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  • Strategies for Implementing HRMS and Managing Organizational Transformation

    Implementing a Human Resource Management System (HRMS) within an organization is a transformative endeavor carried out with careful planning, strategic execution, and effective change management strategies. This article explores key strategies and best practices for successfully implementing an HRMS while navigating the challenges associated with organizational change. Understanding the Need for Change: - Highlight the reasons and benefits behind implementing an HRMS, such as streamlining processes, improving data accuracy, enhancing employee experience, and driving operational efficiency. - Emphasize the importance of communicating the need for change to stakeholders, ensuring they understand the value and impact the HRMS will have on the organization. Developing a Change Management Plan: - Outline the steps involved in creating a comprehensive change management plan, including the identification of project objectives, stakeholder analysis, and defining a communication and training strategy. - Discuss the significance of appointing change champions or change management teams to lead and support the implementation process. Effective Communication: - Discuss the importance of transparent and consistent communication throughout the HRMS implementation journey. - Highlight the need to address concerns, clarify doubts, and provide regular updates to employees and stakeholders, ensuring they feel involved and informed. Stakeholder Engagement and Involvement: - Explain the significance of involving key stakeholders, such as HR personnel, department heads, and employees, in the decision-making process and system design. - Discuss the benefits of conducting workshops, focus groups, and surveys to gather feedback and insights, enabling stakeholders to feel ownership and commitment to the HRMS implementation. Tailored Training and Support: - Emphasize the necessity of providing comprehensive training programs to employees to ensure smooth adoption of the HRMS. - Highlight the importance of offering ongoing support, user guides, and helpdesk services to address any challenges or questions that may arise during the transition. Managing Resistance to Change: - Discuss common sources of resistance to change and strategies for addressing them effectively. - Highlight the benefits of creating a change-positive culture, fostering open communication, and addressing concerns empathetically. Phased Implementation Approach: - Explain the advantages of adopting a phased implementation approach rather than a big-bang approach. - Discuss how breaking down the implementation into manageable phases allows for better testing, training, and adjustment of the HRMS, minimizing disruption and maximizing success. Monitoring and Evaluation: - Highlight the importance of continuously monitoring the implementation process and evaluating its success. - Discuss the role of feedback loops, key performance indicators (KPIs), and post-implementation reviews in identifying areas of improvement and ensuring the HRMS meets the organization's goals and objectives. Conclusion Implementing an HRMS is a significant undertaking that requires effective change management strategies to ensure a successful transition. By understanding the need for change, communicating effectively, engaging stakeholders, providing tailored training, and adopting a phased approach, organizations can navigate the challenges and achieve a smooth and successful HRMS implementation, ultimately leading to improved HR processes, increased efficiency, and enhanced employee experience.

  • The Art and Style of Virtual Onboarding

    The global pandemic has caused a significant shift in the way businesses operate, and one of the most notable changes has been the move towards virtual onboarding. With remote work becoming the new norm, companies are finding new ways to onboard new employees without meeting them in person. This has given rise to the need for a new set of skills and techniques in the art and style of virtual onboarding. Virtual onboarding is the process of introducing new employees to the company culture, values, and practices through digital means. It involves using various online tools and platforms to familiarize new employees with the company's operations, expectations, and goals. The process typically includes virtual training sessions, video calls, and other digital communication methods. Effective virtual onboarding requires a thoughtful approach and a well-planned strategy. The following are some of the best practices for virtual onboarding that can help organizations achieve their goals and set their new employees up for success. Establish clear goals and objectives: The first step in successful virtual onboarding is to establish clear goals and objectives. This involves setting expectations for the new hire and defining what success looks like in their role. Companies should communicate these goals and objectives to the new employee and provide them with the necessary resources to achieve them. Use technology to your advantage: Virtual onboarding relies heavily on technology, and companies should use the available tools to their advantage. This includes using video conferencing tools, virtual training software, and digital communication platforms to deliver information and connect with the new hire. Design a comprehensive onboarding program: A comprehensive onboarding program should be designed to ensure that new employees receive all the necessary information and resources they need to succeed in their new role. This includes providing access to training materials, company policies and procedures, and other important information. Foster a sense of community: Building a sense of community is crucial to virtual onboarding. New employees need to feel connected to their colleagues and the company culture, even if they are working remotely. Companies can foster a sense of community by scheduling virtual team-building activities, providing opportunities for new employees to interact with their colleagues, and hosting virtual events and gatherings. Provide ongoing support: Virtual onboarding is not a one-time event, and companies should provide ongoing support to new hires. This includes regular check-ins to ensure that new employees are adapting well to their role and the company culture. Companies should also provide ongoing training and development opportunities to help new hires grow and succeed in their new role.

