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  • María Teresa Farfán 9:00 am on June 10, 2014 Permalink | Reply
    Tags: , , , , , HR, , ,   

    7 types of workers in the company 

    Estimated reading time: 5 minutes

    7 types of workers in the companyKnowing how our colleagues work enables us, as a company, to shepherd them towards attaining their objectives and to make full use of their contributions.

    It is important to ascertain which team members may have specific aptitudes for certain jobs, such as concentration, the ability to work for hours on end, to interact with others, etc. This allows each leader to know his or her team and to distribute the work as efficiently as possible.

    As a leader, have you ever asked yourself what your team’s skills are? In a recent e-book, PGI classified the most common types of remote employees: How do they behave? How do they perceive their work?

    This e-book recognises 7 different types of remote employees, which I list below. How can each one capitalise on the advantages of an Enterprise Social Network? 

    1. The 24/7 Worker:

    We all know someone who answers emails at whatever time of day. This worker is a highly-dedicated stress junkie, so he exploits the advantages of an internal social network more effectively, since it will allow him to communicate with his colleagues at any time.

    2. The Multitasker:

    He’s the one who always has more than one tab open on his browser, at the same time as he’s sharing information via his smartphone and checking tasks pending on his tablet. This type of worker has to be constantly on the go, so the benefits of a multi-platform enterprise social network will help him to attain his work goals and to focus on his setting.

    (More …)

     
  • Ignasi Alcalde 9:00 am on December 30, 2013 Permalink | Reply
    Tags: HR, , ,   

    E-Skills: Competencies and Learning in the 21st Century 

    Estimated Reading Time: 5 minutes

    Note from the Editor: A few days ago we talked about the necessary qualities for a transformative leader in the 21st century in this article by Virginio Gallardo. Today, we would like to study in depth the subject of necessary skills every professional of our time needs to have with this article published by Ignasi Alcalde in his blog, of which he has given us today in order to open the debate here.

    The society of networks that we are immersed in determines a new global space in which businesses that want to be competitive in this new context and explore the potential of the digital revolution in a global society, interconnected and interdependent, must strategically use ICT (information and communication technologies) and train their staff, from the base of employees to top executives, in digital skills.

    In line with this reflection, I read recently in the e-Skills Manifesto by Don Tapscott, author of the famous book Wikinomics, that writes about manifesto as the importance that e-skills has and the digital competencies to propel competition, productivity and innovation, thus facilitating professionalism and the ability to employ.  E-skills or digital competencies are keys not only for coping in a global digital environment, but also they facilitate the acquisition of knowledge, skills and competencies the directors and employees of the business must have in order to modernize a permanent and effective learning process.

    Training in these new e-skills facilitate a rise in a new area within knowledge management, called PKM (Personal Knowledge Management). Depending on Wikipedia, the personal knowledge management is a collection of processes that one person uses to gather, classify, store, find, recuperate and share knowledge in his/her daily activities and the way in which these activities are done, facilitate work processes.

    This view promotes the notion that workers in the information society and knowledge each time have to be responsible of their own growth and learning and responsible for knowledge management with a focus from bottom to top. In other words, don’t wait for the hierarchy to dictate training. (More …)

     
  • Sandra Bravo Ivorra 9:00 am on December 27, 2013 Permalink | Reply
    Tags: HR, , , ,   

    Are Companies Afraid of Discovering Their Internal Talent? 

    Estimated Reading Time: 4 minutes

    2013 is coming to a close. Christmas lights are here, garlands, catalogs of toys overflowing mailboxes, the drive to consume compulsively…and, New Year resolutions! This is the best part. When something ends, something new begins, and beginnings always build up hope and facilitate changes.

    New year, new life! January is the month where everyone intends to sign up for the gym to eliminate all the Christmas excess and lead a more healthy life; it is when smokers think about quitting; when we stop to think perhaps we should take better care of our partner or remember to tell our mother how much we lover her… But ideally it is not necessary during this time to ask these things.

