I am now starting my fourth week wearing Camo. Why? It certainly is not because it is a good color on me! I am wearing because we are focusing in on revenue growth only between now and the end of the year. The Camo is my visible commitment and reminder to my team that we are fighting back against this economy! We are fighting back against some of our competitors! We are hunting for new sales and growth! I will be positing new photos of this wonderful camo attire soon. So if you see me around Atlanta with my camo - you will know why!
It has been proven that if you can focus your organization on one or two areas - you will substantially increase your success. When a leader focuses the team - clearly states the outcome - you are off and running.
Feel free to call us to learn more - or email....
Friday, December 4, 2009
When a Past Employee Violates Their Agreements
Employment Contracts Today
Ok, this seems to push a big button with my clients. When an employee joins an organization there are different "contracts" that are in place. There are social contracts and then of course paper type agreements/contracts.
Social Contracts
As an employer, you agree to bring a new person into your organization, train them in the area that they have been hired, provide them a comfortable work environment, tools needed to do their work, pay them fair wages for what they deliver, grow them, etc. In return the employee is expected to do their best each day, continue to learn what you train them on, show up on time, do as requested and honor the agreements in place. This is apart of the social contract that is created between adn employee and employer. Both parties know what is expected and so long as you each are honoring your side, years go by with both benefiting.
Written Contracts
There are the written contracts/agreements that we encourage employers to put in place that are written and include agreements not to solicit employees or customers for a period of time, not to use confidential information, etc. These are more formal and written agreements that are put in place to reinforce the expectations that the employer has of the employee after they are no longer an employee. These are agreements typicaly signed and agreed to during the course of employment. These are enforceable by law.
When an employee violates the policies, procedures or even the social contracts, it creates a divide between the employee and the employer. The width and depth of the divide depends on how the employee reacts and choices he or she makes to correct that divide. Some times that divide is such that it requires the two parties to part ways.
When an employee is no longer apart of an organization, you then are dependent on that past employee having the integrity to honor both the social and written agreements that have been in place. For most employees all that is needed not to solicit and target your clients, use the information that you trained them on, leverage relationships that they only had as a result of working for you - is their personal character and moral fortitude.
However, there are those past employees who are somehow lacking in this area and feel that it is ok to pillage the company that they learned from, taking advantage of confidential information they never would have had access to unless they not worked for that firm. Be reassured that when a past employee does this - it confirms that their departure from your organization was the right decision. With employees, there is no grey area with regards to integrity and moral fortitude. Life is too short to surround yourselves with those that do not have either. So rejoice that you no longer have these employees within your organization.
Taking Action
There have been many an employee who has left an organization and never released client data. There are even those employees who go and work for a competitor and never share the client list or information about their prior employer. They honor the social contract in addition to the actual agreements they may have signed. These are the past employees you should thank and stay in touch with.
So what if you are the employer who had the past employee who solicits your clients, uses confidential information to their betterment, etc. You can exercise your rights under the employment non-solicit, non-compete agreements. You can also share with your existing client base that this activity is going on and you wanted them to be aware that if they are approached that they should realize this person is violating the company's agreements. You should also reach out to their current employer and let them know that you intend to enforce the agreement that the past employee had signed and it could involve them if they brought on such clients and participated in the violation.
If you are ever approached by a past employee of a customer, have the same integrity level that you would expect of your own team and do not take the bait. To purchase from that person, no matter the price, reinforces the past employees very poor choices. Instead, reach out to your client and let them know this is occurring. I would also encourage you to share with the past employee that you are surprised that they would do this to a Company that helped them along their career path.
Keep the faith - there are those employees who are honorable and will honor both the social and the written agreements you put in place. Those are the ones we want to reward, grow and encourage throughout their careers.
Thoughts?
Ok, this seems to push a big button with my clients. When an employee joins an organization there are different "contracts" that are in place. There are social contracts and then of course paper type agreements/contracts.
Social Contracts
As an employer, you agree to bring a new person into your organization, train them in the area that they have been hired, provide them a comfortable work environment, tools needed to do their work, pay them fair wages for what they deliver, grow them, etc. In return the employee is expected to do their best each day, continue to learn what you train them on, show up on time, do as requested and honor the agreements in place. This is apart of the social contract that is created between adn employee and employer. Both parties know what is expected and so long as you each are honoring your side, years go by with both benefiting.
