Find out what your employees

 think of their work environment ….

(Show them you care….)

1.      I know what is expected of me at work. 2.      I have the equipment and materials to do my work right. 3.      At work, I have the opportunity to do what I do best every day. 4.      In the last seven days, I have received recognition or praise for good work. 5.      My supervisor, or  someone else at  work, seems to care about me as a person. 6.      There is someone at work who encourages my development. 7.      At work, my opinions seem to count. 8.      My company’s mission/purpose makes me feel like my work is important. 9.      My coworkers are committed to doing quality work. 10.  I have a close, strong friendship (am “best friends”) with someone at work. 11.  I have talked with someone about my career progress, in the past 6 months. 12. I have had opportunities to learn and grow at work.

5     4     3     2     1      Comments __________________________________   5     4     3     2     1 __________________________________   5     4     3     2     1 __________________________________   5     4     3     2     1 __________________________________   5     4     3     2     1 __________________________________   5     4     3     2     1 __________________________________   5     4     3     2     1 __________________________________   5     4     3     2     1 __________________________________   5     4     3     2     1 __________________________________   5     4     3     2     1 __________________________________   5     4     3     2     1 __________________________________   5     4     3     2     1

Working with you.    

Chris Wilkinson                       

         Certified Business Behaviour & Attitudes Analyst.

Business Coach.

Tel: (905) 275-2907 (Mississauga).

E-mail: buspilot@bell.net

Example of a selling system.

Bought a car recently?........Recognise the selling system (below)?

           Do you have a SYSTEM for your sales effort? If not,  why not? Your system should be documented and updated by the sales manager, as new, more effective strategies are evolved. More.....when you have new sales people join you, you can pass along the "baton" of (sales) knowledge, rather than expecting the new recruit to teach himself from scratch. Save expensive training time & sell more, faster.

• Greeting and qualification--the salesperson will welcome you to the dealership and begin the process of qualifying your intentions, budget, and ability to purchase.
• Product presentation--generally takes place on the showroom floor. The salesperson will give you a "walkaround" presentation of the model in which you are interested.
• Demonstration drive--the salesperson will always attempt to accompany you. They will continue to sell the features and benefits of their car.
• Service walk--you will get an opportunity to see the service department while the salesperson extols its virtues.
• Refreshment--the salesperson will offer you a cup of coffee, usually from a vending machine. Why? Because the action of buying you a cup of coffee will "obligate" you to them, and a hot cup of coffee is best placed on the desk in a...
• Closing booth or desk (do you see the flow here?) It is here that the salesperson will generate a "worksheet" where the prices can be negotiated. After the worksheet is filled out, the salesperson may leave you "to check to see if the car is available." What they are really doing is touching base with the manager to fill him or her in on what has transpired with you thus far.
• Negotiations--the dealership will almost always begin negotiations at full list for their car and a minimal amount for your trade.
• Counteroffers--the goal here is to wear you down with small counteroffers.
• T.O.--The "turn-over"--if the salesperson is not able to "close" you, a sales manager will arrive to continue negotiation.

DOCUMENT and enshrine your selling system in to your sales manual, so that it is there for all to see and understand, especially new sales recruits.

Sincerely,  

Chris Wilkinson.

Certified Business Behaviour & Attitudes Analyst.

Business Coach.

Tel: (905) 275-2907 (Mississauga---Canada).

E-mail: buspilot@bell.net

Controlling absenteeism has become a big

concern for companies all over the globe today. Its causes are many but corrective measures can be implemented.

What is absenteeism and can it be measured?

Absenteeism is traditionally defined as a specific employee’s unavailability for work, when work is actually available for this specific employee. Absenteeism can fall under 3 broad categories: legal (such as public holidays), authorized (such as approved holidays) and unauthorized (also referred to as casual absence). Unauthorized absence is what most organizations strive to avoid and keep to a minimum.

“Absence measurement” is essential in order for management to compare between individual absences and departmental absences. Measuring absence is critical to identify the different patterns of employee absence and target the variables affecting it.

There are various ways to measure absenteeism, the most commonly used are the “lost time rate” formula and the “individual frequency” formula.