    The same thing happens in the work environment. I have heard a few times the argument that all innovation implies a great economic cost and in an environment of a crisis, like the current economic crisis in Spain, no company wants to risk more than what is necessary.

    But propeling new projects does not necessarily mean investing an enormous amount of money in it, rather it may consist of slight changes in entrepreneurial attitudes, in implementing new easy application ideas, in betting on a personal link between our workers, in adequately awarding and valuing the most creative and efficient employees.

    How many companies encourage idea contests? Good ideas are the genuine raw material of the most successful businesses. But it is still surprising how many ideas we throw away everyday and label them useless after the first consideration. Have you ever experimented changing the role of your workers for a short period of time? We were amazed to see what happens when we offer our employees new challenges and responsibilities. Which companies have the courage to frankly and openly show their employees and communicate the good and the bad? Thus, the achievements are shared and failures can be overcome more quickly with support from everyone.

    (More …)

     
  • Sandra Bravo Ivorra 9:00 am on October 31, 2013 Permalink | Reply
    Tags: HR, , ,   

    The Value of a Company is not Measured by Money 

    Estimated Reading Time: 5 minutes

    We can have talent in front of our noses and sometimes do not realize it. We all have capabilities to exploit, a series of characteristics that makes us unique and special. However, many people never get to develop them. Why? Because fear blocks them. It costs us to try new things, to investigate, be creative, or take risks. We are afraid of losing it all, even though in reality we don’t have anything to lose.

    This does not happen only between individuals, rather in companies that tend to see changes more reluctantly.  In most cases, decisions are made solely on the basis of “the numbers”, that are important, but they are not everything and, moreover, often do not improve just because of not innovating nor thinking strategically.

    At the end of each year, companies often present their accounts: their fiscal balance, sales levels, national and international expansion…But, do they perhaps speak of the level of achievement of workers, the degree of fellowship, or their training needs? How much time does a company dedicate to consider whether their workers feel proud and happy to be part of the project?  Is a good working environment promoted with leisure times to strengthen personal ties?  Many people may think that’s not the job of a company, and they have the right to think so, but I think that has a high impact on the results and the survival of a business, whatever it is. (More …)

     
  • Sandra Bravo Ivorra 9:00 am on August 27, 2013 Permalink | Reply
    Tags: , HR, ,   

    Bad times, good resume 

    Estimated reading time: 3 minutes

    In times where many people are looking for word, having a good resume is essential as it continues to be both annoying and necessary.

    When you prepare your resume, the goal is to get them to call you to a face-to-face interview in which you can demonstrate your worth. But what errors are commited in a resume and how do we solve them?

    1. Resumes are always written in the past, when they should be a projection of the future and contain at least one sentence that describes the reason for which you want the job. Experience is all well and good, but it doesn’t mean a thing if it doesn’t set you apart as a person or show your special interest in the job, they can find twenty others like you who say exactly the same.

    2. Resume templates have done a lot of damage. Unless they ask you for a specific format, be a little original and personalize the document. The typical Word with Times New Roman and a passport photo is dreary. Be surprising!

    3. Forget so many facts and degreeitis and tell a life story. In a resume, it’s not about telling everything, rather highlighting what makes you different. What better way that through a tale? Investigate the company’s history and try to adapt it so you capture their attention. There are as many options as ideas in your head!

    4. Another very obvious –but often ignored – point is to adapt the resume to the job you’re going for and the company, as well as the email that accompanies it, if you aren’t handing it over personally. If necessary, call beforehand by phone to find out who you should address and avoid that horrible Dear Sir/Madam …

    The biggest error lies in trying to impress with quantity (degrees, years’ experience…), when in reality, what you should do is seduce with quality (human and professional). A surprising, sincere and personal story gives you the chance to go for many face-to-face interviews and position your profile as one that is worth it.

    Sandra Bravo (@Sandra_BI) is founding partner of BraveSpinDoctors, a strategic communication and political marketing consultancy.

