Tag: Workforce Optimization

The relationship between employees and management is a cornerstone of organizational success. This dynamic impacts productivity, workplace culture, employee satisfaction, and the overall growth of an organization. A healthy employee-management relationship fosters trust, collaboration, and mutual respect, while a strained one can lead to conflicts, reduced morale, and inefficiency.

Definition and Importance

The employee-management relationship refers to the interaction, communication, and collaboration between employees and the organization’s management team. It shapes the work environment and determines how effectively employees and management work together to achieve organizational goals.

This relationship is vital for several reasons:

• Productivity: A positive relationship enhances motivation and efficiency.
• Employee Retention: Employees who feel valued and supported are less likely to leave the organization.
• Conflict Resolution: Strong relationships make it easier to resolve conflicts amicably.
• Workplace Harmony: Mutual respect fosters a collaborative and stress-free work environment.

Elements of the Relationship:

• Communication:

Open, transparent, and two-way communication is essential. Employees must feel heard, and management should convey expectations clearly.

• Trust and Respect:

Mutual trust and respect lay the foundation for a strong relationship. Management should trust employees’ abilities, and employees should respect leadership decisions.

• Support and Recognition:

Management should provide the tools, training, and recognition employees need to succeed, boosting morale and motivation.

• Fairness:

Treating employees equitably builds confidence in management and reduces resentment.

• Empowerment:

Empowering employees through delegation, decision-making authority, and career development opportunities strengthens the bond between management and staff.

Dynamics and Challenges:

The employee-management relationship is not static. It evolves based on organizational changes, individual growth, and external factors.

• Generational Diversity:

Different age groups may have varying expectations, with younger employees prioritizing flexibility and older ones valuing job stability.

• Cultural Differences:

In global organizations, cultural nuances can affect communication styles, feedback mechanisms, and relationship-building.

• Technological Advancements:

Digital tools and remote work can either improve communication or create barriers if not managed effectively.

• Economic Pressures:

During downturns, management may struggle to maintain trust and morale while making difficult decisions like layoffs or budget cuts.

• Work-Life Balance:

Employees increasingly expect organizations to support work-life integration, adding pressure on management to accommodate flexible arrangements.

Strategies for Strengthening the Relationship

To foster a positive and productive employee-management relationship, organizations can adopt several strategies:

• Regular Feedback and Appraisals:

Providing constructive feedback helps employees grow and demonstrates management’s commitment to their development.

• Engagement Initiatives:

Activities like team-building exercises, wellness programs, and recognition events enhance employee morale and collaboration.

• Inclusive Decision-Making:

Involving employees in decisions that affect their work builds trust and a sense of ownership.

• Conflict Management:

Establishing clear protocols for resolving disputes ensures that conflicts do not escalate and harm relationships.

• Training for Managers:

Providing leadership training equips managers with the skills needed to build strong relationships with their teams.

• Transparent Policies:

Clear and consistent policies reduce ambiguity and foster trust in management’s intentions.

Role of Leadership in Relationship Dynamics:

Leadership plays a crucial role in shaping the employee-management relationship. Leaders set the tone for workplace culture and act as role models.

• Empathy: Understanding employee challenges and showing compassion strengthens relationships.
• Vision and Guidance: Providing a clear vision and direction motivates employees and aligns their efforts with organizational goals.
• Approachability: Leaders who are accessible and willing to listen encourage employees to share concerns and ideas.
• Adaptability: Flexible leaders who can adjust their management styles to suit diverse teams foster better relationships.

Benefits of a Healthy Relationship:

Organizations that invest in nurturing employee-management relationships reap significant benefits:

• Higher Productivity: Satisfied employees are more engaged and deliver better results.
• Reduced Turnover: Employees who trust and respect management are more likely to remain loyal to the organization.
• Enhanced Innovation: Open communication and collaboration encourage employees to share creative ideas.
• Stronger Employer Brand: Positive relationships contribute to a reputation as an employer of choice.
• Resilience: During challenging times, strong relationships help organizations navigate difficulties more effectively.

In the contemporary business landscape, organizations are increasingly recognizing the importance of inclusive growth and affirmative action as key components of human resource (HR) strategies. These concepts play a vital role in fostering equity, diversity, and sustainability within organizations, while also contributing to broader societal development.

Inclusive Growth in Human Resources

Inclusive growth in HR refers to creating an environment where all employees, regardless of their backgrounds, have equal opportunities to contribute, grow, and thrive within the organization. This approach is rooted in the belief that diverse perspectives drive innovation, productivity, and long-term success. The following elements underscore the role of HR in fostering inclusive growth:

1. Emphasis on Diversity

HR ensures the organization hires employees from diverse demographic, cultural, and professional backgrounds. Diversity leads to varied viewpoints, better problem-solving, and a richer organizational culture. It also helps organizations connect with diverse customer bases.

