Stay Competitive by Revising Your On-the-job Training

64735957On-the-job training — we’ve all experienced it and have the horror stories to prove it, particularly those of us who’ve worked in small businesses.  Small businesses are notorious for believing they provide training, but we know differently.  The in-depth, educational program most provide is somewhere along the lines of “go over there and watch what Steve is doing”.

In the past companies had the luxury of time — employees, competitors, processes, customers and especially technology moved slower.  People had time on the job to increase their skill level by learning from Steve and others like him.  But, more is expected out of systems, businesses and people now. 

Employees and managers are required to know more, do better and keep up at a faster rate.  They have skills and knowledge that’s likely to become outdated in years rather than decades.  Small businesses are struggling to keep up — let alone stay competitive — and many are falling dangerously behind. 

This is partly because of outdated or non-existent training programs.  The old way of doing, or not even doing, on-the-job training doesn’t work anymore.  The needed skills and knowledge increasingly has to come from outside the company.  The “old-timers” need to be “schooled” by new hires or consultants, who have the expertise no-one in the company has.

There’s a shortage of skilled workers in many industries and it’s not going to get better any time soon.  One of the ways a small business owner can combat this scarcity is to take control of the problem by developing, and following through with, a compressive training program.  A program focused on building an up-to-date, efficient workforce.

Ideas like selling globally, social media marketing, lean manufacturing and supply change management, create opportunities to increase market share and profit.  However, with these opportunities come challenges.  The small business owner who’s willing to take responsibility and create the employees he needs will meet these challenges and grow.


The Dream vs. the Reality of Entrepreneurial Control

59350241For many people in our country the American Dream of owning their own business is still alive and well.  Moreover, they’re not just dreaming, they’re doing something about it.  Last year startups increased in 32 of the 50 states, the biggest increase in 2 decades (Kauffman Index: Startup Activity, 2015).  This is a reversal of the last 5 year’s downward trend.

There are many reasons why more people are becoming entrepreneurs.  Their motivations are as varied as the individuals who have the drive and desire to take the risk.  Coupled with these unique motivations is the universal reason people start a company — control.  Control over: time, money, quality, procedures, ethics, product/service development, etc.

The dream of having ultimate control is a primary one for most entrepreneurs.  A bedrock belief for the majority of them is, “Things will be better once I’m in charge, because I’ll make the decisions and have the final authority”.  And it’s true, having authority is one of the main benefits of ownership.  It gives people the opportunity to finally make their ideas a reality. 

Unfortunately, what’s also a reality is that in addition to control they also have responsibility, which is usually where the trouble starts.  Too often the dream of business ownership is really magical thinking and not based in the real world.  Many small businesses owners want to be in charge without the actual responsibility that goes with it.

Often owners want the control (viewed as positive) without the responsibilities (seen as negative) of: learning and doing tasks (i.e. marketing, sales, understanding financials, customer complaints, quality issues) outside their interests and comfort zone; showing up motivated every day to deal with challenging, as well as, boring day to day operations; actively managing people who don’t want to be managed or do their jobs.

Running a business is a difficult, never ending and time consuming process.  People who start a company quickly learn that ownership is not what they imagined it would be.  Most small businesses’ problems can be traced to the owner’s dream of control without him accepting the reality of responsibility.  This is the primary reason that most small businesses fail.


Millennials And The Workforce

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According to some reports, by the year 2025 Millenials will make up the majority of the workforce in the United States. This year alone Millenials comprise 36% of the workforce in this country and continue to grow for the foreseeable future. And although they are a passionate group of workers and can take less money if they are passionate about their positions, they are quick to move on if they are dissatisfied with their job or employer.

  To read more about this and other related topics, follow the links below.


Survey shows work ethic of new hires has deteriorated for small business owners

A survey released Tuesday by the Canadian Federation of Independent Business says about three-quarters of small business owners say the work ethic of new hires has deteriorated in recent years.

It also found that more than two-thirds of them say the quality of applicants has also declined.

“A lack of qualified applicants is the biggest issue for entrepreneurs and concerns about the quality and work ethic of new hires suggests a worrisome trend ahead for Canada’s workforce,” said the report.

