E-mail and Internet use are integral parts of the typical worker's daily routine. Because of its speed and overall convenience, e-mail has replaced the interoffice memorandum as the preferred method of communication. Employee access to the Internet also is important as a means of conducting job-related research and transactions.
For these reasons, employers often have little choice but to provide their employees with Internet access and e-mail accounts. At the same time, however, employees' use of these capabilities carries downside risks for the employer.
One issue posed by employee e-mail and Internet use is loss of efficiency. Recent studies show that businesses lost an estimated £5.3 billion to recreational workplace web surfing in 2003.
Another report indicated that employees are costing their companies nearly £1.5 million a year in lost productivity by spending an average of thirty minutes a day using e-mail for personal, non-work-related reasons.
Another challenge is the risk that employees' computer use will expose the company to legal liability.
For example, according to another survey, almost 72% of the pornographic sites on the Internet are visited during work hours. Openly viewing sexually explicit websites or sending offensive material obtained from the web may create a hostile work environment. Moreover, inappropriate messages sent over the company's e-mail system could expose the company to harassment, defamation, or other claims.
One study found that more than 50% of employees had received pornographic, sexist, or racist e-mails at work.
Still another challenge is the possibility that employees will use the Internet in a way that undermines or violates the employer's rights, interests, and practices. Some employees, for example, may use email to disclose the employer's trade secrets or proprietary information, or to engage in inappropriate contacts with competitors or customers.
So what's the solution for today's employers?
To reduce these risks, employers must monitor their employees' use of e-mail and Internet access in the workplace. Accordingly, employers should be familiar with the law in this area and should implement policies and practices that minimize the risk of lawsuits or enforcement actions.
With such policies in place employers may monitor their e-mail and Internet systems, and employees will conform their actions to the reality that their employer may view their messages.
Policies should be tailored to the workplace environment in which they will exist. For example, in many contexts such as telecommuting the line between business and personal use may be very grey while in other contexts e-mail or Internet access may be provided to an employee only for a clearly defined, limited purpose and thus the lines between acceptable and unacceptable use may be clear.
Employers need to take these various factors into consideration when drawing up their policies. Generally however, an effective policy should inform employees that the employer is the owner of the e-mail or Internet system and that this includes all communications and stored information. It should also include a statement of the purposes for which the system is to be used as well as the discipline that an employee can expect to face for abuse of the system.
There should be a statement advising employees that they should not expect privacy in communications made over the system and that those communications will be monitored to ensure that the employer's property is being used only for authorized purposes.
An employer may also want to include a non-exclusive list of examples of the kind of use that the employer considers unauthorized personal use, or inappropriate use.
Conclusion:
Electronic communication is becoming more and more vital to the modern workplace. The increase in the number of employees equipped with e-mail and/or Internet access raises risks for employers.
The most effective way to manage those risks is by monitoring the use employees make of the electronic communication tools provided to them, by using an Internet monitoring and surveillance software program. But also to deal with the inherent tension between monitoring and employee privacy is to put in place an explicit e-mail and Internet use policy, which informs employees that their communication will be monitored.
Profile: SavvyApps is a privately owned software company which specialises in leading PC/Internet Monitoring & Surveillance Software Solutions for businesses who want to monitor their employees Internet usage.
If you would like to learn more about how PC/Internet Monitoring Software can help your business or would like some more ideas please use the link below:
PC/Internet Monitoring & Surveillance Software
Network Marketing Training- The Sounds of Extraordinary MLM Success
Network Marketing Training- The Sounds of Extraordinary MLM Success
Doug Firebaugh
What does MLM Success REALLY sound like?
Success basically in Network Marketing is a product of the right RESPONSE. It is all about getting people to respond to you in a manner that will help you obtain the outcome that you are looking for. (A sale or a recruit).
Most folks in Network Marketing REACT to what prospects say, not respond, and become defensive with a negative focus and words. And that is a problem many times in responding to what was actually said. And actually what you say back to them, is MORE important many times to your Success, than anything else said. What you say back to them paints a picture, and speaks volumes of who you are.
