 – make sure that the information being produced is suitable for the audience that consumes it. Think of your management information needs as a three tiered pyramid – at the bottom sits operational requirements of the workforce – in the second tier partially consolidated requirements of management, at the top tier sit the chief Execs and VP’s who consume fully consolidated reports of the whole company performance.

2/ Ensure that your business objectives are S.M.A.R.T.– (Specific, Measurable, Achievable, Realistic, Time). By having objectives that follow these rules – your management information requirements can be structured accordingly – having objectives that are difficult to define or analyse means it will be a struggle to produce clear information that shows performance and aids decision making.

3/ Ensure that Management Information flows to the right people. All staff tend to have some information requirement – however key management reports need to flow to decision makers, who guided by the data can make changes to the business where required – too often by the time statistics are received by the decision maker it’s too late to make changes.

3/ Quality of Data – It’s essential that any management information produced takes account of the data integrity of the system(s) that