As the year ends, you are probably taking your final steps to minimize your business and personal tax obligations for 2013. Consider Judge Learned Hand’s view of your “fair share” from the U.S. Court of Appeals decision in Gregory v.
In the last two columns, you learned how to calculate the return on your investment in human capital and what factors contribute to a successful hiring process. This month, we explore the potential of your training and development program to maximize your return on investment in human capital.
Last month, I showed you how to calculate the return on your investment in human capital—the knowledge, skills and experience of your people. This month, we look beyond the numbers at the factors in your hiring process that either maximize or reduce your return on investment.
Your financial statements only partially reflect your company’s overall performance. The return on investment (ROI) in “human capital”—the knowledge, skills and experience of the people who produce your results—is easy to calculate but difficult to maximize.
Every time you purchase a fixed asset for your company, you attempt to evaluate which option provides the greatest return on your investment over its useful life. Forecasting “capital productivity” offers a variety of ways to evaluate these choices and make the best decision.
In this three-column series on using rapport-building techniques to improve financial health, we discussed the principles of neurolinguistic programming, including the primary representational systems—visual, auditory and kinesthetic—we use to interpret our environment and to communicate with each o
You can easily learn a simple system that will immediately accelerate your ability to build wealth, without investing in expensive customer relationship management software or overhauling your accounting system.
In last month’s column, we explored the benefits of allowing employees to contribute and using more of their experience, talents and creativity, even when it is painful to hear their opinions about how management runs the company.
In his book, “The E-Myth,” Michael Gerber tells the story of a woman who bakes wonderful pies. As she prospers, she starts a company and takes on the accounting and selling functions to grow her customer base. Eventually, she becomes a manager and hires other people to bake the pies.
This month, with the end of the Mayan calendar, humanity will experience a “shift” and the rise in our vibrational energy will allow us to realize untapped abilities. However you interpret this idea, you already know that you have to change your way of doing business.
By the time you read this, the 2012 elections will be over, and you will either be optimistic about the future or wary of planning for 2013. Too often, business owners allow external factors to influence their strategic decisions; they lack confidence in their ability to create their own destiny.
Profiling the personality of the criminal element allows law enforcement personnel to effectively target and apprehend evildoers. In the current political environment, the millionaire capitalist has often been profiled as a borderline criminal stealing resources more properly allocated to others.
Financial decisions are based on facts and formulas, so it is common to think of them as rational and logical. The reality is that decisions, even financial ones, are based on emotions. Attitudes and beliefs developed throughout your life affect your financial decisions.
The protracted climb out of the recession continues with modest, incremental improvement. Residential construction remains the main drag on overall construction, but improvement appears to be on the horizon. However, growth will not come quickly nor with great fanfare.