Small businesses are top targets for online theft of info and funds. Ransom, extortion, skimming, spying, and outright theft are common. Incorporate basic cybersecurity management steps into your operations today. Below are ten security-first recommendations when it comes to crafting a cybersecurity plan for your business:

1) Properly implement user training and testing because most breaches begin with a phishing email to an unsuspecting employee. Incentives could help motivate employees to complete cybersecurity training. KnowBe4, Wizer, and Mail Fence are great options for this.

2) Create a company procedure that requires 2nd party verification for any digital financial transaction.

3) Create a Rapid Incident Response Plan that allows you to quickly call your Cyber Incident Response Team, notify clients, and mitigate damage.

4) Establish Multifactor Authentication that requires individuals to provide two or more credentials in order to authenticate their identity.

5) Risk-based, timely patching and firewalls help businesses secure their data and protect their software from vulnerabilities (outdated OSs, apps, hardware) and cybercriminals. ESET and Meraki are great resources for anti-spam and virus firewalls. Enable encryption through BitLocker (Windows) or FileVault (Apple).

6) Look into cyber insurance coverage options here.

7) Back up your important data daily to ensure that you can easily access it in case of a data breach. Create and test an off-site, encrypted backup through iDrive / CrashPlan.

8) Use different passphrases for each account and keep them private, unique, and strong. Consider a password manager such as Last Pass or Kee Pass.

9) Test your security and rate your risk with a company such as Web Scan, Bit Sight, FICO Cyber Risk Score, or Security Scorecard.

10) Learn more about general cybersecurity through CIS articles or the SANS Institute’s newsletters. For government contracting controls, check out NIST.

More than 90% of cyberattacks rely on human errors. Cybercriminals often attempt to hack business infrastructure through phishing and social engineering. Establish a cybersecurity training program in your business. Please note: it’s been suggested that you can only really ask employees to change 1-2 behaviors per year. More than that can overwhelm your hardworking staff.

1) EDUCATE YOUR STAFF! Make sure your employees are aware of the common tricks that hackers use to deceive. KnowBe4 offers a free initial phishing attack on a business to test how vulnerable your employees are to deception

2) Take the Cyber Risk Assessment: Knowing your risks is the first step to reducing them. From there, it becomes a risk management strategy of deciding what policies are easily changed, where you should really focus your cyber protection dollars and what can wait for a later phase. You can create a Cybersecurity Workbook here.

3)Make a Physical Inventory: Do you know how many laptops are in your company? Is there a smart ‘sign-out’ policy or another way to track their location? Always be able to quickly identify and find your electronic inventory.

4) Update Software and Purge Unnecessary Data: The more information you have, the more you have to lose. Frequently review and safely remove any data you don’t need anymore. Extra note: Safely dispose mobile device information when you are finished with them: Apple IOS: Settings | General | Reset | Erase All Content Android: Settings | Privacy | Factory Data Reset

5) Mobile Device Policy: Require passwords, set lock-out timers to as short as possible, have a system for reporting and remotely wiping lost devices, set up a VPN, and don’t allow personal business use on the same device. Effectively manage tethering and biometrics.

6) Out of Sight, Out of Danger: Establish a clean desk/workplace policy, lock up files, and keep hardware away from public areas.

To complete a free cybersecurity audit, please call Ann Swanson, Southeast Idaho SBDC Director at 208-282-4402 or email swanann@isu.edu

To see the downloadable PDF version of this message, click here: SBDC Cybersecurity Flyer

Capital is Scarce
Idaho has a share of angel investors, but they’re loosely organized and mainly concentrated in Boise. Companies should give themselves at least 6 months to raise money. Here’s a list of Known Idaho sources of Angel Capital:
• Sage Growth Capital (Boise)
• Alturas Capital (Boise)
• StageDotO (Boise)
• Trolley House (Boise)
• Idaho Capital Ventures (Boise)
• Woebly One Capital (Boise)
• Kirestsu Forums (Boise and Sun Valley)
• Mountain Man Ventures (North Idaho)
• Eastern Idaho Angels (East Idaho)

Traction is Important
Angels don’t generally fund ideas unless it’s a very small amount of money and they have a personal relationship with the CEO. Companies need traction of some sort, which generally means they need to have a demonstrable product and customer base.

