Studies show that 93 percent of small businesses believe employee health is good for their bottom line. And they’re right. A strategic focus on employee health can help businesses grow.
So why do only 22 percent of small businesses actually have wellness programs? Maybe these programs (and the buzz about crazy-expensive wellness perks) seem like they’re just for big companies with lots of people on the payroll.
Even for the smallest of companies, though, employee wellness programs can improve productivity, help with talent acquisition and retention and increase brand recognition – all of which support business growth and can help small businesses get ahead without sinking too much money into a new initiative.
Albert Einstein once said, “Things should be as simple as possible, but not simpler.” I agree. These words certainly apply to selling. Here’s how to keep it simple.
Simplify your number of offerings.
Some salespeople have to write proposals to make their sales, and others don’t ever write proposals. Whether you write proposals or not, you need to decide how many choices to present to your customers. Some salespeople think that offering a lot of choices is better to make more sales. They’re wrong. Salespeople should offer fewer choices to simplify their selling.
Here’s why. If you offer too many choices, you overload your customers–it makes it harder for them to make buying decisions. This may have happened to you when you were trying to make a purchase. It recently happened to me.
How can a small business grow sustainably? Greg Crabtree and Beverly Blair Harzog think that in a growing business, staffing costs can quickly balloon out of control. When small businesses are making the transition to medium-sized businesses, it’s possible to fall into a dangerous feedback loop of borrowing and spending. As you scale your business, your costs grow, and it’s tempting to see breaking even—your previous measure of success—as sufficiently safe growth.
However, medium-sized businesses have vastly larger costs, and can’t afford the breakneck growth speed that smaller, more agile operations can attain. As your costs grow, it’s important to retain control over those which you have the power to influence—and the biggest of these is labor costs.
Employee Handbooks are an integral part of every small business’s “CYA” arsenal. They are intended to provide objective standards for employee conduct, expectations, and disciplinary procedures.
However, the overwhelming majority of small businesses tend to rely on publicly available online forms or policies borrowed from fellow business owners to prepare their employee handbooks, whether out of necessity, preference, or convenience.
In states like California where employment and labor laws are constantly being added or amended, it is worthwhile to review your company’s employee handbook from time to time to assess whether they are adequate or create unnecessary risk that, with a few tweaks and modifications, could be mitigated. Complying with labor laws is a lot like keeping good dental hygiene: an unpleasant and frequent annoyance but one for which an once of prevention is worth a thousand pounds of cure. Here is some guidance on the most common errors or mistakes in small business employee handbooks:
A recent report from the Federal Reserve Bank of Richmond reveals that the number of community banks dropped by a whopping 41 percent between 2007 and 2013. That’s bad news for small business owners, who rely heavily on financing from small, local banks.
Even more troubling is the potential culprit. Analysis by the Fed suggests that the Dodd-Frank Act is at least partially responsible.
A Harvard University study shows that the rate of decline in the community bank share of commercial banking assets has doubled since the passage of the law in 2010. Moreover, almost all of the decline in the number of community banks in recent years has resulted from a cessation in bank formation during the current economic recovery, the Richmond Fed reports.
(Bloomberg) — Sterling Risk Advisors, an Atlanta-based property and casualty insurance broker with 86 employees, has added 13 workers since June and will probably hire 10 to 15 more this year.
“We are committed to growing,” said Doug Rieder, 50, president and co-founder. “We feel a lot better about business. We are pretty bullish right now.”
Small business, responsible for most American job creation, is finally gaining momentum, giving an expansion approaching its sixth anniversary some legs and leading an acceleration in job creation. Confidence is near a post-2007 peak for small companies, construction is recovering and credit conditions are easing.
Small, local businesses lack access to capital. Banks will place restrictions before giving loans, like asking for collateral, wanting to see years of revenues, or asking for personal covenants. And then venture and angel investors aren’t interested in the low-rate returns hairdressers, restaurants and furniture-makers can offer; they want “high growth.”
That is why small, local businesses generally stay as small, local businesses. But what if small businesses could reach over the top of those market failures to the general public and investors who are willing to suffer the relatively low returns on offer? That might open up options.