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TRADER NEWS
“Your brand is
about you, your
culture, and what
you stand for. You
need to put all of
that forward
so people can see
and feel it”
Interview continued page 2
October 2015
Issue
 Building a Winning Busi-
ness— INTERVIEWS
WITH SUCCESSFUL
ENTREPRENEURS AS
THEY SHARE THEIR
SECRETS
 How to Stop Playing Safe
By Unlocking the Power
of Courage
 Top 10 Companies to
Work For
 Business facts that might
surprise you.
 Human Resources—What
every business owner
should know.
J & L Management Hospitality: Integrity, Focus, Experience—Satisfaction without Exception
Building a Win-
ning Business,
INTERVIEWS WITH SUC-
CESSFUL ENTREPRE-
NEURS AS THEY SHARE
THEIR SECRETS.
Follow J & L Issues as we cele-
brate successful Entrepreneurs
and their words of wisdom and
advice.
KENNETH “HAP” KLOPP
Among his many ventures, Kenneth Klopp
acquired The North Face in 1968 — then two small
stores, one in San Francisco and one in the Old Barn
at Stanford — and turned it into a global apparel
business that he ran for 20 years.
Interview: -
IN 10 WORDS OR FEWER, WHAT IS THE BIG
IDEA BEHIND YOUR BUSINESS? “To apply
technology to a commoditized business and create a
new industry. For example: At The North Face, we
took materials that the U.S. military used in the Vi-
etnam War and applied them to camping. We light-
ened the load and created a new backpacking indus-
try”
WHAT IS THE BEST ADVICE YOU’VE EVER
RECEIVED? Dick Salomon, the first chairman at
The North Face, told me, “Products have an ever-
shortening life cycle but brands last. They carry an
enduring message and belief.” Your brand is about
you, your culture, and what you stand for. You need
to put all of that forward so people can see and feel it.
Most companies have goals that are
J & L Management Hospitality Presents October 2015
J & L
quantitative, but brand is qualitative. It is
about how you carry out your business and what
you stand for. It is what makes you stand apart in
a crowd. A great brand is cohesive. It doesn’t
waste time. When you are consistent with your
philosophies, it becomes easier to articulate in
the marketplace. An established brand
gives you a stronger multiple. Brand durability is
an annuity .
WHAT WAS THE MOST DIFFICULT
LESSON YOU HAVE LEARNED ON
THE JOB?
The 90/10 rule. I assumed in
business that things would be 50/50: I do mine
and you do yours. What I learned is that 90% of
the responsibility is mine and 10% is theirs. If
you think it’s 50/50, you will be let down more
often than not. Another is that people don’t come
to work for you or anyone else. They work for
themselves. I was naive. I thought people
worked for me because I was the boss. I learned
they work for you only if you have earned their
respect or you have given them a meaningful
incentive — not because you gave them instruc-
tions.
WHAT ADVICE WOULD YOU GIVE OTHER
ENTREPRENEURS ON HOW TO BUILD A
GREAT BUSINESS?
One: Focus on value, not price. At The North
Face we wanted to make the best and we as-
sumed there was a market for it. If you’ve ever
spent the night in a sleeping bag at 20 below
zero and you couldn’t sleep because it was too
cold, you would pay $200 more for one that
works. We knew that the people who really
needed a sleeping bag to work at
HOW TO STOP PLAYING IT SAFE BY UN-
LOCKING THE POWER OF COURAGE
Some salespeople practice avoidance with negative consequences. They take the conserva-
tive route, never putting themselves in a high-risk, high-reward position. Other salespeople
use fear as a motivation, learning how to develop their potential for courage by remaining
calm in tough situations. They make a cold call or continue to pursue a prospect who has
already turned them down repeatedly.
BOLD STEPS:
1) Learn to Unlearn: Be open minded—Abandon old rules and assumptions that may limit
your options.
2) Think: Be flexible, Free yourself to go with the flow of change. Don’t be afraid to try
new ideas, attitudes and strategies.
3) Act: Be proactive. Ensure that your skills match what the world will want tomorrow
CONFRONTING ADVERSITY:
 Stop and set back. If you feel discomfort, don’t just push ahead. Pause for a moment
and give yourself space;
 Observe. What is really going on? What is the context of this moment that triggers your
fear? Don’t draw any conclusions. Simply note what is in front of you..