Market Size Matters
If angels don’t believe the market is big enough for exponential growth, it’s generally difficult to get an investment. There must be enough upside to an early stage investment for investors to get a 10X return.

Scalability = Return
Angels typically invest in scalable models. For example, service companies are bound by time and therefore much more expensive to scale. For this reason, they tend to have lower market caps and sell for much less (if/when they exit). On the other hand, software companies can create and distribute a product to much larger markets without the time and quality control issues of service companies. Relationships for The Win Angels rarely invest solely based off of a good pitch. A relationship needs to be formed and cultivated for months, or even years, before an investment occurs. Networking is also incredibly helpful.

Exit is Essential
Companies must exit to return money to investors. Angel investors rarely use a payback /dividend model to invest. If founders don’t want to eventually “cash out” through selling the company, there is little interest from angels. At this early of a stage, there are no “less risky” investments – so giving a lower return for less risk is not considered to be a valid way to raise investment dollars.

Don’t Go Terms Crazy
Companies often come in with terms and subscription documents that have been drafted by a local or national law firm. Founders in Idaho are advised to pull the standard seed series terms from the BAA website. These terms are widely accepted as the standard for early stage capital - most angels will suggest, or force founders to use these terms anyway. It may make more sense to save the time and money to just use them first. They are very fair for this early of a stage. Later rounds may require more sophisticated terms, but not angel rounds.

Investment Expectations

1) C-Corp (not LLC or SCorp)
2) Board of Directors
3) Quarterly Reports
4) Decent valuation
5) Preferred stock (non-participating)

To engage services, please contact Ann Swanson, Southeast Idaho SBDC Director, at 208-282-4402 or at swanann@isu.edu

To see a downloadable PDF version of this text, please click here: SBDC - Venture Capital Flyer

This is for the less formal business plan you need to communicate with your team. This plan can give you a good start on the more formal and complete business plan if you need one.

Describe Your Business

The more complicated the business, the more detailed the plan. Using the Business Model Canvas can be a helpful tool for this part.

Value Proposition

Explain how your business is different enough from existing products or services in your market.

Describe Your Customers

Why they will buy from you, how they will find you, and the value you will provide them.

Research Your Market

Research your existing and/or potential customer base, how big the market is or could be, where they currently buy, what they will pay you and why. Explain your reasons.

Estimate Your Expenses

Project your start-up expenses. Then project your ongoing expenses based on your goals. Explain where the numbers came from.

Determine Cost Per Unit

If you are selling a product, determine your direct costs per unit, often the materials. This is your cost of goods sold. Then calculate your break-even point. This is how much you will need to sell before you will make any profits.

Project Your Sales

Project your realistic market potential sales, profits, and return on investment (ROI.)

Assess Your Goals

Based on your available or potential capital resources, determine if this goal is feasible. Test, research and revise as necessary.

Weigh Your Options

Learn about the different structures your business can take on: Sole Proprietor, LLC, S-Corp, C-Corp. Ask the SBDC if there are local business licenses you need.

Map Out Your Strategy

List the strategy and steps needed to move you toward your goals and take action.

 To engage services, please contact Ann Swanson, Southeast Idaho SBDC Director, at 208-282-4402 or at swanann@isu.edu

To see a downloadable PDF version of this text, please click here: SBDC - Informal Business Planning

Know Your Value

Find Objective Data and accurately research your marketplace value. You own documented accomplishments.

 

Practice, Practice, Practice!

Make and use notes in practice, as well as real negotiations. For best negotiation results, prepare and do your research in advance. Practice interview questions and salary negotiation.

 

Identify Target Salary & Benefits

Salary.com gives you an approximate salary range. Find your location and best-fit job description. Identify your minimum, target, and bolstering range. Note that total compensation includes benefits.

 

Know Your Strategy

It’s important to prepare beforehand and have a strategy. Below are important tips to craft an effective salary negotiation:

• Start negotiating your salary AFTER you get the job offer.

• Avoid being the first to mention salary or name a number. Do not make an ultimatum offer. • Keep the negotiation objective, not personal. Do not make comparisons with others.

• Secure the offer in writing so you have a record of the interaction.

• Consider the value of benefits or benefit packages and weigh that into the overall offer.

