Concert Promoters, Bookers, and Agents

Concert Promoters, Bookers, and AgentsConcert Promoters, Bookers, and AgentsBooking and promoting concerts involves a lot of moving parts, so its pretty easy for confusion to enter the picture. If youre new to playing live, just starting to cut your teeth on the live music circuit, then that confusion can go through the roof for a lot of reasons. In fact, this can be a tough time for a lot of musicians, not only because the whole process is new and more than a little intimidating, but also because musicians at this stage are the perfect targets for getting hustled. When you get to the stage where youre booking your own shows, you can make better decisions if you understand the role of everyone involved. Now, there can be some overlap in unterstellung positions, but here is the general idea to keep in mind Promoters On the indie circuit, the most typical way for a promoter to work with a musician is to decide they want to work with the musician on a show, make a deal with the mus ician (or the musicians reps) and then go out and do the work of putting on the show. That means booking the venue, contacting the local press, absatzwirtschaft (running ads, printing posters, etc, as appropriate), making sure everything is in place for the night of the show (flugtickets, sound/tech requirements, booking the opening bands, buying the rider and so on) and then generally making sure the show runs smoothly. When a promoter makes a deal with a musician, the deal usually (really, should) take into account the expenses associated with the show so that when the musician sees the deal, they know how much they stand to make. For instance, a promoter might offer a flat rate for a show or they may offer a door split deal in which they pay the musician a percentage of the ticket sales money after the costs associated with the show are met. The real defining thing about the deal structure is that the promoter does assume some of the risks and makes a decision about that risk be fore they decide to run the show. Bookers Sometimes, venues have someone in dienstgrad of booking the shows for the club - but it is really very important to not confuse these people with promoters. Sometimes, venues have in-house promoters that book the shows and fulfill the traditional role of the promoter, but venues often have someone who just books. They may include your name in their standing run of advertising and monthly calendar things, but the onus for promoting the show - and meeting the venues financial requirements - falls on you. They may have a bare minimum that you have to meet or they may require a certain number of ticket pre-sales or they may have some other financial guideline you have to satisfy. As a musician, it is REALLY important for you to understand these rules. Of course, venues cant have losing nights all the time, but weigh up what theyre offering you versus what theyre demanding from you. Are they throwing you on a bill with four other bands who s ound nothing like you (or each other) and requiring a huge number of ticket pre-sales - which really translate into you paying hundreds to play there? In other words, are they setting you up for some crap gig that no one wants to come to and get you to pay them for the privilege? If you are acting as a promoter for your own show, it makes sense that you would have to assure the venue that they arent going to lose money on the night, but dont be too intimidated to speak up to find out what youre getting when you book a show at that club and definitely dont be too afraid to look for another venue who wants to make sure you BOTH have a winning night. Agents An agent books shows for you. In other words, the agent calls the promoter, works out the deal and brings the offer back to you with all the details ironed out (in accordance with what youve agreed in advance, such as must have a stage large enough for 7 cellos or will only play Albuquerque on Tuesdays.) As you can see, your re al danger zone as an up and coming musician lies in the difference between working with a promoter and simply booking a show with someone in charge of a venue calendar. Make sure you understand the set-up any time you book. And note, someone who pencils you in on a certain date, contributes nothing in the run-up to the show and then sits at a door collecting money and asking people what band they came to see is NOT a promoter - pure and simple. Dont pay for services undelivered.

How to Develop a Successful On-Boarding Program

How to Develop a Successful On-Boarding ProgramHow to Develop a Successful On-Boarding ProgramSo you advertised, interviewed and finally found just the right candidate to fill your companys vacancy. Perhaps the individual has the exact qualifications, experience, and individual personality skills that make them a perfect fit for your corporate culture or job role. In short, youve hit the hiring jackpot. While all of that is well and good, if you dont have a well-developed and comprehensive onboarding program, even the best hire can go south in a hurry leading to employee turnover and increased business costs. Enter the importance of a well-developed onboarding program. The ability to integrate a talented candidate into your existing firm or corporate culture is an essential element of any successful hiring program. The ability to train a new hire in both their day-to-day job functions and their place in the current company hierarchy is essential to long-term growth, development, and integration. Sure, you may have chosenthe best, most qualified candidate for the role, but if you dont have established structures and professional guidance in place, your investment could quickly turn into a hiring disaster. Never fear, however. Weve got the facts, figures, and guidance you need to make that new addition a hiring success. Set Clear ExpectationsWhether prior to hiring or on the very first day of integrating that exceptional new candidate, the key to a successful onboarding program is setting clear career and role expectations. Most of this starts with a well-defined job description. Putting some thought into the day to day tasks of your new hire prior to interviews can help set the stage for ensuring youre hiring the right candidate as well as help establish clear expectations once you have the new team member in the door. Come up with a clear and concise set of daily functions that will help your candidate have a clear idea of what to expect in their new role come day one. leid only will you attract applicants with a better overall match but youll also have more success in integrating them into your companys existing infrastructure.Make a Training ScheduleFrom the basics of firm apps and technology infrastructure to the more advanced applications theyll need to perform their daily job functions, training in essential technologies is an important part of onboarding a new candidate. Most modern applicants will have a basic knowledge of email and research programs, but the more specialized, and often more important, advanced database and proprietary database software will be the bread and butter in which your candidates operate. Teaching the new hire how to utilize this software is important to both anfangsbuchstabe rollouts as well as long-term contributions for suggesting better or more efficient methods of operations.Define the Job HierarchyIf you take a poll of recent hires across job descriptions, markets and fields, perhaps the biggest fru stration they would express would be surrounding regarding corporate hierarchy. Its important to help candidates clearly identify who they report to and who they can go to in case of complaints, frustrations or guidance. These types of questions are essential both as a resource for new hires in addition to painting a picture of the potential career track they may be signing up for.Schedule Time for Check-InsGetting your new candidate in the door is a small part of any hiring equation. Even with the best onboarding programs in place, individual candidates will still have different initial and ongoing career needs that should be addressed by sophisticated hiring managers. Once youve fully integrated your new hire, be sure to check in with them on an ongoing basis. This will help you identify any major needs and concerns and will let savvy manager head off long-term issues before they begin to impact your department or division across the board. Ask for FeedbackAs a hiring manager, sup ervisor, head or other leader in your field your company has probably placed a great deal of faith in your skills and abilities to perform your essential job functions. Thats all well and good but, at the risk of sounding a bit jaded, our mom thinks were awesome too. A successful and dynamic supervisor knows that a key aspect of integrating a new hire is the knowledge, expertise and specific experiences they bring to the job table. Utilize this specialized knowledge by asking for feedback on your specific performance after the candidate has been with the company or firm for a short period of time. Set up structures that continue to ask for this type of guidance as a way to both build confidence in your team and to continue along in your own personal and professional career growth.Have another concrete suggestion when it comes to onboarding quality candidates? Shoot us a katechese or leave a comment below. Maybe your tip or trick will make our next update, helping a future candidate or hiring manager make a smooth transition into the job of their dreams.

