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Suggest You - Policy & Procedure Manuals - Tools For Greater Productivity and Efficiency
Recruiting the right person for the right role is all about finding the best possible match between an individual and the job.Let me use an example to explain how I recommend you recruit someone, starting with preparing the job description.Let's say you need to hire a salesperson. What do you do now?You could write out a job description based on what you think the salesperson should do. (Or you could find and copy a template job description from your files or from another company's job ad -- I don't recommend this by any means, but it does happen!)But if you're not totally familiar with what your company's salespeople do or should do, you may risk writing out a wish list that turns the right candidates away and attracts the wrong ones. Although you might know the key requirements for the job -- for example, the ability to build rapport -- you might add some nonessential ones too.A better approach is to look at your star salespeople and use them as models. In fact, whether you are looking for a secretary, plumber, accountant, marketer or anyone, the best way to attract the right candidate is to model your top performers.Sit down with them and ask them some questions. Go "on the road" with them and observe how they work.The information you get will be invaluable. It will help you prepare the job description and also flag things to look for when you start interview
As an example of the level of detail needed for the Receiving/Checking/Marking department we have listed below a portion of the table of contents of a Procedure Manual we helped a client develop:
I. Purchase Orders
A. General Discussion
B. Purchase Order Maintenance
C. Use of the Purchase Order in Receiving
D. Filing Partially Complete, Completed and Canceled
Purchase Orders
II. Receiving
A. General Procedures
B. Source Documents & instructions for completion
C. Receiving Merchandise
D. Checking and Marking
E. Supervisor's Responsibilities
III. Refused Shipments
A. General Discussion
B. Source documents & instructions for completion
C. Checking for and Refusing Delivery of Late
Merchandise
D. Retention period for Purchase Order Cancellation and
Change Reports
IV. Returns-To-Vendor and Claims
A. General Discussion
B. Source documents & instructions for completion
C. Processing a Charge Back
D. Shipping return merchandise to the vendor
E. Supervisor's Responsibilities
The Procedure Manual should be developed around the logical divisions of your business, such as receiving and marking, office, store and buying. Then each division will be further divided into specific job responsibilities.
The section on receiving and marking should detail the standard routines for handling purchase orders, receiving, checking and marking merchandise and returning merchandise to vendors.
The office procedures section should explain the routines for such areas as sales audit, accounts payable, accounts receivable, inventory control, payroll and data entry.
The store section would explain the forms and procedures used in handling the differe
How do automotive detailing companies start? What makes them work and how do they grow? How do they choose which services they will offer? This is an interesting case study about a test market of a franchise company in the cleaning business and how they went about setting up Auto Detailing Shops. It maybe of interest to your business study and research; I am familiar with this story because it is one of the companies that I founded.It all started in Reno, NV where we had set up a mobile car wash franchise of the Car Wash Guys for a franchisee there. www.CarWashGuys.com . Because we have significant market share in Reno NV, we wanted to expand into different lines. So we looked at co-branding with Ziebart, yet their corporate culture did not mix with our Entrepreneurial Fiber and the cost of their franchises were quite high. On top of that they had sold so many franchises in the US, there would be a problem later if we decided to roll out our system nationwide or continue buying their units to expand with our current franchisees, still we felt this might be worth pursuing. So instead going thru all the mistakes, which had already been learned we wanted to buy into a proven system and wanted to exhaust this possibility first. They turned us down. So we have decided to take the market, city by city. But first we needed to establish a prototype unit and this is where our Reno Franchisee came into play.
In working with independent retailers throughout the country we have found that the majority do not have written policies and procedures. When questions or problems arise concerning the store's policies or procedures the store owner/manager handles them on an individual basis. The problem with this approach is that it takes too much of management's time and can lead to inconsistency in dealing with company policy and procedures.
Employees respond well to an environment in which company policies are well defined and equitably and consistently enforced. Therefore, having a written Policy Manual and Procedure Manual can make a store a better employer and a stronger profit maker. The Policy Manual will give the employees the information they need concerning company regulations and policies and will support management in enforcing them. A Procedure Manual will give the employees instructions on HOW to do their job. It can be used both as a training manual and an on-going reference manual.
