The second reason (and probably the most important one) why an applicant approaches a particular company for employment is because of the company's reputation. If a company was able to build a reputation of treating employees well and has a reputation of providing opportunities both for personal and professional development towards their employees, that company will find it increasingly easy to attract talents to accept positions in their organization. This principle is very academic, why would an applicant apply in a company with a reputation of maltreating employees? Employers' good reputation is actually a good selling point when inviting applicants to join their company and candidates usually bite into these feature.

However, companies usually face certain predicaments when too many applicants flock to their premises for employment. One of which is how to turn-down unqualified candidates. Poor handling of these candidates might back-fire on the reputation of the company. Turned-down applicants might bad-mouth the company to other applicants, friends, relatives, or to his existing co-workers. He or she will also stop from patronizing your company's products or services. No individual will look down on himself; rejection from a potential employer will never be taken lightly by the applicant. It will take a long time before he or she forgives the company for rejecting him/her from joining the company.

Given these scenarios, companies must consider the following when handling unqualified applicants:

1. Always respond to applications. Whether an application was received by snail mail or e-mail, the employer must acknowledge the application either by sending a letter or an e-mail. For unqualified curriculum vitae, the content of the “rejection” letter must be polite and should not be “too” direct to the point. Thanking the applicant for considering the company is a must. Responding to applications may entail additional cost to the company in terms of postage, but which is more important? The cost of the stamps or the cost of losing your good reputation?
2. Stop using the phrase “we will call you”. Applicants are so oriented with that phrase. If they hear those words, it means the end of the story. If the interviewer realizes that the applicant he is interviewing is not qualified (or over qualified) for the position, the interviewer should know how to end the interview gracefully. It's like breaking-up, you know someone will be hurt, but the rule is “less pain, the better”.
3. Do not make empty promises. During the interview, the employer must never promise the stars just to attract the applicant to join the organization. Interviews are just the tip of the iceberg, you cannot foretell whether the applicant is 100% qualified or not. Finish the entire recruitment process (including the training process) before promising something like salary increases, bonuses, etc.
4. Put your feet on the ground. Companies overwhelm themselves when they receive tons and tons of applicants on a regular basis. They usually feel proud and superior. These companies tend to developed the “come and catch me” syndrome. They'll hide and you'll seek them. In economics, there is the supply and demand curve, the higher the supply (applicants) the lower the price (salary offer). However, this behavior should not be tolerated and time will come this will back fire on the company's future operations… or reputation.

When recruiting an applicant, companies should look at all candidates as customers. They have needs and wants that you have to satisfy. And once you have satisfied them, you will be assured of loyal, hard-working, and productive employees.

 

• Are Your Creative? If so, decide on a Brand Name
• Web-Marketing
• Generate Income by Selling-
• Promote, Promote and Promote

Remember this may not change for a long time so decide your brand name carefully and stick to it.

 Set aside an estimated amount for Printing Business Cards, Business logos and Office Stationary Requirements. You may want to hunt the market for Small On-sale or Cheaper Stationary and Printing shops to begin with but always make sure you invest in good quality as this represents your professionalism. 

Begin by marketing your Business on line with a business website.

If you gain traffic there, then surely you will have customers wanting to know more. See how you can sell on line before you go ahead and actually open Office.

Remember this is your Business so you may have to delve in Sales.

Try setting timescales for your sales, similar to commission targets for Sales Executives. Even a small revenue can fire-start your Business so get involved in direct sales.

Let the word out, pass information along to friends, neighbors and family.

If you have a blog, announce it there and keep your Audience regularly updated with events, promotions. Refer Testimonials from your Clients and users of your products.

Know your market Value

Now that your Business is up and Running, stay in control. Many Business fail due to lack of proper planning and unclear perspectives. Keep up to date by reading about your industry. Bookmark some business news and Business Tips sites.

 

 

Everybody in the company needs to follow these rules and guide lines. In every aspect of live there are rules of engagement in love, war, politics and life in general. Consider some of the rules that will come into play in your service business. These rules and guide lines should apply for everyone in organization. As time at a location lengthens, these rules and guide lines take on an even more important role. The following was written for the vending machine service business. But could be applied for most any type of service business where your personnel are going to another's business facility delivering your services.

