By completing the assessment above, you and their manager may come to the conclusion that little can be done to help a person in this quadrant, and you may start making alternative plans.

• Quadrants 2 and 3

Employees in Quadrants 2 and 3 are those where we have a decision to make -- they either perform well but don't align with the rest of the organization (Quadrant 2), or they fit in very well, but aren't producing the results (Quadrant 3).

• Quadrant
  Internet Branding
  When talking about Internet branding, positioning is the key. Positioning is the act of fixing the exact locus of the product offer in the chosen market; it decides how and around what distinctive feature the product offer has to be couched and communicated to the consumers. While positioning its product, a firm analyzes the competitor’s positions, searches its own competitive advantages and then identifies the best possible position for the product.Product differentiation has a close link with product positioning. Product differentiation is in a way the prelude to product positioning. They
  If you and your managers are doing your job right, you will be having regular 'one-on-one's with your key performers, part of which will cover their general job satisfaction and overall 'engagement' with the organization.

  Sometimes however, general busy-ness, or simply a lack of understanding of how to have such a conversation, means that managers fail to have such discussions, leading to the type of unpleasant surprise that no-one likes to get.

  Sidebar: It's often the very lack of such conversations between a manager and employee that builds (or at least stokes) the very frustration that ultimately causes the key performer to leave -- a real case of a 'double whammy'.

  Here's How To Stop The Surprises

  Use this simple Employee Retention Risk Analysis ("ERRA") process to help prompt your managers to regularly assess the 'retention risk' of key performers, and report back to you regularly - I suggest you get them to complete this at least quarterly.

  An important secondary benefit of completing this exercise is that it gives a structured environment for your managers to actually have this conversation with you -- you'd be surprised the number of senior executives who believe their 'open-door' policy means that managers will come in and talk about matters such as retention risk of key employees.

  The reality is that often they do not -- again, either through busy-ness, or just not knowing how to breach the topic in the first instance.

  Adopt this form and process -- make it your own -- and proactively prevent the loss of key performers in your organization, department, division or team.

  Step 1: Rank Your Key Employees

  The first step in the Retention Risk Analysis is pretty simple -- the manager ranks the individual according to two criteria -- their ability to get results, and their overall integration -- sense of 'fit' -- in the organization as a whole.

  (Note that we're not asking for granular data here -- just an overall sense of where the employee fits overall.)

  The easiest way to do this is to draw a simple '2 x 2' diagram, with the vertical axis representing the employee's results (low at the bottom, high at the top), and the horizontal axis representing their overall integration into the organization - low integration at the left, high integration to the right.

  • Quadrant 1

  Employees in Quadrant 1 (low results / low integration) are clearly in need of some form of intervention if they are to become productive team members.

  By completing the assessment above, you and their manager may come to the conclusion that little can be done to help a person in this quadrant, and you may start making alternative plans.

  • Quadrants 2 and 3

  Employees in Quadrants 2 and 3 are those where we have a decision to make -- they either perform well but don't align with the rest of the organization (Quadrant 2), or they fit in very well, but aren't producing the results (Quadrant 3).

  • Quadrant 4
    3 Powerful Tactics That Motivate Customers To Buy
    Wooing customers is a little bit like dating. No, you can't present the engagement ring on your first date! There's a two-way relationship that grows one step at a time before it leads to the church doors. You can't rush it... you can't skip it... if you're looking for the satisfaction of a life-long commitment.Getting to know your date, or getting to know your customer takes a little time and effort. The personality, likes and dislikes of each date are different, but customers share some commonalities that you, the marketer, can grab onto. Give them what they want, and they'll become the l
    ses the key performer to leave -- a real case of a 'double whammy'.

    Here's How To Stop The Surprises

    Use this simple Employee Retention Risk Analysis ("ERRA") process to help prompt your managers to regularly assess the 'retention risk' of key performers, and report back to you regularly - I suggest you get them to complete this at least quarterly.

    An important secondary benefit of completing this exercise is that it gives a structured environment for your managers to actually have this conversation with you -- you'd be surprised the number of senior executives who believe their 'open-door' policy means that managers will come in and talk about matters such as retention risk of key employees.

    The reality is that often they do not -- again, either through busy-ness, or just not knowing how to breach the topic in the first instance.

    Adopt this form and process -- make it your own -- and proactively prevent the loss of key performers in your organization, department, division or team.

    Step 1: Rank Your Key Employees

    The first step in the Retention Risk Analysis is pretty simple -- the manager ranks the individual according to two criteria -- their ability to get results, and their overall integration -- sense of 'fit' -- in the organization as a whole.

    (Note that we're not asking for granular data here -- just an overall sense of where the employee fits overall.)

    The easiest way to do this is to draw a simple '2 x 2' diagram, with the vertical axis representing the employee's results (low at the bottom, high at the top), and the horizontal axis representing their overall integration into the organization - low integration at the left, high integration to the right.

    • Quadrant 1

    Employees in Quadrant 1 (low results / low integration) are clearly in need of some form of intervention if they are to become productive team members.

    By completing the assessment above, you and their manager may come to the conclusion that little can be done to help a person in this quadrant, and you may start making alternative plans.

    • Quadrants 2 and 3

    Employees in Quadrants 2 and 3 are those where we have a decision to make -- they either perform well but don't align with the rest of the organization (Quadrant 2), or they fit in very well, but aren't producing the results (Quadrant 3).