Confronting adversity cont’d
 Ask bigger questions. Don’t focus on
what’s obstructing or frustrating you.
Consider the larger context of the cir-
cumstances. Ask yourself, “What is my
ideal outcome for this situation?”
 Reframe. When you have your answers,
use them to change how you view or
frame your position. The problem you
face won’t change, but if you change
your perspective, you can come closer to
achieving the outcome you want. Focus
on what you can do, not on what you
can’t do.
 Respond. After reframing, you can con-
trol the way you react to a problem. You
may face a set of options that aren’t per-
fect but you always have choices. Deter-
mine your most constructive approach.
Life is risky—Accept that the life of a sales-
person is risky. Your potential to act coura-
geously increases each time you make a cou-
rageous act, such as calling on a prospect who
said “no” in the past or making a cold call on
a prospect who claims to be happy with a
present situation.
MOST OF ALL —BELIEVE IN
YOURSELF
INTERVIEW CONTINUED—KENNETH KLOPP
20 below zero and you couldn’t sleep because it was too cold, you would pay $200 more for
one that works. We knew that the people who really needed a sleeping bag to work at 20
below would buy ours and they would influence other people. Markets are wide at the bot-
tom and narrow at the top. You need to know who the influencers are in your business. In
outdoor gear, it was the mountaineers. Two: Focus on consumer needs. People buy what
they need, not what you sell. Three: You should have a higher calling, a triple bottom line.
Build your team around things that transcend making money.
WHAT INSPIRES YOU? HOW DO YOU COME UP WITH YOUR BEST IDEAS?
The people around me provide new ideas and challenges. You reach a higher point when
you work together. The best ideas come about because of friction and interaction
between people. If you put engineers together with salespeople, they come up with great
solutions. Do you want to sell what you make or make what you sell? You can’t do one
without the other! I worked with Buckminster Fuller to make tents. He was
amazing. He applied a new math to structures, and we made a geodesic tent. Stress is equal-
ly distributed, and as it gets larger, it gets stronger. As Bucky pointed out to me, most things
— physical, political, economic — get weaker as they get bigger. But they don’t need to.
FOLLOW OUR NEXT ISSUES AS WE CONTINUE TO CELEBRATE THE ENTREPRENEURIAL SPIRIT
Business Facts that
Might Surprise You
 Taco Bell has proved to be a
huge flop in Mexico, as Mexi-
cans were confused by the
Americanization of their tradi-
tional cuisine.
 U.S. corporations are report-
edly hiding $1.6 trillion in profits
offshore .
 Burt’s Bees is owned by
Clorox.
McDonald’s first menu items
were hot dogs, not hamburgers.
Starbucks spends more on
health care insurance for its em-
ployees ($300 million) than on
coffee beans.
More people in the world
have mobile phones than toilets.
Steve Jobs is credited as an
executive producer on
Toy Story.
J & L Management Hospitality—Providing Employment Solutions
TOP 10 COMPANIES TO
WORK FOR
… And for Six Years in a Row the #1
Winner is ….. Drum roll Please
Google (GOOG,GOOGL) tops the list
once again.
The tech company has now been Fortune’s
#1 for the sixth year in a row.
Google changed its parental leave benefits,
now offering up to twelve weeks to a par-
ent regardless of gender.
#2—.The Boston Consulting
Group raked in $3.9 billion in revenue.
The company is offering a three- to 12-
month Social Impact Leave of Absence to
employees, giving them the option to work
for a variety of nonprofits including the
World Food Programme, Education Pio-
neers and Green Dot.
# 3 ACUITY is #3 on the list.
The company is a new entry to Fortune’s
100 Best Companies to Work For, gener-
ating $1.1 billion in revenue last year. Tui-
tion reimbursement, no cap on paid sick
days and a healthy 401(k) plan are among
its employee perks.Full-time turnover is
1%.
# 4 SAS Institute comes in at #4.
The analytics software company was
founded in 1976 by North Carolina State
statistics professor. Employees get a pleth-
ora of benefits including onsite childcare,
gyms and a pharmacy.
# 5 Robert W. Baird has added 121 full-
time jobs over the last fiscal year.
The investment company brought in $1.1
billion in revenue in 2014 under the “no
a**holes here” rule stated by CEO Paul
Purcell. Robert W. Baird fires those who
break that rule.