If your store does not have both a Policy Manual and a Procedure Manual, make a commitment to begin this important project immediately. If you do have these manuals, take some time to review them and verify that they are up-to-date and include all the information your employees need to be more productive and efficient.
POLICY MANUAL There is much information concerning the company that employees need to know and management is obligated to tell them. The best method for disseminating this information is by providing it to the employees in the form of a written Policy Manual.
A written store policy manual is also an important management tool. It details for your employees what you expect of them. Personnel problems are avoided because ideas of conduct, job performance and general store policy are spelled out in writing. The excuse "You didn't tell me" can not be used when employee problems arise.
A Policy Manual is needed for companies of all sizes. The manual should be expanded to cover any new situations that arise. A growing company especially needs a continuously updated policy manual to keep its employees fully informed of all the changes occurring in company philosophy as well as policy.
In writing the Policy Manual, keep in mind that it will be used by supervisors to resolve any disputes or initiate disciplinary action, and should, therefore, be written in such a way that it supports them in this endeavor.
A Policy Manual should answer some of the most important questions employees ask. For example, prohibitions against drinking and drug use on the job, performance review, holidays, vacations, benefits, leave of absence, work hours, personal hygiene grooming as well as dress codes and other critical policies that often affect morale. However, don't put anything down as policy if you are not going to enforce it as this just confuses employees and creates dissention. Also, a Policy Manual may be considered legally binding so it would be best to consult with your lawyer regarding local, state and federal statutes before you issue the Policy Manual to employees.
The company Policy Manual is usually divided into sections covering the following areas:
1. Introduction to the Company
2. Orientation
3. Working Conditions
4. Wages
5. Benefits
6. Evaluations
7. Employee's Termination
8. Store Services
The introduction gives a brief history of the store and welcomes the new employee.
The orientation section includes general information on what is expected of the employee, job descriptions, personal appearance and grooming guidelines, and how he is expected to handle the customer.
The section on working conditions includes such things as store hours, employee scheduling, overtime policies, breaks, personal use of the telephone and causes for termination.
The wages section includes a statement or two about the wage and hour laws, payroll record keeping requirements, when employees are paid and how pay is computed.
The employee benefits section covers such items as holidays, vacations, sick leave, jury duty, employee discounts, insurance and pension plans.
The section on employee evaluation details what the evaluation will be based on, shows the printed forms used in the evaluation process and gives a schedule of when evaluations are made.
The section on employee termination tells the amount of advance notice required and outlines the options available regarding the employee's insurance, pension plan and settlement of his charge account.
The last section, store services, gives a general overview of the services provided for customers such as charge accounts, layaways, gift certificates, alterations and delivery.
The Policy Manual is a good vehicle for a company to use to indoctrinate new employees and to keep all employees informed as to any changes in company policy and philosophy. It should tell employees all they NEED to know as well as what the company WANTS them to know. To be used effectively, the company's Policy Manual must be continuously updated, must be enforced at all times and must ALWAYS be supported by top management.
PROCEDURE MANUAL
For a retailer to survive and prosper in today's retail climate, he must be alert to any and every possible way to streamline his operation. The development of a Procedure Manual forces the retailer to take an in-depth look at the total operation and can, therefore, be very enlightening. It can help the retailer to identify:
* Recurring problem areas
* Areas where internal controls are weak or non-existent
* Where work is being duplicated
* Where unnecessary work is being done - so busy work can be eliminated
* How the organization can be improved so all areas of the business work together efficiently and economically toward the common goal of store profitability
A Procedure Manual provides detailed instructions for all the company's standard work routines. The manual should be written in an easy-to-read, detailed, step-by-step manner so all employees will be able to use it for guidance in handling new or unfamiliar transactions or procedures. The benefits of a Procedure Manual are many. For example:
* People know what to do and what is expected of them
* The company is no longer tied to an "indispensable" employee
* Minimizes dislocation and loss of time and energy due to personnel turnover
* Helps new employees quickly learn and achieve a productive status
* Reduces management time spent in training
* Facilitates growth of your business
* Can free the retailer from an in-depth involvement in all the details of daily operations
* Standardizes the way identical tasks are performed by different employees, thereby increasing efficiency and reducing errors
The Procedure Manual must be as detailed as possible so it can be used as a training manual for new employees as well as a resource manual for existing employees. A set of standard procedures should be developed for every activity in the store from alterations to store maintenance. All of these areas of activity can contribute to or detract from your store, either directly or indirectly. Some activities need step-by-step instructions. Examples of these would be activities involving record keeping and merchandise handling. Other activities by their nature will need only general guidelines within which to operate. One of these areas might be housekeeping, with guidelines for carpet care, lighting, window washing and pest extermination.