Written Contracts
There are the written contracts/agreements that we encourage employers to put in place that are written and include agreements not to solicit employees or customers for a period of time, not to use confidential information, etc. These are more formal and written agreements that are put in place to reinforce the expectations that the employer has of the employee after they are no longer an employee. These are agreements typicaly signed and agreed to during the course of employment. These are enforceable by law.
When an employee violates the policies, procedures or even the social contracts, it creates a divide between the employee and the employer. The width and depth of the divide depends on how the employee reacts and choices he or she makes to correct that divide. Some times that divide is such that it requires the two parties to part ways.
When an employee is no longer apart of an organization, you then are dependent on that past employee having the integrity to honor both the social and written agreements that have been in place. For most employees all that is needed not to solicit and target your clients, use the information that you trained them on, leverage relationships that they only had as a result of working for you - is their personal character and moral fortitude.
However, there are those past employees who are somehow lacking in this area and feel that it is ok to pillage the company that they learned from, taking advantage of confidential information they never would have had access to unless they not worked for that firm. Be reassured that when a past employee does this - it confirms that their departure from your organization was the right decision. With employees, there is no grey area with regards to integrity and moral fortitude. Life is too short to surround yourselves with those that do not have either. So rejoice that you no longer have these employees within your organization.
Taking Action
There have been many an employee who has left an organization and never released client data. There are even those employees who go and work for a competitor and never share the client list or information about their prior employer. They honor the social contract in addition to the actual agreements they may have signed. These are the past employees you should thank and stay in touch with.
So what if you are the employer who had the past employee who solicits your clients, uses confidential information to their betterment, etc. You can exercise your rights under the employment non-solicit, non-compete agreements. You can also share with your existing client base that this activity is going on and you wanted them to be aware that if they are approached that they should realize this person is violating the company's agreements. You should also reach out to their current employer and let them know that you intend to enforce the agreement that the past employee had signed and it could involve them if they brought on such clients and participated in the violation.
If you are ever approached by a past employee of a customer, have the same integrity level that you would expect of your own team and do not take the bait. To purchase from that person, no matter the price, reinforces the past employees very poor choices. Instead, reach out to your client and let them know this is occurring. I would also encourage you to share with the past employee that you are surprised that they would do this to a Company that helped them along their career path.
Keep the faith - there are those employees who are honorable and will honor both the social and the written agreements you put in place. Those are the ones we want to reward, grow and encourage throughout their careers.
Thoughts?
Ways to Save Money but Retain Top Talent
Today’s economic climate has most companies trying to find ways to cut costs and save money. It is a more complex issue than what people might think. How do you save money while keeping valued employees?
Here are a few alternatives to save money while retaining your top talent:
1) Have your employees and management team take some time off without pay. This might not be the most well loved decision but at least your talent pool will still be available. This plan can make the financial hit less when it is spread over several pay periods.
2) Ask for volunteer employees that would be interested in becoming part-time. You can have a designated time that the part-time status would be in affect.
3) Encourage customers to pay with cash or check and not with a credit card. This will help you have quicker access to your money.
4) Tap into the social media market. This can be a great way to market your company without having to spend any money. Social media can help spread information to key publics quickly and effectively.
Yes, the economy is tough. That means that now is the time to get creative and come up with ways to not just survive the down times but thrive through them!
Here are a few alternatives to save money while retaining your top talent:
1) Have your employees and management team take some time off without pay. This might not be the most well loved decision but at least your talent pool will still be available. This plan can make the financial hit less when it is spread over several pay periods.
2) Ask for volunteer employees that would be interested in becoming part-time. You can have a designated time that the part-time status would be in affect.
3) Encourage customers to pay with cash or check and not with a credit card. This will help you have quicker access to your money.
4) Tap into the social media market. This can be a great way to market your company without having to spend any money. Social media can help spread information to key publics quickly and effectively.
Yes, the economy is tough. That means that now is the time to get creative and come up with ways to not just survive the down times but thrive through them!