# 6 Edward Jones is the fourth largest finan-
cial services firm in the US.
#7 Wegmans Food Markets is lucky
number 7
#8 Salesforce.com (CRM) makes the top 10 at
#8
#9 Genentech‘s 2014 revenue added
up to $16.3 billion.
Last but not least…….#10 Camden
Property Trust (CPT) cracks this year’s
top 10 after falling just short last year. - ?
Contact Us
J & L Management
Hospitality -
We provide sea-
soned temporary
consultants and
qualified perma-
nent candidates in
hospitality man-
agement.
For more infor-
mation:
office—609-882-
5261
email: jlmanag-
ment2@gmail.com
Visit us on the
web at :
www.jlmanagement
hospitality.com
PROVIDING
EMPLOYMENT
SOLUTIONS
Human Resources—What Every Business
Owner Should Know
Whether you are managing your own human resources internally, or you are contracting out to a pro-
fessional employer organization (PEO) or other human resources management (HRM) group, there
are a number of functions your HR department needs to be able to fulfill. Your human resources team
is responsible for recruiting new talent as well as providing for your existing team. Your HR depart-
ment needs to be able to prepare payroll each week, calculate and submit taxes, arrange for benefits
and retirement options, and much, much more. Here are some essential tips for running a tight opera-
tion.
Hiring When hiring, remember that quality is more important than quantity. This is a suggestion often given to
job candidates when submitting their resumes. Just as job candidates achieve better results with precision, so do
hiring managers. Your hiring managers need to know exactly what they are looking for, and where to look for
it. If your human resources staff does not include experts in hiring, you may want to consider outsourcing this
operation. Expert recruiters and headhunters can actually save your company money by locating better talent.
How much time and effort have you invested into your employee onboarding process? Employers commonly
neglect onboarding procedures, not realizing how critical they are to avoiding misunderstandings later and orient-
ing new employees comfortably as part of the team. Have a clear book of rules for new staff members, provide
orientation activities and one-on-one time with management staff, and make sure that new employees understand
their role in the corporate culture. Also remember to provide ongoing training for staff members who have been
in their roles a long time, and to conduct regular employee evaluations.
Corporate Culture and Conflict Resolution One way to retain your employees is to ensure that they are happy
while at work. Come up with ways to bring together the team and forge strong working relationships among co-
workers. Organize corporate parties, awards ceremonies, and other events that provide recognition to individuals
and project teams for their efforts. The best HR practices go beyond the day-to-day tasks and also encompass an
attitude of fairness and balance. Do your human resources staff treat all employees in a fair, objective manner, or
do they give preferential treatment to management staff? Human resources managers need to be taught to see
other management staff members as employees like all others—this is the only way to ensure that everyone is
doing their part and the workplace is a level and fair environment where everybody can thrive.
Benefits Have a wide array of benefits plans available to your employees to choose from. This can be a tricky
legal area to navigate, and is one aspect of HRM where outsourcing can be particularly useful. Outsourcing to a
PEO gives you the benefit of legal expertise on issues like worker’s compensation and healthcare plans. Find
ways to effectively communicate with your employees about the health insurance and wellness options which are
available to them, as well as different retirement plans they can choose from. Healthcare in particular is going to
be an increasingly complex area to navigate in the coming years with healthcare reform on the horizon, so put
special emphasis on working out this aspect of HR.
HR Outsourcing There are a wide range of human resources outsourcing options. Before computer software
became as advanced as it is today, outsourcing your HR department traditionally meant partnering up with em-
ployees HR staffing agencies. While some PEOs still take this form, many payroll outsourcing companies offer
you the chance to continue managing your operations internally, but provide you with the software to make it
fast, easy and error-free. This software can be used to prepare your payroll for your employees and calculate and
send in your taxes each year. Employee leasing is accessible to large and small businesses. There are many dif-
ferent pricing schemes out there, so be sure to investigate your options thoroughly before you make a decision to
partner with a PEO. There are also a wide range of services. Watch out for hidden fees, and make sure you un-
derstand where the responsibility lies for human resources management decisions.