As an example of the level of detail needed for the Receiving/Checking/Marking department we have listed below a portion of the table of contents of a Procedure Manual we helped a client develop:
I. Purchase Orders
A. General Discussion
B. Purchase Order Maintenance
C. Use of the Purchase Order in Receiving
D. Filing Partially Complete, Completed and Canceled
Purchase Orders
II. Receiving
A. General Procedures
B. Source Documents & instructions for completion
C. Receiving Merchandise
D. Checking and Marking
E. Supervisor's Responsibilities
III. Refused Shipments
A. General Discussion
B. Source documents & instructions for completion
C. Checking for and Refusing Delivery of Late
Merchandise
D. Retention period for Purchase Order Cancellation and
Change Reports
IV. Returns-To-Vendor and Claims
A. General Discussion
B. Source documents & instructions for completion
C. Processing a Charge Back
D. Shipping return merchandise to the vendor
E. Supervisor's Responsibilities
The Procedure Manual should be developed around the logical divisions of your business, such as receiving and marking, office, store and buying. Then each division will be further divided into specific job responsibilities.
The section on receiving and marking should detail the standard routines for handling purchase orders, receiving, checking and marking merchandise and returning merchandise to vendors.
The office procedures section should explain the routines for such areas as sales audit, accounts payable, accounts receivable, inventory control, payroll and data entry.
The store section would explain the forms and procedures used in handling the differen
American manufacturers are turning away lucrative business because they can't attract or retain enough qualified workers. Productivity diminishes when there are not enough skilled employees, and the situation convinces – or forces – many employers to lower their hiring standards while simultaneously canceling profitable contracts.The Jacksonville Business Journal, for example, recently reported that Atlantic Marine Holding Company in Florida has passed up millions of dollars worth of new business due to a lack of productivity based on too few employees. As alarming as that might sound, the incident is not an isolated one. Businesses across the manufacturing sector are experiencing significant shortages and rates of attrition that directly affect the bottom line. In fact, a recent survey by the Manufacturing Institute, the research arm of the Washington D.C. based National Association of Manufacturers, revealed that 90% of manufacturers report a moderate to severe shortage of qualified skilled production employees.5 Proven Ways to Attract and Keep Quality EmployeesTo overcome this challenge, manufacturers need to take a vigorous and proactive approach.Here are 5 ways to attract quality employees and retain those you have already trained:• Use dynamic marketing techniques.Posting a dry job description is no longer enough to attract good candidates. Don't view hiring oppo
A Policy Manual is needed for companies of all sizes. The manual should be expanded to cover any new situations that arise. A growing company especially needs a continuously updated policy manual to keep its employees fully informed of all the changes occurring in company philosophy as well as policy.
In writing the Policy Manual, keep in mind that it will be used by supervisors to resolve any disputes or initiate disciplinary action, and should, therefore, be written in such a way that it supports them in this endeavor.
A Policy Manual should answer some of the most important questions employees ask. For example, prohibitions against drinking and drug use on the job, performance review, holidays, vacations, benefits, leave of absence, work hours, personal hygiene grooming as well as dress codes and other critical policies that often affect morale. However, don't put anything down as policy if you are not going to enforce it as this just confuses employees and creates dissention. Also, a Policy Manual may be considered legally binding so it would be best to consult with your lawyer regarding local, state and federal statutes before you issue the Policy Manual to employees.
The company Policy Manual is usually divided into sections covering the following areas:
1. Introduction to the Company
2. Orientation
3. Working Conditions
4. Wages
5. Benefits
6. Evaluations
7. Employee's Termination
8. Store Services
The introduction gives a brief history of the store and welcomes the new employee.