1. Be friendly and pleasant to everyone you meet at the location. Don't pull others down even if you think you are having a bad day. Remember you are the company representative and ambassador at that moment in time. Be positive.
2. Take note of the condition of the equipment placed at the location. Is it clean, free of dust and fingerprints? Are all the bulbs on? In general is it in good working condition?
3. With each service visit, take time to (clean as you go).
4. Listen for the satisfaction level of the customers at that location? Take note of it, if it is positive or negative?
5. Catalog any customer comments. Write them on your location recording sheet. Some attention may be needed if the same thing keeps coming up time an again?
6. Keep the product and menu selection fresh at all times. If a product is nearing its' expiration date remove it before it goes out of date.

The bottom line is to pay attention to detail at each location. You will have fewer surprises as you adhere to these rules. You and your company can avoid those uncontrollable tale spins. The time and energy saved can be put to more productive company activities!

The liberalisation of economic activities has an impact upon the nature of work of an organisation, employment, labour markets and employee. It is evident that MNCs has opened production sites at various locations around the world and these production sites can be relocated easily according to the company's objectives. This relocation of production sites of multinational companies affects the employee and HR practices.

The multinational companies are thought agents of change. They bring new information's and thinking for the local organisations and the latter follow these ideas and standard in the field of HR.

Traditionally, retailing even wholesaling is considered as a localized sector, which means composed of small-scale operations. The introduction of various laws that encourage free

trade or lessen trade barriers through international treaties has made commerce vital to attain economic growth resulting in lesser barriers in worldwide employment.

Huge multinational or national retail chains are considered among the largest businesses in many developed countries, and accounted for a huge share of the approximately US$6.5 trillion in international commercial transactions in 1997.

There are various contributing factor for this phenomenon. Leading among them are the technological advancements (including electronic commerce for instance) introduced, the international movement of enterprises and quickly spreading competition-driven changes such as just-in-time production and sales. Ironically, these are considered both the cause and result of an increasingly integrated and highly competitive global market that deeply affect the organization and human resource strategy of commercial organizations. Despite its development and dynamism, deterioration of employment and working conditions are also getting prevalent causing concern among business organizations.

The trends of regionalization and the effects of global operations have heightened the need to set up HRD strategies to acquire and retain competent workforce for them to maintain competitive market positions. The skill shortages often pertain to managerial and professional skills, clerical and production workers and an overall shortage of IT skills for all economies.

It is important to keep the capabilities of both managers and workers presently working for the business at the same time introduce structural changes to allow a smooth transition to higher value-added industries. The solution for the multi-national companies as well as local companies in production sites and strategic regional centers could be in better forecasting of HRD needs, a cost-benefit training framework, better labor market policy-making, and quality vocational and training programs that are jointly conducted by the government and the private sector.

The free market makes people all over the planet to become connected to each other, creating world that is turning into a huge “global village.”

It is necessary to recognize the fact that this unprecedented modern phenomenon is actually based on an old ideology. This is the ideology of the free-market which stipulates that there is absolute truth and desirability of unregulated global capitalism. Globalization is based on an interpretation of the classical liberal social philosophy of Adam Smith, which anticipated universal human progress through free trade.

Four basic arguments are developed with respect to the impact of financial globalization. First, globalization has increased the capital available to developing countries, which has the potential of attaining faster growth than if they had to rely exclusively on their own resources. This has produced competitive pressure among local and multi national companies for capital, labor and materials - the three important factors in any organization.

Not all capital inflows however could contribute to growth. Short-term flows and the purchase of existing assets are less valuable than acquiring investments in new facilities. At the same time, the increasing movement of bigger capital can also lead to greater instability which could have negative effects for growth.

Second, capital flows are not distributed equally by region and country, thus twisting the patterns of growth. Even within a country a noticeable uneven distribution of capital by geographic area, sector, type of firm, and social group are created. This creates division within the country's organizations particularly between winners and losers. Locally-based organizations with less capital often find themselves in the losing side.

Finally, policy changes at the global, regional, and national levels could lead to confusion among organizations in the country. Having clear policies however could solve the problems.