Perhaps the single most important thing to keep in mind about HRM is that human resources manage-
ment is never a “set and forget” solution, no matter how you decide to structure your organiza-
tion. On the contrary, your human resources department is the heart of your company. Whatever
products or services you create or sell, your company’s success ultimately depends on the human ele-
ment. If your staff members do not perform or you cannot retain them, your revenue will suffer, and
that is the fault of your human resources team. If your employees are talented, efficient and happy,
you will be successful, and it is your HR department that is responsible for making it happen.
NEXT ISSUE November
2015
J & L

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October issue of J & L Management News Letter 2015

  • 1. TRADER NEWS “Your brand is about you, your culture, and what you stand for. You need to put all of that forward so people can see and feel it” Interview continued page 2 October 2015 Issue  Building a Winning Busi- ness— INTERVIEWS WITH SUCCESSFUL ENTREPRENEURS AS THEY SHARE THEIR SECRETS  How to Stop Playing Safe By Unlocking the Power of Courage  Top 10 Companies to Work For  Business facts that might surprise you.  Human Resources—What every business owner should know. J & L Management Hospitality: Integrity, Focus, Experience—Satisfaction without Exception Building a Win- ning Business, INTERVIEWS WITH SUC- CESSFUL ENTREPRE- NEURS AS THEY SHARE THEIR SECRETS. Follow J & L Issues as we cele- brate successful Entrepreneurs and their words of wisdom and advice. KENNETH “HAP” KLOPP Among his many ventures, Kenneth Klopp acquired The North Face in 1968 — then two small stores, one in San Francisco and one in the Old Barn at Stanford — and turned it into a global apparel business that he ran for 20 years. Interview: - IN 10 WORDS OR FEWER, WHAT IS THE BIG IDEA BEHIND YOUR BUSINESS? “To apply technology to a commoditized business and create a new industry. For example: At The North Face, we took materials that the U.S. military used in the Vi- etnam War and applied them to camping. We light- ened the load and created a new backpacking indus- try” WHAT IS THE BEST ADVICE YOU’VE EVER RECEIVED? Dick Salomon, the first chairman at The North Face, told me, “Products have an ever- shortening life cycle but brands last. They carry an enduring message and belief.” Your brand is about you, your culture, and what you stand for. You need to put all of that forward so people can see and feel it. Most companies have goals that are J & L Management Hospitality Presents October 2015 J & L quantitative, but brand is qualitative. It is about how you carry out your business and what you stand for. It is what makes you stand apart in a crowd. A great brand is cohesive. It doesn’t waste time. When you are consistent with your philosophies, it becomes easier to articulate in the marketplace. An established brand gives you a stronger multiple. Brand durability is an annuity . WHAT WAS THE MOST DIFFICULT LESSON YOU HAVE LEARNED ON THE JOB? The 90/10 rule. I assumed in business that things would be 50/50: I do mine and you do yours. What I learned is that 90% of the responsibility is mine and 10% is theirs. If you think it’s 50/50, you will be let down more often than not. Another is that people don’t come to work for you or anyone else. They work for themselves. I was naive. I thought people worked for me because I was the boss. I learned they work for you only if you have earned their respect or you have given them a meaningful incentive — not because you gave them instruc- tions. WHAT ADVICE WOULD YOU GIVE OTHER ENTREPRENEURS ON HOW TO BUILD A GREAT BUSINESS? One: Focus on value, not price. At The North Face we wanted to make the best and we as- sumed there was a market for it. If you’ve ever spent the night in a sleeping bag at 20 below zero and you couldn’t sleep because it was too cold, you would pay $200 more for one that works. We knew that the people who really needed a sleeping bag to work at
  • 2. HOW TO STOP PLAYING IT SAFE BY UN- LOCKING THE POWER OF COURAGE Some salespeople practice avoidance with negative consequences. They take the conserva- tive route, never putting themselves in a high-risk, high-reward position. Other salespeople use fear as a motivation, learning how to develop their potential for courage by remaining calm in tough situations. They make a cold call or continue to pursue a prospect who has already turned them down repeatedly. BOLD STEPS: 1) Learn to Unlearn: Be open minded—Abandon old rules and assumptions that may limit your options. 2) Think: Be flexible, Free yourself to go with the flow of change. Don’t be afraid to try new ideas, attitudes and strategies. 