The orientation section includes general information on what is expected of the employee, job descriptions, personal appearance and grooming guidelines, and how he is expected to handle the customer.
The section on working conditions includes such things as store hours, employee scheduling, overtime policies, breaks, personal use of the telephone and causes for termination.
The wages section includes a statement or two about the wage and hour laws, payroll record keeping requirements, when employees are paid and how pay is computed.
The employee benefits section covers such items as holidays, vacations, sick leave, jury duty, employee discounts, insurance and pension plans.
The section on employee evaluation details what the evaluation will be based on, shows the printed forms used in the evaluation process and gives a schedule of when evaluations are made.
The section on employee termination tells the amount of advance notice required and outlines the options available regarding the employee's insurance, pension plan and settlement of his charge account.
The last section, store services, gives a general overview of the services provided for customers such as charge accounts, layaways, gift certificates, alterations and delivery.
The Policy Manual is a good vehicle for a company to use to indoctrinate new employees and to keep all employees informed as to any changes in company policy and philosophy. It should tell employees all they NEED to know as well as what the company WANTS them to know. To be used effectively, the company's Policy Manual must be continuously updated, must be enforced at all times and must ALWAYS be supported by top management.
PROCEDURE MANUAL
For a retailer to survive and prosper in today's retail climate, he must be alert to any and every possible way to streamline his operation. The development of a Procedure Manual forces the retailer to take an in-depth look at the total operation and can, therefore, be very enlightening. It can help the retailer to identify:
* Recurring problem areas
* Areas where internal controls are weak or non-existent
* Where work is being duplicated
* Where unnecessary work is being done - so busy work can be eliminated
* How the organization can be improved so all areas of the business work together efficiently and economically toward the common goal of store profitability
A Procedure Manual provides detailed instructions for all the company's standard work routines. The manual should be written in an easy-to-read, detailed, step-by-step manner so all employees will be able to use it for guidance in handling new or unfamiliar transactions or procedures. The benefits of a Procedure Manual are many. For example:
* People know what to do and what is expected of them
* The company is no longer tied to an "indispensable" employee
* Minimizes dislocation and loss of time and energy due to personnel turnover
* Helps new employees quickly learn and achieve a productive status
* Reduces management time spent in training
* Facilitates growth of your business
* Can free the retailer from an in-depth involvement in all the details of daily operations
* Standardizes the way identical tasks are performed by different employees, thereby increasing efficiency and reducing errors
The Procedure Manual must be as detailed as possible so it can be used as a training manual for new employees as well as a resource manual for existing employees. A set of standard procedures should be developed for every activity in the store from alterations to store maintenance. All of these areas of activity can contribute to or detract from your store, either directly or indirectly. Some activities need step-by-step instructions. Examples of these would be activities involving record keeping and merchandise handling. Other activities by their nature will need only general guidelines within which to operate. One of these areas might be housekeeping, with guidelines for carpet care, lighting, window washing and pest extermination.
As an example of the level of detail needed for the Receiving/Checking/Marking department we have listed below a portion of the table of contents of a Procedure Manual we helped a client develop:
I. Purchase Orders
A. General Discussion
B. Purchase Order Maintenance
C. Use of the Purchase Order in Receiving
D. Filing Partially Complete, Completed and Canceled
Purchase Orders
II. Receiving
A. General Procedures
B. Source Documents & instructions for completion
C. Receiving Merchandise
D. Checking and Marking
E. Supervisor's Responsibilities
III. Refused Shipments
A. General Discussion
B. Source documents & instructions for completion
C. Checking for and Refusing Delivery of Late
Merchandise
D. Retention period for Purchase Order Cancellation and
Change Reports
IV. Returns-To-Vendor and Claims
A. General Discussion
B. Source documents & instructions for completion
C. Processing a Charge Back
D. Shipping return merchandise to the vendor
E. Supervisor's Responsibilities
The Procedure Manual should be developed around the logical divisions of your business, such as receiving and marking, office, store and buying. Then each division will be further divided into specific job responsibilities.
The section on receiving and marking should detail the standard routines for handling purchase orders, receiving, checking and marking merchandise and returning merchandise to vendors.
The office procedures section should explain the routines for such areas as sales audit, accounts payable, accounts receivable, inventory control, payroll and data entry.
