Many companies, especially small companies find the administration of their staff – a complex morass of legislation and record keeping- a difficult challenge and one which seriously detracts from getting on with their core business.
One popular option nowadays is to outsource this function and get HR services – especially payroll services undertaken by another company. Others will choose to have a HR Management system used by their own in-house staff. Human Resources software is a huge market and there are increasingly complicated software systems to manage any aspect of staff management, though these are usually available in build-up modules. The software varies from the relatively straightforward compliance software for payroll, attached as a module, usually to the accounts system. Human Resources software will have a range of modules but include the storage of personal details of staff, holiday records and absence records include statutory leave for maternity and paternity, records of any disciplinary records and also skills and training, and performance records. They also offer regularly updated information (usually free for the first year) on employment law.
Anyone trying to get information about prices by searching Google will be sorely confused as there are hundreds of suppliers keeping information very tightly hidden. One straightforward exception is Sage, who offer a HR software package suitable for small businesses which they clearly state as “from £200”.

Making meetings effective and efficient: 20 things to try
If you always manage meetings like you’ve always done, you’ll always get what you’ve always got- or could your meetings be more effective. Here are one team’s brainstorms of 50 ideas for improving the effectiveness of the meetings in their company.
1. One agenda item meeting
2. 5 minute meetings
3. State actual purpose of each agenda item (e.g. to choose between ….)
4. The most interested person in item to chair for that item (or the least…..)
5. Offside rule – no whingeing (Its no use because they won’t let us do  it ….)
6. Use a cost indicator clock (This meeting will cost the company  £X per minute)
7. Insist every con is accompanied by a pro
8. Give each member a token for airtime – eg. 5 minutes, 3 minutes – Shut up when used
9. Use clockwork teeth when someone is confabulating. (This really works !)
10. Have someone draw an interaction diagram of the meeting.
11. Use brainstorming to get a range of possible actions/answers to a problem
12. Set a time limit for the total meeting and keep to it
13. Let people attend only for agenda item that concern them
14. Appoint an official Devil’s Advocate
15. At the start of the meeting give members of the group roles to play eg. Summariser, encourager, timekeeper, alternative options,
16. Bring in someone from outside the group to offer possible answers to issues blocking the working group
17. Have a single sentence rule for large meetings/large agendas
18. If there is “always” a meeting try not having one so regularly. Wait until issues need one.
19. Have a 5 minute whinge session at the end
20. Crying “Foul” when people make personal put-downs or sniping remarks.

If you can only see two alternatives – your viewpoint and the wrong one you are not going to be able to be in the right frame of mind to resolved conflict. A good manager will seek to find many different solutions so that the choice to resolve a problem becomes a real one.
1) The Team leader starts the meeting by explaining the conflict or problem .
2) Outlines in detail why it needs to be solved – the impact on effective working, relationships or other that leaving the problem will or is causing
3) Each side (and care must be taken if there are more on one “side” than the other) states their own position. Each person must take turns and listen carefully.
4) Each side then outlines what they understand to be the other side’s position
5) The Team Leader re-states problem until all agree on the precise nature of the problem, with inflammatory language or putting people down.
6) Brainstorm as many solutions as possible. Go round the group for possible strategies until members finally run out of ideas. Do not allow people to make disparaging remarks about other’s ideas.
7) Begin to come together on one solution. Let members, for example, choose their “Top 3” solutions from those discussed. Look for common ground and emphasize this.
Get all members of the group to agree to one solution (which may have more than one action).
9) Conclude and re-state solution
10) List the Specific Actions to be taken and who should take them

When times are on the up managers often find it quite easy to make decisions about growth and positive changes, but when times are challenging even usually competent managers can find taking decisions difficult. They exhibit indecision (can’t quite make up his/her mind) and procrastination (delaying decisions, putting off taking a decision). These behaviours are major problems in organisations small and large and indecision by managers at any level can lead to
•    Time wasting of staff, waste of materials
•    Stress and conflict between staff,
•    Inadequate services to customers
•    Breakdown of services or production
Even more than this it may be that delaying a decision past the limit to effect changes may mean finally there will be only one decision to take – and that may mean company closure.  Such devastating effects can happen if decisions about reducing expenditure or downsizing for example are not taken in time. Even not taking decisions about changing products or modifying product lines can lead to company failure – and so can staffing disputes if not handled in time.
Decisions need to be TIMELY and CONSIDERED – simple enough to say, but much more complicated in practice. So what can happen to DELAY DECISIONS in practice?
1. Paralysis – A manager faced with what can seem to be overwhelming numbers of facts and choices to make at a crucial time can just give up trying. A decision is just avoided.
2. Compliance – Some middle or junior managers (or even, indeed senior managers in a large organisation) are uncomfortable with being associated with difficult decisions and will say “I’ll leave the decision up to you” or “Anything you say”. This leaves the manager able to say to colleagues who may complain about the decision “Nothing to do with me”.  This is passive aggression and unacceptable.

When there is a disagreement or open conflict in a team or workgroup then resolving the conflict involves using one of a toolkit of the Six C’s.
1) CONSENSUS
Achieving consensus involves analysis and discussion of the issues together with all members of the workgroup concerned with the issues. Enough time needs to be given for all members to put their point of view and respond to what is said. One way this issues are resolved is the reach agreement, a CONSENSUS about how to resolve the problem. CONCESSION
2) CONCESSION
Given appropriate discussion and focussed listening to what each member of the workgroup involved in the conflict one or more members may now be able to appreciate the other “side’s” point of view and be ready to make a CONCESSION to resolve the conflict.
3) COMPROMISE
When discussions of problems with members of staff involved in the conflict get into an impasse then it is a particular skill to be able to search for a COMPROMISE that will mean both sides of the argument must make some allowances to the other to reach agreement. The skill in searching for and exploring different levels of compromise is the primary skill of a excellent manager.
4) CO-OPERATION
It is often possible to draw on aspects both sides of an argument can agree on the resolve issues by co-operation.
5) CONFRONTATION
Confrontation is an important skill and one which many managers seem unable to develop. They either avoid meeting and facing the problem head-on or only cope by losing their temper (as though confrontation inevitably means angry behaviour and raised voices).The real skill of CONFRONTATION is to discuss sensitive issues openly and objectively whilst respecting the rights of others to respond and be listened to.
6) CONCILIATION
Whatever process is finally operating to resolve the conflict the final stage must be CONCILIATION between the “two sides”, so they can work forward together and all retain their self respect.