 The CFIB said 65 per cent of entrepreneurs said  employees are the most important element to the success of their firm – more important than even their product or service.

 “Canada’s small businesses will be the first to tell you that their employees are their greatest strength,” said Dan Kelly, president of CFIB, in a statement. “But they are finding it increasingly difficult to find qualified applicants, especially workers prepared to consider entry-level jobs.”


Millennials will move, take less money for IT jobs

A new survey suggests millennials seeking IT jobs are willing to accept less money and relocate in exchange for positions they’re passionate about, but they also aren’t afraid to quickly move on if they are dissatisfied with current employers.

Millennials who want to work in IT say they would consider accepting less money and relocating if they find jobs they are passionate about, according to a new Progressive Insurance survey of 1,000 U.S. millennials interested in IT positions. The report, conducted by Wakefield Research, found that 30 percent of the millennial respondents are “very likely,” and 51 percent are “somewhat likely,” to accept smaller salaries in exchange for work they feel strongly about.

“It’s clear from the survey that millennials in IT are more interested in a job that allows them the flexibility to be creative and experimental rather than one that simply offers good compensation,” says Lynley Williams, recruiting director at Progressive Insurance.


Are Millennials Wreaking Havoc on Employers? Or Vice Versa?

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“Help! The inmates are running the asylum!” may be the cry these days running through the heads of many business owners who have multi-generational employees.

This is to say that owners are struggling with the rapid rise of this younger segment of the workforce, and the way these employees refuse to behave the way their predecessors did — a scenario creating a wave of chaos in human resources departments. Let me explain further.

Much research has been done and many articles written on the millennials segment (young people born between 1982 and 2004, meaning employees aged 21 to 33) and their impact in the workforce. I personally never paid much attention to the issue until one of my clients experienced the impact of the millennials firsthand and passed on lessons he learned, which I’m passing on to you.


How To Reward Your Employees

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When a slow economy and other external factors start disrupting a business’s cash flow and making it more difficult to get the help it needs, hiring new employees, even when a business needs them, is relegated to the end of the to do  list.  The cost of hiring new employees goes far beyond the salary the business can offer.  The cost of recruiting and training are the beginning costs of hiring a new employee. The incentives the business can provide to recruit top talent and to retain them are far more than the base salary the employee will get.  For more about this topic, follow the links below.


Why Saying ‘Thank You’ Is More Important Than Giving Employees a Raise

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You know the success of your business rests on the shoulders of your employees. That’s why you offer them a raise, put a ping-pong table in the staff room and provide other “cool” perks, like an office beer fridge and weekly yoga, right?

But a recent report by TINYpulse shows all those perks may be for naught if employees aren’t also receiving the occasional “thank you.”

The report (https://www.tinypulse.com/2014-employee-engagement-organizational-culture-report), which comprises data from more than 30,000 employees across more than 500 organizations, showed employees who received recognition were much more likely to rate their workplace as more fun. What’s perhaps most shocking is that 70 percent credited their peers for creating an engaging environment, as opposed to perks and amenities.


Small Business Dilemma: Paying For Health Care

Under the new health care law, sometimes called Obamacare, the “employer mandate” kicks in for businesses with 50 or more full-time equivalent employees (FTE). For purposes of the mandate, FTE includes full-time employees plus each 30 hour period worked by non-full-time workers.

With Obamacare, employers must provide health insurance to at least 95% of their full-time employees and dependents up to age 26. If employers who are required to provide health insurance and do not, they may be forced to pay a penalty of $2,000 per full-time employee, with an exclusion for the first 30 employees. Additional fees may also apply, depending on the circumstances.

The employer mandate does not apply to employers with fewer than 50 employees. According to the Treasury, approximately 96% of employers are small businesses with fewer than 50 FTE workers which means they are exempt from the employer responsibility provisions. This is good news for small businesses but that doesn’t make the health care question go away. The reality is that many small businesses still do provide health care for their employees, either out of a sense of responsibility or out of a desire to attract quality candidates (or both).