The store section would explain the forms and procedures used in handling the differe
In this installment of medical billing, we're going to look at the software company itself and cover some basic things that they should do when looking for a programmer to create the software that will eventually be sold to the public. Unlike other industries, this will require certain knowledge that most programmers don't have and will need to get in a hurry.As a programmer, if you're a good one, you're going to have a basic knowledge of how to write structured code, how to interact with databases and so on. Any decent programmer worth his salt is going to have these skills. Otherwise, you don't even want to look at the person. So that is the first thing you need to do when hiring a programmer. Make sure they have the basic programming skills. Your department manager should know what they are. Trust his opinion.But you're going to have to go even beyond this knowledge if you're going to find a programmer who is capable of writing code for a medical billing software package. For this, you're going to need to bring your billing manager in on the interview process because unless the programmer manager is familiar with all the aspects of medical billing, he's not going to know what questions to ask the candidate.So what questions DO you ask? Well, for starters, you should ask the programmer if he has any prior experience working for a medical billing company or a similar company in t
The section on working conditions includes such things as store hours, employee scheduling, overtime policies, breaks, personal use of the telephone and causes for termination.
The wages section includes a statement or two about the wage and hour laws, payroll record keeping requirements, when employees are paid and how pay is computed.
The employee benefits section covers such items as holidays, vacations, sick leave, jury duty, employee discounts, insurance and pension plans.
The section on employee evaluation details what the evaluation will be based on, shows the printed forms used in the evaluation process and gives a schedule of when evaluations are made.
The section on employee termination tells the amount of advance notice required and outlines the options available regarding the employee's insurance, pension plan and settlement of his charge account.
The last section, store services, gives a general overview of the services provided for customers such as charge accounts, layaways, gift certificates, alterations and delivery.
The Policy Manual is a good vehicle for a company to use to indoctrinate new employees and to keep all employees informed as to any changes in company policy and philosophy. It should tell employees all they NEED to know as well as what the company WANTS them to know. To be used effectively, the company's Policy Manual must be continuously updated, must be enforced at all times and must ALWAYS be supported by top management.
PROCEDURE MANUAL
For a retailer to survive and prosper in today's retail climate, he must be alert to any and every possible way to streamline his operation. The development of a Procedure Manual forces the retailer to take an in-depth look at the total operation and can, therefore, be very enlightening. It can help the retailer to identify:
* Recurring problem areas
* Areas where internal controls are weak or non-existent
* Where work is being duplicated
* Where unnecessary work is being done - so busy work can be eliminated
* How the organization can be improved so all areas of the business work together efficiently and economically toward the common goal of store profitability
A Procedure Manual provides detailed instructions for all the company's standard work routines. The manual should be written in an easy-to-read, detailed, step-by-step manner so all employees will be able to use it for guidance in handling new or unfamiliar transactions or procedures. The benefits of a Procedure Manual are many. For example:
* People know what to do and what is expected of them
* The company is no longer tied to an "indispensable" employee
* Minimizes dislocation and loss of time and energy due to personnel turnover
* Helps new employees quickly learn and achieve a productive status
* Reduces management time spent in training
* Facilitates growth of your business
* Can free the retailer from an in-depth involvement in all the details of daily operations
* Standardizes the way identical tasks are performed by different employees, thereby increasing efficiency and reducing errors
The Procedure Manual must be as detailed as possible so it can be used as a training manual for new employees as well as a resource manual for existing employees. A set of standard procedures should be developed for every activity in the store from alterations to store maintenance. All of these areas of activity can contribute to or detract from your store, either directly or indirectly. Some activities need step-by-step instructions. Examples of these would be activities involving record keeping and merchandise handling. Other activities by their nature will need only general guidelines within which to operate. One of these areas might be housekeeping, with guidelines for carpet care, lighting, window washing and pest extermination.
