Five Steps to Better Employee Management

Written by Cavyl Stewart

Hiring employees is a huge responsibility. Before hiring anyone, be sure to carefully analyze your needs in terms of extra assistance.

Once you’ve gotten throughrepparttar hiring process, there’s still much more you must do now that you’ve become an employer. If you’re like most small business owners, you just don’t have time to do all you’re supposed to be doing when it comes to managing your employees.

The article aims to outline five steps you can take right now to better manage your employees. Failure to complete these steps may one day lead to trouble for your business – trouble that could easily have been avoided.

Step #1 – Publish a Company Handbook

Most employers do nothing more than chuckle atrepparttar 119464 mere mention of a company handbook. Who has time for such frivolousness? Besides, no one reads them anyway. If these are your thoughts, then think again. Make time to create a company handbook and then make every employee read it. Also have every employee sign a statement saying that they have readrepparttar 119465 handbook. Placerepparttar 119466 signed statement into their personnel file where it will remain should you ever need it.

Step #2 – Create Files for Sensitive Employee Data

You will have a lot of employee-related documentation to keep track of and you must have a place to store it all, safely, and away from prying eyes. Payroll information, health insurance information, certifications including expiration dates, performance reviews, and kudos from happy clients as well as negative comments from clients or supervisors are just some of repparttar 119467 documentation you need to maintain.

Step #3 – Create a Schedule

If you operate a business with “normal” business hours and just a few employees, you might think that creating a schedule is unnecessary. But unless there is a schedule, you can only assume that your employees know when they need to show up to work. Creating schedules is a good habit to get into, especially if you plan to have a lot of employees on your payroll. Create a work schedule for your employees and put it where they will see it.

Improving electrical distribution reliability and cost

Written by Jose Sanchez

ackground The company analyzed it's competitive position relative torepparttar other large investor owned utilities inrepparttar 119463 US. It became clear to survive in a deregulated environment that significant change was needed in 3 key areas. Reduce operating and maintenance expenditures to be at or nearrepparttar 119464 best companies in cost per kWh. Improve generating efficiencies and implement load control programs so that no new generating plants would be needed to meet forecasted demand throughrepparttar 119465 end ofrepparttar 119466 century. Maintain overall system reliability, and focus on improvingrepparttar 119467 reliability forrepparttar 119468 largest commercial and industrial "at risk"customers, and fund this effort by redeploying cost reductions. Develop a sense of competition on its people Developing Customer requirements An effort was undertaken to obtainrepparttar 119469 reliability expectations of all customer segments. Of primary concern wererepparttar 119470 large commercial/industrial (C/I) customers. This effort yielded a clear picture of customer expectations andrepparttar 119471 recognition that significant improvement was necessary for a portion of large C/I customers ifrepparttar 119472 company was to retain them in a deregulated environment. Other pertinent information was collected during this phase that would providerepparttar 119473 basis for new product and service offerings geared to customers who required "premium power quality".

Systematic process improvement The existing methodologies were not dynamic enough to focus resources onrepparttar 119474 most significant problems and target specific customer segments. Past improvement efforts were directed at system-wide projects that resulted in slight reliability gains. A more focused approach was needed in this new environment of cost reduction. This process assessedrepparttar 119475 relative revenue contribution to company margins of specific customers, andrepparttar 119476 current level of reliability they were experiencing. In addition, their individual expectations, or reliability thresholds which were obtained inrepparttar 119477 surveys, were used in developing a scoring index. All large commercial customers were evaluated in this way. This resulted in a ranked scoring, or prioritized list of all C/I customers and enablerepparttar 119478 company to focus improvement efforts.

Implementing reliability improvements Afterrepparttar 119479 C/I customers were ranked in order of needed improvement, a field analysis was conducted atrepparttar 119480 feeder level for each high priority account to identify needed corrective actions. This analysis resulted in a number of system improvements that were scheduled as part ofrepparttar 119481 operation and maintenance work to be completed. A deployment strategy was developed based on sound PDCA principals. These projects were included inrepparttar 119482 budget allocation process and were integrated as priorities inrepparttar 119483 local business plans. Total expenditures inrepparttar 119484 improvements were tracked to assessrepparttar 119485 benefit ofrepparttar 119486 investment These projects were worked beforerepparttar 119487 heavy outage season and early enough inrepparttar 119488 year to see reliability improvement gains by year end.

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