The Secret to Hiring the Best Employees at a Small Business

JOHN SULLIVAN: Smaller firms have one advantage over their larger rivals, and that’s the knowledgeable and personalized service provided by their passionate employees. In fact, employee friendliness, knowledge and empathy may be the primary reason why your customers return. Yes, employees are “the face of your business”; because they are often the only point of contact with your customers. Unfortunately, you won’t be able continually to provide that exceptional service or expand your business unless you can constantly recruit new team members that understand the needs of your customers. And the best way to ensure that is to actually recruit your existing best customers, who obviously already know about customer’s needs and they like your unique approach to business.

Data from the corporate world reveals that recruiting has the largest measurable impact on revenue of all human resources actions. In fact, formerly small firms like Uber and Google quickly became dominant firms by realizing that “hiring is the most important thing you do.” Fortunately there’s one recruiting area where small firms can easily “mirror” the approaches of powerhouse firms like Nike, Pier 1, Harley-Davidson, Microsoft and Wells Fargo. And that approach can be described as, “recruit your customers because they share your passion.”


Small Business Tax Cuts and Other News

64002400When the Ohio government talks about tax cuts, it is a good indication for the small business owner that things might improve a bit.  Although some of the tax cuts in the past have been negligent, and hardly make a difference, one hopes that there will be one that will truly benefit the small business owner across Ohio.  By giving small business owners tax breaks, the economy can improve and benefit the whole economy as a whole.  For more about this and other topics follow the links below.


New small-business tax break in Ohio will make a difference: Rion Safier and Steve Millard (Opinion)
The Ohio General Assembly and Gov. John Kasich recently approved a biennium budget bill that allows small business owners a 75 percent tax deduction for the first $250,000 in small business income for 2015 and a 100 percent deduction beginning in 2016.If you are a small business owner, work for one, or frequent their services, this is good news. Because most small businesses are pass-through entities, the owners pay taxes on their business income on their individual income return, at their individual income tax rate. And, a small business owner’s tax burden impacts the prices consumers pay and the benefits their employees enjoy.In April, the editorial board of the Northeast Ohio Media Group and The Plain Dealer wrote in opposition to giving “owners of small businesses a huge and unmerited tax break.”


Small business improving in Ohio

Ohio’s small businesses reported a slight improvement in July, bucking a national downward trend, according to the Thumbtack.com Small Business Sentiment Survey, a monthly survey of independent local service businesses in the U.S., including 360 responses in Ohio.

Designed with Bloomberg, the survey is housed and integrated into the economic functions of the Bloomberg Professional service.

In that report, Portsmouth is listed as having multiple small business services available. Among those are business plan consulting, catering, commercial cleaning, DJs, event photographers, karaoke rental, magicians, makeup artists, photo restoration, photographers, tree trimming, videographers, wedding officiants, wedding photographers and wedding videography.


Opening doors for small business in Ohio

From the barbershop around the corner to the entrepreneur working solo to launch a business venture, small businesses form the cornerstone of Ohio’s economy. Small business owners comprise 98 percent of all employers in Ohio and employ half of the state’s private sector labor force. Large corporations may attract a sea of job applicants every year, but small businesses create every three out of four jobs in the state.

Clearly, there is nothing small about small business in Ohio.

The stakes are high for entrepreneurs and small business owners who face formidable start-up fees, a sizable tax burden and burdensome regulations in many states around the country. In traditional industries like manufacturing, Ohio has historically struggled to find the right balance of incentives to attract and retain employers.

Fortunately, times are changing.

This General Assembly, the Ohio Senate has taken several major steps toward creating a more favorable business climate for small businesses and attracting new investment to the state. We recognize the tremendous value of the innovation and hard work that small business owners bring to Ohio, and we can’t afford to give them anything less than our measure of support.


Small Business Planning and Finances

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The cost of hiring a new employee does not stop at the salary a business owner pays them.  The cost of recruiting and training can be expensive costs to the small business owner, and one of the many reasons the can hesitate about hiring if they are short in cash.  Keeping a talented workforce is another matter.  The salary and benefits small business owners provide to their employees can be instrumental in keeping individuals with talent in their businesses. To read more about this and other topics, follow the links below.


