Another thing to consider is who you want to have access to the project management package. If everyone involved has access to the software package at some level, it will be easier to keep the information on the solutions up to date, meaning that you will be more likely to always have the latest information at your fingertips. Each person can be responsible for updating the software after they have completed pertinent tasks, and you will be able to keep an accurate account of who worked on what part of the project and for how long. This can help you check how many employee hours different tasks are taking to complete. You will have a lot more free time for management tasks if other individuals are involved in updating data and you do not have to do it all yourself.

Regardless of how necessary the procedure may be, it can still feel grueling and inconvenient. Employment verification is one of the largest headaches facing prospective employees and HR agents across the country. Valuable time is spent chasing down obsolete and therefore inaccurate information and making phone calls that often do not get returned. Meanwhile, the hiring process is stalled and cannot move forward until the matter is resolved. This leaves both the candidate and the company out in the cold for unknown lengths of time. Unfortunately, this vicious circle repeats itself over and over in offices and HR departments annually. Outsourcing for the large corporation is really the only cost effective way to deal with the many applicants they will have to deal with.

As well as encouraging compliance with health and safety legislation, the role of a supervisor includes supervising employee performance levels as well. This is not a easy task. Good industry knowledge is a necessity in a supervisory role not to mention a very high level of comprehension of safety laws, risk assessment, and emergency assistance techniques.

It simply isn’t enough to supply your staff with health and safety instruction. They must practise risk assessment and the identification of hazards. Employees must understand how to eradicate problems not to mention understanding what to do if disaster strikes. Only when these procedures have become automatic are employees totally protected.

Proper safety gear is just as critical to the well being of your employees as training. Should employees discover they are without equipment that is essential, or find that items are broken when they actually need them, then all the education there is to offer can not help them.

It is necessary to examine all your apparatus on a regular basis to ensure that all the required equipment is there and also that all the supplies are functioning properly. If you find your equipment is not in good condition, ensure it is fixed or call out a service professional as quickly as possible.

Your employees need to get proper health and safety instruction, but they must have good quality apparatus, the opportunity to practise, and a supervisor who can motivate your staff. And then observing health and safety legislation will become established in the culture of your business rather than something challenging that staff have to try to remember.

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Your staff need an approachable supervisor to oversee employee performance, but this individual must also take another function in the company. Whomever you employ as the supervisor needs to see the necessity of health and safety instruction and have the ability to share their enthusiasm. As well as ensuring conformity with health and safety regulations, the person supervising must also make certain that employees perform all their tasks efficiently. This isn’t a simple task. The supervisor needs to possess a broad knowledge of the business and the product not to mention an in-depth comprehension of current legislation involving safety, risk assessment and emergency assistance techniques. It simply isn’t sufficient to send any staff on a health and safety course. Your employees must get practical experience of risk assessment and the identification of problem areas. Employees in addition need to gain insights into the required precautions that they must to take and how best to act if anything goes wrong. Not until these procedures have become automatic are employees completely protected.

Education is ineffective without safety equipment. If they do not have the correct supplies or alternatively should employees discover that equipment is not working properly only after a crisis has occurred, all the education in the world can not help them.

You need to inspect regularly to make certain you have everything you require and to make sure it’s functioning properly as well. If you have a fault with your equipment, be sure to have it mended ASAP and return it to the proper place. Appropriate health and safety education is important for the safety of your employees, but in addition they require the right apparatus, regular practises, and a knowledgeable supervisor who gets everyone charged up about working safely. If you put these ideas into practice you should find the safety regulations before long be established in the culture of your business rather than something challenging that staff have to attempt to remember.

Utilising escrow will give both buyer and vendor the succeeding gains: they can be reassured that the escrow provider secures the deposits they established; escrow assures that obligations are made by both parties; proper enquiries and investigations are formed to make sure the property is loose from obligations.

Once the agreement is settled and an escrow firm is selected, the contract will be passed to the escrow firm. An escrow account will then be produced on behalf of the parties. Once made, the vendor will then deposit the legal documents pertaining to the asset and for his or her part, the purchaser goes on to deposit the payment.

The escrow supplier makes certain that the property being sold is loose from any responsibilities. This routine gives safety to the purchaser when assuming ownership of the property. In an escrow agreement, particular contingencies may be involved like insurances, funding, fixings and restorations, inspections, date of conclusion, date to empty the asset if it is occupied, loan payments and other labors that the escrow company providing the service need to accomplish.