  • 5 Ways to Promote Workplace Equity Using Technology

    Promoting workplace equity is crucial for creating a fair and inclusive environment for all employees. Technology can play a significant role in advancing equity initiatives in the workplace. Here are five ways to promote workplace equity using technology: Anonymous Hiring Platforms: Use technology platforms that allow for anonymous job applications and blind screening processes. This approach removes bias related to gender, ethnicity, or other personal characteristics, ensuring candidates are evaluated solely on their skills and qualifications. Data-Driven Diversity and Inclusion Initiatives: Utilize data analytics and reporting tools to track diversity metrics and identify potential disparities. By analyzing data on employee demographics, promotion rates, and compensation, organizations can uncover areas of improvement and implement targeted initiatives to address any disparities or bias. Virtual Collaboration Tools: Embrace virtual collaboration tools that provide equal opportunities for all employees to contribute and participate, regardless of their physical location or time zone. This can help level the playing field, especially for remote or geographically dispersed teams, ensuring everyone has a voice and can actively engage in discussions. AI-Powered Bias Detection: Implement artificial intelligence (AI) solutions that can identify and mitigate bias in workplace systems and processes. AI algorithms can analyze language patterns and flag potential bias in job descriptions, performance evaluations, or other written materials, helping organizations foster more inclusive practices. Training and Education Programs: Leverage technology to offer online training and education programs on diversity, equity, and inclusion. Virtual platforms can provide accessible learning resources, interactive modules, and self-paced courses, enabling employees to enhance their understanding of equity issues and develop inclusive behaviors. It's important to note that while technology can be a powerful tool in promoting workplace equity, it should always be used in conjunction with broader organizational strategies and a commitment to fostering a culture of inclusion.

  • Scale new heights with your people capabilities

    Did you know that, in order to succeed in an emerging market you need to have a structured competency management? Thats what the 2014 KPMG report recommended to its clients. The objective of an organisation is to attain a common goal and while doing so, there are many routine activities that are carried out. While working in tandem, the people within an organisation develop a way of working and relating to things in an unique manner or via a Practise. One of the common principles of management (PPM) recommend that an organisation remain consistent with its practises. Consistency of practises is key to business excellence, it takes out the unpredictability from the system and encourages people to work in tandem towards the common organisation goal. Practises are unique to an organisation, and therefore decoded by the insiders of the organisation and in turn impacts the organisation culture and health and more importantly business success. People Capability Maturity Model (PCMM) structures these internal practises into coherent models,which creates consistency of work methods within an organisation and has lasting effects on business environment via its ability to customise according to the organisation’s unique needs. Although each level of the PCMM requires the organisation to focus on certain mandatory practises. This planned approach towards practise development propels the overall competency of the organisation via skill,scale and sustain approach (2014 KPMG report). You could build in success into the veins of your organisation via simple tools. However, it is important to note that the areas that could convey this, consists of both internal and external factors. Here the focus is more on internal factors i.e. people capability and competency vis-a-vis how they interact with the external factors to make the organisation effective and surpass its goals. There are many tools that help you measure both internal and external factors, SWOT gives a combined internal and external picture. In order to deep dive, one could choose to go for different tools for internal and external factors like PESTLE provides an deep insight on the internals and Porter’s five forces provide an external view of matters. Another alternative could be questionnaires.Questionnaire is an easy option for getting closures on such assessments. Quick steps to writing an assessment questionnaire: Internal Business Process Customer Focus. Leadership Innovation and Learning Financial Before designing the questions, pause to think about all the critical organisational factors you would want to assess, and the resources involved — as in time, people and budgets. Once this is done, the next step is to start writing up the questionnaire. You could use the SEI guidance for choosing the focus areas for your questionnaire, as below: Free tools like Google forms, help design questions and generate reports for analysis. Analysis would be of primal importance in this context, in order to recognise and build on your organisational strengths, and eradicate your weaknesses or reduce their business impact. So, get ahead of your competition and soar new heights!