What would be the "Sounds of MLM Success" when you respond to what people say-especially negative people?
Here a a few examples:
1) "I understand."
These two words carry a lot of weight when someone is not on the same page as you with this industry, anti aging, weight loss, skin care, internet shopping, legal services, nutrition, or whatever it is. Do not argue. Take the high road, and say "I understand", and then move forward in letting them know that you appreciate their view, and ask. "Have you ever considered this?"
2) "Tell me about what happened."
Many times people may have had a bad experience with this industry, or people in it, and as a Network Marketer, you may want to let them vent and tell you what happened. And after the ranting and raving, say "I am glad you shared that with me. I would not want to be a part of anything like that either. That is why I am so thankful I found my company. Did you know?"
3) ""I know how you feel."
Let them know that if they have a problem with our industry, you would feel the same too. But what you discovered with your company totally changed your view on everything, because of the products, integrity, and future, and maybe they would feel differently if they found out that this industry does work, especially with your products and company. "I am not sure this is for you or not, but if it is, I don't want you to miss it!"
4) "I agree with you."
Agreement is a great neutralizer, and it makes the person feel understood. If they think weight loss products don't work, "I agree with you as most don't, and if you ever look for one or know someone who may want one, make sure it has a track record of success like my company does."
"I agree with you as the anti aging /nutrition/ skin care/legal services/weight loss industry does have products that totally do not work and should not be sold. But there are some that do work, and all I can tell you is what I know, and as for my company, it is amazing. Their products work like nothing I have ever experienced in helping people lead better lives."
5) "What if this would work for you?"
"What if the products worked, how would that change your perception ? What if the business worked? How would that change your lifestyle? We know it works, as people have proven that. What if it honestly worked for you?'"
6)" What is your plan to live the life you truly want to live? Tell me about it."
Tell me about it. I would love to hear as Success plans do truly excite me. Oh? You do not have one? Who sold you on not having one? Would you like some viable options to consider?"
7) "'You can do anything you want. This could be a life changing conversation for you if you let it."
"I believe in you. And even if you do not believe in yourself, lean on my belief until we build yours, as we build a future and incredible lifestyle together. How does that sound?"
Success usually comes from RESPONDING in a optimistic way to what people say, whether positive or negative. NEVER play verbal judo. Be sure that you ALWAYS respond in a manner that is:
1) ENCOURAGING
2) EMPOWERING
3) EMBRACING
And not react in a negative and defensive manner, which is the Sound --
and Echoes--
Of Mediocrity and Failure.
How is your MLM Success sounding today?
blessings...doug (c) 2005/ all rights reserved
PassionFire Intl
http://www.passionfire.com
Increase your sales by 30% using internet collaboration networks
Small businesses are really excluded from the global economy
Small businesses from many different industries, both traditional and hi-tech, have discovered a new way for them to succeed in the "global economy".
It involves collaboration on large proposals, R&D and fulfilment of orders assisted by relatively low cost, virtual collaboration technology.
Traditionally many small businesses join supply chains centred on larger companies.
Unfortunately the companies at the bottom of such supply chains are often treated as commodity players and replaced with cheaper alternatives when the opportunity arises.
Some brave small businesses have attempted to "go it alone" by creating sophisticated internet e-business architectures which directly link them to their major customers and partners.
However the expense, risk and sheer management effort involved in this approach puts it beyond the reach of most.
Virtual Enterprise Networks (aka VENs) give small businesses scale
The "third way" which companies are discovering is to join "Virtual Enterprise Networks" or VENs with other like-minded but complimentary businesses to market, sell and deliver collective offers to the market beyond what the individual companies could offer by themselves.
In addition these VENs are also undertaking significant collaborative product development work, often in partnership with applied research institutes and universities, which would be beyond the reach of the member companies individually.