 

Great Online Resources

Below are some great salary negotiation resources:

• Salary.com

• Paycheckcity.com

• Careercontessa.com

• ISU.edu/career

 

 To engage services, please contact Ann Swanson, Southeast Idaho SBDC Director, at 208-282-4402 or at swanann@isu.edu

To see a downloadable PDF version of this text, please click here: SBDC- Salary Negotiation

Federal & State Requirements

1)    Correctly determine if individuals providing services are employees or independent contractors by visiting the IRS website. Click on “Business” tab, click on “Operating a Business”, and click on “businesses with employees”.

2)    Determine the official type of business that you are and file the intent with the state: sole proprietorship, LLC, partnership,
S Corporation, or C Corporation. You must wait for the sealed, official state document confirming that your request was filed before you can proceed any further.

3)    Establish and obtain an EIN (employer ID number) by completing required paperwork on the IRS website.

4)    Using Form IBR-1, businesses can simultaneously register with: 1) Idaho State Tax Commission, 2) Idaho Dept. of Labor and 3) Idaho Industrial Commission. This enables obtaining an employer account number, State Tax ID and a tax rate for payment of unemployment taxes. All employers in State of Idaho must obtain a withholding account number and remit Idaho State income tax withheld from employee wages. Refer to this link to determine when and how to submit a payment.

5)    Workman’s comp insurance for each employee – talk to your insurance agent or the Idaho State Insurance Fund. We can also give referrals. File required forms and pay workers compensation insurance premiums.

6)    Establish a payroll system, either by purchasing QuickBooks or using an outside payroll service. SBDC clients receive a discount for the online version of QuickBooks.

7)    Obtain a completed Form I-9 from the U.S. Citizenship and Immigration Services for each employee and verify the employment eligibility of each employee. Maintain completed records in a secure file for each employee. At the same time, also obtain a completed IRS Form W-4 from each employee and keep on file for 4 years past termination. Verify the SSN and name as shown on the social security card.

8)    Set up a process for your business to withhold taxes from each employee, deposit/pay the taxes, and file the tax form by looking for IRS Publication 15-T (Federal Income Tax Withholding). For each employee, 1) withhold federal income tax based on each employee’s Form W-4 and 2) withhold employee’s share of social security and Medicare taxes. Integrate this step into your payroll service or establish a way to manually process the withholdings.

9)    Register with EFTPS for all federal withholding taxes. You’ll need to do this for the Department of Labor, as well as the Idaho withholding.

10)  Once a quarter, send what you withheld (due by the 15th of the month following the end of the quarter).

11)  Reconcile those payments to the quarterly Form 941, Idaho 910, workers compensation, and IDOL 025. Then, prepare the report and send any additional taxes due by the 31st of the month following the end of the quarter. File all new employees with the Department of Labor and with the IDOL 025.

12)  File the annual 940 (FUTA) Form at the beginning of January. Read instructions on IRS website about completing Form 940. File the 940 Forms and deposit taxes when due. Idaho 926 is the other annual form. The Idaho 926 is an annual report that reconciles all the quarterly 910s. File your W-2’s at the same time to reconcile them to the 941’s, your 910, and your FUTA report. E-file all three reports here.

13) All employers in Idaho must display labor posters in their place of business. These can be downloaded from the Department of Labor’s website.

Employee Onboarding

Orientation: Establish a consistent employee orientation to familiarize new hires with business practices and expectations.

Employee Handbook: this link will walk you through a series of questions about your business and create a free employee handbook. 

Confidentiality Agreement: this link will ask you a series of questions about conducting business in Idaho and create an employee confidentiality agreement if suited to your business. 

Safety Training: this link takes you to OSHA publications for different areas of work safety.

 

 

Mandatory Tax Schedule

MONTHLY

941 Tax: this is the Federal Withholding, Social Security, Medicare Tax (the employer matches SSI and Medicare). This is deposited either monthly or after every paycheck electronically. This is paid to the US Treasury through the EFTPS system electronically.

State Withholding: this is the State withholding and is not matched. It is paid to the Idaho State Tax Commission. The State send you coupons for this and is reported monthly also. You can also sign up and pay it online through TAPS.