  • 6 tips on setting effective goals for your employees

    Setting goals for employees is a key responsibility for any manager. By setting effective goals, a manager not only enables improvement in employee productivity but also actively helps strengthen the organisation as a whole and enhance its employer brand. So you’ve got your company strategy in place for the year — well done. A company without a strategy is a lost company. The thing is, that strategy doesn’t mean much if your team doesn’t have a plan to make that strategy become a reality. This is where effective goal setting for employees come into play. Here are six great tips to keep in mind on how to go about setting effective goals for your staff: 1. Align them with the company’s objectives Each employee’s goals should be tied to the company’s overall growth strategy in order to be effective. When employees understand how their individual role and responsibilities contribute to organisation’s growth, they are often more focused and motivated to achieve the goals you set for them. Consistently communicating the strategic business goals you are looking to achieve and regularly emphasizing the company mission is key to keeping your employees engaged in the work they do. 2. Invite your employees to contribute As a manager you may have certain objectives in mind for each employee, but you will get more insight on what’s really needed if you ask employees to identify goals specifically related to their individual jobs. When their suggested goals align with company objectives, you can help develop action plans to attain those goals. Depending on the position, it is usually prudent to centre specific goals around productivity and efficiency. When setting goals with an employee, aim for fewer mistakes on the job and an increase in productivity. For example with a customer-service representative, you could aim at addressing customer issues in a shorter period of time so that they can handle more customers daily. 3. Make them SMART goals When it comes to setting goals with your team, you can never go wrong with the SMART system. All goals you set should be specific, measurable, attainable, relevant, and time-related. Specific: A specific goal should let employees know what is expected, when it’s expected, and how much is expected. The more specific a goal is, the better your employee’s chances of success are. It’s a lot easier to make an action plan for, “increase social media engagement by 30 per cent over the next three months,” than “get more likes.” Measurable: Breaking your employee’s goals down into smaller, measurable elements helps them to stay on track and lets them know exactly how much more they need to do to achieve their goals. Consider these their goal “milestones” to hit throughout the process. Attainable: If a goal isn’t attainable by an average employee, it isn’t a reasonable goal. It’s okay for employees to aim high and think big, but working toward an unattainable goal is simply a waste time or resources. Goal-setting sometimes fails when the objective is too ambitious or simply unattainable, given the employee’s skill set and available resources. Burdening an employee with an unattainable goal can lead to frustration with the whole job and a resulting lack of motivation for further improvement. Relevant: A relevant goal is one that will have the greatest impact upon your employee and the business (as discussed in the first two tips above). This component is especially important when linking employee goals to that of the department — and of the company as a whole. Time-bound: Every goal needs to have a deadline. These can be linked to review cycles or another schedule, but goals should always have a specific time frame in mind. A goal without a deadline is less likely to be achieved. A time-bound goal offers more motivation for an employee to achieve it. 4. Be consistent with your employees You should make sure to set consistent goals for employees with similar responsibilities and rewarding them for achieving said goals. Avoid setting different goals for employees with similar responsibilities as this can lead to feelings of unfairness and suspicions of favouritism which are detrimental to morale. If the goal is for an employee to receive a promotion, it’s important that employees of similar levels are given similar goals. If one employee is required to achieve five tasks before receiving a promotion, an employee of a similar level shouldn’t be required to achieve ten tasks for the same promotion. You should also refrain from encouraging internal rivalries, as they can lead to lower workplace morale and resentment for managers. Tempting as it may be, goal-setting is usually unsuccessful and can often turn disastrous for your organisation when framed as a contest or competition among employees. 5. Reward employees who achieve their goals It’s critical to recognise employees who set goals and then achieve or exceed them. Not only does such a recognition (reward, bonus, certificate, or public acknowledgment at a staff meeting) honor that employee’s efforts, but it also demonstrates clearly to other employees that the company values this type of commitment and hard work. It motivates the rest of the workforce to go the extra mile too. When such hard work goes unnoticed, employees can justifiably feel there’s no point in working so hard for your organisation and may begin doing just the bare minimum or looking for a new job elsewhere. 6. Work closely with employees who fall short Not every employee will successfully attain their goals, and handling employee failure is what separates the great managers from those who are just good. If the agreed-upon deadline arrives and goals haven’t been met, you should sit down with the employee and have an in-depth discussion about what went wrong, combined with encouragement to try again and address or rework the stated objectives. Apart from helping the company achieve its objectives, setting effective goals for your employees can boost employee engagement and retention by ensuring that every member of your team understands their role in the overall strategy of the organistion.