For example, a group of UK Engineering companies are using the VEN approach to collectively bid for many-million pounds of work per annum from a large European Customer. Like many corporates this customer has a supply chain rationalisation (aka small supplier reduction) programme which would stop them dealing with any of the companies individually.
Another example is a group of Swiss component manufacturers who used VENs to move up the value chain away from contract-specific components to branded product solutions in the face of stern cost-based competition from Czechoslovakian companies exporting into their home market.
A third example is a group of Mexican manufacturers who used a VEN to support their entry into a new, more sophisticated market (the US).
So what exactly is the "Value Proposition" for a VEN?
A VEN connects businesses into peer networks that are supported by appropriate technology to give them the capabilities and competitive advantages of global enterprises particularly:
· SALES
· MARKETING REACH
· PRODUCT DEVELOPMENT
· HUMAN, CAPITAL & IT RESOURCES
Whilst exploiting their inherent competitive advantages in being able to be more agile in areas such as:
· SPEED & RESPONSIVENESS
· ENTREPRENEURSHIP & INNOVATION
· FLEXIBILITY
· LOW OVERHEADS
So what are the critical factors for making a VEN a success?
All the experience points to four main ones:
CSF1. Not over-complicating the technology support!
The surprising thing about virtual enterprise networks is that the technology support companies need to get started and win collective new business is neither complex nor costly.
When companies are starting to collaborate all they really need is a simple web-based collaboration platform which they can access from their companies (whilst travelling) which allows them to securely communicate, schedule, discuss and work on shared documents.
Typically numerous suppliers offer such software as a hosted, pay-per-use service, which requires no software, installed at any of the client PCs.
Companies operating in a network also need access to good shared business applications such as campaign management/CRM - these applications must be web-based as networks of small companies do not have shared IT infrastructures.
CSF2. Taking "Network Governance" Seriously
The biggest concern a customer will have in dealing with a network is who is accountable when things go wrong (and can I sue them if it has to come to that!).
Also customers want to treat the network like a single entity not like a collection of different companies. Thus they need to see single point of contact, seamless business processes and common values from a network.
This can all be grouped together under the term "Network Governance".
Networks, which do not invest in building this typically unravel in their first sales pitch to any large customer once the customer's procurement department starts asking probing questions.
"Marriage of Convenience networks" rarely win collective contract work from major organisations.
CSF3. Development of Common Collaborative Working Practices
A virtual enterprise network is a virtual team. However it is made up of individuals from many different organisations with different ambitions, IT awareness, business cultures many of whom do not know each other well.
It is therefore a classic Virtually Networked Team and as such needs to agree the way these people will work together, make decisions, handle conflicts, share information and use the virtual collaboration technology.
An aspect of VENs which seem to differentiate them from other forms of networking is the willingness of the members to invest in the development of these shared working practices.
Without such practices it is unlikely that trust will grow in the network to the extent necessary to achieve anything significant.
The first conflict that happens will probably destroy the network.
Strange as it may seem it is sometimes the appearance of the first good business opportunity that destroys a network as members revert to non-collaborative styles with the smell of the money!
CSF4. "ABC" Roles
The most successful virtual enterprise networks are based around 3 key roles, which can be remembered using "ABC".
"A" is for the Architect who knows what the network of companies can (and cannot) deliver. The Architect is also responsible for finding companies to fill gaps in the virtual supply networks needed to deliver specific customer opportunities.
"B" is for the Broker who sources potential customer opportunities for the network and then works closely with the Architect to qualify them and configure the right virtual teams to bid.
"C" is for the Coach who works with the individuals in the different companies to build trust, design accountability structures, resolve issues, address conflicts of interest and build them into effective cross-company teams.
I am sold - how can I get started?
Click on this link to access "A 6-week plan for setting up a Virtual Enterprise Network"
http://www.bioteams.com/2005/07/24/a_kick-start_plan.html
About The Author:
Ken Thompson's shared know-how on the "how-to" of virtual collaboration and successful bioteaming is available free on http://www.bioteams.com