2. Equal Opportunity Policies

Inclusive HR practices involve developing policies that guarantee equal access to resources, training, promotions, and leadership opportunities for all employees. These policies aim to eliminate discrimination based on race, gender, age, disability, or socioeconomic background.

3. Workforce Development

HR departments play a crucial role in upskilling employees to prepare them for the demands of an evolving workplace. Offering training programs, mentorship, and career development opportunities ensures inclusive growth for all workers, including those from marginalized communities.

4. Fair Compensation

Inclusive growth is supported by equitable pay structures. HR ensures salary parity across genders, roles, and regions, ensuring employees are compensated fairly for their contributions.

5. Employee Engagement

HR fosters an inclusive workplace by promoting open communication and encouraging employee participation in decision-making. This not only enhances morale but also ensures that every voice is heard.

Affirmative Action in Human Resources

Affirmative action is a proactive approach to addressing historical inequalities and creating opportunities for underrepresented groups. HR’s role in implementing affirmative action policies is vital in ensuring fairness and inclusivity in the workplace. The following aspects highlight its importance:

1. Addressing Historical Inequities

Affirmative action aims to level the playing field for individuals and groups who have been historically marginalized. HR facilitates this by setting hiring quotas, conducting outreach programs, and targeting underrepresented communities for recruitment.

2. Promoting Gender Equality

HR implements measures to ensure women have equal opportunities in hiring, promotions, and leadership roles. Policies such as maternity benefits, flexible working hours, and leadership development for women promote gender parity.

3. Increasing Accessibility

HR ensures workplace infrastructure and processes are accessible to individuals with disabilities. This includes implementing assistive technologies, reasonable accommodations, and inclusive policies to integrate differently-abled employees into the workforce.

4. Cultural Sensitivity Training

HR plays a key role in fostering understanding and respect for cultural differences. Training programs raise awareness about unconscious biases and promote inclusive behavior among employees, creating a cohesive and respectful workplace.

5. Transparent Recruitment Practices

Affirmative action begins with unbiased recruitment. HR adopts practices like blind resume screening, structured interviews, and diverse hiring panels to ensure fairness in candidate selection.

Challenges in Implementing Inclusive Growth and Affirmative Action

While these initiatives have transformative potential, HR managers face several challenges in implementing them effectively:

• Resistance to Change:

Employees and leadership may resist affirmative action policies due to perceived reverse discrimination or lack of understanding.

• Limited Resources:

Small and medium-sized enterprises (SMEs) may lack the resources to develop and sustain inclusive programs.

• Unconscious Bias:

Deeply ingrained biases among employees and decision-makers can undermine efforts to achieve inclusivity.

• Legal and Regulatory Complexity:

Navigating affirmative action laws and ensuring compliance across regions can be challenging.

• Measuring Impact:

Quantifying the success of inclusivity and affirmative action initiatives requires robust metrics, which can be difficult to develop.

Strategies for Success

To overcome these challenges and implement effective HR-driven inclusive growth and affirmative action strategies, organizations can adopt the following approaches:

• Leadership Commitment:

Senior management must champion inclusivity and affirmative action, setting the tone for organizational culture.

• Clear Policies and Goals:

HR should define specific, measurable objectives for diversity, inclusion, and affirmative action programs.

• Training and Awareness:

Regular workshops and training sessions can help employees understand the importance of inclusivity and the value of affirmative action.

• Data-Driven Decisions:

HR should use analytics to monitor diversity metrics, identify gaps, and adjust strategies accordingly.

• Collaboration with External Partners:

Partnering with NGOs, educational institutions, and government agencies can enhance outreach and recruitment efforts for underrepresented groups.

Impact on Organizational and Societal Growth

• Enhanced Innovation:

Diverse teams bring fresh ideas and perspectives, driving creativity and innovation.

• Improved Employee Morale:

Inclusive workplaces foster a sense of belonging, leading to higher job satisfaction and lower turnover.

• Stronger Brand Reputation:

Companies that prioritize inclusivity and fairness are viewed favorably by customers, investors, and job seekers.

• Societal Progress:

By addressing inequalities, organizations contribute to broader societal development, creating opportunities for disadvantaged groups.

The role of a Human Resource (HR) Manager is pivotal in ensuring the efficient functioning of an organization by managing its most valuable asset—its people. HR Managers act as a bridge between employees and the organization, facilitating smooth operations and fostering a positive work environment.

1. Talent Acquisition

HR Managers oversee the recruitment and hiring process to ensure the organization attracts the best talent. This involves creating job descriptions, sourcing candidates, conducting interviews, and finalizing hires. They align hiring strategies with organizational goals to build a skilled workforce.

2. Employee Onboarding

They are responsible for designing and managing onboarding programs to integrate new employees into the organization effectively. A well-structured onboarding process helps employees adapt to the work culture, understand their roles, and perform efficiently.

