Archive for April 2009

A sobering look at the way banks work

An in-site from the Evening Standard…….

How Banking functions - the European way.

Heidi is the owner of a bar in Berlin. To increase sales she decides to allow her loyal customers, most of whom are unemployed alcoholics, to drink now but pay later.

She keeps track of the the drinks consumed on a ledger (thereby granting the customers loans). Word gets around, and as a result, increasing numbers of customers flood into Heidi’s bar. Taking advantage of her customers’ freedom from immediate payment constraints, Heidi raises her prices for wine and beer, the most ordered beverages. 

Her sales volume increases massively. A young and dynamic customer service consultant at the local bank recognises these debts as valuable future assets and increases Heidi’s borrowing limit.

He sees no reason for undue concern since he has the debts of the alcoholics as collateral. At the banks corporate headquarters, expert bankers transform these customer assets into Drinkbonds (DBs), Alkbonds (ABs) and Pukebonds (PBs). These securities are then traded worldwide. No one really understands what the abbreviations mean or how the securities are guaranteed. Nevertheless, as their prices continuously climb, the securities become top selling items.

One day, although the prices are still climbing, a risk manager (subsequently, of course, fired because of his negativity) of the bank decides the time has come to demand payment of the debts incurred by the drinkers at Heidi’s bar. However they cannot payback the debts. Heidi cannot fulfil her loan obligations and claims bankruptcy.

DBs abd ABs drop in price by 95%. PBs perform better, stabilising in price after dropping by 80%. The suppliers of Heidi’s bar, having granted her generous payment due dates and having invested in the securities, are now faced with a new situation. Her wine supplier claims bankruptcy and her beer supplier is taken over by a competitor.

The bank is saved by the government following dramatic round-the-clock consultations by leaders from the political parties. The funds required for this purpose are obtained by a tax levied on non drinkers.

Who needs a deputy?

If we were talking about a western film everybody would know what a deputy means! In business the real meaning and application of a deputy is rarely understood despite how powerful one can be.

So why should a key person in a business have a deputy?

  • Now and again they may have holidays during work time.
  • They may be off ill.
  • They may get seconded to a project away from their normal job.

Without a deputy what will happen?

  • If the key person has a robust system to run their area then all should be OK for a while but if they haven’t - - - — -?
  • With the key person absent then the things they did don’t get done this can affect customer service, cost, profitability etc.
  • Their team is unmanaged - problems don’t get resolved.

What should a deputy do?

  • Keep the systems of the area running smoothly
  • Do the key elements of the key persons job
  • Deputise for the key person in meetings or similar
  • Manage the team

What are the effects of having an effective deputy:

  • The show stays on the road
  • Performance is maintained - may be improved
  • A subordinate gets a taste of the limelight
  • The key person has to explain what’s involved in their role

The key person must see the deputy as an asset not a threat and therefore essential. For the person who deputises its an opportunity but to get the full benefit they must understand why certain things must be done. Oh and before I forget lets kill off another popular misconception - deputies are NOT just for large companies - just as key people aren’t!

Statutory Redundancy payment increase………….

The Chancellor has announced at the Budget, that the limit on weekly pay (for calculating statutory redundancy pay) is to be increased from £350.00 to £380.00.  The maximum statutory redundancy payment will rise from £10500.00 to £11400.00.  We await a date when this uplift will occur. 

This is seen as a one-off rise and additional to the usual annual increase which occurs in February.

Thanks to Somone for the update.

Hull City: Phil Brown scores again

John’s been listening to his mentor again!!

Who needs Management text books when we have Phil Brown of Hull City in the Barclays Premier League?  The latest guidance from Phil Brown states that ‘Management is 95% Psychology’, and if that is not enough to be going on with, he also says that ‘to be a good manager you have to be an actor as well - miming from the Dugout’. Yes I can see that. Watch and learn football fans. Beats those text books any day!!

Offers and incentives

Yes there are plenty of these about at the moment - the general rule seems to be that they are all encouraging us to spend our limited cash. Here is our guide to checking if its a good deal for you and your business:

  • Is the offer going to improve the performance of your business?
  • Is the offer going to eat up valuable cash which could be used on something else more wothwhile?
  • Is the offer going to give you a return  on your investment?

Don’t forget there’s another type of incentive - its an internal incentive that’s supposed to encourage your staff to perform better. Before you take this major step (increasing your costs) ensure you are applying good management practice and that you are not going to pay for what is expected performance or apply the rules above (they can be used internally or externally!).

How did you do that then?

A recent contact asked us how we diagnosed problems in businesses. With some embarrassment we had to say we would send an outline of our methods through to them. In truth his question prompted us to put down on paper the way we, as business experts, diagnose issues in businesses. Phil is right in dialogue with the contact “one question leads to another” but the following headings might help you do what we do and find the problem!

  • What’s the Goal of the business?
  • What data do they already have?
  • What key performance indicators do they use?
  • How are sales orders generated and maintained?
  • Where is the constraint in the business?
  • Where is most money spent in the business?
  • What are the views of their customers?
  • Are there clear roles, responsibilities and accountabilities in the business?

So that’s a general outline of how we start but if you follow this beware of half baked solutions!

Extension of the right to request flexible working………..

As of the 6th April 2009, the right to request flexible working is to be extended to parents of children up to the age of 16.  Employers must review their Policies and Handbook to ensure compliance with this change……from Simone

Contact Details

 

How to get in touch with EMS

Call us on t: 0044 (0)115 9147768
or fax on: f: 0044 (0)870 1318 240
Or email us: enquiries@emseff.co.uk

New Workplace Dispute Resolution regime………..

6th April 2009 is an important date for dispute resolution in the workplace.  It sees the introduction of the new Acas Code of Practice on Disciplinary & Grievance Procedures.  Its’ aim is to provide employers with a simpler process for handling grievance, disciplinary and dismissal issues.  

Employers must review their Disciplinary and Grievance policies in line with the new Code.  Training for Managers and Team Leaders should also be actioned. 

For further guidance on how the Code will affect your Business, contact Simone simoneg@emseff.co.uk

Statutory Payments are on the rise………..!

From the 5th April 2009, the standard rate of SMP (Statutory Maternity Pay); SPP (Statutory Paternity Pay) and SAP (Statutory Adoption Pay) increases from £117.18 to £123.06………………….………………A day later, 6th April 2009 sees a rise in SSP (Statutory Sick Pay) from £75.40 to £79.15.Thanks to Simone for that information.

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