Come creare un piano di continuità operativa.

E’ buona norma avere un piano in atto per proteggere L’ azienda, i dipendenti ed i clienti in modo da esser pronti a rispondere in caso di eventi inaspettati.

Come creare un piano di continuità operativa.

Il miglior punto di partenza è la creazione di un piano di continuità aziendale.

Che si tratti di un disastro naturale, di un arresto forzato o di carenze nella catena di approvvigionamento, eventi imprevisti possono avere un impatto notevole sulle attività.

Perché creare un piano di continuità aziendale?

Le catastrofi possono avere un impatto notevole sulle catene di approvvigionamento, sulle entrate, sui dipendenti e sul modo in cui opera l’azienda. Sebbene non sia possibile impedire il verificarsi di catastrofi, è possibile essere pronti ad assicurarsi che la propria azienda possa resistere a tutte le sfide che si presentano.

Inoltre, la creazione di un piano di continuità aziendale garantisce che tu, il proprietario dell’azienda, non sia il solo a raccogliere i pezzi quando si verifica un evento inaspettato. Mettere il tuo piano per iscritto, assemblare un team e comunicare efficacemente questo piano significa che tutte le parti possono entrare in azione nel momento in cui vi è la necessità, risparmiando tempo ed energia critici.

Passaggi per poter redigere un piano di continuità aziendale.

Determinare i rischi per l’azienda.

Il tuo obiettivo nello scrivere questo piano non è predire il futuro. Il tuo obiettivo è scoprire vulnerabilità e dipendenze che potrebbero essere interrotte e quali impatti (finanziari e non) ci si può aspettare di vedere.

Tuttavia, se ci sono catastrofi specifiche che la tipologia di business, la posizione geografica o la catena di approvvigionamento vedono spesso, va tenuto certamente in conto quando si mette insieme il piano di continuità aziendale. Se accadono abbastanza spesso, magari il voler sviluppare un piano specifico per quegli scenari potrebbe essere l’approccio giusto.

Elencare le aree di interesse.

Una volta individuate le maggiori minacce per l’ attività, andremo ad organizzare il piano in base alle aree di interesse fondamentali per essa.

Alcuni di questi potrebbero includere:

Supply Chain

Finanza

Luoghi fisici in cui si svolge normalmente il business

Spedizione e logistica

Clienti

Questo piano dovrebbe essere molto specifico , assicurandosi di includere qualsiasi altro dettaglio indispensabile per mantenere operativo il business.

Determinare la durata del tempo.

Prima di iniziare a creare il piano, è necessario decidere il periodo di tempo che si desidera coprire. Ad esempio il ciclo fiscale o la stagionalità o meno del business in oggetto. Non esiste un periodo di tempo adeguato per la copertura di un piano di continuità operativa. Questa decisione è specifica per il business per il quale andremo a stilare il piano.

Creare un piano per ogni focus area.

Supply Chain : elencare quali forniture specifiche sono necessarie per mantenere le operazioni per il periodo di tempo stabilito per il piano. Elencando anche i fornitori per questi articoli e le informazioni di contatto per ciascuno di essi

Finanze: i dettagli delle attività finanziarie del business determinandone la liquidità in caso di emergenza.

Dati i beni finanziari e la lista dettagliata delle spese, si può determinare dove effettuare tagli e aree che continueranno ad essere finanziate. Quindi e’ necessario valutare per quanto tempo si può rimanere operativi in considerazione di queste azioni. In questa sezione possiamo anche elencare tutti i contatti finanziari e chi dovrebbe essere contattato per cosa durante un’emergenza.

Luoghi fisici: elencare tutte le posizioni fisiche in cui si svolge il lavoro. Ciò include uffici, spazi di stoccaggio e posizioni retail. Il piano dovrebbe includere piani di backup nel caso in cui si dovesse chiudere una di queste sedi e qualsiasi successiva modifica della logistica per merci o dipendenti.

Spedizione e logistica: qui verranno dettagliati i piani di backup per i flussi di spedizione e logistici attuali se vengono interrotti. Inoltre, sarebbe utile dettagliare uno scenario in cui la spedizione o la consegna è il principale mezzo di distribuzione se lo stabilimento non è operativo.