3. Performance Management

HR Managers implement performance evaluation systems to assess employee productivity and provide constructive feedback. They set performance benchmarks, conduct appraisals, and identify areas for improvement, ensuring that employees contribute to organizational success.

4. Training and Development

HR Managers identify skill gaps and organize training programs to enhance employees’ knowledge and competencies. They also facilitate leadership development programs to prepare employees for higher responsibilities, ensuring a pipeline of future leaders.

5. Employee Engagement

Maintaining a motivated and satisfied workforce is a key responsibility of HR Managers. They design initiatives to boost morale, recognize achievements, and foster a sense of belonging, which improves productivity and reduces turnover.

6. Conflict Resolution

HR Managers act as mediators to resolve workplace conflicts and maintain harmony. They address grievances, handle disciplinary actions, and ensure that all employees are treated fairly and respectfully.

7. Policy Development and Compliance

They develop and enforce HR policies aligned with organizational goals and ensure compliance with labor laws and regulations. HR Managers also keep the organization updated with changes in employment laws and adapt policies accordingly.

8. Compensation and Benefits Management

HR Managers design competitive salary structures and manage employee benefits programs, including insurance, retirement plans, and wellness initiatives. These efforts help attract and retain top talent.

9. Promoting Diversity and Inclusion

Creating an inclusive workplace is a critical role of HR Managers. They implement strategies to promote diversity, reduce biases, and ensure equal opportunities for all employees, fostering innovation and collaboration.

10. Strategic Partner

Beyond administrative tasks, HR Managers play a strategic role in aligning human resource practices with organizational goals. They analyze workforce data, forecast talent needs, and contribute to decision-making at the leadership level.

Recruiting the right talent is a critical process for organizational success, but it comes with a range of challenges. In today’s competitive job market, finding the right candidates who align with a company’s needs and culture is often a complex and demanding task.

1. Talent Shortage

One of the most significant challenges is the scarcity of skilled professionals in certain industries. The demand for highly specialized roles often exceeds the supply, making it difficult to find candidates with the required expertise and experience.

2. Attracting Passive Candidates

Many skilled professionals are passive job seekers, meaning they are not actively looking for new opportunities. Convincing these candidates to consider a role requires strategic outreach, compelling employer branding, and targeted engagement efforts.

3. Intense Competition

The job market is highly competitive, with multiple organizations vying for the same top talent. Startups and smaller companies often struggle to compete with larger corporations that offer attractive salaries, benefits, and career growth opportunities.

4. Misalignment Between Job Descriptions and Market Realities

Sometimes, employers have unrealistic expectations regarding the qualifications, skills, or experience of candidates. Overly rigid or lengthy job descriptions may deter potential applicants, especially when they don’t reflect the current market supply.

5. Cultural Fit

Finding candidates who align with an organization’s culture is essential but challenging. A mismatch in values or work style can lead to dissatisfaction and high turnover, even if the candidate possesses the right technical skills.

6. Evolving Skill Requirements

With rapid technological advancements, job roles and required skills are constantly evolving. Many candidates lack the latest skills or certifications, making it harder to find individuals who can meet the dynamic needs of modern businesses.

7. Time and Cost Constraints

The recruitment process can be time-intensive and costly. Organizations may face pressure to fill positions quickly, leading to compromises in candidate quality or insufficient time for thorough evaluations.

8. Inefficient Use of Technology

While recruitment technology like Applicant Tracking Systems (ATS) and AI-driven tools can streamline sourcing, improper use can hinder the process. For instance, overly narrow keyword filtering may exclude suitable candidates, while reliance on automated systems can miss the human element of assessing candidates.

9. Limited Talent Pools

Organizations in niche industries or remote locations often face the challenge of limited local talent pools. Attracting candidates from diverse geographic or professional backgrounds requires significant effort and resources.

10. Employer Branding

A weak employer brand can discourage potential candidates from applying. Organizations that fail to communicate their values, culture, and growth opportunities may struggle to attract top talent, especially in competitive sectors.

Addressing These Challenges

• Proactive Talent Pipeline Building:

Engage with potential candidates before roles become available to ensure a ready pool of talent.

• Enhanced Employer Branding:

Showcase the organization’s culture, benefits, and success stories through social media, job portals, and employee testimonials.

• Flexible Job Descriptions:

Focus on essential skills while offering on-the-job training for areas where candidates may lack expertise.

• Leveraging Data and Analytics:

Use data-driven insights to refine sourcing strategies, target passive candidates, and predict hiring trends.

In the present era, where innovation, adaptability, and sustainability define the success of organizations, the human factor—employees’ skills, knowledge, creativity, and commitment—has emerged as a critical form of capital. Human capital is no longer just a support function; it is a central driver of organizational growth and competitiveness.

