Day 1: How do these Characteristics affect FullEmploy?

In the next few days, I will describe how the Characteristics of an entrepreneur affect FullEmploy. Some will be short and will be discussed in one article while others will be one article per characteristic.

     1. Being Organised

There are 3 types of organisation
a) the physical structure
b) the busness model

c) personal organisation

a) FullEmploy's physical structure is that it's organised as wards within Areas within Counties within Regions. The legwork is done by the wards who employ Client Managers to do the work. Each office will be managed by an office manager and they'll communicate with each other up and down the hierarchy.

b) FullEmploy's business model is to build relationships with Employer's to identify jobs and skills to populate a Skills Database; build relationships with  the Unemployed people to identify their capabilities and shortfalls with regards to the identified skills; build relationships with Training Providers to deliver the identified skills; build relationships with Funding Agencies who will pay for the training.

Externally, FullEmploy would build relationships with Politicians who would help us get leverage in industry and get Central Government to accept responsibility for training to create a level playing field for Employers who can then gain access to a skilled workforce. One of the Structural Imbalances is Low Productivity which led to the UK losing market share of the global economy thus increasing the balance of payments deficit. So, it's in the Government's interest to pay for the training in order reduce the skills shortage.

c) Personal organisation is how a person organises the work which implies use of Project Management techniques such as Prince 2 the UK standard. However, when you implement a task, you need to organise your thoughts which is akin to preparation and rehearsal. It's this sort of preparation that can make you look confident and that you know what you're doing. Implementing a task should be treated as a mini-project in it's own right. This is where you consider 'what' needs to be done; 'how' you're going to achieve it or present it; and 'what actually' happened i.e. did things go according to plan? Were your expectations accurate? Can you learn from what worked and what didn't? This can form your Continuing Performance Development.