How Banks Lost Their Groove In Small Business Finance… And Why They May Never Get It Back

Prior to the Great Recession, easy credit conditions prevailed for small businesses. Cash was free flowing, and relaxed lending practices made it relatively easy to secure financing.

After the Lehman Brothers crash and during the ensuing “credit crunch,” volume fell roughly 19% from 2008 until 2012. This general slowdown in lending coincided with stricter requirements placed on borrowers. Financing simply became less available — even for “creditworthy” companies. For the first time in U.S. business history, small business owners frequently were unable to secure credit even from their own banks.

Many banks suffered losses when the housing bubble burst, and they became risk averse. In order to make loans, they often sought three years worth of financial data. Naturally, revenues declined during the recession, and startups were particularly challenged because they had no financial track record to highlight. Historical data from my company’s Biz2Credit Small Business Lending Index shows that big bank lending hit rock bottom four years ago in June 2011, when only 8.9% of small business loan applications were granted.


IKE TROTTER — Planning is vital for small businesses

Here in Mississippi and, in particular, the Delta, small businesses are the backbone to our economy. And, equally as important, small businesses can be the glue that brings children back home to run and eventually succeed in the ownership of a business. But, as many know, running a small business today involves a great deal of risk.

Needless to say, a small business normally comprises the largest part of one’s estate.  Unfortunately, most business owners fail to address the need for succession planning because it is human nature to put off decisions concerning death, disability or retirement. But here’s a typical scenario: upon the departure of a business owner, there are three choices for remaining family members; sell the business, liquidate the business or try to continue operating. Because of this, succession planning is critical in carrying forth both an orderly transition of power to new owners as well as providing continuity for employees and existing customers.

A properly drafted buy-sell arrangement that is adequately funded can provide financial protection for both family and business. Designed effectively, the plan can allow surviving family members and owners to enjoy ongoing economic support for succeeding generations.


Small business advice: How to attract and retain loyal millennials

It’s no secret that building and maintaining stable employee relationships saves money in the short term and increases company performance in the long term. But what does appear to be a mystery is how to build those relationships.

Many small business owners haven’t found a way to take advantage of this insight because they struggle to build attractive benefits packages and cultures that appeal not only to the best employees, but also to the most dedicated employees.

Fortunately, there’s new information available that points to a surprising solution to this problem: Small businesses need to hire more underrated (and underrepresented) long-haul millennials.

“Dedicated” and “loyal” might not be terms that you usually associate with millennials, but new research indicates that you might want to reconsider your outlook. Although you wouldn’t want to focus your entire hiring strategy on one demographic, there are two facts about millennials that you need to consider before dismissing this approach.


Succession Planning – Protect Your Future Now

59948705It is a given, among professionals who work with them, that small business owners are bad at succession planning.  It’s also a given that being bad at it is entirely normal.  The owner who follows a well thought out and executed plan culminating in a successful retirement is the exception rather than the rule.

Many people are uncomfortable with, and resistant to, planning for their retirement.   But, this is especially true of the independent entrepreneur who’s the heart, soul and brains of his organization.  He finds it difficult, often impossible, to give up control of all he’s built over years.  His mantra is “there’s time, it’ll all work out”. 

Unfortunately, it usually doesn’t work out and this belief sets the organization up for failure.  The number 1 reason companies don’t survive into the next generation is the lack of a properly implemented succession plan.  According to a 2013 Small Business Administration (SBA) study only about 30% of businesses survive a transfer of management into the 2nd generation. 

This number is alarming when you consider that family businesses comprise 90% of all  small business in the country and 88% of owners want to pass it on rather than sell it (SBA, 2013).  The only succession plan most of them have is to be an absentee owner, while the successor — a family member or key employee — runs a profitable concern which will support him in his retirement. 

Therefore, most successors aren’t successful and the company doesn’t survive the transfer of power.  Not only does this leave him with no retirement it often leaves him with debts and a tarnished reputation, because there was no proactive plan.  Too often when the average owner is ready to relinquish control and retire he’s already run out of time for a successful changeover. 