  • A Guide to the HR Lifecycle

    01.01.23 10:37 AM By Victoria Akinwande Like many other parts of life and business, human resources has a unique life cycle. The HR life cycle is basically the sequence of the stages employees go through and the role human resource managers are tasked to take on during each one of those stages. The HR lifecycle is a concept in human resources management that describes the stages of an employee’s time with a given organization and the responsibilities of the human resources department at each stage. Each stage of the HR lifecycle presents its own challenges and opportunities. When there’s a breakdown at any stage of the HR lifecycle, you need to take the necessary steps to sort out the issue such that both your employees and your business continue to grow. Below are the seven stages of the human resource’s lifecycle that you need to be paying attention to as a manager: Attraction The first step to having great employees on your team is attracting them to your workplace — getting them to notice your employer brand. However, employer branding is not about advertising that you are a good employer. It’s about being one. It’s easy to think that throwing cooler, wackier perks in the workplace is the key to attracting the very best talent to your team but that just isn’t it. Yes, perks are cool — playing ping pong at work is really fun. Yes, they improve day-to-day life for your employees. However, they alone aren’t going to attract and keep people at your company. Your mission, current employees, company culture, and the opportunities for growth in your organization offers carry far more weight than any exciting games or free snacks. Your employer brand is what helps prospective job applicants buy into what your company is all about — your culture, people, and purpose. Your employer brand effectively highlights these qualities that make your organization a special place to work, setting you apart from the crowd, humanizing your organization, and ultimately inspiring candidates to apply for your consideration. Recruitment Hiring the right people is very vital to the growth and productivity of any business. In order to succeed in the recruitment phase of the HR lifecycle, your human resources department needs to: create a strategic staffing plan with a thorough understanding of the positions that need to be filled and what will be expected of an employee; create compensation and benefits packages competitive enough to attract the top talent; develop an interviewing protocol suitable for the positions looking to be filled; place the job ads in the right channels where they can be picked up by the right talent; select candidates whose résumés look promising, conducting employment interviews, and; administer assessments such as personality profiles to choose the best applicant for the job. Onboarding Onboarding is the process by which new employees are introduced to your organization. It is through this process that the employee becomes a member of the company’s workforce through learning her new job duties, establishing relationships with co-workers and supervisors and developing a niche. The role of human resources management at this stage is to: convey your organizational brand and values; explain your company culture (both people and professional), and; align institutional expectations and performance. Creating a structured onboarding program is the key to getting the most of out of this stage of the HR lifecycle. According to a 2007 study by the Wynhurst Group, when employees go through structured onboarding, they are 58 percent more likely to remain with the organization after three years. Enablement This stage of the HR lifecycle entails orienting new hires and formally introducing them to your organization and its culture, mission, vision, and values. Orientation is usually conducted as a conference-style event where information is delivered to the new hires through presentations and question-and-answer sessions. Companies often schedule time for each of their leaders to come in and greet new employees, introduce themselves and explain their roles within the business. The roles of human resource managers during the enablement stage include: introducing the new hires to the company mission, vision, and values; guiding new employees through the paperwork they need to complete; introducing new hires to benefit plans, answering questions about how and when to use them; introducing new hires to the workplace’s safety, health, and any other key policies; ensuring new employees have all the tools they need to get started with the actual tasks of their new position including passwords, identification, parking passes, etc., and; introducing new employees to the rest of your staff and assigning a coworker to them to support their transition and help them feel more connected with your company. Development This is the stage at which the employee and the human resources department work out her long-term career goals with the company. Human resource managers can use personality profile testing at this stage to help the employee determine their best career options with the company. Career development opportunities are essential to keep an employee engaged with the company over time. Once an employee has established themselves at the company and determined their long-term career objectives, the HR department must try to help him meet their goals, if they are realistic. This can include professional growth and training to prepare the employee for positions of greater responsibility. Retention This stage of the HR lifecycle gives you the opportunity to re-energize your staff, thank them for their hard work, and recognize important milestones. HR departments can show employees appreciation by offering unique benefits such as flexible work schedules, gift cards, and extra paid time off. Great businesses find a way to identify and celebrate the employees who are going above and beyond, and then take deliberate measures to nurture and groom them to continue working for the company. Separation All cycles must come to an end — including HR life cycles. Sometimes it ends with retirement, leaving to return to school, leaving for more pay or better benefits, to tend to family responsibilities or involuntary downsizing for economic or strategic reasons. Whatever the case, the role of HR in this process is to manage the transition by: ensuring that all policies and procedures are followed; carrying out an exit interview if that is company policy, and; removing the employee from the system as smoothly as possible. All these stages of the HR lifecycle require your organization to have the right people, processes and HR technology in place in order for them to happen smoothly and run effectively. A well-executed HR lifecycle is often what separates companies enjoying high performing staff from those suffering from high turnover rates.