    • Quadrant
      History Of The Lighting Tower
      Who invented the first portable lighting tower?This depends largely on your definition of a lighting tower. A broad definition could include something as simple as a candle or primitive torch placed on a tall mast to cast light over a large area, such a device has probably been in use since the Stone Age.In more recent history it’s un-clear as to when the modern lighting tower was invented. Researching patent applications indicates that machines not dissimilar to today’s lighting towers were being designed in the 1930s.A patent from 1932 shows what might be
      ho believe their 'open-door' policy means that managers will come in and talk about matters such as retention risk of key employees.

      The reality is that often they do not -- again, either through busy-ness, or just not knowing how to breach the topic in the first instance.

      Adopt this form and process -- make it your own -- and proactively prevent the loss of key performers in your organization, department, division or team.

      Step 1: Rank Your Key Employees

      The first step in the Retention Risk Analysis is pretty simple -- the manager ranks the individual according to two criteria -- their ability to get results, and their overall integration -- sense of 'fit' -- in the organization as a whole.

      (Note that we're not asking for granular data here -- just an overall sense of where the employee fits overall.)

      The easiest way to do this is to draw a simple '2 x 2' diagram, with the vertical axis representing the employee's results (low at the bottom, high at the top), and the horizontal axis representing their overall integration into the organization - low integration at the left, high integration to the right.

      • Quadrant 1

      Employees in Quadrant 1 (low results / low integration) are clearly in need of some form of intervention if they are to become productive team members.

      By completing the assessment above, you and their manager may come to the conclusion that little can be done to help a person in this quadrant, and you may start making alternative plans.

      • Quadrants 2 and 3

      Employees in Quadrants 2 and 3 are those where we have a decision to make -- they either perform well but don't align with the rest of the organization (Quadrant 2), or they fit in very well, but aren't producing the results (Quadrant 3).

      • Quadrant
        Tax Traps To Avoid When Incorporating a Business
        As a general rule, you can incorporate your business with no tax cost as long as you contribute all of your business’s assets and liabilities to a corporation you control.A sole proprietor who incorporates his or her business, therefore, should be able to incorporate tax-free. So should a partnership. And a limited liability company that makes an election to be treated as a C corporation or as an S corporation should also be able to make these “incorporation” elections tax-free.But all rules, including general rules, can be broken. And when it comes to incorporating your business, th
        ity to get results, and their overall integration -- sense of 'fit' -- in the organization as a whole.

        (Note that we're not asking for granular data here -- just an overall sense of where the employee fits overall.)

        The easiest way to do this is to draw a simple '2 x 2' diagram, with the vertical axis representing the employee's results (low at the bottom, high at the top), and the horizontal axis representing their overall integration into the organization - low integration at the left, high integration to the right.

        • Quadrant 1

        Employees in Quadrant 1 (low results / low integration) are clearly in need of some form of intervention if they are to become productive team members.

        By completing the assessment above, you and their manager may come to the conclusion that little can be done to help a person in this quadrant, and you may start making alternative plans.

        • Quadrants 2 and 3

        Employees in Quadrants 2 and 3 are those where we have a decision to make -- they either perform well but don't align with the rest of the organization (Quadrant 2), or they fit in very well, but aren't producing the results (Quadrant 3).

        • Quadrant
          Understanding the Taxes Imposed on Your Telecom Bills
          Taxes and tax-like charges can add as much as 25%, and more, to local telephone charges in some jurisdictions. This is an area to which no rules are universally applicable, so all generalities have exceptions. That being said, there are three "rules-of-thumb" which can be useful in understanding the taxes placed on your bills.1. Generally, the four types of taxes include service fees and charges; franchise tax or surcharges; sales use or special taxes; and federal excise tax.2.Taxes are not uniformly imposed on all services.3.Some categories of users are exempt from some taxes
          are clearly in need of some form of intervention if they are to become productive team members.

          By completing the assessment above, you and their manager may come to the conclusion that little can be done to help a person in this quadrant, and you may start making alternative plans.

          • Quadrants 2 and 3

          Employees in Quadrants 2 and 3 are those where we have a decision to make -- they either perform well but don't align with the rest of the organization (Quadrant 2), or they fit in very well, but aren't producing the results (Quadrant 3).

          • Quadrant 4

          'Quadrant 4' employees are our stars -- high performers who also align very well with our culture and goals. This is the area where we need to be most sensitive to retention risk.

          It's important that you and the employee's manager take a realistic view of the retention risk of star performers and assess the steps necessary to ensure their retention.

          You might even want to involve the employee themselves in the completion of this part of the ERRA form -- nothing says you care more than consultation about their future with the organization.

          Step 2: Estimate The Retention Risk

          Finally, have the managers complete a quarterly risk assessment, estimating the risk of losing key employees on a 1-10 scale (or any other scale you're comfortable with).

          Next, map the 'high-retention-risk' employees to the quadrants on your '2 X 2'. Are any of the high-retention-risk employees also in Quadrant 4 ('Stars')? If so, it's time to develop a specific retention rescue plan, customized to exactly that employee.

          What about Quadrants 2 and 3? Any high-retention-risk employees there? If so, can we use tools such as mentoring or coaching to improve their performance, or their integration, as appropriate?

          Conclusion: Use the ERRA Process To Avoid Unplanned Loss of Key Employees

          Sure, it's subjective, but guess what -- you and your manager's 'feel' for the retention risk of individuals will greatly improve just by doing this exercise, and you'll have much richer discussions about each employee as a result.