An escrow can be deleted if any party senses it is not functioning as projected. Before they can do this, they should both concur and indicate so in writing. If the escrow agreement is cancelled, the escrow provider will collect service fees for services furnished. A legal hearing may be done to facilitate the cancellation.

Your staff must have a great supervisor to observe the work area, yet this person must also fulfill a greater function. Your selection of supervisor needs to realise the importance of health & safety education and have the ability to share their enthusiasm about it.

As well as following health & safety legislation, the supervisor must furthermore make certain that every employee performs efficiently. Naturally it’s hard to do all this at once. A good supervisor needs to possess an in-depth knowledge of the business and production as well as an extensive experience with safety regulations, the identification of problem areas, and emergency assistance techniques.

Just having health & safety training actually is not adequate for your workers. They must get practical experience of risk assessment and the recognition of hazardous areas. Employees must know how to deal with safety hazards not to mention how best to cope when something unforeseen happens. Employees are only completely protected when everything has become a habit.

Safety equipment is every bit as critical to the well-being of your staff as training. When they don’t have items they require, or even notice that some of the supplies are broken when they are needed, the education they have already completed is basically for nothing. Servicing your equipment on a regular basis is a good idea. Should you have a problem with your safety gear, make sure that it’s fixed ASAP and put it back in the proper location. Your workforce must receive proper health and safety training, but they must have the correct apparatus, frequent practises, and a supervisor who can motivate your staff. If you take this advice you will see that the various safety regulations before long become ingrained in your business culture rather than something challenging for staff to remember.

Live up to your word: Do not give promises you can not keep. If you can’t deliver on what you have promised, the fragile bond of trust is fractured, and nobody will offer you their best efforts without trust. Everytime you make a statement or give your word on something, make sure you can follow through or it would really be better not to give your word at all. To be honest, if you can’t be counted upon, you can be certain they will behave in a similar way.

Welcome any observations: Feedback must be a two way process. Keeping an open mind regarding other people’s ideas is very important in managing staff. Being approachable and receptive establishes that other’s ideas count, and they should respect your ideas. Supporting open conversation also opens doors to innovative ways of thinking, new ways of achieving goals, and develops the company dynamic. If your team are given a voice, the project will become important to each employee.

Promote communication: Dealing with staff boils down to the same concept — good communication. Be accessible, listen closely to people, welcome employees to share ideas, and permit team members an equal voice. The team must be inspired to communicate with one another not only with you. The exchange of ideas is imperative in the creative process, if the team members communicate well, it’s simple to spot problems at an early stage, and measures may be implemented before things get out of hand. A little time is needed, but the dividends achieved far outbalance the work. By inspiring a good team dynamic and taking on board your team’s opinions, you can have the best in business success.

Knowledge and Skill— two competencies, through the years, were given much emphasis by the corporate world. As long as the job is done, the sales target is met, attitude, character and habits of employees became secondary in importance.

When evaluating employees for promotion, leaders are at times in dilemma to choose between a technically competent guy with a not so good character and a trustworthy candidate but still lacking in skill. When the demand to fill the office is immediate, can a business unit afford to wait? Which choice is more expensive? The investment cost to train a trustworthy guy or the losses that may result from character flaw? We know that skills and knowledge deficiency can be addressed by a training program, is there an organizational intervention that can address character problem?

Attitude and character is part and parcel of “integrity”. But what is integrity? Should it be a factor in a person’s effectiveness and development? Should it matter in an organization?

Integrity, according to Richard Dortch “involves everything about the wholeness of our inner person, our heart, mind and will. Integrity simply means singleness: Singleness of our purpose, singleness of our will, singleness of our hearts. There is no dividing of the truth that splits the wholeness of what we are about”. Mr. Dortch further explained that the prevailing duplicity in a person’s professional and private life is a manifestation of an eroding integrity.

Values are supposedly consistent regardless of time, place, culture and environment. The force that restrains us from doing certain activities when our superiors are around should also be present even when they are not. Similarly, the restraint to do certain actions in the presence of our family should also be felt when we are alone.

Integrity In Business Context

In business context, integrity is “investing your money to where your mouth is”–
The product can live to its promise(s) to end users, clients, customers and business partners.

