Human Resource Strategies


Human resource strategies are functional strategies, like any other—financial, information, marketing, procurement. Any functional planning effort follows a pattern complete with its variations. In many companies, long-term functional planning (for human resources, finance, information systems, technology, etc) is a mandated element of the long range business planning process.

Human resources strategies are different, however, in that they are inter-twined with all other strategies’ management of people is not a distinct function but the means by which all business strategies are implemented. If anything, human resources planning ought to be an integral part of all other strategy formulation. Where it is separate, it needs to be closely aligned..

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

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The Follies of Losers


Losers lose out on repeat business. They use rather than value their existing customers. They haggle over prices and margins, and discourage ‘variations’ from standard offerings that might create ‘extra work’ and cause ‘systems problems.’ They do just enough to fulfill any contracts that are won. They don’t really care about their customers’ businesses and keep ‘outsiders’ at a distance to protect their ‘know-how.’

Losers do little to lock their customers in. they are reluctant to establish online links because of worries about importing viruses. Open book accounting and partnering relationships are also avoided. Not surprisingly, clients seeking a deeper and more intimate relationship look elsewhere.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Changing Buying and Selling Processes


Winning companies are all focused on speed to market, cost reduction, and customer satisfaction—whether buying or selling goods, services, and solutions. Today, many leading companies are changing their selling processes and tools, including the following actions:

  • Expanding self-service sales via Web-based sales catalogs of products and related services available to buyers.
  • Creating customized electronic interfaces between themselves and their strategic customers to facilitate rapid order receipt and order processing. Typically, sellers provide their most favored customers with preferred pricing or large discounts.
  • Offering multinational companies global pricing policies for products and services with economic-related adjustments, i.e., variations due to labor rates in specific countries or regions, inflation or deflation, value-added taxes, etc.
  • Developing standard statements of work, acceptance criteria, and standards intervals for consistent on-time delivery worldwide.
  • Understanding the buyer’s business needs and budget in order to develop customized solutions priced to fit the buyer’s desired business case.
  • Providing financing to buyers to help them purchase products when required.
  • Offering extended payment terms to customers, well beyond the usual net—15 days, or net—30 days to net—90 days or net—180 days.
  • Developing Web portals to facilitate rapid and direct communications between sellers and their strategic partners.
  • Providing countertrade, offsets, or counter purchases, in order to secure large purchases.

These actions are just a few of the many innovative process changes, tools, or unique business arrangements that sellers are using to build successful partnerships with their best buyers.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Online Retail Selling: Barriers to Success


i.            Increasing consumers’ comfort levels: Online retailers need to improve convenience and value for customers and assist them in overcoming their concerns about security and trust.

ii.            Resolving technological limitations: The ability for online retailers to deliver unique experiences is linked to technology improvements. The internet is still constrained by lack of bandwidth and problems with reliability.

iii.            Rapidly scaling internal operations: Online retailers face the challenges of managing significant growth, internal organizational change and developing and scaling their customer service and fulfillment infrastructure—all while the technology is still evolving.

iv.            Engineering comprehensive convenience: Customers identify many convenience problems with today’s online environment. Among them are the need for customers to reenter personal data on different sites, the vide variation in customer service across sites and the lack of coordination between online and offline retail environments on the part of retailers using both channels.

v.            Resolving channel conflict: many offline retailers believe that there is a risk of cannibalizing sales through existing channels by going online. Many manufacturers fear alienating their existing distribution partners by providing an alternative channel for customers to purchase. These perceived channel conflicts are keeping some traditional retailers and manufacturers from joining the Internet.

vi.            Developing low-cost distribution: Distribution system can be expensive. Online fulfillment systems are still developing and there is a disconnect between what is required and what is currently offered by existing offline systems.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

 

Job Restructuring


Job restructuring comprises an important group of work organization methods which aim at increasing both productivity and job satisfaction. Increased job satisfaction itself can also result in higher productivity and better motivation. Many managers and workers feel that job restructuring , covering job enrichment and job enlargement, is a promising strategy for improved job satisfaction.

