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Megadeth Killing Is My Business

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If you think you've heard this song before, you're right. You have.

Do you remember back 20 years ago – in the mid-80's or so – when computers in business were still pretty new? If you walked into most businesses and asked whether they have a computer you'd either get a smug “of course we have a computer” or a disdainful “what do we need computers for” response.

Fast forward 10 years to the mid-90's and computers aren't even a question any more. Walk into those same businesses and ask a broader question – are they computerized? This time, almost without fail, you'd get an indignant “of course we're computerized” followed either by a tour of a highly efficient state-of-the-art facility, or by a gesticulation toward a machine squatting in the corner used as a glorified typewriter.

Either way, computers were present – even taken for granted. However the businesses that embraced the strategic advantages that the technology afforded them were able to grow because of – not in spite of – the technology.

So fast forward to today and look at which businesses have grown. Adjusting for the natural ebb and flow of business and economics, it probably comes as no surprise that the ones that embraced the technology and used it to their benefit have exploded in size and profitability. This is in stark contrast to the businesses who resisted it and allowed it in their doors only reluctantly. They, sadly, are either out of business or grasping for what little business is left to them by their tech-savvy competitors.

This is like the business equivalent of “the rich get richer and the poor get poorer”. Except in this case, the currency is technology. The gap between the tech savvy and the non-tech savvy is widening, and it is becoming increasingly clear that businesses that use technology strategically, win financially.

So, what does this have to do with Internet strategy?

Only this. History repeats itself.

The pattern that we saw in the personal computer over the past 20 years is happening all over again with the Intenet. But remember, technology accelerates. This time, instead of a 20 year evolution, it's a lot closer to 10.

If you liken the mid-80's period of early computer adoption to where we were 5 years ago – that is, early Internet adoption – then it's pretty easy to peg our current Internet situation with the mid-90's computer situation.

Many businesses now understand that Internet plays a role in their business. It's just not clear to most of them exactly what that role is. A relatively small number of businesses really do have an all-out Internet strategy and they are and will dominate the marketplace. But the vast majority have only a vague idea of what they need to do.

So, if that is the situation we find ourselves in today – and I believe it is – then if we look forward 5 years, we can well imagine that the businesses that grow because of their Internet strategy – not in spite of it – will possess the same overwhelming marketplace advantages as the companies who embraced computers 10 years ago have today.

The parallels are striking. The big difference is that the rate of change is increasing. This means that the gap between the tech-savvy and the non-tech savvy is widening at an ever-increasing rate.

The call to action is clear: develop an Internet strategy – a real Internet strategy – and do it now. Not next year. Now.

Megadeth Killing Is My Business

Hard Costs - They Add Up Quickly A study evaluating the effects of the U. S. Family Medical Leave Act estimates the high cost of turnover for a manager can be as high as 150% of their annual salary. What costs are being considered?

* Advertising

* Recruiting fees

* Travel expenses for candidates and recruiters

* Relocation expenses

* Increased unemployment insurance costs

* Administration time - collecting resumes, scheduling interviews

* HR time - orientation, paperwork

* Management time - interviews, training, and development

But It Doesn't Stop There - Soft costs can be difficult to calculate with precision, but often overshadow hard costs. And the cost is more significant based on the critical nature of the position in question. Here are some general soft costs to consider:

* Intellectual property loss

* Loss of productivity during the ramp-up phase

* Morale issues

* Customer Satisfaction - the most important and often the most costly

Turning Around Turnover - It's been said "Hire hard to manage easy." Simple enough to quote but tough to follow through when you're in the final two minutes and your team is down by a touchdown. And the smaller your organization, the more critical this issue becomes. Things like deadlines, mission critical processes, and business cash flow are heavily weighted factors.

Here's a 5-step process to help you: 1) Match to the job - you cannot put a square peg in a round hole, so why try to make someone "fit" into a position? Pre-employment assessments are ideal to clarify what a "fit" really should be. 2) Structured process designed to screen out at each stage - this requires a negative bias toward the hiring process (i.e. rather to pass on a questionable candidate than risk hiring a bad one). Example: One recent client solution was to measure the number of significant employment gaps in the initial resume screening narrowed from 21 to 8. Phone interviews further narrowed from 8 to 5, which were given pre-employment assessments prior to a personal interview. 3) 70/30 Rule - let the candidate do most of the talking. Too often hiring managers in desperate situations try to "sell" the candidates versus determining a clear match for the job. Consequently, they don't learn enough about who they hire before it costs them. 4) Behavior-based interviewing - discover what they've done in the past (without "leading the witness") to determine what they are likely to do in the future 5) Set yourself up with objectivity as the key ingredient - have an experienced 3rd party participate in the hiring process. This could be another hiring manager or a credible outside source.

Using this formula to recruit only the best candidates, you can prevent costly mistakes and gain a competitive edge.

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About Author

Both Jason Jantzi & Joseph Skursky are contributors for EditorialToday. The above articles have been edited for relevancy and timeliness. All write-ups, reviews, tips and guides published by EditorialToday.com and its partners or affiliates are for informational purposes only. They should not be used for any legal or any other type of advice. We do not endorse any author, contributor, writer or article posted by our team.

Jason Jantzi has sinced written about articles on various topics from Home Internet Business, Search Engine Marketing and Disease & illness. . Jason Jantzi's top article generates over 8100 views. to your Favourites.

Joseph Skursky has sinced written about articles on various topics from Anger Management. Joseph Skursky guarantees that his clients will hire top talent using proven effective interviewing solutions and assessments for recruiting. To learn how you can become more competitive, improve profits, and eliminate the high cost of turnover, go to. Joseph Skursky's top article generates over 8100 views. to your Favourites.

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