As competition pressure intensifies, and swift changes in market conditions are introduced, policymakers have to respond accordingly to develop new talents and the necessary human resources. To prepare the workforce for the huge structural transformations, individual economies have created and adopted specific strategies that make effective use of public resources, update labor market policies and provide education and training to help people become more employable, productive and internationally competitive. It is a common

concern to secure effective and efficient means of capacity building for sustainable economic development. Human resource policies are at the forefront of these changes.

• Demographics

  This refers to the characteristics of a population or workforce where the organization is situated. Examples of this include age, gender or social class. This type of trend may have an effect in relation to pension offerings, insurance packages, employee benefits and others.

• Diversity

  The differences within the population/workplace. Recent changes can be seen in the number of women working in the organisations compared to decades ago. With the advent of globalisation, organisations become more culturally diverse and working patterns change to part-time, casual, seasonal positions to be able to handle the societal and the global market changes. Human resource has to make necessary adjustments to be able to take into consideration the different ethic and legal implications of their decisions with regards to HRM policies intended to protect employees. Employers have to contend with various issues that affect its employees such as rise in discrimination, unfair dismissal and sexual/racial harassment cases in recent years. These cases could have negative effects to employees in particular and the organisation in general. Anti-discrimination legislation over the past 30 years has provided a foundation for an increasing interest in diversity at work which is “about creating a working culture that seeks respects and values difference.”

• Skills and Qualifications

  As industries move from manual to more managerial professions in nature, there is a growing shift for more highly skilled graduates. If there are few skilled laborers in the market, employers are forced to compete by offering financial rewards, community investment etc.

Recruitment methods are broad and different, it is important that the job is described correctly and any personal specifications stated. Job recruitment methods can be through job centres, employment agencies/consultants, headhunting, and local/national newspapers. It is important that the correct media is chosen to ensure an appropriate response to the advertised post.

This may come as a huge surprise then that in the latest survey of 2000 UK employees commissioned by the Chartered Institute of Personnel and Development (CIPD) revealed that relationships between employers and employees in a number of workplaces are described as having poor communication, trust is at low levels which leads to underperformance, low productivity and high staff turnover.

In a book called Working Life: Employee Attitudes and Engagement 2006 written by Catherine Truss, Emma Soane and Christine Edwards from the School of Human Resource Management at the Kingston Business School, Kingston University and Karen Wisdom, Andrew Croll and Jamie Burnett from Ipsos MORI. The authors believe that the main problem in HR practices in UK revolves around communication and trust. In so many ways, it is similar to a marriage under stress:

"We just don't talk anymore" Almost one-third of employees (30 per cent) say they rarely or don't get performance feedback; 42 per cent are not privy to organizational plans; only 37 per cent feel satisfied with the communication process.

"You just take me for granted" One-quarter (25 per cent) of employees feel their work is not appreciated; only 38 per cent feel appreciated by managers.

"You really get me down" Around 44 per cent of employees feel under intense stress at least once or twice a week; 22 per cent overall while 32 per cent of managers feels high levels of stress.

"The magic is gone" 43 per cent of employees are not satisfied with their relationship with their manager; 26 per cent don't want to go to work.

"I just can't trust you" 32 per cent of employees are dissatisfied with the management ; only 37 per cent shows confidence in the management and 34 per cent trust their senior managers.

"I want out" 26 per cent of employees feel dissatisfaction in their job; 47 per cent are searching for another job or thinking of leaving their current job.

Mike Emmott, CIPD employee relations adviser, said: "Lack of communication means many employees feel unsupported and don't feel their hard work is recognized. As a result the A

sparkle has gone out of the relationship, damaging productivity levels in many UK businesses."

Other key survey findings include:

Public sector

• 26 per cent of those working in the public sector feel very or extremely stressed (18 per cent only in the private sector)
• 43 per cent says their senior managers have a clear goals for the organization (compared to 52 per cent)
• 32 per cent shows confidence in senior managers and 29 per cent trust them (compared to 41 per cent and 39 per cent respectively)
• 28 per cent experience form of bullying and harassment (compared with 21 per cent in the private sector)

Mike Emmott commented: "Leaders in the public sector are under continuous pressure to meet efficiency targets and cut costs. But they will fail to deliver high levels of performance and customer service unless they also focus on the people management issues. Line managers need training to support their staff in order to help gain their trust and commitment."