Job restructuring can build up the content of jobs, so as to enhance skills, interest, initiative and range of responsibility while reducing frustration and monotony. Job enrichment and job enlargement are concerned with job and work changes through modification of the workers’ tasks. Restructuring, the addition of further similar tasks, is often referred to as job enlargement and can be viewed as horizontal change. One variation of job enlargement is job rotation. Workers are “rotated” between various fragmented activities with some degree of choice. Vertical change involves increased individual involvement through the addition of different tasks and duties; such changes are generally referred to as job enrichment.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

 

Leadership Styles


An effective leader recognizes that there are variations in leadership styles. The three basic styles are autocratic, free rein, and democratic. Autocratic leaders make decisions on their own, without consulting others. Democratic leaders involve their subordinates in making decisions. Free-rein leaders believe in minimal supervision, leaving most decisions to their subordinates.

The best leadership style is one that varies with the circumstances, changing according to three elements: the leader, the followers, and the situation. Some leaders are simply unable to encourage or even allow subordinates to participate in decision making. And some followers do not have the ability or the desire to assume such responsibility. Furthermore, the particular situation helps determine which style will be most effective. Problem requiring immediate solutions may have to be handled without consulting subordinates. With less time pressure, participative decision making may be desirable.

A democratic leader may be forced by circumstance to be autocratic in making a particular decision. Managers are increasingly moving toward a more democratic style of leadership. They find that workers involved in decision making tend to be more interested in the overall organization and may be more motivated to contribute to organizational objectives that those not involved in decision making.

No single best style of leadership exists. The most effective leadership style depends on the power held by the leader, the difficulty of the tasks involved, and the characteristics of the workers. Extremely easy and extremely difficult situations are best handled by leaders who emphasize task accomplishment. Moderately different situations are handled by leaders who emphasize participation and good working relations with subordinates.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Improving Quality


Improving quality is a lot like taking vitamins, eating healthy foods, and exercising regularly. Although the results may not be immediate, long-term benefits are significant. Quality is neither a quick fix nor the program of the month, but rather a way of life for companies who are serious about improvements.

Quality is a fundamental to creating value, yet it is a moving target and must meet the customers’ current definition of quality. Thus, we offer the following recommendations for improving service quality and ultimately delivering superior customer value:

  • Design services in cooperation with customers. Learn what customers truly value by incorporating the voice of the customer earlier in the service development process. Also, it is important to determine not only the customers’ preferred service attributes but their relative importance, as well.
  • Focus your improvement programs outward, on market break points. Only by defining those episodes, when the customer comes in contact with the organization, and by focusing on the ones most critical can you see things as the customer sees them. Also, visualize the complete sequence of the moments of truth a customer experiences in having some need met. Remember, the customer sees service in terms of a total experience, not an isolated set of activities. Mapping the service cycle helps companies see these activities as the customer sees them.
  • Create a triangle representation of service quality. Hotels and restaurants often advertise and display on their properties ratings by one of the major motor clubs, such as AAA or Mobil Oil, Hertz #1 Gold Club service communicates a premium, value-added bundle of services to business travelers seeking a hassle-free car rental experience.
  • Use teamwork to promote service excellence—service workers who support one another and achieve together can avoid service burnout.
  • Create a service bias based on each of the following service quality determinants: professionalism, attitudes and behaviors, accessibility and flexibility, reliability and trustworthiness, service recovery, and reputation and credibility. These criteria can be used as guidelines for influencing positive service quality perceptions.
  • Develop proper measurements. Use metrics that are specific on nature, such as 95% on-time-delivery, customer wait time, or order processing time. Benchmark the best practices for each service are being measured, such as wait time or order delivery.
  • Employee selection, job design, and training are absolutely crucial to building customer satisfaction and service quality. Structure the job of service workers to maximize their ability to respond quickly and competently to customer needs. Also, train service personnel in areas of service delivery and attitude. Role play different service scenarios, showing various service recovery strategies. Provide service workers with some basic tools to help control service quality variation and uncover service problems.
  • Reward total quality efforts in marketing. Look for opportunities to reinforce quality behaviors when they occur. Employees should be rewarded ob the basis of these behaviors (commitment, effort) rather than strictly on outcomes, such as sales quotas. Rewarding a salesperson for meeting or exceeding quota with a bonus while giving a nominal award such as a pin or plaque to the person who fixes the product or process sends a clear message about the importance of quality.
  • Think of service as a process, not a series of functions. Service quality occurs when the entire service experience is managed and the organization is aligned to respond accordingly.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

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