Low-Cost Employee Retention Strategies

Low-Cost Employee Retention Strategies Low-Cost Employee Retention Strategies What do you think it’d cost to replace a worker if he or she walked out the door today? Some estimates run as high as 150 percent of the annual salary, but there are many hidden costs, too. Keeping your employees happy begins with implementing an effective employee retention strategy. Our workplace research shows that higher levels of employee engagement lead to greater productivity. And workers who feel valued are motivated to make real, tangible contributions to the company. Yes, providing competitive compensation is one way to keep your employees happy. But it’s not the only strategy. Here are nine low-cost ways to keep employee retention high. 1. Maintain an open-door policy Happy workplaces are environments where employees feel comfortable voicing their ideas and concerns. Set the right tone by letting your employees know that you welcome their thoughts for improving business operations and workplace culture. Also, provide and ask for regular feedback. Don’t limit yourself to one format: You could offer an idea board, suggestion box or monthly brown bag QA with company leadership. 2. Promote from within Your employees will feel discouraged if they sense they’ll be sitting in their current cubicle forever. If you want employees to invest in the business, then invest in them, too. Many managers fail to consider that the talent they seek could very well be right under their nose. Wise leaders consider “internal employees” - professionals who are among your current workforce - first when a position is created or vacated. 3. Encourage passion about your brand You don’t have to give employee retention a second thought if your employees are passionate and knowledgeable about the product. Encourage them to learn as much as possible about the brand and company values so they can share their enthusiasm with customers. Offer complimentary services or samples to employees so they understand the value of your product and can make informed decisions and recommendations. 4. Emphasize health and wellness The link between wellness programs and higher employee retention rates is well established. Managers have come to accept that promoting the physical and mental well-being of their employees is beneficial to their bottom line. Some firms offer fun workspaces with foosball tables, others yoga classes, complimentary chair massage or vending machines with healthier snack choices. Whether it’s a mandatory 20-minute break in the day from computers and smartphones or even extra vacation days as a reward for performance, these types of healthful workplace options go a long way toward preventing employee burnout. 5. Recognize outstanding work Want to boost employee morale? Place an article in the company newsletter or a note on a bulletin board in the office in recognition of a special achievement. Praise employees for their good work in front of their peers. You don’t have to spend a dime to reward hardworking employees for their actions and achievements. Your gesture lets employees know their unique contributions and positive attitudes make a difference for your company and the team. 6. Create a pep squad It’s understandable that amid day-to-day deadlines, making sure employees are engaged rarely finds its way onto your to-do list. Here’s a solution: Delegate! Appoint a team of employees to head up fun activities. Watch the ideas grow when you get a group of creative employees together, thinking about how to take the stress out of work and be more supportive of each other. 7. Offer professional development opportunities Training programs are an employee retention strategy that pays off big time. Your employees benefit by expanding their skills. You benefit by getting a more productive and versatile workforce. Everyone wins when you grow together. 8. Have a mission Do you have any millennials on staff? Workers of this generation want to be part of a cause that matters. Even if your company’s focus isn’t building homes for disadvantaged families, you can weave charity into your business plan. Regardless of age, you and your employees will benefit from having a philanthropic focus by improving your company’s reputation in the community. You might even meet a new potential client. 9. Recognize that perks don’t equal culture Employees enjoy perks: free lunches, free health insurance and flexible hours. But don’t sell yourself short by equating perks with workplace culture, which is the personality of your business. What you say about work-life balance and professional development tells current employees and job seekers about how the organization values its employees. Assure both groups that your organization appreciates - and rewards - employee dedication and hard work. Companies with cultures that truly value their employees are most successful at retaining them. Don’t be the manager who is caught off guard when a top performer gives his or her two weeks’ notice. Instead, create an environment where employees feel valued, included in company development and have a solid grasp of their performance and career development. Subscribe to the Robert Half newsletter for articles and resources to help you build and manage a winning team - all sent directly to your inbox.