Interview on quality and customer
I was recently interviewed for the blog Sunday, July 11, 2010
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I leave the direct link: Eva Crespi Aquientrevista .
Wednesday, July 7, 2010
Minute Maid Heartwise In Costco
Signs that you are about to be fired. Lessons
If the head continues to see a strange look, it may be something more than his shirt. There are indications subtle and not so subtle to determine if we are about to be fired. Then some of these indicators:
1. The company was sold: if your company or department were sold, you must understand that their work may be affected at any time.
2. The company is not generating profits: if the company is not profitable, it is quite possible that downsizing, reorganization or implementation of new strategies. In any case, your job is in jeopardy.
3. The company is implementing a strategy with which you disagree: if this is the case, be perceived as someone who is not riding on the bus or, worse still, that does not have the skills needed to lead the company in a new address.
4. Do not invite more meetings or make decisions: if suddenly no longer ask to review budgets and decisions relating to staff or to provide feedback on initiatives to improve business processes, it is very likely that work is in danger.
5. Has a new boss: when a new leader should take it as an immediate signal that there will be personnel changes. Why? For executives like to work with his own team.
http://www.cio.com/career/leadership/personal_management/signs_youre_getting_fired.html 
If the head continues to see a strange look, it may be something more than his shirt. There are indications subtle and not so subtle to determine if we are about to be fired. Then some of these indicators:
1. The company was sold: if your company or department were sold, you must understand that their work may be affected at any time.
2. The company is not generating profits: if the company is not profitable, it is quite possible that downsizing, reorganization or implementation of new strategies. In any case, your job is in jeopardy.
3. The company is implementing a strategy with which you disagree: if this is the case, be perceived as someone who is not riding on the bus or, worse still, that does not have the skills needed to lead the company in a new address.
4. Do not invite more meetings or make decisions: if suddenly no longer ask to review budgets and decisions relating to staff or to provide feedback on initiatives to improve business processes, it is very likely that work is in danger.
5. Has a new boss: when a new leader should take it as an immediate signal that there will be personnel changes. Why? For executives like to work with his own team.
http://www.cio.com/career/leadership/personal_management/signs_youre_getting_fired.html
Apollo 13 And Newtons Second Law
Recruitment ... Recruitment
The art of recruiting is the purest form of evangelism because you are not asking people to try your product, buy or partner with you. Instead, you ask them to bet their lives to their organization. Will it become more fearful for them and more difficult for you? To make it easier for everyone, follow these tips:
- Hire better than you: the grand hire great people, and hire mediocre candidates who are not as good as them, to feel superior to them. A players hire A players really + or higher. This requires self-esteem and self-awareness, but it is the only way to build a great team.
- Hire infected people: traditionally, organizations have sought the right educational and professional backgrounds. Should add a third quality: Is the candidate infected with love for your product? All education and experience of the world does not matter if the candidate understands and loves him.
- Ignore the irrelevant: this is somewhat redundant with respect to point No. 2, but it is worth repeating. Often the candidate's experience and education are relevant to a piece of paper, but irrelevant in the real world. Would a Microsoft senior vice president ideal for a venture? Not necessarily. This guy has been working for a company with 73% market share, and woke up every day not worried about competition but by the Antitrust Division U.S. Department of Justice. The reverse may be true: a perfect candidate without the background could be a diamond in the rough.
- Check your intuition: all have stories about the candidate they knew would work, and proved to be a nightmare, or the employee who knew it would not work and proved to be an employee of the decade. The problem with intuition is probably wrong is often the right thing. Candidate is recommended to ask the same questions and take extensive notes. Perhaps even lead the first interview by telephone to not judge candidates by their appearance. In particular, the founders of companies believe they have a good insight into the candidates, conduct structured interviews and subjective hiring terrible ending.
- Use all your weapons: once you've found the perfect candidate, use all weapons at its disposal to earn it, not just wages and benefits. More important (and it will tell you more) is the appeal of his vision on how to change the world (Who does not like work with people who like to kick butt?).