One of the top and well known companies in Asia is SM Prime, the Philippine’s number one company managing shopping malls and retail shops. INTEGRITY is part of its corporate mantra. Ms. Teresita Sy-Coson, President of SM Mart Inc. and Chair of Banco De Oro, shared the 14 principles of her father. In her speech in a series of Taipan fora sponsored by the Federation of Filipino Chinese Chambers of Commerce and Industry Inc. (FFCCCII), Ms. Sy-Coson said “the second principle, is about integrity…our father taught us to be fair, credible, trustworthy and to put a lot of weight in commitments and responsibilities”.

Integrity In Leadership

“Leadership by example” is still one of the best approaches in leading the human capital. The story below often used to coach can best illustrate this point.

This is a story of Mahatma Gandhi counseling a child for removing a bad habit.

A lady reached Mahatma Gandhi with her 10 yr. old son. She told Gandhi, ” Sir, my son has a bad habit of eating a lot of jaggery ( a special kind of Indian sweets ). I have been telling him to reduce eating jaggery but he does not listen to me. Mahatma ji, the whole nation listens to you and you are a revered personality. I am sure my son too will heed to your advice. Please tell him not to eat too much of jaggery.”

Mahatma Gandhi thought for a while and asked the lady to bring her son again after a week.

After a week , the lady again took her son to Mahatma. Mahatma Gandhi put his hand on the head of the boy and told him, “My dear child, don’t eat jaggery too much. It can be harmful”.

The conversation ended.

The bewildered lady asked the Mahatma, “Sir, this was simple. You could have told him the same thing last week itself !! Why you made us come again after a week ?”

Mahatma told the lady,” I myself used to take jaggery till last week. I needed a weeks’ time to quit eating jaggery so that I could counsel your son with conviction”.

The lady bowed in reverence to Mahatma Gandhi and took leave of him.

Integrity In Failure Management

Integrity is the strength of character to admit failure regardless of what is at stake.

As Samuel Goldwyn, movie producer, said, “I don’t want any yes-men around me. I want everybody around me to tell me the truth, even if it costs them their jobs.”

When our means to live is at stake, our tendency is to keep silent–either to cover for our own mistake or tolerate the deviations and misdeeds of peers in the workplace. Personal survival is more important than the truth, silence is misconstrued as innocence. In most cases, people remained silent for fear that his/her own “skeletons” will be revealed, or because of “peer pressure”. In some cases, the reason for silence is “situational ethics”.

Is Integrity Important?

An organization is built in integrity. An individual with flawed character will not last in good organizations. Likewise, good people will not stay for long in bad organizations. An excerpt from the article written by Lala Rimando entitled “When Executives Misbehave”in Newsbreak published on August 2, 2004 will prove this point.

Ms. Rimando wrote:

“I can’t take it anymore,” Mike, a thirtyish company vice-president, told Newsbreak. For the past years, his boss has been paying off a government official to avoid taxes. The legally mandated amount would have cost them three times more than what they are paying the official. Mike, bothered by his conscience, is leaving that company next month.

“Cancer cells.” That’s how Eduardo Roberto, marketing professor at the Asian Institute of Management and fellow of the Social Weather Stations, describes the likes of Mike’s boss. Roberto is the principal researcher of a study entitled “CEO Perceptions and Attitudes Toward Corporate Misconduct.” The results show that the majority of the 96 chief executive officers (CEOs) and top management officials surveyed considered what was “wrong” in shades of gray, not in black and white terms. These executives are members of the AIM Alumni Association, American Chamber of Commerce, Financial Executives Association, Management Association of the Philippines, and Philippine Chamber of Commerce and Industry.

“They are the bad cells that contaminate the good cells until the whole body is too sick,” Roberto said during the presentation of the study results… When CEOs distort the meaning of wrong and these cascades down the line, the excellent and honest employees like Mike leave. But more usually, employees tend to adopt the behavior of their superiors.

The cultural rejection of whistle blowing is strong among most senior executives, the study shows. Since executives twist the meaning of wrong to protect their own interests, Roberto said they might be inclined to do the same for their employees who misbehave. In fact, 57 percent of the respondents say it is acceptable to keep quiet about the misconduct of others.