Gender

• 44 per cent of women and 18 per cent of men are contracted to work fewer than 35 hours a week
• 58 per cent of women and 52 per cent of men are happy with their work-life balance
• 29 per cent of women and 19 per cent of men experience some form of bullying or harassment
• 41 per cent of women have confidence in their senior managers and 38 per cent trust them (compared to 34 per cent and 32 per cent of men)
• Women are more likely to act as advocates for their organizations - 73 per cent say they would be proud to tell people who they work for, compared to 68 per cent of men

Age

• Workers aged 55 and over are considered more engaged and less likely to take sick leave than younger employees (those under 35 are the least engaged age bracket of all those surveyed.)
• 47 per cent of employees under the age of 25 say they trust their senior management compared to just 29 per cent of those aged 45-54 and 31 per cent aged 55 and over

Despite its advanced technologies and more efficient human resource system, for human resource management in the United Kingdom to succeed some adjustments must be made in the employer-employee or employee/management-employee relationships by taking steps and making enough effort to establish a happier work environment.

Some companies are still experiencing birthing pains even after years of operation. There are a number of obstacles particularly in the field of improving and managing the human resource effectively. Human resource management situation could be far from being excellent in some companies. In some private local companies, HR department is present but not fully functional. The multinational companies sometimes fare better in the human resource department because they have management tools perfectly in place.

The past human resource practices needs to be re-examined particularly unskilled qualified man power and unproductive organizations. The issues or problems surrounding the human resource management all falls under the functions of HRM discipline. The issues confronting HR revolve around several aspects such as:

Job Analysis and Design:

This function of HR needs constant monitoring as every day has new performance implications. In some companies, the job descriptions and specifications are not properly outlined and explained. Many times people found themselves performing overlapping tasks. This creates a problem since overlapping tasks does not make the person more productive and worse, it would not lead to the achievement of the goal of the job for which the position is created.

Work Flow Process:

Work process are sometimes not given greater emphasis and not implemented well. Accomplishing a task takes longer to complete than the usual. Some processes that are not necessary to the accomplishment of the task are also done. Consequently, people end up doing more work that does not lead to the achievement of their goals. It also makes the management process seemed more complicated and time-consuming.

Recruitment and Selection:

Recruitmentcould get better with the introduction of a number of new procedures and formats for hiring and selection but it's progress could be hampered by nepotism and malpractices. Hiring should be based on the qualifications of the applicant. The person they will hire needs to come up with certain performance standards to be able to remain in the organization.

Work Environment:

Office environment should meet health and sanitation standards. In some work environment the office does not provide a hospitable working environment that encourages productivity such as lack of proper seating arrangements in rooms and ignoring cleanliness.

Hierarchy:

Hierarchy in the government sector could be a factor. In some countries, expressing the point of view to the manager can cost the employee his job. The officers in higher positions demand following of protocols complete with paraphernalia which costs money for the government. In the private sector, it is the opposite, hierarchy is sometimes ignored which results in frustration to the manager.

Performance Appraisal:

Performance appraisals can either make or break careers. Sometimes, it is not unusual to see bending or distorting of appraisal to make the report more favorable to the employee. One report could spell a huge difference in a person's career such as job promotion. Performance effectiveness often means not showing excellent performance but closer ties with the boss. The person in the higher position often does not bother to socialize with subordinates because they do not give feedback to the boss.

Reward System:

Money is often seen as the only motivator even if employees are not compensated well. The reward system could possibly motivate people or be a real "reward system" if excellent performances is recognized by being promoted in the job or incurring a higher salary. Just as bad performance should incur disciplinary measures for the employee.

Aside from these pressing issues facing the sustainable advancement of human resource, there are more issues that need to be dealt with by HR such as:

• The need to use Cost benefit analysis in management decisions to determine the feasibility of a certain project or undertaking
• The education policies should be applicable to the industrial requirements
• Choosing the right people for the right jobs
• Poor leadership
• Lack of opportunities for growth
• Low motivation
• Passive behaviors
• Management by Objectives (MBO) is not in place
• Multitasking is not practiced among employees
• Pay is not based on performance level of an employee
• Commitment level is very low
• Lack of specialists in some subjects
• Deficient research in the area
• Improper Communication with in the organization
• Inflexibility
• Wrong perceptions
• Many organizations don't have a vision on where the company is heading
• Short term vision