As an example of the level of detail needed for the Receiving/Checking/Marking department we have listed below a portion of the table of contents of a Procedure Manual we helped a client develop:
I. Purchase Orders
A. General Discussion
B. Purchase Order Maintenance
C. Use of the Purchase Order in Receiving
D. Filing Partially Complete, Completed and Canceled
Purchase Orders
II. Receiving
A. General Procedures
B. Source Documents & instructions for completion
C. Receiving Merchandise
D. Checking and Marking
E. Supervisor's Responsibilities
III. Refused Shipments
A. General Discussion
B. Source documents & instructions for completion
C. Checking for and Refusing Delivery of Late
Merchandise
D. Retention period for Purchase Order Cancellation and
Change Reports
IV. Returns-To-Vendor and Claims
A. General Discussion
B. Source documents & instructions for completion
C. Processing a Charge Back
D. Shipping return merchandise to the vendor
E. Supervisor's Responsibilities
The Procedure Manual should be developed around the logical divisions of your business, such as receiving and marking, office, store and buying. Then each division will be further divided into specific job responsibilities.
The section on receiving and marking should detail the standard routines for handling purchase orders, receiving, checking and marking merchandise and returning merchandise to vendors.
The office procedures section should explain the routines for such areas as sales audit, accounts payable, accounts receivable, inventory control, payroll and data entry.
The store section would explain the forms and procedures used in handling the differe
How to Give Good Sonic Personality©We live in an age of metrics. Traditional and new media advertising agencies often substitute metrics for understanding. Mathematical models create the appearance of scientific analysis, when in fact they are often manipulated to support a preselected agenda. We all know data can be massaged to conform to almost any conclusion. Besides, most small owner-managed companies can't afford the expense of these agency-driven number crunching solutions. The real question is, do these metrics actually help us connect to our customers, who just happen to be people?Emotions Win Over RationalityAfter all, we are dealing with people, and people react to information on both a rational and an emotional level. If everyone bought goods and services based on a strictly rational basis, we would all be driving Smart Cars and wearing Old Navy jeans. People make decisions based on a perception of reality, rather than a rational analysis. Without getting too metaphysical, in business there is no reality, only perception. We believe what we think is true, or what is presented to us as true. Information is colored by who and how, the message is delivered.Trying to Make 'Senses' Out of LifeWe experience our lives through our senses. We see, hear, touch, and smell. It is through these senses that we create what passes for reality, and
* Where work is being duplicated
* Where unnecessary work is being done - so busy work can be eliminated
* How the organization can be improved so all areas of the business work together efficiently and economically toward the common goal of store profitability
A Procedure Manual provides detailed instructions for all the company's standard work routines. The manual should be written in an easy-to-read, detailed, step-by-step manner so all employees will be able to use it for guidance in handling new or unfamiliar transactions or procedures. The benefits of a Procedure Manual are many. For example:
* People know what to do and what is expected of them
* The company is no longer tied to an "indispensable" employee
* Minimizes dislocation and loss of time and energy due to personnel turnover
* Helps new employees quickly learn and achieve a productive status
* Reduces management time spent in training
* Facilitates growth of your business
* Can free the retailer from an in-depth involvement in all the details of daily operations
* Standardizes the way identical tasks are performed by different employees, thereby increasing efficiency and reducing errors
The Procedure Manual must be as detailed as possible so it can be used as a training manual for new employees as well as a resource manual for existing employees. A set of standard procedures should be developed for every activity in the store from alterations to store maintenance. All of these areas of activity can contribute to or detract from your store, either directly or indirectly. Some activities need step-by-step instructions. Examples of these would be activities involving record keeping and merchandise handling. Other activities by their nature will need only general guidelines within which to operate. One of these areas might be housekeeping, with guidelines for carpet care, lighting, window washing and pest extermination.
As an example of the level of detail needed for the Receiving/Checking/Marking department we have listed below a portion of the table of contents of a Procedure Manual we helped a client develop:
I. Purchase Orders
A. General Discussion
B. Purchase Order Maintenance
C. Use of the Purchase Order in Receiving
D. Filing Partially Complete, Completed and Canceled
Purchase Orders
II. Receiving
A. General Procedures
B. Source Documents & instructions for completion
C. Receiving Merchandise
D. Checking and Marking
E. Supervisor's Responsibilities
III. Refused Shipments
A. General Discussion
B. Source documents & instructions for completion
C. Checking for and Refusing Delivery of Late
Merchandise
D. Retention period for Purchase Order Cancellation and
Change Reports
IV. Returns-To-Vendor and Claims
A. General Discussion
B. Source documents & instructions for completion
C. Processing a Charge Back
D. Shipping return merchandise to the vendor
E. Supervisor's Responsibilities
The Procedure Manual should be developed around the logical divisions of your business, such as receiving and marking, office, store and buying. Then each division will be further divided into specific job responsibilities.
