To Hire Relatives, Or Not?

Be fair, attentive, and customers
will return.

"I'm considering hiring a relative,
because he/she is reliable, trust-
worthy." You explained.

The process of hiring involves an
employee offering his/her services
for payment. It becomes a job,
career, for the employee.

A relative can be honest, reliable,
but when it comes to employment,
often, the relationship takes on
a different meaning.

He/she is, now, in your employ
with certain responsibilities.
Your relative can't come up to
you and say, fire Employee B.
He/she has shifty eyes. Or,
let's go with a certain product,
because I like it.

Unless, his/her job description
entitles an opinion, relatives
have no right to say anything.

Most relatives will, by habit,
express themselves.

Manage relatives, from day one,
by explaining what their role
is, and what it entails.

If Uncle Joe, for example,
stock shelves, he has no
business at the cash register.

Aunt Susan does the accounting,
she shouldn't take funds to
the bank, too.

Relatives can make excellent
employees as long as they know
their job limitations, and
respect boundaries.

As with anything else, it is
a matter of how you handle
the situation, that determines
whether or not relatives will
be assets.

Finally, relatives can make the
best employees. Why? They have
known you, your dreams, and would
like to share it with you. However,
manage relatives by letting them
know, from day one, what their duties
are.

Cash Register Woes

Be fair, attentive, and customers
will return.

You run a small store, and at the
end of the day money received, from
sales, has to be counted. Since your
operation is small, the job belongs
to you.

You received requests from
volunteers, but for now, you
prefer to count, and deposit all
funds.

"I'm short." You stood up.

The receipts and money do not
add up. Apparently, money is
missing.

You know only three people had
access to the cash register.
They were two cousins and an
aunt. They have been with
you from the beginning.

"Which one could have done
it?" You question yourself.

You had always been fair and
generous with them. Why help
themselves to the cash register?

You have cash register woes.
You will need to address it with
each of them.

Could there had been an item
incorrectly added? Did a
sale account for it, and someone
tapped in the wrong amount?

In the end, you'll have to
discuss it with those who were
using the cash register.

In the future, assign specific
people to handle ringing up
products. If more than one
person is assigned, they should
have time logs. The logs show
who was on a cash register at
a specific time. If on break,
lunch, employees are required
to log off the cash register.

It eliminates cash register
woes. Or, the temptation,
for some, to help themselves
to funds.

Be Aware Of Fraud

Be fair, attentive, and customers
will return.

Advances in technology brings new
concerns about fraud.

Fraud is deceit, trickery, committed
for profit. Or, to get the upper
hand. Most times, it's a surprise
to see where it comes from.

"People underestimate how broad
the issue can be and what an
important issue it is," said Molly
Brogen of the National Small
Business Association."

"Fraud is hard to stop?" You said.

Fight fraud by keeping a close eye
on bank accounts. It is safer to
have more than one individual with
access to them. A checks and
balances system should be in place.
It is where you have a second, or
even, third person sign before any
funds leave the account.

An idea to curtail fraud is to have
the bank call you, directly, if any
unusual activity occurs on the
accounts(s).

Review the account(s) on a daily
basis.

To be on the other side of fraud,
those, in your organization, who
pay bills do not adjust books.

Accept credit cards? Your rule
in regard to them, a zip code
and pin are required.

Take precautions, and don't
allow yourself, your business,
to become a victim of fraud.

How to Increase Profits

The new year will be here, soon. Now,
right now, take some time and re-evaluate
your business plans. Don't let January,
1, 2008, catch you with used, out-of-date,
business goals.

Determine how well, 2007, goals were.
Set, re-adjust, endeavors to achieve
greater success.

When you have a plan, know how to
proceed, stress levels relax, too.

Or, you're not as stressful. You will
be happier in the new year, less tensed.

Strategic planning is taking an honest
look at your business operation. Don't
leave a component unturned. Yes, ask
hard hitting questions. Should I
diversify? Can I, realistically, be
more profitable next year? How can the
business be improved? Would Employee A
function better in another area? Or,
it would be best to drop Employee A?

In my opinion, if you're doing an
over-haul, take a look at all aspects of
the business. This includes employees,
vendors, suppliers, and, even, customers.

All factors in a business must work
toward the goal(s).

Employees working with you, or against
you? If service is to be provided in
a particular way, but Employee A is
taking the short cut then he/she
undermined you, your successful plan.
He/she was, clearly, insubordinate.

The continued behavior of Employee A
will spill-over into other areas.
Helping himself/herself to company
funds. The bad example will pick-
up followers. Before you know it,
your organization will be under
Employee A's policy.

"What should I do?" You asked.

Relieve Employee A of his/her
position before things get out-
of-hand.

Are you getting a fair price quote
from suppliers or vendors? If not,
find new ones. Or, check other
suppliers or vendors about prices,
and compare with your current costs.

Is there another product or service
you can add? One that would bring
in additional profits? Can you, your
business, handle a new product or
service?

In the coming year, 2008, re-assess
your business. Position your business
for increased profitability by getting
rid of poor practices, and/or unreliable
employees.