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There really is no need for dead man's shoes
Written by John Berry on 14th November 2017. Revised 16th November 2020.
6 min read
There’s a very basic problem in SMEs concerning staff succession and promotion. It’s that there’s apparently nowhere to go – everyone is in a job and no one is about to move over to allow ‘promotion’ of those below. It’s ‘dead man’s shoes’. But it doesn't have to be so. Here's why not.
A calling or just a job: finding staff with more than an interest
Written by John Berry on 11th October 2017. Revised 16th November 2020.
6 min read
We’ve all heard the phrase “Called to the ministry” describing how someone became a priest or vicar. But it extends further. Many say that they knew from a young age just what job they wanted to do. Once in work, many people comment that they feel so motivated by the job they do that they’d do it even if they weren’t paid. Calling extends to many careers. So how does a calling come about and how do hiring managers attract those with a calling?
Develop or dismiss: balancing costs and benefits
Written by John Berry on 6th October 2017. Revised 16th November 2020.
5 min read
Whilst the argument in favour of developing staff is strong, it’s not universally accepted. As this article shows, the argument rests on the various costs and benefits and ultimately on the ability of staff to ‘make the grade’. Both sides of the argument must be considered. To understand what’s needed in your own firm, you need to be able to determine market need for skills and knowledge in each job and jobholder and from the need, determine the capability you’ll put in place. Then plan and execute.
Objectives and Appraisal: two links in the continuum of strategy
Written by John Berry on 3rd May 2017. Revised 16th November 2020.
12 min read
Intuitively we know that it’s worthwhile telling our staff how we think they are getting on. Intuitively too, we believe that we should all be tasked through objectives so that we strive for excellence. We know too that appraisal and objectives are linked – without the former, the latter would not be achieved. But what’s that link and how does it affect the staff and managers in an SME as they go about their business day to day? How do they both link to the firm’s strategy?
Staff career development: what approach for managers?
Written by John Berry on 22nd September 2017. Revised 16th November 2020.
6 min read
The nature of work and careers have changed. Despite myth, the average employee tenure is still over eight years. And in that time staff must grow. When it comes to employee career development, you, as manager, have a clear decision to make and that decision depends on the relationship your firm has with the worker. You'd best take a contingency approach: develop your knowledge workers, give opportunity to your foot-soldiers, make alliances with your specialists and hire your contractors when needed.
Teams are overrated
Written by John Berry on 10th July 2018. Revised 16th November 2020.
8 min read
Many managers talk synonymously about groups and teams. There’s a huge difference in the manager and member energy needed to build and sustain each and so definitions are essential. In reality, few firms need teams. But every manager needs groups. Here, we discuss the benefits of each.