Sales Tax – this is Sales Tax on all your sales and is paid monthly to ID Tax Commission. State sends coupons that you need to fill out every month.

QUARTERLY

Fill out 941 Tax Form and Idaho Form 910 by end of following month after each quarter.

Fill out Dept. of Labor Form: this is State Unemployment tax -- employer pays this.

Workman’s Comp: Employer should arrange payment schedule with insurance provider.

YEARLY

940 (FUPA): employer pays – fill out form by the end of January

W-2’s and W-3: W-2 Forms need to be given to all employees by end of January and copies of those and W-3 Form needs to be filed with IRS and Idaho State Tax Commission with a 967 Form.

1099 Forms: need to be sent to all 1099 vendors by end of January, as well as filed with the IRS and the Idaho State Tax Commission.

 

Tax Form Glossary

EFTPS = the Electronic Federal Tax Payment System tax payment service is provided free by the U.S. Department of the Treasury. After you’ve enrolled and received your credentials, you can pay any tax due to the Internal Revenue Service (IRS) using this system

Employer Identification Number (EIN) = a unique number that is assigned to a business entity so that it can be easily referenced by the Internal Revenue Service

Form IBR-1 = this form is the Idaho Business Registration application where you can request the appropriate business permits needed

Form I-9 = this form is required to verify the identity and employment authorization of individuals hired for employment in the United States. All U.S. employers must properly complete a Form I-9 for each individual they hire for employment in the United States

Form W-4 = an IRS tax form that is required to be filled out by each employee so that employers know the correct amount of tax to withhold from each employee’s paycheck based on several factors

Form 910 = File this form for every filing period (e.g., monthly, quarterly). If you have no withholding to report, you must file a “zero” Form 910, either electronically or through the mail (but not both).

Form 940 = this form is used to report annual Federal Unemployment (FUTA) taxes. Most employers pay both a federal and state unemployment tax. Only employers pay FUTA tax. Do not collect or deduct FUTA tax from employee wages

Form 941 = this form is the Employer’s Quarterly Federal Tax Return, where employers use this form to report income taxes, social security tax, or Medicare tax withheld from employee paychecks. From there, employers use this to pay their portion of social security or Medicare tax

Idaho Form 926 = an annual report that reconciles all the quarterly 910s

IDOL 025 = this is the Idaho Department of Labor’s quarterly unemployment insurance form

Internal Revenue Service (IRS) = the U.S. government agency responsible for the collection of taxes and enforcement of tax laws

State Withholding Number = this number is entered onto state tax forms to report state income taxes withheld from employees’ pay

Tax Liability = the total amount that you owe in taxes

Tax Refund = payment back to the taxpayer when the taxpayer pays more tax than they owe

Unemployment Insurance = a federal program where eligible unemployed workers receive cash benefits for a specified period of time. These benefits are paid out of funds derived from employer, employee and government contributions

Withholding Tax = the amount of an employee’s pay withheld by the employer and sent directly to the government as partial payment of income tax

Withholding Tables = charts that help employers figure out how much income to withhold from their employees. This is usually in the form of federal income tax, Social Security and Medicare. Federal Income Tax Withholding tables can be found here.

Workers compensation = type of business insurance that provides benefits to employees who suffer work-related injuries or illnesses. Specifically, this insurance helps pay for medical care, wages from lost work time and more

 

To download the printable version of this flyer click this link- SBDC- Hiring Employees PDF