     

     
  • Zyncro Blog 9:00 am on July 25, 2013 Permalink | Reply
    Tags: HR, , , ,   

    GTD: Your Personal Productivity requires Control and Perspective 

    Estimated reading time: 3 minutes

    Editor’s note: At Zyncro we like to help people and organizations to increase their levels of personal productivity. Today we’d like to share with you an adaptation of this post by Miguel Bolívar on our Spanish blog.

    What marks the difference between people who are fairly unproductive and those that are highly productive? The difference lies in a process, actions that change the way you focus your attention.

    Some symptoms that you need greater levels of control and perspective are:

    – You’d like to reduce your stress levels
    – You get distracted more than seems normal
    – You lack the balance between different areas of your life
    – You miss having a higher level of energy and motivation
    – You feel you are not taking advantage of your entire potential
    – You seek greater clarity
    – You would like to manage your projects better, use time better and look after your relationship with other people
    – You want more freedom

    The requirements for achieving any of the previous results are simple: you need organization and focus. Their order doesn’t matter.

    (More …)

     
  • Virginio Gallardo 9:00 am on July 1, 2013 Permalink | Reply
    Tags: HR, , ,   

    Social learning driving business competitiveness 

    Estimated reading time: 5 minutes

    Editor’s note: Virginio Gallardo has give us permission to post this article from his blog where he talks about how Enterprise Social Networks are creating the scenario necessary for learning of the future: social, practical, natural and daily.

    The increase in complexity of the business environment and the evolution of knowledge mean that professional learning is gaining important. However learning of the future will be different to what we know at the moment, it will be social learning. A way of learning that is more related with daily work. We will learn without being conscious of the fact that we are learning. New social technologies, enterprise social networks, will build this new environment.

    Learning 2.0.

    Social learning is a “natural” learning without effort, focused on resolving problems and enhancing our professional competency. It is a learning that happens through conversations, examples or observation. Social networks mean that these conversations are fast and omnipresent (dimensions of space and time don’t matter).

    Social learning is an organizational learning that accelerates organizational development or cultural change and has major transforming power.

    The executive as community manager

    Accelerating personal learning to achieve productivity is not a simple task. It requires organizations being willing to create these new work systems. It requires giving importance to collective intelligence, collaboration and sharing.

    (More …)

     
  • Jose Miguel Bolívar 9:00 am on June 21, 2013 Permalink | Reply
    Tags: HR, ,   

    What does “HR must help business” mean? 

    Editor’s note: HR departments are key for the proper development of companies. But how should that personnel management function in “helping business” be expressed? Today we’d like to share with you this post that José Miguel Bolívar published on his blog a few days ago.


    When it is unclear what “helping business” means, absurd situations can easily occur. HR could be helping the business without it being conscious of the fact or HR could end up just being an obstacle.

    These examples are somewhat common and one of the main factors in explaining HR’s disrepute and the frustration and demotivation among its professionals.

    Line professionals and executives, “helping business” is interpreted in a simplistic manner; from confusing HR with a personal assistant who deals with procedural aspects from the daily operation of personnel management, to understanding that the best way HR can help is to simply “not exist” and “let them work”. For HR professionals, “helping business” means “getting in someone’s face” until they comply with absurd calendars or with ridiculous regulations far-fetched from the reality of daily operations.

    The situation must cause concern when it has become generalized in the organization. When that happens, it’s a symptom of poor leadership by top management and requires immediate action because it is a situation that generates conflict, noise and frustration throughout the organization and prevents HR from doing their job.

    To avoid it, it is essential that HR and managers understand that both parties are on the same side and are not enemies, rather natural allies that need each other. Although they do it from different directions and with complementary perspectives, they all work for the same client, the future of the organization, and their mutual obligation is to collaborate beyond particular opinions and interests, together, to be able to “help business”.

    Jose Miguel Bolivar (@jmbolivar) is Artisan Consultant, ICF coach, lecturer, researcher, speaker and author of the blog Óptima Infinito, in which he has been writing about Innovation in Productivity and GTD methodology since 2008. With a degree in Social Psychology and Political Analysis from the UCM, a master’s in HR from the Centro de Estudios Garrigues, José Miguel has extensive experience as an executive in highly competitive environments such as HP or Life Technologies. Currently, as Artisan Consultant and Coach, he works to increase competitiveness in organizations, improving individual and collective productivity of its employees.