There’s no one size fits all plan so it’s important to seek outside help for organizational, management, financial and legal issues which will arise.  Effective succession planning is a challenging task, but worth the reward.  It’s good stewardship of your company’s, employee’s, customer’s and family’s future. 


What’s Your Disgruntled Customer Plan?

64510516Whether you’re an established, successful small business or a start-up you probably have a sales and marketing plan to attract customers.  After all, providing a product or service to them, for a profit, is one of an entrepreneur’s key goals.  A great deal of up-front time, money and sweat equity is spent on finding and selling to consumers.  But, what about after the sale?

At the beginning of the sales process the focus is on the person, the potential client.  How can the product make their life and business better?  All good sales people know that learning what the client wants, their perception of what the service can give them, is paramount to making the sale.  The billion dollar advertising industry was built on linking emotion to a product. 

After the sale, the focus naturally shifts to getting the service to the client.  Unfortunately, this is where the sales plan usually stops, or is incomplete and falls apart.  The attention of the seller can become more focused on the product or service they are providing, while ignoring or marginalizing the person they’re providing it to.  The following is an example of this disconnect.

Kevin wanted lawn care services for his business.  He met with George, the owner of a landscaping company, and was impressed with George’s understanding of what he was mainly looking for — “decent, no hassle maintenance”.  However, the lawn often became overgrown and unsightly, resulting in Kevin contacting George repeatedly. 

At first, he was apologetic and would send a crew within 2-3 days.  Then George started to complain that he didn’t have enough crew to keep up with the overall demand.  He even became angry at Kevin’s “not understanding his situation”.  Kevin wasn’t interested in excuses, didn’t renew his contract and posted a negative review on a consumer website. 

Upon completion of the sale George prioritized himself and his difficulties with his business over his customer.  He knew that hassle free maintenance was primary for Kevin, yet he didn’t take steps to make sure he was satisfied. Having a sales strategy that stopped at the sale, with no provision for good quality customer service, cost George current and future clients.

A good sales plan is all encompassing and ongoing.  It should include the “how tos” for finding customers, as well as the “how tos” for keeping them.  Unfortunately, many business owners work hard to get customers only to lose them through poor execution of the service and poor treatment of the client.

A comprehensive sales strategy includes policy and procedures which address the inevitable disgruntled customer, because addressing their complaints is still a component of selling to them.  If not for the hassle and George’s attitude Kevin would have renewed his contract, because the mowing was sufficient.  Good customer service can elevate the value of a mediocre product and bad customer service can undermine the value of a good one. 


Goal-Setting is a Way to Success

64510516The way to achieve success is an age old mystery. Why do some people attain it and others don’t? Researchers, professors, psychologists and motivational speakers have spent lifetimes attempting to quantify and answer that question. They’ve discovered that, while there are many ways people can attain their dreams, goal-setting is still the gold standard. Here are 3 of the proven methods successful people use to achieve their goals.

Make a plan – A new study (soon to be published in “Behavioral Science and Policy”) has found that many people sabotage themselves at the very beginning of their quest for success. The more they want something the less likely they are to develop a plan and set goals to reach it. Its basic human behavior that most people think good intentions are enough and positive thinking will carry them through.

However, thinking isn’t action, doing is action – good intentions and positive thinking aren’t nearly enough. Overwhelmingly, empirical data and antidotal information shows that people with written plans are much more likely to complete their goals than those who don’t have a written plan.

Break it down – Break the components of the plan down into manageable pieces. A goal that’s not parsed into smaller, practical actions is too uncontrollable and complex. When people don’t have control they feel frustrated, confused, incompetent and inadequate to the task, which leads to abandonment of the objective.

For example, Joe set the goal of “Being a Better Manager”. It was a good goal, but impossible to achieve without being defined and broken down. What did it really mean? How was he to know when he reached it? What did he have to “do” to be successful? He worked with a coach to define, quantify and sort out the components into manageable daily tasks.