• Write a clear description of your business
• Always be recruiting
  • Competitor staff - who could you recruit?
  • Eligibility list is an inventory of qualified people who have applied before and may be qualified to fill future similar vacancies. An eligibility list can be either: prequalified applicants who have been tested and interviewed; or, resumes of applicants.
  • Exit interview to find out what you, as an employer, do better for the next employee. Why did they leave? What would have encouraged them to stay?
  • Culture is defined by who you hire, fire, and reward. Make sure yours is compelling. Wages, opportunity for growth/advancement, safe work environments, access to child/elder care, healthcare, tuition reimbursement, flexible schedules, remote work, paid time off and more are all reasons for staying, moving on or not re-entering the workforce. Create a culture employees want to join.
• Write a clear job description
  • Contact the following to get free help analyzing and writing a job description: www.careeronestop.org/LocalHelp/AmericanJobCenters/find-american-job-centers.aspx
  • Job Description Writer Tool: www.careeronestop.org/BusinessCenter/Toolkit/GettingStarted.aspx?newsearch=true o Overview of position.
  • Duties and responsibilities.
  • Clear description of ideal candidate.
  • Qualifications and certification:
    • Minimum vs preferred
      • Can new hires get a certification on the job? o Work environment requirements e.g. “must be able to lift 30 lbs.” are a great way to avoid illegal questions about age, ability, and health status.
• Targeted recruiting
  • Internal website.
  • Company social media platforms.
  • Ask good employees to invite friends to apply.
  • Ask your clients how they are getting employees.
  • Ask new employees how they found out about the position.
  • Professional organizations. o Look at competitor listings to ensure you are in line and look for inspiration on how to do better.
  • Look at 2nd Chance opportunity programs working with workers with prison records, older and disabled populations, apprenticeship programs and other ignored/under-utilized populations. IdahoSBDC.org
• Posted recruiting
  • Newspaper
  • City / Region boards e.g. “Boisejobs.com” “Betterpocatellojobs.com”
  • See job board services and prices table below. Don’t be afraid to use multiple platforms.
• College / University Job Boards
  • ISU employer hiring link is: https://isu.joinhandshake.com/login
  • Boise State: https://www.boisestate.edu/career/handshake-students-alumni/
  • CWI: https://cwi.edu/current-students/online-career-resource
  • College of Idaho: https://alumni.collegeofidaho.edu/page/jobs-2021
  • LCSC: https://www.lcsc.edu/student-employment/employer-resources
  • CSI: https://careers.csi.edu/careerCenter/posting-a-job.asp
• Department of Labor
  • Post jobs and view resumes for free. https://idahoworks.gov/ada/r
• Old-Fashioned Signage
  • Post a tidy, classy notice in your window or at point of sale. Remember, you are advertising yourself as much as looking for help!
• Temp Agency
• Head Hunter
  • These are industry-specific and are starting to branch out of white-collar jobs. Employees are no longer a replaceable commodity but a valuable resource.

 

To download the printable version of this flyer click this link-Finding Job Applicants

annswan@isu.edu | (208) 244-8521 | IdahoSBDC.org | ISU College of Business

• Understand your business core values, mission, and vision, so you can share them and hire accordingly. Video explaining how to do this- 7 minutes.
• Create an employment handbook with clearly written policies.
• Create an onboarding process - the more likely that employees will stay.
• Set clear expectations such as dates and times projects are due.
• Establish the boundaries of the job, so employees know when they can take initiative.
• Establish measurable results of job performance.
• Train employees thoroughly o Direct employee: “this is how I do it” “this is how I want you to do it”
  • Employee confirms ability: “this is how I do X” Employer confirms “yes / redirect”
  • Act and report: Employee acts and then reports to manager. Manager coaches.
  • Employee acts autonomously - this generally takes minimum 9-12 months to be fully trained and at 100% productivity
• Employees need:
  • Knowledge / Cont. Education
  • Resources / Equipment
  • Skills
  • Ability to do what they are best at
• Support - check in with employees on a timely basis-at least monthly. Learn their motivations and you’ll be able to anticipate some of their needs. 
  • Do they have what they need to do their jobs?
  • Ask “why are you staying?” Healthcare, child/elder care, people, flexibility, perks, insurance, salary, balance?
  • What are employee short and long-term goals?
  • Do they feel you care about them as a person?
  • Do they feel the company mission/purpose makes their job important?
  • Do they feel their co-workers/colleagues are doing quality work?
  • Do they have someone they can confide in with no repercussions ie “best work friend”
• Re-evaluate workloads and responsibilities especially if employees took on more through
  the pandemic.
• Create opportunities for recognition - titles, tiers of positions, employee of the month
• Track your turnover. It costs on average $7,000 to hire and train- $4k to hire, $3k to train.
  Would it be more cost-effective to invest in other hiring / retention strategies?
• Exit Interviews: Why are they leaving? What could be done to retain them? Make them an
  offer or consider implementing suggestions.

To download the printable version of this flyer click this link-Retaining Employees

annswan@isu.edu | (208) 244-8521 | IdahoSBDC.org | ISU College of Business