One thing Nevada legislators are eager to weigh in on is how businesses manage their employees. In for consideration are several employment bills that would, in many ways, dictate how you run your business and, certainly, how you interact with your employees.
Unemployment is down in Northern Nevada, and that is generally a good thing. Except when it’s not, and that’s when you’re a business owner looking to hire. Finding new employees has become a real challenge for some businesses seeking to fill positions in high demand roles.
Instead of focusing on the job at hand employees become hyper-focused on the dispute they’re in. As a result, your company loses valuable time and money, exposes itself to negative publicity, and risks the loss of key employees. When tempers flare, consider deploying these tools to restore peace and your bottom line.
Corporations are searching for ways to protect their financial records, and virtual payments offer an easy solution. Virtual payment discussions are coming up in nearly every meeting, due to customer concerns. We discuss how they can implement a virtual card within their travel program to protect against security threats. With a virtual payment program, you get a unique credit card number with every reservation, making the transaction more secure.
Overall, the theme of this “Workplace Survival” game is flexibility. If you want to be an employee or an employer, there really is no stability. Here is how to stay alive if you choose to play. Choose your weapons wisely. Know your strengths and your weaknesses so you can adapt.
Many, if not all of us, are required to work remotely. The ability to complete our work while on the go is essential to not conceding deals to our competitors. The need for sales and professional services resources to urgently access company data from outside the office is more prevalent than before, as is the need to ensure remote access is secure.
Business success is often measured by size attributes: revenue, number of employees, geographic coverage, growth rates etc. But these measures don’t reflect the functional development of the business – in other words, just how strong is the business, really? Is it able to grow sustainably? Are there opportunities to execute more profitably? Are there critical dependencies that are risks or limitations for the business? Answering these questions requires a framework for thinking about how a business is actually doing, such as this 6-level model.