Corporate misconduct can also be deodorized through corporate philanthropy. The practice of giving and receiving favors is well entrenched in our culture, Roberto said. In fact, donating to earn “political points” or condoning a wrongdoing is sometimes equated with giving favors…”.

Our ability to lead is eroded when integrity is damaged. Our credibility to impose discipline and implement corporate values will be put in question. Character and attitude problems slows down an organization. Time and resources are wasted in the hiring and training of new employees brought by integrity related turnover. Time is also consumed in attending to administrative cases brought by employee dishonesty.

Lack of integrity in leadership will lose its ability to set an example and lead. Lack of integrity in the organization will lose its ability to correct itself, therefore, loosing good employees either by resignation or conformation to the corrupt culture.

Alexander Solzehnitsyn, a novelist, hit the nail when he said:

In keeping silent about evil, in burying it so deep within us that no sign of it appears on the surface, we are implanting it, and it will rise up a thousand fold in the future. When we neither punish nor reproach evildoers…we are ripping the foundations of justice from beneath new generations.

Integrity… should it matter?

Severo Santos, also known as “Sonnie”, is a Human Resource Manager, Trainer, Volunteer Worker and Forum Moderator. He has authored several articles and in the process of completing a book on Spiritual Intelligence.

Your personal mission statement will force you to constantly re-evaluate who you are, what you’re about, and what you’re doing.
As an example, just look at the Constitution of the United States. The essential mission statement there is “…to create a more perfect union.” Where would we be as a nation today if they had not outlined the goals and hopes of a new nation in those terms?

The basics of a mission statement are as follows:

1. Make it short and to the point. Nelson Mandela’s mission statement, developed over his 27 years in prison in South Africa, says just this: “End Apartheid.” Another great mission statement was developed by Abraham Lincoln upon his inauguration as President. “Preserve the Union.” Note that mission statements can change. Perhaps a mission is accomplished. Franklin Roosevelt started his presidency with a mission to “End the Depression.” By the time that was almost done another threat had arisen and the United States had become involved in World War II. Now the mission statement was “End the War.”

2. Keep your mission statement short, to the point, simple. Use direct language. Be sure that a 12-year-old could understand the statement and you’ll be more or less on track.

3. Make it memorable so it can be burned into your consciousness. The rule of thumb here is that if you can’t recite it from memory, it’s too long and too complicated. Remedy: simplify, condense, “laser” your thought process until you’ve said everything you need to say in the fewest and strongest possible words.

4. Eliminate excuses. Before you can write an effective mission statement you must clear away the excuses that prevent most people from writing one in the first place. Don’t make the mistake of thinking that your job IS your mission. It’s only part of it…or not. Either way, remember that a mission is larger than a job. Your job may change, but your mission may not. In fact, there are times that a job MUST change in order that a mission be completed. So don’t lock yourself in a box that says that you ARE your work. You’re far more than that. Another trap…excuse…is “My role is my mission.” If you’re a man you may think of your role as “breadwinner.”

For a woman this might be “wife” or “mother.” The operating principle here is that your role, too, may change. In fact, as your life, evolves your role will almost certainly change. The third excuse — the one most of us don’t want to cop to — is that we may believe that we’re just not important enough to have a mission statement. Sure, it’s fine for a big company to have one, or for a country to have one, but I’m just one of the “little people,” so I don’t DESERVE one. Parenthetically, we almost never say this aloud. What we do say, at least to ourselves, is that we don’t NEED one. WRONG, WRONG, WRONG!! Get rid of all that silly thinking. Focus. You’ll be glad you did.

Finally, clear out influences that have driven you in the past. A mission statement isn’t about what you think you should be doing. It’s about what EXCITES you. So instead of listening to all those voices from the past…the ones that told you you weren’t worth anything, that you’d never succeed, and so forth. Concentrate on your gifts, your dreams.

Copyright 2002, 2005 Optimum Performance Associates/Paul McNeese.

Paul McNeese is CEO of Optimum Performance Associates, a consulting firm
specializing in transitional and transformational change for individuals
and institutions through publication. His publishing company,
OPA Publishing, is an advocacy for self-publishing authors of
informational, instructional, inspirational and insightful nonfiction.

Email: pmcneese@opapublishing.com
Websites: http://www.opapublishing.com and http://www.opapresents.com