1. Driver of Innovation and Creativity

The human factor is indispensable in fostering innovation. In a world dominated by technological advancements and rapidly changing markets, creativity and critical thinking from employees lead to groundbreaking products, services, and processes. For instance:

• Idea Generation: Employees generate ideas that drive innovation.
• Problem-Solving: Human ingenuity addresses complex business challenges.
• Adaptability: The ability of employees to adapt ensures that organizations remain relevant amidst change.

2. Building Organizational Resilience

Human capital plays a crucial role in helping organizations navigate uncertainties like economic downturns, pandemics, or technological disruptions. Resilient employees with problem-solving capabilities and emotional intelligence enable organizations to recover and thrive during crises. For example:

• Cross-Functional Expertise: Employees with diverse skills can take on multiple roles.
• Leadership During Change: Effective leaders inspire teams to overcome adversity.

3. Catalyst for Technological Integration

While automation and artificial intelligence (AI) are reshaping industries, the human factor remains critical in:

• Designing Technology: Innovative minds develop and improve AI systems.
• Interpreting Data: Employees use data analytics to make strategic decisions.
• Human-AI Collaboration: Humans enhance AI outcomes with intuition, empathy, and judgment.

4. Enhancing Customer Experience

In the service-driven economy, human capital directly impacts customer satisfaction:

• Personalized Interactions: Employees provide tailored solutions, building customer loyalty.
• Brand Ambassadors: Engaged employees represent the organization’s values and culture, strengthening its reputation.

5. Key to Sustainable Growth

Organizations increasingly recognize that sustainability is tied to their human capital:

• Ethical Practices: Employees ensure organizations operate with integrity.
• Corporate Social Responsibility (CSR): Human involvement drives CSR initiatives, which enhance a company’s societal impact and public image.
• Continuous Improvement: Skilled workers ensure that processes are optimized for efficiency and sustainability.

6. Fostering Organizational Culture

The human factor defines and sustains an organization’s culture:

• Shared Vision: Employees contribute to shaping and maintaining a shared organizational vision.
• Team Dynamics: Collaboration and communication among employees create a positive workplace environment.

Strong organizational culture not only attracts top talent but also boosts morale and productivity.

7. Competitive Advantage

In the knowledge economy, where skills and expertise are highly valued, organizations with superior human capital enjoy a competitive edge:

• Talent Retention: Companies that invest in their workforce attract and retain high-performing individuals.
• Innovation: Skilled employees bring fresh perspectives that keep organizations ahead of competitors.

8. Alignment with Future Workforce Trends

The modern workforce is evolving, and the importance of the human factor aligns with these trends:

• Hybrid Work Models: Employees’ adaptability ensures seamless transitions between in-office and remote work.
• Upskilling and Reskilling: Continuous learning is essential to keep pace with technological advancements.
• Diversity and Inclusion: Emphasizing diverse human capital fosters innovation and creativity.

9. The Role of Leadership

Leaders are an integral part of human capital, inspiring and guiding teams towards shared goals:

• Transformational Leadership: Leaders influence organizational change and innovation.
• Mentorship: Senior employees nurture younger talent, ensuring knowledge transfer and succession planning.

10. Creating Long-Term Value

Human capital investments yield long-term value:

• Increased Productivity: Skilled and motivated employees perform at higher levels.
• Business Growth: Organizations with strong human capital are better positioned for sustainable expansion.
• Shareholder Returns: Companies that prioritize human capital often report higher financial performance.

Management of employees:

Managing employees is the foremost duty of a retail manager. This includes the management of store’s employees working at various levels such as sales staff, store staff, cleaning staff and clerical staff.

Maintaining the sales environment:

It involves implementation of store layout plans, displaying merchandise, replenishment/refilling of stock, visual merchandising task and maintaining the sales record effectively.

Cost minimization:

It involves controlling expenses that are essential to run a store. By way of applying cost effective policies, expenses can be reduced resulting in increased profitability. It is possible by elimination of waste, errors and accidents. This task of minimizing cost becomes necessary when store is running on low price policy, like in case of Wall Mart stores where EDLP (every day low prices) policy is being applied.

Recruitment, Training and Development:

The very first duty of any retail store manager is to handle the job of recruiting the right persons at right jobs. Then train and adjust them according to the store’s policies and working environment. If they need any training, they must be provided in or outside the store. These new entrants are those who make the store either an achievement or can mar the whole business.

Therefore, retail manager should ensure that be it cashier, or sales executive or store keeper, they should be hired after considering their minimum qualification and experience in the concerned field. If after recruiting, training and development, still these employees are not performing well after several warnings, they must be fired from the store.

In addition to these duties, store manager must ensure that all the employees at different level are honestly doing their duties and are not creating any problem for store or other employees.

If any retail manger, employee or group of employees are lacking in some managerial skill/know how, he/they must be provided with proper training, as trained employees work fast and in more effective way. Also it is the working staff that ultimately put policies/store’s objectives into action.