3) Act: Be proactive. Ensure that your skills match what the world will want tomorrow CONFRONTING ADVERSITY:  Stop and set back. If you feel discomfort, don’t just push ahead. Pause for a moment and give yourself space;  Observe. What is really going on? What is the context of this moment that triggers your fear? Don’t draw any conclusions. Simply note what is in front of you.. Confronting adversity cont’d  Ask bigger questions. Don’t focus on what’s obstructing or frustrating you. Consider the larger context of the cir- cumstances. Ask yourself, “What is my ideal outcome for this situation?”  Reframe. When you have your answers, use them to change how you view or frame your position. The problem you face won’t change, but if you change your perspective, you can come closer to achieving the outcome you want. Focus on what you can do, not on what you can’t do.  Respond. After reframing, you can con- trol the way you react to a problem. You may face a set of options that aren’t per- fect but you always have choices. Deter- mine your most constructive approach. Life is risky—Accept that the life of a sales- person is risky. Your potential to act coura- geously increases each time you make a cou- rageous act, such as calling on a prospect who said “no” in the past or making a cold call on a prospect who claims to be happy with a present situation. MOST OF ALL —BELIEVE IN YOURSELF INTERVIEW CONTINUED—KENNETH KLOPP 20 below zero and you couldn’t sleep because it was too cold, you would pay $200 more for one that works. We knew that the people who really needed a sleeping bag to work at 20 below would buy ours and they would influence other people. Markets are wide at the bot- tom and narrow at the top. You need to know who the influencers are in your business. In outdoor gear, it was the mountaineers. Two: Focus on consumer needs. People buy what they need, not what you sell. Three: You should have a higher calling, a triple bottom line. Build your team around things that transcend making money. WHAT INSPIRES YOU? HOW DO YOU COME UP WITH YOUR BEST IDEAS? The people around me provide new ideas and challenges. You reach a higher point when you work together. The best ideas come about because of friction and interaction between people. If you put engineers together with salespeople, they come up with great solutions. Do you want to sell what you make or make what you sell? You can’t do one without the other! I worked with Buckminster Fuller to make tents. He was amazing. He applied a new math to structures, and we made a geodesic tent. Stress is equal- ly distributed, and as it gets larger, it gets stronger. As Bucky pointed out to me, most things — physical, political, economic — get weaker as they get bigger. But they don’t need to. FOLLOW OUR NEXT ISSUES AS WE CONTINUE TO CELEBRATE THE ENTREPRENEURIAL SPIRIT
  • 3. Business Facts that Might Surprise You  Taco Bell has proved to be a huge flop in Mexico, as Mexi- cans were confused by the Americanization of their tradi- tional cuisine.  U.S. corporations are report- edly hiding $1.6 trillion in profits offshore .  Burt’s Bees is owned by Clorox. McDonald’s first menu items were hot dogs, not hamburgers. Starbucks spends more on health care insurance for its em- ployees ($300 million) than on coffee beans. More people in the world have mobile phones than toilets. Steve Jobs is credited as an executive producer on Toy Story. J & L Management Hospitality—Providing Employment Solutions TOP 10 COMPANIES TO WORK FOR … And for Six Years in a Row the #1 Winner is ….. Drum roll Please Google (GOOG,GOOGL) tops the list once again. The tech company has now been Fortune’s #1 for the sixth year in a row. Google changed its parental leave benefits, now offering up to twelve weeks to a par- ent regardless of gender. #2—.The Boston Consulting Group raked in $3.9 billion in revenue. The company is offering a three- to 12- month Social Impact Leave of Absence to employees, giving them the option to work for a variety of nonprofits including the World Food Programme, Education Pio- neers and Green Dot. # 3 ACUITY is #3 on the list. The company is a new entry to Fortune’s 100 Best Companies to Work For, gener- ating $1.1 billion in revenue last year. Tui- tion reimbursement, no cap on paid sick days and a healthy 401(k) plan are among its employee perks.Full-time turnover is 1%. # 4 SAS Institute comes in at #4. The analytics software company was founded in 1976 by North Carolina State statistics professor. Employees get a pleth- ora of benefits including onsite childcare, gyms and a pharmacy. # 5 Robert W. Baird has added 121 full- time jobs over the last fiscal year. The investment company brought in $1.1 billion in revenue in 2014 under the “no a**holes here” rule stated by CEO Paul Purcell. Robert W. Baird fires those who break that rule. # 6 Edward Jones is the fourth largest finan- cial services firm in the US. #7 Wegmans Food Markets is lucky number 7 #8 Salesforce.com (CRM) makes the top 10 at #8 #9 Genentech‘s 2014 revenue added up to $16.3 billion. Last but not least…….#10 Camden Property Trust (CPT) cracks this year’s top 10 after falling just short last year. - ?