The section on receiving and marking should detail the standard routines for handling purchase orders, receiving, checking and marking merchandise and returning merchandise to vendors.
The office procedures section should explain the routines for such areas as sales audit, accounts payable, accounts receivable, inventory control, payroll and data entry.
The store section would explain the forms and procedures used in handling the differe
Desire is the driving force behind most online business successes. Desire is the key ingredient which drives most online business owners to succeed. Without desire you are doomed to fail. Desire questions how bad you really want something. Desire keeps you working on your online home based business at 4 in the morning. When you want something so badly that you are willing to do anything to get it, you are sure to succeed. Desire will help you overcome the rough times and keep you going when you are about to quit. Once you have a burning desire you are sure to succeed at creating a successful online home based business.Ok, so the question now would be, "how do you get desire?". Desire is not something you can just develop overnight. You must find something in life that drives you to succeed. It could be a significant other, a family member, a child or a material object. You must know what you want in life and why you want it. If you are starting an online home based business without knowing what you want, you are doomed to fail. It is not enough just to say I want to make money. You need to be specific. Without having any goals your online home based business is sure to fail.Once you have decided what it is that drives you to succeed, you have won half the battle. Make sure the person or thing that drives you to succeed is a powerful factor in your life. If it is not a powerful factor in your lif
As an example of the level of detail needed for the Receiving/Checking/Marking department we have listed below a portion of the table of contents of a Procedure Manual we helped a client develop:
I. Purchase Orders
A. General Discussion
B. Purchase Order Maintenance
C. Use of the Purchase Order in Receiving
D. Filing Partially Complete, Completed and Canceled
Purchase Orders
II. Receiving
A. General Procedures
B. Source Documents & instructions for completion
C. Receiving Merchandise
D. Checking and Marking
E. Supervisor's Responsibilities
III. Refused Shipments
A. General Discussion
B. Source documents & instructions for completion
C. Checking for and Refusing Delivery of Late
Merchandise
D. Retention period for Purchase Order Cancellation and
Change Reports
IV. Returns-To-Vendor and Claims
A. General Discussion
B. Source documents & instructions for completion
C. Processing a Charge Back
D. Shipping return merchandise to the vendor
E. Supervisor's Responsibilities
The Procedure Manual should be developed around the logical divisions of your business, such as receiving and marking, office, store and buying. Then each division will be further divided into specific job responsibilities.
The section on receiving and marking should detail the standard routines for handling purchase orders, receiving, checking and marking merchandise and returning merchandise to vendors.
The office procedures section should explain the routines for such areas as sales audit, accounts payable, accounts receivable, inventory control, payroll and data entry.
The store section would explain the forms and procedures used in handling the different types of sales such as cash, layaway, gift certificates or charge. It should also detail how to handle returns of merchandise, due bills, interstore transfers, the receipt of new merchandise on the sales floor, price changes, how to take a physical inventory count, and opening and closing procedures.
The buyers section would cover the items for which the buyer is responsible, namely purchase orders and price changes.
A well planned and maintained procedure manual will greatly facilitate the growth of your business. It is your foundation on which to build. New stores can adopt the tried and proven procedures used by the original store and begin operating smoothly and efficiently from the very beginning.
IN CONCLUSION, it is the retailer's responsibility to provide employees the tools they need to do their job in an efficient and productive manner; a Policy Manual letting them know what the company expects of them and what they can expect of the company and a Procedure Manual giving them instructions on how to do their work correctly.
Once the Policy Manual and Procedure Manual have been written and are in place, they will free up the owner/manager's time so they can more effectively use their time to help the company become more profitable.
Most retailers or their staff, not being authors or as attentive to details as necessary, or even lacking the time, will find it helpful or necessary to get professional help from a consultant knowledgeable about retail industry practices. It would be a wise investment, to be returned many times over.
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