Budgeting and Forecasting:

The store manager is more suitable for predicting the store’s future performance, calculating future expenses and accordingly setting budgets. Explaining the set targets and the funds available to departmental heads and collecting their performance at regular interval comes under implementation of retail strategy.

Implementing Marketing plans:

This involves implementation of marketing policies devised in order to pursue store’s strategic marketing objectives. For example, to allocate space for sales promotion activities, inspecting effectiveness of sales distribution programs etc.

Team Leadership:

The store manager also has the task of motivating his employees and reducing any resistance to change in working methods that may be required when new strategic directions are set. Retail manager ensures that his all employees should work like a team, leaving any personal grudge.

Maintaining Leave and Salary Record:

Another important job of a retail store manager is to have the proper balance and written record of the money comes in the store by way of selling the goods. He is also responsible for keeping the whole record of all the employees with regard to their working hours, no of days worked by each and every employee.

He will take care that each employee is getting the salary according to the number of days and hours served them for the store so that there should not be any partiality with any type of store employee. He will oversee that the provisions related to casual or earned leaves (if any) are applicable to all employees.

The necessity of proper and updated records (both sales and purchase) is that it helps in estimating the money which has come in to the store by way of selling goods or providing services to customers and gone out of the store by way of bills and salary payments to employees.

Holding Inventory:

Inventory control is another important activity performed by a retail manager. To ensure regular availability of inventory in the store, retail manager maintains appropriate level of inventory all the time in the store. Since a store’s earning is through selling of goods, it becomes the duty of a sales manager to have the full record of incoming and outgoing inventory.

So that there should not be any shortage of inventory in the store and side by side there may not excess of a particular good which results in unnecessary blockage of money and also needs storage area. Normally in the small Indian cities, most of the retail managers have practice of keeping the inventory with the nearby godowns to avoid any shortage.

The reason is that these cities are not well connected with rail or road networks. But on the other side, retailers in the metros or developed cities avail of just-in-time deliveries with the help of efficient customer response systems, which reduce the practice of having huge inventories in stock all the times. In addition to maintaining appropriate level of inventory, he should make sure that payment has been made for the supplies/ordered goods.

Extending Customer Services:

The retail sales manager being on the senior position is responsible for providing multiple services to immediate customers and the other members of his retail value chain. These services differ from store to store and location to location. Some of the services familiar to all stores are (a) credit facility, (b) free home delivery, (c) after-sale service, and (d) trade discount to bulk buyers or small traders and information and new offers to its regular and loyal customers.

For instance, the Titan watch company in India set up its service centers in its own retail chain stores of Titan wrist watches with the name of Time Zone. This has not only thinned the importance of local and unorganized service providers but has also increased the confidence of the retail customers in these chain stores considering after sales service an integral part of watch purchase.

Maintaining Store Harmony:

The retail manager is also responsible for maintaining harmony among different levels of store staff. He ensures that the floor staff is cooperative and has corporate spirit of team work. Store harmony not only includes the good relation between different types of employees but also involves relation between store management and its employees, between public and store, between public and store’s employees, store and the government, and also between various stores.

Ensuring Safety of Employees and Inventory:

Since the retail store manager is supposed to be present physically on the store’s premise on daily basis, is the suitable individual to ensure the safety of the store including the safety of employees and inventory. He is the appropriate person to inform the corporate office how his store is doing and where and when the changes are needed to introduce in the store.

Store manager ensures that all the safety provisions with regard to requirement of local authorities like municipal corporation, state and central government are duly met. These safety provisions relate to installation of firefighting systems and provision of emergency exits etc.

In nutshell, a retail store manager is responsible for day-to-day activities of the retail store. He undertakes various activities and performs functions that add value to the offerings they make to their potential customers. The retail store manager also serves the manufacturer by performing the function of distributing the goods to the ultimate consumers. For several goods where brand loyalty is not very strong, the retail store manager’s recommendation could be very vital in buying decisions of the customers.

The Entrepreneur

Understand that as the entrepreneur, you are the center of the universe. Without entrepreneurs, there is no startup and no need for financing. Whether you have one founder or multiple, the entrepreneurs have a key role in securing the financing that cannot be outsourced to someone else. You hold the key to ensuring your own start-up’s success.

As time passes, due to complexities in the business, frictions may arise in your company between co-founders. Having a successful round of financing and structuring terms in advance will help reduce any issues when a founder eventually leaves the business.

The Venture Capitalist

Venture Capitalists (VC) can range in sizes and have a corporate hierarchy. Generally, the most senior person at the firm is referred to as Senior Managing Directors (MD), or General Partners (GP). There may be different titles as firms do vary, but the VC makes the investment decisions and generally sit on the governance boards of the start-ups they invest in. Going down the corporate hierarchy, there are principals/directors who manage the juniors, as well as propose deal decisions. These roles are all more deal-centric and are often referred to as relationship managers.

