Walking the Talk and Other Business Resolutions for 2010

Have a hiring strategy.
Be sure your managers know the company’s short-and-long-term goals so they can hire accordingly. Whether you have ambitious plans for growth or just want to stay the course, each department should have a hiring plan that supports the company’s objectives.

Recruit all year long.
Most companies don’t recruit until there is a specific job opening. More typically, they stretch the limits of their existing staff to the breaking point until increased revenues justify an addition. But think back to the last time you had to fill a key position and the amount of time it took to find the best candidate. Even with a higher unemployment rate, finding the right candidate takes time.

Commit to training.
Just as your hiring strategy should mirror the company plan, so should training. Often, you can prevent adding a staff position by enhancing the skills of an existing employee. Monitor changes in your industry to determine whether your staff is keeping up with the technology.

Stay competitive.
Keep salaries current with industry standards so employees don’t seek other jobs just to make more money. Consider changes in your benefits package that will address the needs of your staff and their families more fully now and into the future. Accordingly, look into a retirement plan if none currently exists for your company.

Trim the fat.
Look at last year’s overhead and determine where cuts can be made, then get the whole company on board to support the effort. For example, if ordering office supplies is centralized through one person, duplication can be avoided and you can save on bulk purchases. Set limits and procedures for expense reports so they don’t get out of hand. Give each department a budget and make the manager responsible for its implementation, so each department head feels accountable for keeping expenses on track.

Face reality.
Are you in denial about things that are bringing the company down? Do you have poor performers who need to improve or move on? Are employee disputes getting out of hand without resolution? Does your company continue to offer unprofitable products or services just because no one ever questioned their viability? Do you maintain relationships with customers who aren’t profitable because you’re too afraid to drop them? Just as you would resolve to do away with bad habits in your personal life, you should resolve to eliminate things that are damaging your business’s performance.

Motivate your staff.
Don’t get so focused on your business goals that you lose sight of the people helping you get there. It’s amazing how much a little positive feedback can do toward motivating someone. You don’t need a formalized employee-of-the-month program to recognize your staff. Start by acknowledging good work in staff meetings, or sending personal notes to employees thanking them for a job well done. Encourage your managers to do the same. Employees often hear when their work is not up to par, so let them know you appreciate it when they’ve hit a home run.

Set a good example.
The company owner sets the tone for the workplace. Have you created an atmosphere and company culture that will enable the business to succeed, or are office politics and unhealthy competition the norm? This is an ideal time to reinvent yourself and, as a result, your company