  • 10.5 million children in Nigeria have no access to primary education

    At Xceed365, we believe that education forms the foundation for innovation. This is why we’re taking active steps to foster education in Africa by giving 1% of every Xceed365 software sale to primary education in Nigeria.

  • Ten Trends Driving Modern HR in Nigeria

    In Nigeria today, talented people are needed in businesses to ensure success. These people must be erudite, motivated and superior-performing employees. This is always true, but no more now, because quite a number of CEOs in Nigeria perceive their employees as the great differentiator in a very competitive business setting of today. Note That: In this service-inclined economy of today, you can’t place your clients first without also placing your workers first. For corporate leaders in Nigeria, this generates questions of great concern to them such as: 1) Are there talented and skilled employees in their companies that with contribute to the company’s growth and changes? 2) Are their companies fully equipped with necessary human resource tools such as cloud services, applications etc needed to aid their employees and prospective employees in delivering a great service? Most times, the definite answers to these questions are ‘NO’, and this propels many Nigerian CEOs to mandate their chief human resource officers to initiate new methods for the retention, development and attraction of their human capital. Their focus is centered on the replacement or renewal of antiquated human resource infrastructure and processes with current human capital management potentials. In this article today, we will focus and highlight on the ten vital trends driving present day Human Resources in Nigeria. 1) New Talent is often needed for Business A survey carried out by our firm in the year 2014 indicates that 89 percent of Chief executives in Nigeria expect a revenue growth from their firms over the next 1 year. During this time, 62 percent of CEOs look forward to increasing their workforce. Can you sense the interrelationship? The growth of business and that of employees’ base goes together and this emphatically shows that the business’s future is shaping up so as to be a renewed struggle for talent. 2) Complexity and Branching Out of Skills Gap It is clear to us that in Nigeria, some specific job skills are difficult to get but the idea of effecting changes in workforce demographics like facilitating the retirement of baby boomers contribute to the difficulties faced by Chief executive officers in finding the required talent. There is drastic decrease of the population of working-ages in quite a number of countries and our study indicates that 70 percent of employers are deeply worried about the availability of certain vital skills. There is a fresh set of employees that will in the occupancy of vacant spaces but the issue is that these fresh and young generation have varying expectations on loyalty, careers, collaboration and the human resource tools they utilize in delivering a perfect job. Also, this implies that Chief executives will have to improve in the areas of matching skills availability and job requirements across locations. 3) Talent and Performance Management Must Be Made Better By Organizations. Talent management is one of the vital elements in closing the skills gap in Nigeria HR as it reflects on been able to attract prospective employees that possesses the needed skills and experience. But this doesn’t stop here. Performance management simply implies the practice of increasing the contributions of the workforce to maximum by setting of goals, systematic feedback, giving rewards and corrective actions. According to our findings, organizations that do this absolutely right in Nigeria can actualize an improvement of more than 30% in their workforce performance. Numerous organizations have the opportunity to increase the betterment of these areas. 4) Experience of the Employee Impacts That of the Customer We all are aware of the vital need of ensuring an exceptional customer experience. Presently, in the quest of discovering and hiring talents by organizations in Nigeria, the experience of the employee has become essential. Research indicates that the 21st century have witnessed the rise of customer service and human capital management as the two most essential business apps. This is due to the part they play in caring for people. It is worthy to note that workers are responsible for the satisfaction of your clients. 