Key other roles include venture partners or operating partners, who are experienced with start-ups and have a part-time relationship with the firm. These guys generally offer advisory services or sit on the board of active investments as a chairman of the board members.

Associates come next, who do many different things ranging from screening out potential deals, building the corporate models, as well as due diligence. Associates lead the analysts who have generally just started, and graduated from post-secondary education.

The associates and analysts (A&As) run most of the grunt work to a potential deal. The line between the two is generally blurred due to firms preparing analysts to become associates eventually. A&As spend the most time with the capitalization table, due diligence, and the underlying technical aspects of a business.

Treat everybody in the hierarchy with respect, as each member of a team has a specific role to play. Although the Managing Director has the most power, building relationships with the juniors may ensure that your work is done quicker and once they are promoted, they may replace the more senior members later on.

VCs could also come as a syndicate of different VCs. A collection of investors is referred to as a syndicate. Just like in an IPO issuance, where the participants are referred to as the syndicate, in a VC financing round, there is generally a lead investor and a couple of co-leads. The role of the entrepreneur here is to communicate with all investors and have the lead investor of the syndicate agree to speak on behalf of the whole syndicate when investment decisions come around. You should not be negotiating deals multiple times with every member of the syndicate, that should be the job of the lead and co-leads. Also remember that SEC laws are extremely strict, and you must treat all investors the same.

The Angel Investor

Angels can refer to anyone ranging from professional entrepreneurs and investors to your friends and family. Not to say anyone can be your angel investor, because there are very specific SEC rules surrounding accredited investors, and you should ensure all of your angel investors qualifies.

Because of this large range of potential angels, VCs may have trouble working together with them to invest in a deal. Your friends and family may be crucial to supporting your business in the beginning, but once it picked up traction, their financing role could be replaced by a larger VC, who might even argue that your friends and family should be bought out since they have nothing else to offer.

With certain legal terms, such as the pay-to-play provision (existing investors must invest on a pro-rata basis in all subsequent financing rounds or they will lose preferential rights) and drag-along rights (VCs have the right to compel the founders and other shareholders to vote in favor of the sale, merger or liquidation of the company).

Always protect yourself from angels. Remember that you are the center of your own universe. Angels can be replaced and make sure if your friends and family are investing, they understand that they may lose this money and family gatherings should not be treated as investor relations.

Intangible assets are those assets in a company’s balance sheet that have monetary or business value hidden in them but are not present in the physical form. Intangible assets help companies by performing operations in a unique manner thereby giving them a competitive edge. For example, intellectual property like patents, trademarks and copyrights are types of intangible assets. All businesses can gain access to intangibles by creating intangibles or acquiring intangibles from other businesses.

The intangible value of a business can also be hidden in the brand value of a corporation. Different businesses exhibit different Unique Selling Points that can be considered part of the intangible value of a business.

Important

There can be different reasons to value intangibles; some of them are listed below:

• Determining the Asset Value: Since an intangible asset is a non-physical asset, the value at which it has to be disclosed should be determined as accurately as possible.
• Regulatory Purposes: Determining the correct value of the intangible asset for taxation purposes, transfer pricing, taxation for mergers and acquisitions etc.
• Improving Accuracy and Reliability of Financial Communication: Informing stakeholders (Management, Employees, Shareholders, Regulators, etc) appropriately and reliably is of paramount importance in today’s day and age.
• Improving and Diversifying Access to Finance: Recognizing the worth and inherent value of intangible assets would greatly improve the chances of any company to successfully apply for financing.
• Impairment Testing: Impairment testing involves comparing an asset’s carrying amount in the balance sheet with its recoverable amount.
• Gaining competitive edge: An increase in intangibles investment may trigger an increase in total factor productivity, and therefore long-term economic growth.

Marketing-related intangible assets

• Trade marks (eg. McDonald’s logo with gold M symbol, Nike logo)
• Internet domain names (eg. www.google.com, www.yahoo.com)
• Non-competition agreements

Contract-based intangible assets

• Licensing, royalty agreements (eg. Lending a license for use)
• Leasing agreements (eg. Leasing agreement to use an asset)
• Broadcasting rights (eg. Hotstar’s right to broadcast IPL)

Technology based intangible assets

• Patented and unpatented technologies
• Software (eg. Microsoft Office)
• Databases
• Secret formulas, processes (eg. Confidential code of a product)

Methods:

1) Relief from Royalty Method (RRM)

In this method, value is assigned to the intangible asset based on approximate royalty rates that would be saved by owning the asset. Because the asset is owned by the Company, it doesn’t have to pay for the use of the asset. The RRM incorporates elements of both the market (royalty rates for comparable assets) and income (estimates of revenue, growth, tax rates) approaches.