Friday, October 9, 2009
Lowden & Associates, Inc. Launches “HR Lite”
Norcross, GA (Sept. 15, 2009) --- Lowden and Associates, Inc., long time provider of Human Resource Services, announced today a new program called “HR Lite”, specifically designed for aiding small businesses with two to nine employees with HR needs. HR Lite will affordably help businesses pay employees on time and correctly, offer a full suite of benefits and manage them aggressively, remit taxes, assist with hiring, aid with recruiting and retaining the best talent, motivating and managing employees, determine competitive pay rates, track time off, etc.
Companies with two to nine employees do not need the level of support as a larger firm. This program gives them desirable support and is affordably price in a range of $95 to $150 a week for employers with two to nine employees. LAI’s innovative HR Lite will provide a complete human resource solution at a minimal cost. The new offer is designed to focus companies with lower workforce numbers not just survive but thrive. The state of the economy has increased the importance for small business management to stay focused on growth and generation of revenue.
Sheila Dramis, LAI’s CEO, offered; “Now more than ever companies have to look at ways to reduce cost without sacrificing service to their clients. Outsourcing this non-core function makes perfect strategic business sense. Our talent and technology allows us to provide services and support at a fraction of the cost it would take a small business to try and hire an in-house staff or consultant. It is a no brainer in these times to have the best support for your team with the least amount of costs. HR Lite assures your workforce will continue to realize big company benefits and HR services while reducing your organization overhead.”
HR Lite provides small businesses with a useful package in human resource opportunities. For more information on this cost effective program or a free customized quote contact Ken Sewell at ken@laihr.com or visit www.laihr.com. Small businesses need complete personnel solutions that incorporate HR expertise, administration and compliance with state of the art technology. Engaging a HR provider, like LAI, is a strategic approach to maintain profitability and grow a business.
Lowden and Associates, Inc. (LAI) is a full service human resource (HR) outsourcing and consulting firm that helps companies reclaim time, save money and stay complaint with government regulations. LAI is headquartered in Norcross, Georgia, and is a woman-owned firm established in 1997. LAI assists clients from 2 to 4,000 employees. It has a strong commitment to personalized customer service and a portfolio of services that cover four major areas of employee management: compliance, benefits, worker’s compensation and payroll. LAI is WBENC and NWBOC certified. LAI is also certified by the Human Resource Institute as an approved vendor for training HR professionals for continuing education hours. The website is www.laihr.com and phone number is 770-248-0401.
Companies with two to nine employees do not need the level of support as a larger firm. This program gives them desirable support and is affordably price in a range of $95 to $150 a week for employers with two to nine employees. LAI’s innovative HR Lite will provide a complete human resource solution at a minimal cost. The new offer is designed to focus companies with lower workforce numbers not just survive but thrive. The state of the economy has increased the importance for small business management to stay focused on growth and generation of revenue.
Sheila Dramis, LAI’s CEO, offered; “Now more than ever companies have to look at ways to reduce cost without sacrificing service to their clients. Outsourcing this non-core function makes perfect strategic business sense. Our talent and technology allows us to provide services and support at a fraction of the cost it would take a small business to try and hire an in-house staff or consultant. It is a no brainer in these times to have the best support for your team with the least amount of costs. HR Lite assures your workforce will continue to realize big company benefits and HR services while reducing your organization overhead.”
HR Lite provides small businesses with a useful package in human resource opportunities. For more information on this cost effective program or a free customized quote contact Ken Sewell at ken@laihr.com or visit www.laihr.com. Small businesses need complete personnel solutions that incorporate HR expertise, administration and compliance with state of the art technology. Engaging a HR provider, like LAI, is a strategic approach to maintain profitability and grow a business.
Lowden and Associates, Inc. (LAI) is a full service human resource (HR) outsourcing and consulting firm that helps companies reclaim time, save money and stay complaint with government regulations. LAI is headquartered in Norcross, Georgia, and is a woman-owned firm established in 1997. LAI assists clients from 2 to 4,000 employees. It has a strong commitment to personalized customer service and a portfolio of services that cover four major areas of employee management: compliance, benefits, worker’s compensation and payroll. LAI is WBENC and NWBOC certified. LAI is also certified by the Human Resource Institute as an approved vendor for training HR professionals for continuing education hours. The website is www.laihr.com and phone number is 770-248-0401.
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