Definitions and References To Help Develop an Employee Manual

Before beginning your employee manual, you may find it useful to consult some resources and to review the definitions of policy and procedure.

The article “The Policy and Procedure Manual: Managing By the Book” by Paul Rao, PhD, is an

excellent resource that offers a sample format and table of contents, along with solid advice on how to put a manual together.

The Small Business Chronicle offers a concise four step plan for writing an employee manual in the article “How Do I Develop a Policies and Procedures Manual?” One step they include that many others do not is asking employees to sign a statement saying they have read and understand the manual.

Always a good resource, the Small Business Administration suggests some excellent reasons to write an employee manual, along with a good list of items to include. There are additional links within the article that may be useful.

One useful definition for the word policy is “a consistent guide to be followed under a given set of circumstances.” Good policies are broad, current, comprehensive, and used frequently.

A procedure is a set of steps for completing an activity. Procedures may outline how policies are implemented, but do not take the place of policies.

An Easy Way To Create an Employee Manual -- and Why You Should

There are myriad reasons for a small business to develop policies and procedures. Some of those reasons relate to efficiency and profitability and some have to do with legal issues. The difference between policy and procedure is that policy is the statement of what should be done, and procedure is the doing. For example, the policy may be to report all expenses on the thirtieth of each month, and the procedure may be to file each receipt in a folder throughout the month, then to fill out the expense report using the receipts.

Having policies and procedures in place, usually in the form of an employee manual, means that your company is prepared for growth. The best time to develop official company policies and procedures is before the company grows. Having a basic employee manual in place gives new employees some structure, and expectations are clear. In addition, a statement of policies and procedures can provide some legal protection for your company.

Setting aside the legal ramifications of having an employee manual, consider the efficiency aspect. When procedures are clear and followed, things are done the same time and again, giving you an opportunity to examine the results. Over time, following the same procedures will allow you to create reports and identify trends.

If writing an all-encompassing employee handbook seems like an overwhelming task, take it on in small segments. Start by simply listing what you do, as you do it. For example, the next time you make a bank deposit, write down each step as you do it. Then, the next time, ask someone else to use your list of steps to make the deposit and “test” your written procedure. Obviously, the more complicated the task, the harder this will be, but it is certainly a way to get started. Finally, keep in mind that policies and procedures can (and probably should) change. Your company will grow and change, so it makes sense that your policies and procedures should too. As you develop your employee manual, build in some flexibility, a process for change, and set specific times in advance to review the manual.
 

Links for Budgeting Tools

Here are a few places you may want to check out if you are looking for budgeting and forecasting tools:

Inc. offers a rundown of 12 tools that can make dealing with your finances easier:
http://www.inc.com/guides/2010/09/12-best-tools-for-budgeting.html

A few suggestions with contact information from ehow:
http://www.ehow.com/list_6768530_budgeting-forecasting-tools.html

Reviews of a number of frequently-mentioned tools: 
http://www.capterra.com/budgeting-software

Overview of the 10 most-recommended accounting tools:
http://www.softwareadvice.com/accounting/

SCORE is a great resource, and has plenty of advice:
http://www.score.org/finance

Tools for Budgeting

Business owners are bombarded with advertisements, introductions, suggestions, and other forms of marketing. Budgeting software is no exception. How do you decide which system will work best for your business?

Budgeting, forecasting, bookkeeping, payroll are all important when it comes to your business’ finances. Manually tracking all of those numbers would be slow and not the best use of time. However, choosing between the many tools available may seem overwhelming, particularly when there is so much marketing noise.

There are a few ways you may be able to make the process of evaluating various options a bit easier:

1. Discuss the issue with your CPA. As an expert, your CPA likely has insights into both what your needs are, and what is available. Ask for recommendations, and you will immediately narrow the list of systems to consider.

2. Decide if you want a web based or installed system. Each has advantages and disadvantages. Your situation will help you determine which is most suitable.

3. Talk to your staff. If the people who must use the software feel that their opinions have been taken into account, it is likely you will have an easier time getting it fully implemented.

As you begin to look at various systems, you will want to consider cost, technology, training and support, and your specific needs. Changing your processes will require an investment of time and effort, so carefully evaluating the options before making a decision could well save you money -- and headaches -- in the long run.

We will be happy to answer any questions you may have regarding budgeting tools.

Why Do You Need Key Performance Indicators?

Key performance indicators are one of the hallmarks of good business management. Performance indicators provide an analysis of the overall business operations of a company, which can be used to make decisions about finance, employee training, resource deployment, and many other facets of the business. Although universal indicators do exist, business owners will benefit more from having information about their individual companies.

Goals related to sales, production, resources, and more are clearer and more measurable when companies use key performance indicators. Over time, performance indicators create a historical record of business operations, so that it is easy to make comparisons year-to-year or quarter-to-quarter.

Performance indicators can serve as an external benchmark that allows for the comparison between a company and the industry standard. It can be difficult to measure the performance of a small business to that of a larger operation, but performance indicators let business owners look at smaller, more comparable data sets.

Using performance indicators to set company policies can help make sure that all employees follow the same operating standards. Policies related to customer service can benefit from the use of customer service performance indicators, and operational managers may find performance indicators useful in reviewing employee performance.

Key performance indicators usually track money spent on business operations and the return from business opportunities. Implementing performance indicators that specifically track cost cutting measures or increasing sales can enhance profitability by allowing for small operational changes that have a big impact based on what the performance indicators show.