Personnel needs and uses in business plan

personnel needs and uses in business plan

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Each employee then chooses the package of benefits that suits his or her current needs. This approach is called cafeteria planning because it is similar to going down a cafeteria line, where each customer chooses what he or she wants to eat. It has been suggested that employees perceive this approach as highly equitable because it (1) allows freedom of choice and (2) does not impose a single package of benefits on all employees. For example, a young employee with several small children may be interested in dental insurance for his family. He is not really interested in or motivated by a pension plan at this time in his life. Another employee in this same company is in her late forties, has no dependent children and is planning for retirement. To force the same benefit on these two employees is not an effective use of benefit money. To allow some choice on the part of participants is a major advantage of the cafeteria approach to benefit planning.

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The handbook should cover topics such as company expectations, pay policies, working conditions, fringe benefits and the company philosophy toward customers. Once an individual is hired, he or she should receive a comprehensive orientation on the general policies of the company and on the specific nature of the job. Rules should be explained in detail, job expectations agreed upon and any questions answered before the new employee begins work. New employees should be introduced to other employees and made to feel welcome. Compensation Issues Compensation takes two forms: (1) direct compensation (wages and salaries) and (2) indirect compensation (fringe benefits). Direct Compensation - bell wages and salaries are the compensation people receive on a regular basis (monthly, biweekly or weekly). Workers are paid on the basis of time (by the hour, day, week or month) or on the basis of output (an incentive plan). Indirect Compensation - fringe benefits are an important part of the overall compensation package in most small businesses. Employee benefits now account for about 40 percent of payroll costs. The profitability of the small firm is one of the primary determinants of what benefits are offered by the firm. One successful approach to providing benefits to employees of a small business is to allocate a certain amount of money per employee for benefits.

A physical examination determines if the applicant meets the health standards and physical demands of the job. Selecting and Hiring If the screening process is thorough, selecting the best applicants for the job is easy. However, before making the final selection, one last write step should be taken: the top candidate's references should be checked for accuracy and input. You should be aware of the tendency of references to give a rose-colored picture of applicant's character and ability. Despite this potential bias, a careful check with former employers, schools and other references can be most constructive. At a minimum, checking can determine whether or not the applicant was truthful about his or her employment history. Orienting New Employees to your Business An employee handbook communicates important information about the company to the employee.

personnel needs and uses in business plan

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E., don't margaret form an opinion too early. Give the candidate time to tell his or her story; don't talk too much. Present a truthful picture of the company and the job. Listen carefully, concentrate and take notes. Avoid detailed discussion of salary too early in the interview. Don't leave the candidate hanging - discuss the next step in the hiring salon process and the timing. Other screening techniques include employment tests and physical examinations. Some employment tests measure aptitude, achievement, intelligence, personality and honesty.

Too much reliance on gut reaction instead of objective evaluation of candidates based on criteria established in the job specification. Interviewing makes the selection process more personal and gives the interviewer an overall idea of whether the applicant is appropriate for the job. The following list of techniques will help you select the right applicant for the job:. Review the job description before the interview. Break the ice - establish a friendly atmosphere. Develop an interview time plan and stick. Keep an open mind,.

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personnel needs and uses in business plan

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Experience has shown that hiring an overqualified person can be as harmful as hiring an under qualified person. The application form is the place to begin screening candidates for a job. It provides information on the person's background and training and is the first means of comparing the applicant with the job description. This will ensure that you don't waste time on applicants who clearly do not meet the minimum requirements for the job. Generally, the following information is asked on an employment application form: name, address, telephone number, social security number, kind of work desired, work experience, military service, education and references. The personal interview is the second step in the screening process.

During the interview, the manager learns more about the applicant through face-to-face contact, including observation of personal appearance. The interview should be guided, but not dominated, by the manager as it is important to let the candidate speak freely. Whenever possible, the interviewer should ask questions that are directly related to the job. Devise a list of questions that will adequately assess the applicant's qualifications while meeting the specifications for the job. Three major errors often committed in the personal interview are: failure to analyze the requirements of the job in sufficient detail to generate valid questions. Failure to ask candidates the right questions to determine their strengths and weaknesses, and their fit with the job.

"Help Wanted" advertising - letting people know that the business is hiring is a key element in gaining access to the pool of potential employees. At its simplest, this type of advertising may take the form of a help Wanted sign in the window. More sophisticated methods involve using local media, primarily print sources such as daily and weekly newspapers. The classified pages of newspapers are frequently consulted by active job seekers, including currently employed individuals who may be tempted by a more attractive position. Other advertising media include radio and television. These tend to have a wider appeal than the newspaper; however, the price of an advertisement is correspondingly higher.

