1. People Plan - Editor: David Moont

Most business owners and executives agree that their people are what differentiate them from their competition. They will also agree that their people are the source of most of their headaches. Executives often quote “People are our biggest asset”

Remember that Structure follows Strategy. Strategy means how to win in business against the competition. Once you determine how you will do that you can then, and opnly then determine the people you will need to implement that strategy. People are different, in their strengths and weaknesses as much as in their personalities, behaviours, cultures and shapes. Dtermining your strategy will identify the people you need and the order in which you recruit them. You will also need different people at different stages of the business eg: some leaders are good starters and entrepreneurs, others are good at maintaining business and others are good at turning a business around.

The following sections will help provide a foundation for building and maintaining the people side of your business and ensuring that your “People are your Biggest Assett”. Without a good people plan you may find that “Your people are a Pain in the Assett!”

A people plan will incorporate the following items. Once you have answers to all the questions you will have a workable people plan.

Once this plan is completed you will have a detailed methodology for the people side of your business. These activities will all need to be completed and then implemented most likely in the order above, with some being required first such as your recruitment and human resources systems. Some of these will be legal requirements. The following are representative of the information you will have as a foundation for a successful business.

  • An organisation chart
  • A job specification with details of key performance indicators (KPIs)
  • A policy and procedure manual. This must outline altitudes to socially unacceptable behaviour such as drugs, harassment, performance bonuses, flexibility to work hours, sick leave, holidays, car allowances, and conflict resolution procedures.
  • In-house training and external tertiary level ‘reading’ and encouragement to undertake these studies.
  • A report on staff turnover and the reasons why.

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