Posts Tagged 'business'

How GrowthMapper Helps Build Business

GROWTHmapper has been developed to help high growth businesses achieve their ambitions. It consolidates over 20 years’ experience of nurturing successful high growth businesses.Delivered by GrowthAccelerator’s team of trained and accredited Growth Managers GROWTHmapper puts you, the client, into the driving seat for the future. It combines the insights of your management team with our practical knowledge of what makes businesses succeed.

GROWTHmapper is a family of complementary coaching tools covering all the key aspects of establishing and growing a successful business. It gives a clear assessment of the biggest opportunities, and challenges, you face in achieving your high growth potential. GROWTHmapper is being used to assist high growth businesses engaging with the GrowthAccelerator in England.

Rising Confidence Causing Staff To Move On

Rising confirdence among the workforce is causing an increase in the number of workers quitting their jobs for better positions, concludes a survey by Robert Half which discloses that more and more workers are seeking to boost their career progression by changing employers.

Employees are citing a lack of remuneration/recognition by their company as the primary reason for this increase, with small businesses being worst affected (46 per cent), along with those in the public sector (61 per cent).  There is also evidence that many employees are leaving due to fears over job security. This was cited by 29 per cent of survey respondents while a poor work-life balance was also given as a reason for leaving by a further 28 per cent.

Phil Sheridan, UK managing director of Robert Half, said: “The UK economy is showing signs of expansion, with many companies proactively looking for experienced professionals to fill business-critical roles.

“Employees are clearly no longer waiting for their own employment conditions to improve — with some businesses still enforcing pay freezes – and instead are looking to improve on salary, working conditions and work-life balance within alternative companies.”

Sc: Robert Half; MGBA; UKBA

Jobs Created Are Low Paid

While the recent trend towards lower unemployment numbers in the UK is good news new research published by the Trades Union Congress (TUC) has revealed that 80%  of jobs created in the UK since 2010 pay less than £8 per hour.

It argues that this is having a severe impact on the career progression of workers who are facing underemployment and low wages. TUC general secretary Frances O’Grady said that the quality of the jobs available is just as important as boosting the employment numbers.

She stated: “Working people deserve a fair share of the benefits of recovery. Otherwise, there is a risk that the poorly paid, insecure contracts that were seen as a pragmatic response to recession will become a permanent feature of the labour market”.

“We need to start seeing healthier pay rises and more high quality jobs created. Otherwise, this joyless recovery is going to pass most people by.”

Figures published by the Office for National Statistics (ONS) show that wages have risen, albeit by less than one per cent. According to the ONS figures, average weekly earnings excluding bonus payments rose by 0.8 per cent when comparing July to September 2013 with the same period a year earlier.


Here’s One For Insomniacs Everywhere

Revised health and safety legislation takes effect

Yes I am indebted to the Health and Safety Executive for reminding me of the following changes that came into force on 1st October.

Two revised health and safety regulations came into force on 1st October 2013. The Health and Safety (First Aid) Regulations 1981 have been amended to remove the requirement for workplace first aid training providers to be approved by the Health and Safety Executive (HSE). In addition, changes to the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations (RIDDOR) 1995, require fewer types of ‘dangerous occurrence’ to be reported and the list of 47 types of industrial disease has been replaced with eight categories of reportable work-related illness. The changes are based on recommendations made in the Löfstedt review of health and safety published in 2011.

There is more about the changes at:


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What’s M-Commerce? You Had Better Find Out!

M-commerce captured 15% of on-line retail sales since Q1 2011, says the latest research from IMRG and Cap Gemini.  Purchases from laptops and PCs decreased over the same period.  Purchases made via mobile devices accounted for 23% of online retail in Q2 2013, tablets representing a massive 85% of this.  But even so smartphone transactions rocketed by 210%.

Researchers believe the increase in m-commerce stems from improved, mobile-optimised websites being developed by retailers and the growth of consumer confidence in the security of m-commerce.

There is more about the research at:


Encrypt or Pay, Businesses Told

SMEs should ensure electronic copies of customer information is properly encrypted.  So says the Information Commissioners Office (ICO) after the owner of a loans company was fined £5000 after a hard drive holding personal the personal and financial details of his customers were stolen from his car.  The hard drive was password protected but not encrypted.  ICO Head of Enforcement, Stephen Eckersley has warned all businesses that they “must encrypt any personal data stored on portable devices, where the loss of the information could cause clear damage and distress to the customers affected.”

For more information on this click the link below.

Sc: Business Advisors News, MGBA, UKBA

Establishing Your Core Competences

This article is focused on the human capital in a business and the concept
of core competences of an organisation. The core competences refer to the collective know-how a company has or wants to develop in a particular aspect of delivering its product or service. It is these “competences” which make it better able to compete in the marketplace.
The collective skills of various people in an organisation are usually a central
part of any core competences it may have developed; these, combined with
any technologies that may underpin it, form the competences. What makes
them “core” is the fact that the competences are a crucial part of the
company’s ability to deliver its customer solution and compete in the
market. The concept of the core competences of a business was articulated and given currency by CK Prahalad and Gary Hamel in the Harvard Business
Review, May-June 1990.
Their research sought to explain why companies outperformed and overtook their often much larger competitors despite fewer resources.
Their work showed that companies need to think about what competences
they need and how they are going to develop them.
Because core competences rely so much on the skills and know-how of
people, it brings so called “human capital” into strategic focus. No longer can decisions be taken on pure financial terms, like cutting costs, if they damage a core competence which is underpinning a business’s success or being developed for the future.
It is often said that “business is all about people”. Let’s define that a bit
more precisely. A business depends on the attitudes and skills of its people.
You need both. Hiring people purely on their attitudes will not give you the skills you need. Hire people first and foremost for the right skills.

Attitude comes second, important though it is. Management sets the lead
on the attitudes it wants. If it is grumpy, unfriendly, and unhelpful to those with whom it works, it can expect the same behaviour amongst the rest of the organisation. So set the tone you want for your organisation.

Nurturing the skills you want is just as important. The concept of core
competences now takes on a strategic importance. Investing in the skills base of your organisation is of equal importance as investing in buildings,
plant and machinery, technology and systems.
So in framing your HR policy, you should add in the strategic dimension
of what your core competences need to be, to make the business successful. A good place to start to do this is in a SWOT analysis.
Your core competences should come out of strengths and weaknesses.
These are internal and only concerned with your organisation. External issues are dealt with by opportunities and threats.
If you need certain competences and have not got them, they should be
listed under weaknesses. Out of this list should come a clear plan
of action as to how you will obtain them. Under strengths will be listed
those competences which you feel you have and which matter to your
competitiveness. You will find your SWOT analysis far more meaningful if you use this approach. You will also find on a practical basis, that by understanding your core competences, day to day decisions become much easier.
When you recruit, the decision should be framed around the competences
you are seeking as part of your overall strategy. Recruitment now takes on a whole new dimension, with strategic fulfilment a part of it.

This article was first published in the UKBA House Magazine “Boost Your Business” in August 2013.  Clink the link to download your copy.

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