5) Force Is Multiplied Through Coordinated Efforts What lies after individual efficiency? We perceive “network performance” as the extent by which employees work in unison, share ideas and aid each other as the best enhancer of good business performance. We are firm believers on this formula: Individual Task Performance + Network Performance = Enterprise Contribution. 6) Modern Tech Tools Are Needed Notwithstanding the modern era of cloud-based Human capital management potentials, numerous organizations in Nigeria are still utilizing old and outdated human resource apps and systems. Our findings indicate that just 4 percent of human resource departments have switched to the recent release of their platforms. This is clearly out of context with the business imperative to upgrade the existing workforce and entice fresh talent. 7) The Modern Exemplar for Human Capital Management Is Social. When Chief human resource officers and Chief information officers search for means through which human resource potentials can be modernized, they should move in the direction of solutions that employees love and are conversant with: social apps. New systems for Human capital management are by precise meaning, meant for everyone’s use and not just limited to Human resource professionals. Social is a mindset and not only a potential. It is a means of coordinated efforts that can improve the general performance of the organization. It is very vital that new human capital management will be cloud-based and mobile and this refers to a phenomenon known as “consumerization of HR.” 8) Human Capital Management Has Grown to Be a Data- Intensive and Data-Driven Business Discipline Any complete HCM technique has a tendency to involve loads of data such as data for employees, data about employees and data by employees. A human resource specialist, Larry Ellison, said that “the systems should provide lots and lots of actionable insights to everybody who uses them”. Therefore one objective of human capital management transformation must be centered on the efficient management of all data in such a way that will encourage sharing with other sections of the organization, providing a great insight into business performance. In your enterprise’s big data planning and execution, there maybe a Human capital management component. 9) In a Nice Way, Human Capital Management is Selfish There is more all-inclusive profile of employees on LinkedIn than in their human resource system and this must change. In line with present human capital management, employees are advised and emboldened to make available more relevant information about themselves, to assist in career development, networking and collaboration. A respected HR professional by the name Cara Capretta, who also doubles as Oracle VP of HCM Transformation, states that “talent profiles can be mined by the business as a means of spotting and capitalizing on the assets of its people. The notion of the “quantified self,” where information about the activities of an employee is precipitated by wearable technologies, places this step further. For instance, think on the likelihood of the workplace’s collaboration map. 10) The Visitation of the Robots. The prognosis of a coming era where human skills will be completely put out of position by digital innovations is no more a fiction of science. A careful observation and reading of the book titled The Second Machine, written by two professors from MIT (Prof. Erik Brynjolfsson and Prof. Andrew McAfee), will give you an insight on the obvious changes in workplaces that do come in form of automation and disruption. According to David Brooks, a New York Times columnist, this inclination implies that some vital human skills like curiosity and ability to envision information will turn to a more great deal. This should serve as an awakening sound to organizations that are still involved in old-fashioned and out-dated HR styles, because a change may come as soon as possible. In Nigeria, Xceed365 is strongly committed in rendering HR services to any business or organization that needs a touch of class on its HR department or activities. We provide quality HR services to ensure the deliverance of a perfect job and at the same time ensuring the satisfaction of organizations. Our services also cut across Nigeria, to other African countries. For Inquiries and business, kindly contact us or request a demo. Get Started Now