Lost Time Rate= (Number of Working Days Lost /Total Number of Working Days)* 100

Individual Frequency= (Number of Absent Employees/Average Number of Employees)*100

Limitations do exist when trying to measure absenteeism, whether with data collection or data correctness; thus, managers should be alert to stay on top of such limitations and handle them with care and accuracy.

Why Does Absence Occur?

Work absenteeism occurs for many reasons. Its causes are mainly either personal or workplace related. The most common ones are the following:

A) Personal:

·                                 Age: Proven research shows that older employees tend to be absent less frequently than younger ones (as time stabilizes them in their jobs and the thrill of an unauthorized day off no longer tempts them.) However, once an older employee is actually absent - usually for sickness leaves - the period of absenteeism is usually longer than that of a younger employee.

·                                 Gender: Women tend to be absent more frequently than men usually, especially when they are responsible for the welfare of a family and have variables beyond their control to contend with.

·                                 Seniority: If an employee has been with a company for a long time, his/her absence level tends to become relatively lower. Fresh employees by contrast, are usually tempted to benefit from an “unauthorized” day off to relax and unwind.

·                                 Personal Attitude: Employees with solid work ethics value the contribution they make to their companies and rarely allow themselves to take unauthorized time off. On the other hand people with a poor work ethic don’t frequently carry the same amount of responsibility and do not feel obliged to show up to work every single day.

B) Workplace:

·                                 Job Stress: When a job is stressful, employees tend to take unauthorized casual days off in order to reduce their stress levels and get rid of tension.

·                                 Daily Job Routine: People with repetitive and monotonous jobs tend to take advantage of a casual absence to break free from their somewhat boring daily routine and engage in something more interesting for the day.

·                                 Job Satisfaction: This is interrelated to daily job routine. The more an employee is dissatisfied with his overall job functions, the more he absentees himself from work.

What you, as a company/manager, can DO about it:

·                                 Create a concise absence policy in order to bring down the employee absenteeism level. Make sure your statement is simple and straightforward before communicating it clearly across all organizational levels.

·                                 Communicate the costs of absenteeism appropriately to your department heads to make them aware of it being a serious issue that can not be tolerated unless there is a valid reason.

·                                 Measure absenteeism regularly, monitor closely, and treat all employees and management alike vis-à-vis absente eism.

·                                 Take into consideration that employees could sometimes need to be absent “casually”, but commit yourself to digging deeper into the reasons behind their casual absence.

·                                 Recognize regular and punctual attendance whenever possible and reward it occasionally.

Sincerely,  

Chris Wilkinson.

Certified Business Behaviour & Attitudes Analyst.

Business Coach.

Tel: (905) 275-2907 (Mississauga-CANADA).

Does your sales person watch for client buying signals?

Client likely to buy if he:

·        Bites his lip/furrows his brow.

·        Calls colleagues in for advice.

·        Rubs his chin.

·        Handles the contract.

·        Scratches his head.

·        Taps with pen.

·        Half closes his eyes.

Client may be resisting the offer if he:

·        Has arms crossed.

·        Body tight & rigid.

·        Breaks eye contact.

·        Slouches in his chair.

·        Turns body away at 45-90 degrees.

·        Frequently shifts posture.

·        Shakes head side to side.

·        Narrows his eyes. Moves away from you physically.

People communicate:

·        55% gestures.

·        38% tone of voice.

·        7% words.

REAL smiles reach the eyes. FALSE smiles reach the lips only.

 

Working with you.

Chris Wilkinson.                              

Certified Business Behaviour & Attitudes Analyst.               

Business Coach.

Tel: (905) 275-2907 (Mississauga).

E-mail: buspilot@bell.net

Where do your new business development ideas come from? 
Do you have any new ideas? 

If nothing has changed in the last six months, it's time to find new inspiration. Here are places where movement in your market can show itself:
1- Talk to your current suppliers - their dealings with others in your industry give them an overview. This applies to both product and service providers, and to your business whether you are selling a service or a product. 
Don't expect them to divulge confidential information, but if you have built a relationship with them, do expect some 'head's up' sort of tips. Ask about general trends with their successfulclients. Warning: Do not turn the conversation into a "woe is me' tale swapping contest.
2- Look at social media - they report & create trends. If you have been resisting social media (Facebook Twitter, LinkedIn etc.), find a teenager (or a savvy business person) to show you the ropes. You may find your competition is already there.
Even if you don't want to participate actively, you can see in real time what is being said; track trends; ask questions; poll people; and make announcements.