     


     
  • Eduardo Sanz 9:00 am on June 17, 2013 Permalink | Reply
    Tags: , HR, , , ,   

    The Coach Leader is the leader of the 2.0 world (II) 

    Estimated reading time: 6 minutes

    Last week we spoke about how a coach leader manages people. Today we will continue to discuss this type of leader as the defender of sustainable leadership: “that transcends people to be installed in organizations that lead, last over time, and are successful”.

    A coach leader believes that “we are all important, no one is indispensable”, they work to surround themselves with the best, prefer to manage people with potential, and develop them as a key part of their role, they are not afraid nor worried about their position, they put the“we” before “I” and their management directly impacts the balance sheet.

    Whoever applies this leadership model achieves major loyalty among the team; they manage to infuse anyone and everyone they meet in business with that spirit, no matter what department they come from; and create a true “company spirit”.

    The coach leader bases their leaderships on others and not on themselves.

    • Treat others like you want them to treat you
    • Build up a network of contacts and give added value to that network,get out and network.
    • Work on that “I” to build the “We”. Be yourself.
    • Give always without expecting anything in return.
    • Keep your mind open and clear.
    • Have a plan and execute it with passion. Not with enthusiasm, but passion.
    • Invest in yourself. You’ll soon see that if you need a leader, that it is only you.
    • Talent is there, success is built. Know yourself. Practise your skills (they’re there; you just have to discover them), find a coach to guide you on that learning and continuous growth.
    • Be flexible and creative. “Innovation distinguishes between a leader and a follower” said Steve Jobs.
    • Work as a team. Doing it alone is much more difficult than in company. When the work of a great leader finishes, people say: we did it!

    And use the 3 basic resources a great leader needs to have: common sense, critical thinking, and a sense of humor.

    Eduardo Sanz (@esanzm) is entrepreneur, coach and founder of Directivos en Acción.

     

     
  • Eduardo Sanz 9:00 am on June 14, 2013 Permalink | Reply
    Tags: , HR, , , ,   

    The Coach Leader is the leader of the 2.0 world (I) 

    Estimated reading time: 4 minutes

    A coach leader is “the person who enables another individual or a group of people to achieve common goals based on their own effort and performance, which they wouldn’t achieve without their guidance”.

    In a competitive world, developing this leadership marks the difference between success and failure in a company.

    Our teams are the reflection of our leadership, so we need to bring them guidance, confidence, optimism and motivation.

    How do coach leaders manage people?

    1. They empower the team. They make the team feel front stage and know how to stay in the backdrop.
    2. They build responsibility and commitment, which enables the team to share the organization’s objectives.
    3. They network, staying in touch with the latest trends that emerge to conver them into powerful tools that can be applied to their work.
    4. They are coherent with what they think, say and do. They transmit that coherence so that any challenge can be assumed by the organization and the team without any doubts.
    5. They give access to information and resources to make the right decision. They give all the information necessary for their team and the resources needed for managing it.
    6. They work with them to choose the most suitable option to solve each problem, enabling them to make decisions quickly.
    7. They are able to exercise assertiveness in collective decision-making. As a conscious, congruent, clear, direct and balanced way of expression, whose purpose is to communicate ideas and defend their position without aiming to hurt or harm, acting from an inner state of self-confidence.
    8. They are always positive thinking and have ability to make changes in the team or in procedures so that they are accepted and taken on board easily.
    9. They master Verbal and Non-Verbal language and active listening, meaning they can take the right decisions that benefit the organization.
    10. They become involved in continuous personal growth and learning processes , which are usedto enhance their performance and that of their team.

    Eduardo Sanz (@esanzm) is entrepreneur, coach and founder of Directivos en Acción.

    And in your company, are you being led by someone with this profile or are you still with a pseudoleader?

     
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