  • 5 productivity pain points every HR manager should be watching

    Productivity is critical to business success and remaining competitive. Every allocated resource should be used to its best advantage and to the most benefit to the organization, with processes and tools in place to make sure this happens. Businesses are investing in time and tools for their employees to effectively collaborate and concentrate and yet paradoxically these same businesses are also hindering productivity for their staff. The top five productivity pain points every HR manager should be watching in 2019 are: 1. Outdated processes, policies and workflows Do you ever find yourself answering the question of “why are we doing it this way?” with “because we’ve always done it this way.”? You’re certainly not alone. Think about restrictive dress codes, or archaic policies, or even the vendors you work with. Outdated business processes tend to increase their shelf life in organizations “just because.” What about the answer, “if it’s not broken, don’t fix it”? However, if you analyze the impact of an outdated business process on your bottom line, your ability to compete and service your customers, and the time it’s steals from your employees… it is broken, and it needs to be supplanted by a better way. Many businesses’ invoicing processes, for example, are out-of-date despite all the easy tools available today. Does your invoice system make it easy for you clients to pay you? Is reimbursement taking too long and frustrating your employees getting frustrated? The digital age makes information very accessible, and automation can simplify processes to save both time and money. Taking out unnecessary steps, such as printing out documents and manually filling out information, should be considered. 2. Poor management of leadership No ship can set sail without a captain, and the same is true of businesses. Without the right leadership, a business will almost certainly fail even if the best possible employees are on hand. There’s a reason leaders in organizations get paid the big bucks. Sometimes it’s the wrong fit, someone leaders get burned out and don’t step down or sometimes the leaders had no right being there in the first place. Effective leadership is critical in virtually any type of for-profit or service-based organization. When company managers lack the ability to provide direction, coaching and training and motivation for staff, the organizational culture and morale often suffer. Poor leaders don’t inspire workers to deliver their best performance and to look for training and development opportunities. In the long run, a culture of poor leadership perpetuates across a company at all levels. Poor company and departmental leadership also inhibits the development of synergy resulting in low morale and high turnover among employees. 3. Outdated tools or technology For most businesses, technology is something of a double-edged sword. On the one hand, it helps you run your business and remain competitive. On the other hand, updating hardware and software requires ongoing investments in time and money. Technology is evolving rapidly. Something that’s state-of-the-art today may be woefully obsolete in a year or so. Learning how to use new tools, especially when you’re comfortable with what you’re used to, can be time-consuming and frustrating. Plus, implementing a new infrastructure can be costly and has the potential for major business interruptions. No wonder so many business owners hold onto legacy systems far longer than they should. But keeping around outdated technology can actually increase costs and decrease productivity. There’s nothing more deflating than getting into the office early to smash out some work before a hectic day of meetings, only to realize you can’t work on a file you need to update because you don’t have the right software. 4. Negative workplace culture The effect that a negative company culture can have can be huge. Often contributing to increased employee turnover and decreased motivation. These can then influence their work, aiding in the production of work that is perhaps not as great as it otherwise could have been. However, because a strong corporate culture is sometimes an afterthought, many companies fall into the trap of contributing to a negative corporate culture. Negative culture is created when the employer thinks that he is the creator of products or services and everything should be under his control. An employer’s perspective can change the whole work place from positive to negative. The impact of negative culture at work place is that it causes a resistance to change. Along with it, employees work individually and blame others for their mistake. In fact, targets are not achieved on time and then ego clashes occur. Negativity is reflected in every aspect i.e. values, visions, languages, norms, systems, belief and even habits of the employees. It will also affect human interactions. A strong culture reflects formal and rational environment that a single employee can not affect with his attributes whereas a weak culture is so flexible that every individual employee can easily fit into his own style of work which creates mismatch and friction. 5. Insufficient training Training is a necessity in the workplace. Without it, employees don’t have a firm grasp on their responsibilities or duties. A company that lacks a proper training program cannot sustain a working business model, because the workplace is likely full of workers who have only a slight idea of how to complete their work. With the growing competition among businesses in every industry, a lack of training in the employees can make the difference between maintaining success, and ultimate failure. Furthermore, without providing proper training among workers at the lower levels of the company, it is becoming increasingly challenging to find competent people to promote or hire for positions higher up in the corporate hierarchy. Your employees can contribute to the success of your company when they are trained to perform their jobs according to industry standards. Training, which is essential for management as well as staff, typically consists of several classes onsite or at a different location during orientation. Some companies consider in-depth training an unnecessary expense and expect new employees to learn on the job from supervisors and older employees. However, this type of training is often inadequate and creates problems for the business. Untrained employees cannot produce high-quality products. If they also lack adequate knowledge and skills to provide satisfactory customer service, this combination results in dissatisfied customers. The company will experience declining sales if dissatisfied customers choose competitors who can provide quality products and appropriate service.

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