3- Read ‘idea’ magazines - 'Seed', 'Good', etc. There's a new crop of periodicals out there exploring the cutting edge of everything. They trace tendencies and project future results of present ideas. 
If you can think outside the box, or if you want to broaden your horizons, spend some time at a magazine rack or library looking at the newest publications.
4- Industry publications - where does your industry think it is going? Some trade magazines are obviously better than others, but each of them tries to predict future headings. And their budgets for think tanks and research are probably larger than yours.
Take advantage of these publications, as well as any available conventions, seminars and newsletters to stay abreast of developments. Write or call if you find an idea that intrigues you. Many contributors are willing to talk directly to people on the front lines of business.
5 - Set up a Peer advisory Group. This is a structure that everyone from Napoleon Hill forward has recommended as a support and generator for wealth and business.
These groups are easily set up, and information readily available.  Do choose your partners well - a similar mind-set is more necessary that choosing a friend. Perspective is one thing you are looking for, so choose the most successful people you can find, rather than old friends who know all your stories.
Be willing to think outside the box. Take things that work in other industries, or areas, and really look at how you might apply all of part of them. Your commitment to keeping your business fresh and alive is the first step.
Need advice on setting up a Peer Board, call Chris Wilkinson at 905-275-2907, he operated several boards for more than 10 years.

Working with you.

Chris Wilkinson.                              

Certified Business Behaviour & Attitudes Analyst.               

Business Coach.

Tel: (905) 275-2907 (Mississauga, CANADA).

E-mail: buspilot@bell.net

24 Human resource procedures …….

 

A test. How many did your company score out of 125 (maximum?)

 

1  Our company has a "functional" organization chart, which is posted or otherwise communicated to employees.          

 Our company has no organizational structure. 1          

Our company organizational chart is driven by personalities not job functions. 2          

Our company has a printed organizational chart but it is not available to all employees. 3          

Our company has a printed organizational chart and it is available to all employees but it is not truly followed. 4          

Our company has a printed organizational chart that is followed, but it is not available to all employees.  5          

2  Our company generates performance-oriented job descriptions.          

Our company has no job descriptions. 1          

Our company has job descriptions but they are not in writing. 2          

Our company has written job descriptions for some employees. 3          

Our company has written job descriptions for all our employees but they are lacking performance goals. 4          

Our company has written job descriptions for all our employees. 5          

        

3  Our company has a personnel policy manual that all employees read and sign.          

Our company has no personnel policy manual. 1          

Our company only has a few written polices. 2          

Our company has a personnel policy manual but it is not given to each employee. 3          

Our company has a personnel policy manual, which is given to each employee but is not reviewed annually by our labor attorney. 4          

Our company has a personnel policy manual, which is given to each employee and reviewed annually by our labor attorney. 5          

      

4  Our company has a documented procedure for interviewing.          

We have no documented procedures for interviewing. 1          

We have a few procedures but nothing in writing. 2          

We have documented procedures but they are not always followed. 3          

We have documented procedures but a labor attorney has not reviewed them. 4          

We have documented procedures and a labor attorney has reviewed them. 5

    

       

5  Our company has written employee termination procedures.          

We have no documented procedures for termination. 1          

We have a few procedures but nothing in writing. 2          

We have documented procedures but they are not always followed. 3          

We have documented procedures but a labor attorney has not reviewed them. 4          

We have documented procedures and a labour lawyer has reviewed them. 5          

       

6  Our company conducts exit interviews.           

We do not do exit interviews. 1          

We sometimes give exit interviews. 2          

We do exit interviews but only by the supervisor responsible for the exiting employee. 3          

Exit interviews are given by the supervisor and another who is not their direct supervisor. 4          

Exit interviews are documented and are given by the supervisor and another who is not their direct supervisor. 5          

      