2) With and Without Method (WWM)

The intangible asset’s value is determined by calculating the difference between a discounted cash flow model for the enterprise with the asset and a discounted cash flow model without the asset.

It should be noted that identification of incremental income and incremental risk to business cost of capital excluding the capital is of paramount importance here.

3) Multi-Period Excess Earnings Method (MPEEM)

The cash flows related to a particular intangible asset are discounted to calculate the present value. It is applied when the cash flows associated to a particular intangible asset can be properly determined. Software and customer relationships are examples of assets that can be valued using MPEEM.

4) Real Option Pricing

This method is used to value intangible assets that are not presently generating cash flows but are expected to do so in the future. Undeveloped patent options are one example of an intangible asset that may be valued using this method.

Types

1. Human Capital

Human capital is the umbrella term for the skills, education, experience, and value of an organization’s workforce. It’s the know-how and expertise of individuals within a company, which can bring the company value. An organization’s human capital also shows how effectively management uses resources to help employees achieve their potential.

2. Relational Capital

Relational capital consists of all the valuable relationships that an organization maintains with customers, suppliers, partners, clients, and other external entities. It also encompasses brand names, reputation, and trademarks that a company owns.

3. Structural Capital

Structural capital is the organization, process, and innovation capital that supports an organization’s human and relational capital. It includes culture, processes, databases, intellectual property (IP), non-physical infrastructure, hierarchy, and more. It refers to the knowledge and value that belongs to an organization’s structure and processes.

Most people have worked for a company that has offered some type of training and development for their employees. From in-office classes to specialty workshops to college hours, it all adds up as an investment in your business, as well as your employees. With current economic conditions, some businesses are making the decision to steer away from developing their most important asset, their employees, because they don’t see the need for it any longer, or they are simply trying to cut costs.

Investment in employability

– (Training, internship, higher level exposure, learning environment, multi- skilling & growth opportunities etc. which makes employees more employable.

• Investment in training.

– For future strategies and competitive advantage investment in employees training and development to enhance skills to face rapid technological changes.

• On job training.
• Investment in management development
• Prevention of skills obsolescence
• Reduction in career plateauing. (Stagnation)

Investment practices for improved retention:

• Organizational culture emphasizing interpersonal relationship values.
• Effective selection procedures.
• Compensation and benefits.
• Job enrichment and job satisfaction.
• Practices providing work life balance.
• Organizational direction creating confidence in the future.
• Retention of technical employees.
• Other practices in facilitating retention.

Investment in job secure workforce:

• Employment security/ job guarantee.
• Recognition of the cost of downsizing and lay-offs.
• Avoiding business cycle-based lay-offs.
• Alternatives to lay offs.

– Redeployment.

– Curtailment of sub contracts.

– Reassignment of work to company employees.

– Pay cuts.

– Paid / unpaid leaves.

• Ethical implications of employment practices
• Non traditional investment approaches.

– Investment in disabled employees.

– Investment in employee health.

– Countercyclical hiring .-keeping highly technical / skilled for future use when company will have normal operations– bhatta business.

Attracting Better Employees

Companies that offer good paying jobs with room for advancement will always garner a massive amount of interest in their open positions. But, in the hunt for top talent, anything you can do to establish your company as a great place to work is going to pay dividends. One way is to offer employee training and development. This will enable employees to excel in your business as well as their chosen field. This can be as simple as offering in-office training for better pay, advancement opportunities, or bonuses.

Those businesses out there that offer on the job training and development for their workers see more motivated candidates for their open positions. Knowing that there is room for advancement and room to improve themselves is going to be a big draw for potential employees. Having that opportunity there in front of them also gives them the chance to become more engaged in their position, the company, and generally be a happier person at work.

Benefits of Training and Development

So what types of benefits are you going to see in your business if you start to invest more in your employees? There is a long list of benefits that you will enjoy from this simple action, and here are a few of my favorites:

• Motivation: As I mentioned previously, motivation goes way up when people know that they can move up in a company. They want to perform better and show that they are ready to learn new things to gain better positions in your business.
• New Technologies: Offering training in a new technology that pertains to your field is key in keeping your business current, competitive, and on top of the latest market trends. It will ensure that you and your employees know how to run with the rest of the pack and stay competitive in the business world.
• Lower Turnover: When employees know that their company cares about their career, and is willing to offer training and opportunities to improve themselves and advance, they tend to stick around a bit longer. This means less hiring and firing for you, and more time doing business and making money.
• Lower Risks: Offering specific training in the workplace, such as sexual harassment prevention, can mean less risk for you when hiring new employees, and keeping the old ones. This has the potential to allow your business to run more smoothly, with less hiccups or problems in the long run for you.
• Satisfaction: Along with lower turnover and increased motivation, when employees are trained well they become happier, more confident, and have higher overall satisfaction doing their jobs. If you can enable all of your employees to feel this way, you have just created a great working environment, and your employees are more likely to stay with you, and not be on the lookout for another job.
• Image: Your business image means a lot to you, but, it also matters a great deal to your employees as well. When your employees are trained and feel that they can continue to grow with you, it gives your business a better image in their eyes and everyone else’s. You’ll find that your business will become known as one that cares about its employees and ensures that they are not only happy in their job, but, happy overall in their life as well.