Build in consequences and rewards – After the plan is made and broken down into controllable tasks it’s important to benchmark them, and then attach rewards and consequences to each benchmark. If the mark is hit then the reward is given, if it isn’t hit the consequence is triggered. People are much more likely to meet their goals when this happens.

Involving others is intrinsic to this process. People are more successful in reaching their goals when others know about them. Joe and his coach created a system – when he reached a goal he took the afternoon off to golf and when he didn’t reach a goal he spent Saturday mornings cleaning up the break room. Both the carrot and the stick helped him stay on track.

Goal setting and monitoring can be rewarding and worthwhile. Other times it’s tedious and time consuming. That’s why successful people do it and unsuccessful people don’t. Successful people do the things that unsuccessful people aren’t willing to do.


Small Business News

59350241There are many tax advantages that came into effect for this year for small business owners, and cutting more taxes is one the things Rep. Steve Chabot wants to accomplish now that he is Chairman of the House Small Business Committee. Cutting taxes and regulations are a top priority for the Representative, and the small business community cannot fail to benefit from this agenda. Follow the links below for more news about small business.


Small business lending in Ohio shifts toward institutional investors

The biggest obstacle to opening a small business in Ohio is still financing, and Juanita Darden-Jones can tell you all about it.

Darden-Jones plans to open a coffee and wine shop in downtown Dayton called Third Perk this summer, which will mark two years since she first contacted CityWide Development Corp. about getting help raising the money for the equipment and renovations to open the shop.

“Small businesses are almost impossible to finance,” Darden-Jones said. “Banks are not very kind to us.”

The equipment for the coffee shop cost at least $30,000, and Darden-Jones expects to invest about $30,000 in renovations to the store. But that doesn’t include any coffee, food or wine inventory costs.

Small business lending in Ohio is becoming dominated by institutional investors as approval rates at big banks remain rather slim, and small bank approval rates are decreasing.

Big banks improved their small business lending approval rate to 18.5 percent by December 2014, up from 15.9 percent in January, but still lag behind the national rate of 21.1 percent, according to the Biz2Credit Small Business Lending Index.


Small business agenda: Target taxes, regulations

NEW YORK (AP) — Cutting regulations and taxes are on Rep. Steve Chabot’s must-do list for small businesses.

The Ohio Republican, who became chairman of the House Small Business Committee when Congress took office earlier this month, plans to continue the committee’s focus on how the government burdens small companies.

“If there’s one thing government can do for small business it’s to get the heck off their backs,” Chabot says. “We do over-regulate them. We do overtax them.”

PRIORITIES

Chabot plans to hold hearings to advocate for small businesses, as did his predecessor Sam Graves, R-Mo. Chabot says the committee will focus on the health care law and regulations issued by the IRS and Environmental Protection Agency.

Chabot also plans to push for tax relief for small businesses. He noted that when the Republican-led House passed tax bills in the past, the legislation stalled in the then-Democratic led Senate. He’s looking for more progress in a Congress now controlled by the GOP.

“We think we have a much better chance at advancing a whole range of tax reform issues,” Chabot says.


What an Ohio fire truck company tells us about globalization and free trade

Think free trade deals will help small businesses? It’s a lot more complicated than that. 

For 125 years, some small portion of America’s fire trucks have come from Columbus, Ohio. That’s where the family-owned Sutphen Corp. produces shining red masses of steel and aluminum, loaded with ladders and tanks, the kind of vehicle that towns buy as a promise to keep citizens safe.

But when the recession hit in 2008, Sutphen knew that the United States wouldn’t be enough.

“We saw that we were totally dependent on the U.S. economy, especially municipal funding,” says Ken Creese, the company’s director of sales and marketing. Sutphen’s orders had dropped by some 40 percent, and they were starting to lay people off. They needed new markets, stat.

To find them, the company looked to a country better known for selling stuff to America rather than buying it: China. They hired a vice president for international relations, began responding to solicitations by local governments, and quickly started filling orders. Now, about 11 percent of the 250 trucks Sutphen makes per year sell overseas — not only in China, but Venezuela, Colombia and Peru. Just last week, the company signed a $3.8 million deal with a Chinese fire department.