Software licence management has always been something of a dark art, and with a raft of different licensing options and complex vendor agreements, it’s easy to lose track. For smaller businesses that invariably have tight budgets and finite resources, licence management often falls to the bottom of the priorities list. However, failure to address the licence issue could be opening companies up to legal and financial exposure that cost significantly more in the long-run. The time for small businesses to ignore the risks related to software licensing has to be over, with recent research showing that vendors are targeting small- to mid-size enterprises (SMEs) with greater frequency.
The ‘Blame Game’ is rife in the business world. Just stand by the coffee machine and listen for the “it’s not my fault”, “it’s not my job to speak to HR about this”, “I wouldn’t have done it that way if you hadn’t told me to” and so on.
The “Do MBAs help an entrepreneur?” question is an old chestnut that never seems to be resolved.
Part of the problem is one of ambiguity (what does ‘entrepreneurship’ mean?); part of the problem is one of sweeping generalisations and stereotypes (what does a typical MBA student or course look like?); part of the problem is the confusion of definitions (are we talking about the student/graduate, the programme or the business school?).
Memory is an active process. We fill in missing gaps in the information we are trying to recall and dismiss facts that do not fit into our expectations. We embellish some things and edit others. Something as significant as being involved in a major accident – a situation you would think would be permanently and indelibly burned into your memory – can get changed.
Half the business world is incredibly busy whilst the other half is just waiting for something magic to come along.
This checklist is aimed at businesses that are slowing down… feeling like they have got stuck… stuck staring into the headlights like the proverbial rabbit!
This interview is a BBC Radio 4 recording as part of the Women’s Hour during 19th March 2014. The interview is between the presenter Jenni Murray, Helen O’Brien from Croner and Clare Bambra, Professor of Geography at Durham University and a specialist in public health policy. The subject of discussion was why women take more sick leave than men, following publication of official ONS statistics. The interview is seven minutes.
According to a new report carried out by Oxford Economics, the average cost of taking on a new member of staff for companies in the UK is £30,614. This is based on three main aspects – logistics in bringing someone new on board, the recruitment process and absorption into the business, and the cost of lost output whilst a new recruit reaches their ‘optimum productivity level’.
I was wondering what do you do when your motivation level is lacking, as well as your self esteem? What do you do to regain the motivation needed to move on with your plans and pursue your networking endeavors?
Absent employees are a big problem for businesses, especially during the winter months, due to coughs, colds and flu, not to mention adverse weather conditions. But what can employers do to prevent and minimise the impact of absence on business?
And breathe… breathing is a fundamental part of life, it keeps us upright and moving. And more than that – proper breathing when giving a speech or presentation can give you that extra edge and reduce your stress.
The world of work moves faster all the time. The swings of the economic cycle, globalisation and demographic shifts are changing the way organisations operate and create value. But through all this change, there is one constant: people. People – and the ability of an organisation to engage and mobilise its people – are the critical factor for performance and success. Indeed, as technology has become more pervasive at work, its importance has arguably grown, with technology enabling organisations to give staff more autonomy and, by the same token, more responsibility, than ever before.
What do you look for when recruiting? A can do approach? Specialist skills? Relevant experience? Or evidence of a leader in the making?