  • 4. Contact Us J & L Management Hospitality - We provide sea- soned temporary consultants and qualified perma- nent candidates in hospitality man- agement. For more infor- mation: office—609-882- 5261 email: jlmanag- ment2@gmail.com Visit us on the web at : www.jlmanagement hospitality.com PROVIDING EMPLOYMENT SOLUTIONS Human Resources—What Every Business Owner Should Know Whether you are managing your own human resources internally, or you are contracting out to a pro- fessional employer organization (PEO) or other human resources management (HRM) group, there are a number of functions your HR department needs to be able to fulfill. Your human resources team is responsible for recruiting new talent as well as providing for your existing team. Your HR depart- ment needs to be able to prepare payroll each week, calculate and submit taxes, arrange for benefits and retirement options, and much, much more. Here are some essential tips for running a tight opera- tion. Hiring When hiring, remember that quality is more important than quantity. This is a suggestion often given to job candidates when submitting their resumes. Just as job candidates achieve better results with precision, so do hiring managers. Your hiring managers need to know exactly what they are looking for, and where to look for it. If your human resources staff does not include experts in hiring, you may want to consider outsourcing this operation. Expert recruiters and headhunters can actually save your company money by locating better talent. How much time and effort have you invested into your employee onboarding process? Employers commonly neglect onboarding procedures, not realizing how critical they are to avoiding misunderstandings later and orient- ing new employees comfortably as part of the team. Have a clear book of rules for new staff members, provide orientation activities and one-on-one time with management staff, and make sure that new employees understand their role in the corporate culture. Also remember to provide ongoing training for staff members who have been in their roles a long time, and to conduct regular employee evaluations. Corporate Culture and Conflict Resolution One way to retain your employees is to ensure that they are happy while at work. Come up with ways to bring together the team and forge strong working relationships among co- workers. Organize corporate parties, awards ceremonies, and other events that provide recognition to individuals and project teams for their efforts. The best HR practices go beyond the day-to-day tasks and also encompass an attitude of fairness and balance. Do your human resources staff treat all employees in a fair, objective manner, or do they give preferential treatment to management staff? Human resources managers need to be taught to see other management staff members as employees like all others—this is the only way to ensure that everyone is doing their part and the workplace is a level and fair environment where everybody can thrive. Benefits Have a wide array of benefits plans available to your employees to choose from. This can be a tricky legal area to navigate, and is one aspect of HRM where outsourcing can be particularly useful. Outsourcing to a PEO gives you the benefit of legal expertise on issues like worker’s compensation and healthcare plans. Find ways to effectively communicate with your employees about the health insurance and wellness options which are available to them, as well as different retirement plans they can choose from. Healthcare in particular is going to be an increasingly complex area to navigate in the coming years with healthcare reform on the horizon, so put special emphasis on working out this aspect of HR. HR Outsourcing There are a wide range of human resources outsourcing options. Before computer software became as advanced as it is today, outsourcing your HR department traditionally meant partnering up with em- ployees HR staffing agencies. While some PEOs still take this form, many payroll outsourcing companies offer you the chance to continue managing your operations internally, but provide you with the software to make it fast, easy and error-free. This software can be used to prepare your payroll for your employees and calculate and send in your taxes each year. Employee leasing is accessible to large and small businesses. There are many dif- ferent pricing schemes out there, so be sure to investigate your options thoroughly before you make a decision to partner with a PEO. There are also a wide range of services. Watch out for hidden fees, and make sure you un- derstand where the responsibility lies for human resources management decisions. Perhaps the single most important thing to keep in mind about HRM is that human resources manage- ment is never a “set and forget” solution, no matter how you decide to structure your organiza- tion. On the contrary, your human resources department is the heart of your company. Whatever products or services you create or sell, your company’s success ultimately depends on the human ele- ment. If your staff members do not perform or you cannot retain them, your revenue will suffer, and that is the fault of your human resources team. If your employees are talented, efficient and happy, you will be successful, and it is your HR department that is responsible for making it happen. NEXT ISSUE November 2015 J & L