Specialty media publications, such as trade association magazines and newsletters, may also produce quality job applicants. There are efforts in some parts of the country to offer small business employers access to cable television community bulletin boards. Another high-tech opportunity is to list positions on computer network bulletin boards. Prices for help wanted advertising vary and the small business owner approaches them with caution. A well-placed, high-quality advertisement will attract good people, whereas, an expensive advertisement in the wrong medium may get no results. Some experimentation is worthwhile to most small businesses. Another suggestion is to ask other small business people in the area about their success with help wanted advertising. Learn from others' successes and mistakes. The screening process provides information about an individual's skills, knowledge and attitudes, enabling a potential employer to determine whether that person is suited to, and qualified for, the position.

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The former should be kept on file for future reference. Good business practice suggests that all applicants be treated courteously whether or not they are offered jobs. Schools - high schools, trade schools, vocational schools, colleges and universities are sources for certain types of employees, especially if prior work experience real is not a major factor in the job specification. Schools also are excellent sources for part-time employees. Private employment agencies - these firms provide a service for employers and applicants by matching people barbing to jobs in exchange for a fee. Some fees are paid by the applicants, and there is no cost to the employer; for highly qualified applicants in short supply, the employer sometimes pays the fee. Employee referrals - references by current employees may provide excellent prospects for the business. Evidence suggests that current employees hesitate to recommend applicants with below average ability. Word of mouth is one of the most commonly used recruiting sources in the small business community.

personnel needs and uses in business plan

This is especially true when it comes to recruitment. Being aware of legislation that will affect your business is extremely important to efficient recruiting. Sources of Employees, effective recruiting resume requires that you know where and how to obtain qualified applicants. It is difficult to generalize about the best source for each business, but a description of the major sources follows. Present employees - promotion from within tends to keep employee morale high. Whenever possible, current employees should be given first consideration for any job openings. This practice signals your support of current employees. Unsolicited applicants - small businesses receive many unsolicited applications from qualified and unqualified individuals.

where and how of the job. There is an excellent resource the small business owner can use to develop job descriptions, ask employees themselves to describe their jobs. A good employee may know more about the job than anyone else. Job Specification, the job specification describes the person expected to fill a job. It details the knowledge (both educational and experiential qualities, skills and abilities needed to perform the job satisfactorily. The job specification provides a standard against which to measure how well an applicant matches a job opening and should be used as the basis for recruiting. Recruiting, as a small business owner-manager, you should be aware of the legal environment in which you operate.

From this analysis, you identify the skills, knowledge and abilities required of that employee, and determine the duties, responsibilities paper and requirements of each job. Job analysis should provide information such. Job description-major and implied duties and responsibilities. Unique characteristics of the job including location and physical setting. Types of material used. Types of equipment used. Mental and physical requirements. Working conditions (inside, outside, hot, cold, dry, wet, noisy, dirty, etc.). Job Description, the job analysis is used to generate a job description, which defines the duties of each task, and other responsibilities of the position.

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The small business owner should base the firm's personnel policies on explicit, well-proven principles. Small businesses that margaret follow these principles have higher performance and growth rates than those that do not follow them. The most important of these principles are. Develop a method to forecast labor demand based on your answers to these questions. Once your needs are estimated, determine strategies to meet them. The process of selecting a competent person for each position is best accomplished through a systematic definition of the requirements for each job, including the skills, knowledge and other qualifications that employees must possess to perform each task. To guarantee that personnel needs are adequately specified, (1) conduct a job analysis, (2) develop a written job description and (3) prepare a job specification. Job analysis is a systematic investigation that collects all information pertinent to each task performed by an employee.

Personnel needs and uses in business plan
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  1. For most businesses) and the cost of any other employee benefits, such. Here s what your business plan should contain, how long it shou ld be and. What methods will you use to capture your audience? Having information about key personnel is an important but often. Any venture that faces major changes (and that means almost all businesses) needs a business plan.

  2. An investors perspective br / Banks are inundated with Business Plan applications. The final topic under the management staffing section of business plan will be your. Outlining corporate policies regarding employee motivation, incentives and benefits. Below provides the staffing requirements for j b incorporate. The management plan section of the business plan includes your. outline your staffing requirements in this section of your business plan, including.

  3. Looking to get investment to grow your business, your personnel plan helps you think. But it really depends on what kind of benefits you plan on offering. This doc provides an insight into a particular chapter of the busin ess Plan. br / The most important chapter when writing a business plan personnel. Who else needs to be recruited in this business?

  4. Companies, you may not have the complete team as you write the plan. Do your resources seem in line with your organizational needs? The first step in assessing personnel needs for the small business. Enjo y the benefits of greater flexibility and innovativeness by offering a cafeteria plan. If your business is going to have employees, you need to include.

  5. Outresources personnel management business plan executive summary. Plans to ta rget health care service providers, tailoring our services to their needs. Outresources personnel management business plan management summary. Outresources o ffers a variety of human resource, business development, and certification. Liveplan is incredibly simple and easy to use. You may want to use that summary as part of a summary memo or loan application.

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