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Posts Tagged ‘Negative Impact’

Computers are very detailed machines that function by set rules, codes and languages. Everything follows a pattern and schedule in order to operate efficiently. Computer viruses can affect the cosmetics of a computer such as the screen and display appearances or the simple functions such as the way the keyboard operates or the functionality of the drives. Some of these symptoms may seem to be only a minor inconvenience, but when you see these signs you should wonder what may have caused the change and what else may be going on that you can’t see. Other symptoms can include loss of files, decrease in memory space, slow operation and damaged programs.

The writer of the virus determines how they will infect the system as well as what they want the virus to do. In most cases, a virus will perform damage to the host system, and may do this while performing another function such as retrieving information, and then spread to the remainder of the network.

A computer virus is similar to a medical virus in that it often occurs even when precautions were taken to prevent it. Particularly malicious viruses steal information and data, which may be confidential. This may be customer or client information of a personal nature whether medical, financial or some other form. It may be company information specific to employee’s records, user names and passwords or other functions of the business. Information may simultaneously be erased. It can pick up information from any other computer in the network. It can locate other users and obtain their information.

There are many programs available and they are a must-have for an individual’s personal computer and certainly for that of a business. Strong measures must be taken to prevent viruses within a company, as one infected computer is opening the door to the entire network, putting clients, customers and even employees at risk. Businesses should understand that the condition of their system is susceptible to change with every employee that signs into the network. Training should be instituted to prevent damage by teaching employees how to determine what is safe use of the system, how to update their protection programs and how to know if something is questionable and when to bring it to the attention of the IT department. It is always helpful to set up the virus protection programs to run automatically and the individual systems or the network as a whole can be set to automatically update the programs that are install along with fixes and patches as needed. In addition to anti-virus programs a filter may also help to block viruses.

While the anti-virus is placed inside the firewall, a filter is placed on the outside and closer to the server. Users may be limited as far as what can be received and may not be able to open attachments. This will undoubtedly create an inconvenience, though it is in the best interest of the company and will save money by eliminating loss of business if a shutdown is needed to correct a problem. A virus usually spreads very quickly and for a large company this can be costly. Prevention is always the least costly way to reduce the risk of virus.

Following on from last week’s article about managing and measuring the right things in sales, I thought it would be worth looking at some of the key principles for effective sales performance management systems.

The first place to start is to align your sales performance management system and subsequent key measures to your organisation’s strategy and goals.  It’s then the job of the CEO and the Sales Leader to ensure the organisation (that means everyone else who supports the sales effort)  is aligned to the sales performance management system.   When this dimension is in place the organisation is best placed to sustain high sales performance.

Issues arise when the non sales teams impose their ‘numbers’ or ‘tasks’ on sales teams which are unrelated to the effective sales performance.   i.e.

The CFO being critical of missed forecasts and not looking into or understanding the underlying reasons why The Executive team demanding more activity (i.e. make more sales calls) and not understanding the potential negative impact on effectiveness Marketing engaging in lead generation activities that either generate the wrong leads or leads that require out of scope qualification meaning they’re in the forecast prematurely.

This leads to competing motivation, confusion and reduced sales performance across the board.

Another key area worth noting is the importance of addressing and working with values and explicit behaviours.  This is now much higher on the agenda of many businesses now, not just the outputs of performance as we discussed last week.

While the focus of this article is directed towards sales, this principles presented here can be applied to any role in your organisation. As you read through the items below, bear in mind that this is not prescriptive in nature and you should use only what works for you.

Principles of an Effective Performance Management System:

Reflect an organisation’s values and strategy. Commitment to the system should be obtained from top management and communicated to all employees. Ideally input should be sought from all levels to gain their engagement. Business objectives need to be linked to team and individual accountabilities. Performance measures are developed for each function and individual to ensure that their performance is aligned with the needs of the organisation. Feedback is provided on an ongoing basis, not just during the annual performance review. For instance, this would include coaching conversations. Expectations and communication should be transparent and consistent at all times. Employee development and future behaviour are the focus of attention, not just past performance. A partnership between the employee and manager is developed based upon open dialogue, two-way feedback, and shared responsibility. Employees are encouraged to take accountability for their own performance and success.

Benefits of an Effective Performance Management System:

Encourages open, constructive communication between managers and employees. Provides feedback on how people are doing on the job. Allows for mutual understanding (between manager and employee) of each employee’s job responsibilities and performance expectations. Facilitates identification of individual capabilities, strengths and areas for development. Identifies factors negatively affecting employee performance (e.g. work environment, job design, organisational policies and practices, personal issues, external factors, etc) so that action can be taken to alleviate them. A structured and documented process encourages objective evaluation and fair treatment. Assists in the achievement of strategic goals. A consistent way of setting goals, monitoring performance and formally reviewing performance. Self-managing for proactive individuals.