7  Our company has an effective employee-training program that includes corporate culture and critical success factors.          

Our company does not have a formalized training program. 1          

Our company has a training program but we do more on the job training then anything else. 2          

Our company has a formal training program but it does not include corporate culture or critical success factors. 3          

Our company has a formal training program, which includes corporate culture and critical success factors. 4          

Our company has a formal training program, which includes corporate culture, critical success factors and how employees' jobs impact our goals. 5          

      

8  Our company has scheduled performance appraisals with all our employees.          

 Our company does not do performance appraisals. 1          

Our company only does a performance appraisal at salary review time. 2          

Our company does performance appraisals as needed and at salary review time. 3          

Our company has regularly scheduled performances appraisal throughout the year for all our employees but the reviews are not documented. 4          

Our company has regularly scheduled documented performances appraisals throughout the year for all our employees. 5          

       

9  Our company uses non-disclosure, confidentiality and non-compete agreements with our employees.          

Our company does not have such agreements. 1          

Our company feels they are not necessary.  2          

Our company has all the agreements but does not have all employees sign them. 3          

Our company has all the agreements but only has our sales people sign them. 4          

Our company has all the agreements and every employee signs them. 5          

 

      

10  Our company monitors and maintains harassment policies and safeguards.          

No 0          

Yes 5          

      

11  Our company monitors optimum health and safety standards for all employees.          

No 0          

Yes 5          

       

12  Our independent contractors meet Revenue Canada guidelines.          

No 0          

Yes 5          

      

13  Our company believes our hiring methods are effective.          

No 0          

Yes 5          

      

14  Our company provides health care coverage to our employees.           

No 0          

Yes 5          

      

16  Our company offers competitive wages and salaries.          

No 0          

Yes 5          

       

17  Our company is able to find a pool of qualified people from which to hire.          

No 0           

Yes 5          

      

18  Our company has an employer-paid education/self-improvement/management development program.          

No 0          

Yes 5          

      

19  Our company has a wage & hour attorney annually check our company's employee manual.          

 

No 0          

Yes 5  

      

20  Our company has considered working with a Professional Employee Organization, Employee Leasing (PEO)          

No 0          

Yes 0          

      

21 Our company has disciplinary procedures spelled out in this manual.          

No 0          

Yes 5          

      

22 Our training programs directly support our critical success factors and goals.          

No 0          

Yes 5  

 23  We incorporate  (soft) behaviour & attitude assessments as part of our hiring process.     

 No   0

Yes  5

    

 24.  We require candidates to complete a test of (hard) knowledge directly related to the position, prior to employment.

No   0

Yes   5

Sincerely,  

Chris Wilkinson.

Certified Business Behaviour & Attitudes Analyst.

Business Coach.

Tel: (905) 275-2907 (Mississauga CANADA).

                  E-mail: buspilot@bell.net

 Strategies to handle a price objection…..

1. Don't respond right away. Instead, get the prospect to talk more about

the objection. Ask, "And what else is of concern?" This does a couple of things: first, it allows you to get all the objections out at once. By doing this you get a more complete picture of what's really going on and can respond accordingly. And second, it gives you some time to think about how you want to respond.

It's our tendency to jump in right away, respond to the objection, and move on. But you need to take your time and get the prospect to talk more about it so you can get to the heart of the issue.

2. Don't introduce price too early in the conversation. Price objections often come when you give the price too soon. Before you can talk about price in the sales process, you have to get the prospect to see the value and get them to articulate the value of the solution. When you share the price too early in the conversation you lose control. You move into the negotiation phase where all conversations going forward are going to focus around price instead of value and outcomes.

3. Focus on selling the value. When you get a price objection, you haven't done a good enough job of selling the value. Go back to the prospect's needs and goals. Get them to articulate what the solution is worth to them. When you get the prospect to see the value of the solution and you put it in financial terms, you get much less resistance on the price.

The next time you get a price objection, keep these tips in mind.

Sincerely,  

Chris Wilkinson.

Certified Business Behaviour & Attitudes Analyst.

Business Coach.

Tel: (905) 275-2907 (Mississauga, CANADA).

E-mail: buspilot@bell.net