Clienti: un piano d’azione per comunicare ai clienti eventuali cambiamenti dovuti a situazioni straordinarie. Bisogna essere sicuri che i clienti sappiano dove possono rintracciare l’azienda , come i servizi potrebbero essere cambiati o eventuali modifiche stiamo apportando per tenerli al sicuro.

Why employees will not trust you. You know who you are.

No trust from your team ☹️

Your communications aren’t transparent, meaningful, and honest

Of course, frequency of communication isn’t the only thing that matters; the quality and content of communication are equally critical. When you meet with your employees, is it simply a formal critique of their work over the last period, or is it a forward-thinking discussion that encompasses their progress, their contribution to the company, and how they can develop and advance?

Employees lose trust in their managers when they feel in the dark, neglected, or superfluous to needs. Take the time to explain that they are an important part of a well-functioning team. Be transparent regarding the direction of the business, and how their role helps to drive organizational objectives. Managers should also allocate time to discuss opportunities for advancement. This will show employees that you are invested in them, which will encourage feelings of security and trust.

5 Steps to Building an “A”Team

5 Steps to Building an Effective Team

One of the things that leaders are often pondering is the performance and relationships of their team. Performance indicators show that effective teams will almost always outperform people working individually, particularly in high-pressure situations or when multiple skillsets are needed.

This shouldn’t come as much of a surprise, as most organizations are recognizing the importance of team building and are trying to foster it in the workplace. However, building effective teams requires more than an abstract commitment to teamwork; it requires input from managers to foster it.

Without team building skills, a manager risks limiting the productivity of their employees to what each member can do on their own, whereas if you foster team building you can unite your team around a common goal, which will raise productivity as a result.

So here are five steps to building a productive and effective team this year:

Step 1: Establish leadership.

If your employees trust your judgement, they will work effectively even when you’re not around. Before you can start team building, you need to develop the right kind of leadership skills. This doesn’t mean asserting authority, instead try to foster trust through honesty and transparency. Especially in larger organizations, managers can’t be everywhere at once, but if your employees trust your judgements they will work effectively even when you’re not around.

Step 2: Establish relationships with each of your employees.

Try to learn more about each member of your team, their skill sets, how they are motivated and their likes and dislikes. This knowledge is invaluable to leaders, as it allows them to match each employee’s expertise and competencies to specific problems, which will help increase their productivity and job satisfaction.

As well as this, try to include your employees in the decision making process where possible. Instead of delegating tasks, give your team’s open-ended projects and allow them to determine the best solution. This will encourage them to cooperate and develop problem solving skills.

Step 3: Build relationships between your employees.

As your team starts to cooperate more, examine the way they work together and take steps to improve communication, cooperation and trust amongst the team. If there are any conflicts, try to resolve them amicably. Listen to both sides of the argument and act as a mediator. One way to do this is to brainstorm solutions, which helps to empower your employees and may lead to new solutions to the problem.

Once you have established relations with and between your employees, it’s time to help them work together effectively. Encourage your team to share information, both amongst themselves and within the wider organisation. Also, try to communicate more with your team. This goes beyond simply holding meetings, and includes things like being open to suggestions and concerns, asking about each team member’s work and offering assistance where necessary, and doing everything you can to communicate clearly and honestly with your team.

Step 5: Set ground rules for the team.

Finally, you can begin officially establishing your team through creating team values and goals, as well as evaluating team performance alongside individual performance. Be sure to include your team in this process, so they know what’s required and agree with it.

Team building is one of the most important responsibilities a manager has. It isn’t something that can be achieved in a short time and then forgotten. It is an ongoing organic process that you a will have to facilitate and guide. As this process unfolds, however, your team members will begin to trust and support one another and share their skill sets and effort in order to more effectively complete your organisation’s goals.

Los 6 errores de los jefes incompetentes que ‘pueden destruir ‘ a cualquier empleado

Probablemente, alguna vez te hayas planteado por qué hay personas que dirigen equipos sin tener ni la más remota idea de cómo hacerlo.

Los 6 errores de los jefes incompetentes

Ocurre cada día y hasta en las mejores empresas: empleados con falta de experiencia que son ascendidos sin la suficiente capacidad de gestión, liderazgo y visión de conjunto, y que terminan por desesperar a sus subordinados, especialmente a los que atesoran mayor talento.

Sin embargo, no todo son malas noticias; ya seas jefe o empleado, esta guía con las peores prácticas de los managers te servirá bien para prepararte adecuadamente para tus nuevas funciones de supervisión, bien para tratar de abordar cualquier problema con tu jefe.