- Never assume that you are done : Garage Technology Venture Company once recruited an investment banker for a large firm. After weeks in the persecution and many offers and counteroffers, he accepted the position. He worked for the firm for a few days, but then reported sick and resigned saying he had accepted an offer from a former customer at his former investment bank. From this we learn a valuable lesson: never assume that their recruitment has ended. Frankly, you should recruit every employee every day, because when they go to their homes in the night, you may not see them again again if it keeps them enough love.
Source: http://www.entrepreneur.com/magazine/entrepreneur/2008/december/198524.html 
The art of recruiting is the purest form of evangelism because you are not asking people to try your product, buy or partner with you. Instead, you ask them to bet their lives to their organization. Will it become more fearful for them and more difficult for you? To make it easier for everyone, follow these tips:
- Hire better than you: the grand hire great people, and hire mediocre candidates who are not as good as them, to feel superior to them. A players hire A players really + or higher. This requires self-esteem and self-awareness, but it is the only way to build a great team.
- Hire infected people: traditionally, organizations have sought the right educational and professional backgrounds. Should add a third quality: Is the candidate infected with love for your product? All education and experience of the world does not matter if the candidate understands and loves him.
- Ignore the irrelevant: this is somewhat redundant with respect to point No. 2, but it is worth repeating. Often the candidate's experience and education are relevant to a piece of paper, but irrelevant in the real world. Would a Microsoft senior vice president ideal for a venture? Not necessarily. This guy has been working for a company with 73% market share, and woke up every day not worried about competition but by the Antitrust Division U.S. Department of Justice. The reverse may be true: a perfect candidate without the background could be a diamond in the rough.
- Check your intuition: all have stories about the candidate they knew would work, and proved to be a nightmare, or the employee who knew it would not work and proved to be an employee of the decade. The problem with intuition is probably wrong is often the right thing. Candidate is recommended to ask the same questions and take extensive notes. Perhaps even lead the first interview by telephone to not judge candidates by their appearance. In particular, the founders of companies believe they have a good insight into the candidates, conduct structured interviews and subjective hiring terrible ending.
- Use all your weapons: once you've found the perfect candidate, use all weapons at its disposal to earn it, not just wages and benefits. More important (and it will tell you more) is the appeal of his vision on how to change the world (Who does not like work with people who like to kick butt?).
- Never assume that you are done : Garage Technology Venture Company once recruited an investment banker for a large firm. After weeks in the persecution and many offers and counteroffers, he accepted the position. He worked for the firm for a few days, but then reported sick and resigned saying he had accepted an offer from a former customer at his former investment bank. From this we learn a valuable lesson: never assume that their recruitment has ended. Frankly, you should recruit every employee every day, because when they go to their homes in the night, you may not see them again again if it keeps them enough love.
Source: http://www.entrepreneur.com/magazine/entrepreneur/2008/december/198524.html
Cheer Gift Ideas Homemade
Employers are using social networks , blogs and other Internet tools to hire the best employees, having gained a lot of information about candidates. In a typical resume, you may know the general interest, but social networks offer greater scope for critical data. In addition, staff of the industry is beginning to offer 2.0-style functionality for Web sites for the selection and recruitment of professionals.
already send instant messages (rather than email) to connect candidates, employers and recruiters. There are networks that create a channel for current employees guide to candidates and provide information about jobs and corporate culture. Candidates know what is expected of them and know how is the performance of the company are easier to recruit and show better results.
sites Facebook, LinkedIn and MySpace have the disadvantage of being designed to establish connections with others but not for recruitment of potential employees. These sites use the email that is slower and less interactive instant messaging. There are other networks that are only designed to work, but tests indicate that in recent times have joined them more recruiters employees or candidates.
The cost of these tools is the main attraction. Compared to the fees of talent recruiters, the prices offered by these social networks are engaging. However, nobody sees Web 2.0 as a substitute for recruiters. These new tools can not replace face to face conversation, only to be used as a resource to find more qualified people.