Training Costs

One of the best things about training your employees is that it doesn’t have to cost you much at all. You can offer in-office training on a multitude of topics that relate to the workplace (such as sexual harassment and safety), and those that relate to upgrading skills (such as computer training). No matter what you offer, make sure that it all pertains to your business, your field, or growing your employees.

Offering online training can also be a huge help, and you can even do this extremely cheap by creating your own training website for your employees. There are thousands of great articles on how to create a website for training your employees out there and you can even do it without much web design background at all. By offering everything online, employees can easily do this when they have time or during a set time at work thus improving themselves and their performance.

Reasons:

Support Succession planning.

Providing ongoing employee training and development supports succession planning by increasing the availability of experienced and capable employees to assume senior roles as they become available. Increasing your talent pool reduces the inherent risk of employees perceived as “irreplaceable” leaving the organization. Areas of training that support succession planning include leadership, strategic decision making, effective people management, and role-specific skills.

Increase employee value

Effective training can be used to “up-skill” or “multi-skill” your employees. Up-skilling involves extending an employee’s knowledge of an existing skill, providing more experts within a subject area. Multi-skilling is the process of training employees in new or related work areas to increase their usability within the organization. Employees with diverse skill sets can perform a variety of tasks and transition more easily into other roles within the organization.

Reduce attrition rates

Investing in the development of your employees can reduce attrition rates. Well-planned training can provide career pathways for employees making retention within the organization rather than seeing them seeking next-level opportunities elsewhere. Another positive is a reduction in recruitment costs.

Enhance operational efficiency

Training your employees can increase their efficiency and productivity in completing their daily work tasks. Training can also help your organization achieve greater consistency in process adherence, making it easier to project outcomes and meet organizational goals and targets.

Exceed industry standards

Training your employees in industry-standard best practices could also assist you in building your reputation, giving your competitors a run for their money! Many businesses operate in saturated markets, so often it’s the small things that will set your business apart from the rest.

Employee Training is Worth the Investment

Staff training is essential for specific purposes related to your business. You may require new workers to undertake instruction in first aid, food handling or a new booking system. Incorporating training that develops employees toward long-term career goals can also promote greater job satisfaction. A more satisfied employee is likely to stay longer and be more productive while on your team.

The cost of turnover

A recent survey indicates that 40 per cent of employees who receive poor job training leave their positions within the first year. They cite the lack of skills training and development as the principal reason for moving on.

Consider the cost of turnover. With one fewer worker, your company’s productivity slips. Sales decline. Your current staff members are required to work more hours. Morale may suffer. To find a replacement, you spend time screening and interviewing applicants. Once you hire someone, you need to train that person. The cost of staff turnover adds up. Figures vary, but it can cost as much as $2,500, depending on the position, to replace a frontline employee. That is a hefty price to pay for not training staff.

Other benefits of training

Despite the initial monetary costs, staff training pays back your investment. Here are just some of the reasons to take on development initiatives:

• Training helps your business run better. Trained employees will be better equipped to handle customer inquiries, make a sale or use computer systems.
• Training is a recruiting tool. Today’s young workers want more than a pay cheque. They are geared toward seeking employment that allows them to learn new skills. You are more likely to attract and keep good employees if you can offer development opportunities.
• Training promotes job satisfaction. Nurturing employees to develop more rounded skill sets will help them contribute to the company. The more engaged and involved they are in working for your success, the better your rewards.
• Training is a retention tool, instilling loyalty and commitment from good workers. Staff looking for the next challenge will be more likely to stay if you offer ways for them to learn and grow while at your company. Don’t give them a reason to move on by letting them stagnate once they’ve mastered initial tasks.
• Training adds flexibility and efficiency. You can cross-train employees to be capable in more than one aspect of the business. Teach them to be competent in sales, customer service, administration and operations. This will help keep them interested and will be enormously helpful to you when setting schedules or filling in for absences. Cross-training also fosters team spirit, as employees appreciate the challenges faced by co-workers.
• Training is essential for knowledge transfer. It’s very important to share knowledge among your staff. If only one person has special skills, you’ll have a tough time recouping their knowledge if they suddenly leave the company. Spread knowledge around it’s like diversifying your investments.
• Training gives seasonal workers a reason to return. Let seasonal employees know there are more ways than one to contribute. Instead of hiring someone new, offer them a chance to learn new skills and benefit from their experience.