A las personas se las promueve a roles de liderazgo cada día, pero no se les instruye “en competencias de liderazgo como la inteligencia emocional o integridad, sino en el rendimiento individual o los rasgos masculinos más deseados, como pueden ser la confianza o el carisma”.

Por eso, tienes una lista con los 6 mayores errores que suelen cometer los jefes incompetentes.

1. Llevarse el mérito del empleado

“El equipo consigue crear un producto maravilloso y el cliente no deja de hablar de lo impresionado que está. Y, entonces, sucede: el jefe se lleva todo el crédito. Ningún elogio para el equipo, ninguna celebración del éxito de todos, ningún reconocimiento de los miembros del equipo por sus contribuciones. Este error típico de ‘robar el foco’ al equipo desmoralizará a los empleados y enviará un mensaje claro de que no se les valora”

2. No estar en el día a día

Las formas más comunes de estilos de gestión incompetentes y destructivos son el ‘liderazgo ausente’. [Los jefes] están desconectados psicológicamente de sus equipos y evitan tener una participación significativa con ellos.

3. No compartir información

“Los jefes con una inclinación por acumular información lo hacen para ejercer su poder y controlar su entorno, y a las personas que lo rodean. Y el ejercicio asfixiante de poder y control sobre las personas es la forma más efectiva de matar la confianza.

Lo contrario es un líder que actúa responsablemente al compartir información y mostrar transparencia con su equipo”

4. Falta de responsabilidad

“¿Has escuchado el dicho: ‘Por cada dedo con el que apuntas a alguien, hay tres que te apuntan a ti’?.

Este comportamiento de gestión tóxico está directamente relacionado con la falta de responsabilidad personal.

5. La incompetencia

“Esto se puede deber a que el jefe fue ascendido demasiado pronto o contratado sin filtros, y tiene una posición que está más allá de sus capacidades. Peor aún: las personas que informan a este jefe son de alto nivel y tienen la experiencia que le falta al jefe. En consecuencia, trabajar para un jefe así es peligroso para tu salud.

6. Poco o nada de preocupación por la integración de la vida laboral de los empleados

“Aunque los horarios de trabajo flexibles y el trabajo a distancia están en auge, en su mayoría, los gerentes aún dictan y controlan la cantidad de trabajo y las horas que trabajará su personal.

Some reasons good employees leave — and how you can prevent it

Talent is your biggest asset, and while you’ll never eliminate employee turnover, the following strategies can help you keep your best.

Analyzing the problem should be like playing with a matryoshka doll, start from the outside and reach the core of the problem.

When good employees leave, productivity sinks, morale suffers and colleagues struggle with increased workloads. Add in recruitment and training costs, and onboarding new hires can make for a difficult and expensive transition.

The best solution is to keep your workers happy so they don’t leave. But before you can implement a plan to increase employee retention, you need to determine why valuable employees are leaving. Here are the most common reasons employees jump ship to new employers.

They’re not engaged

Many organizations believe they have a “grace period” during which workers will stay with them. That window is shrinking, however, as technology and transparency enable employees to more easily research companies, culture and opportunities, and make applying for jobs much more simple.

Management mishaps

“Most people don’t quit their jobs; they quit their managers,”

Understanding that your organization’s management philosophy could be part of the problem is the first step to improving retention.

“When you lose your top talent, the first place to look is at management”.

“Managing teams as a whole is hard. You have to manage to each individual, and invest time into discovering what each member of a team needs both at work and outside of work to do their job to the best of their ability.”

Unprepared managers

It’s not uncommon for a manager to be a highly talented technician ill-equipped to deal with the demands and nuances of management.

Skills that make an employee a great software developer or coder, for example, are completely different from those required for management. You need to provide the necessary training and guidance to help your managers lead and manage their teams.

No room to grow

One of the main reasons top performers leave is because they feel their career advancement isn’t going as planned.

“It doesn’t matter if they like what they’re working on, who they’re working with and are compensated fairly or more than fairly,”

Your mission is muddled

If employees don’t understand what the organization’s, or their department’s, goals are, or what their role is in the overall strategy, chances are, they will not be as engaged. Having a strong set of corporate values, a mission statement and specific goals (for the company, departments, teams and individuals) can help direct employees’ energy and help them see how their individual contributions are part of a greater whole.