Source: http://www.entrepreneur.com/magazine/entrepreneur/2009/february/199672.html
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2.0 Performance evaluation, Facebook style
In the world of social networking (sites like Facebook and Twitter), people love to get feedback on what they are doing. But in the world of performance evaluation, this becomes a traumatic experience.
is why some companies are taking a page from the networks to make assessments more fun and useful. The consultant for Accenture, he developed Performance Multiplier, a Facebook-style program in which, among other things, employees put status updates, photos and two or three objectives to accomplish, which can be viewed by their peers. Or a new venture called Rypple, which allows short questions (Twitter style) on the performance, in exchange for anonymous feedback.
This type of initiative seeks to improve the dreaded annual evaluation process, to become a continuous process in real time. The traditional evaluation process is unpleasant because it is designed from above, instead of being designed with the employee's needs in mind. Have regular conversations with the employee, so you know where you stand, you can make the annual assessment is unnecessary.
assessments can become more dynamic and democratic processes. Rypple software, for example, allows employees to put brief questions (up to 140 letters) as "how was my presentation?" Or "how I can organize your meetings?". The questions were sent to managers, colleagues or anyone who the employee selected. The short and anonymous responses are collected and delivered to the applicant, acting as a 360-degree feedback quickly and easily. The basic service is free, the premium version includes technical support, security extra analysis on the most discussed topics.
Accenture system (used internally, but they expect to sell to their customers), focuses more on motivating employees to evaluate. It closely resembles the corporate network, but it is expected that everyone put a couple of goals short in your profile, and a new pair every quarter. If they do, their chiefs are reported. The system constantly requests the document and setting employee goals. The company expected to improve the formal discussion.
One of the first advantages identified in this type of system is that most requests for feedback comes from managers who want to know about their own performance. Those who improve initially, then, will head.
Source: http://www.businessweek.com/magazine/content/09_12/b4124058284261.htm
This is a summary of the article "Evaluation of performance, Facebook-style" published on March 23, 2009 in Business Week. 
In the world of social networking (sites like Facebook and Twitter), people love to get feedback on what they are doing. But in the world of performance evaluation, this becomes a traumatic experience.
is why some companies are taking a page from the networks to make assessments more fun and useful. The consultant for Accenture, he developed Performance Multiplier, a Facebook-style program in which, among other things, employees put status updates, photos and two or three objectives to accomplish, which can be viewed by their peers. Or a new venture called Rypple, which allows short questions (Twitter style) on the performance, in exchange for anonymous feedback.
This type of initiative seeks to improve the dreaded annual evaluation process, to become a continuous process in real time. The traditional evaluation process is unpleasant because it is designed from above, instead of being designed with the employee's needs in mind. Have regular conversations with the employee, so you know where you stand, you can make the annual assessment is unnecessary.
assessments can become more dynamic and democratic processes. Rypple software, for example, allows employees to put brief questions (up to 140 letters) as "how was my presentation?" Or "how I can organize your meetings?". The questions were sent to managers, colleagues or anyone who the employee selected. The short and anonymous responses are collected and delivered to the applicant, acting as a 360-degree feedback quickly and easily. The basic service is free, the premium version includes technical support, security extra analysis on the most discussed topics.
Accenture system (used internally, but they expect to sell to their customers), focuses more on motivating employees to evaluate. It closely resembles the corporate network, but it is expected that everyone put a couple of goals short in your profile, and a new pair every quarter. If they do, their chiefs are reported. The system constantly requests the document and setting employee goals. The company expected to improve the formal discussion.
One of the first advantages identified in this type of system is that most requests for feedback comes from managers who want to know about their own performance. Those who improve initially, then, will head.
Source: http://www.businessweek.com/magazine/content/09_12/b4124058284261.htm
This is a summary of the article "Evaluation of performance, Facebook-style" published on March 23, 2009 in Business Week.
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