The weaknesses of recruiters

More of a HR manager has "cognitive biases." The consultant firm Central Test, Juan Pablo Ramírez Miranda explains that many of these people leave carried by prejudices or stereotypes to determine who is the best candidate to hire or promote you to post.

There are types of subjective shortcuts that can make a recruiter, but it is essential that an applicant knows the most common weaknesses of these specialists so that, given a certain time to master the job interview. Here, four points 'skinny':

Follow stereotypes

According to experts consulted by the aforementioned agencies, recruiters can be swayed by the physical characteristics derived from collective beliefs. "

Consider a single quality

Many charge of Human Resources who set their sights on the last quantifiable achievements (ie, those findings with figures and deadlines) candidate because they are convinced they will have a closer idea of the way in which the professional It would serve the company which postulates.

Overestimate

Some recruiters come to believe that the candidate is suitable for all, especially if it is an applicant with a solid work history. This indicates little preparation to analyze the profile of the people. Therefore, the applicant for a job has to explain the nature of their skills, abilities and competencies to ensure that, if elected, will not end with a higher than expected focusing on tasks or workloads for which no skill.

Generalizing

Another mistake many recruiters usually fit the candidate within certain characteristics or qualities according to the educational institution where he trained . In fact, the diploma does not say everything about a job applicant. Therefore, there are many other aspects to analyze.

The path to success to be followed by all commercial manager

The two key words of these professionals are clients and staff. These have evolved so that now need to be motivating workers and constantly watching consumers.

For large commercial manager needed leadership , strategic vision and insight into customers, competitors and market. Still carrying out various functions they had years ago and therefore have the same skills. But while these skills are adapting to changing business needs, there are others that do not change as the relationship with the team.

" The achievement of objectives is impossible if one works with people not believe in them or fails to understand. In this also affects the generational differences that exist within the company and that can bring people together 20 years apart, where knowing how to relate and disclose certain goals is very important, "says Germán García, commercial manager at Iplan Argentina company that provides telecommunications services and cloud computing for SMEs.

However, it is not easy working with teams. For this reason, the experts on these issues emphasize the capabilities that must have a business manager. ability to form cohesive teams, have the confidence of workers and be able to motivate finally be the team that runs the objectives have path in the organization. The latter Augusto Caceres, academic director at the Graduate School of the Pacific University of Peru, is essential, because the charge of this area "should be a sort of guide in the business, that the confidence of their employees to win through motivation and example, which allows it to be admired by his colleagues. "

Motivate is complex, and failure to do so may well bring consequences, even if they seem small, are affecting the business. A study in 2011 by the IDE Business School measured the management of commercial networks in Ecuador, for which he consulted business managers about 80 companies. "We obtained results, in some cases, discouraging. Business managers said their sales force was not entirely motivated because apparently extra-wage benefits they offer to their business, such as medical insurance, training or traveling, not enough to keep your motivated sellers, "explains Gabriel Rovayo, Director of IDE Business School.

But there are other complications , which in sight are simpler to improve, such as being unable to approach people and land the objectives of the organization so that employees understand . A failure that can affect not only a professional in the business area but all management. So finds a study by the consulting LHH / DBM, which surveyed 350 American employees in March 2012, and found the little heads provide assistance to the workers and complicating how the latter perform their functions.Thus, almost 60% get little attention, 31% said they sometimes received help, 27% ​​said their boss rarely gives you information about its functions and 12% say they never get this help.

For Seal Sebastian , senior manager Michael Page , another factor that currently have for every manager in this area is to have experience abroad, mastering English and be willing to move."Whether because he studied, worked or went exchange to another country, this experience is valued, because it gives a much more open view and is a trend that is occurring in local procurement. The second language is because they have to negotiate fairly, closing business opportunities. "

Technologies and uncompromising customer

A customer, these days, is more respected than perhaps long ago. Either because his word has an unexpected value through platforms like social networks, or because with other people becomes a force in lobbying activities of organizations, is currently being on the list of the key aspects of any commercial area. It is known that consumers have changed. "Now we have to deal with a demanding and uncompromising client, it is very difficult to persuade," says Ximena Sanchez, commercial managerPayRoll .

This also relates to driving new technologies quickly and easily information organizations and efforts made to publicize their products. And then changes the whole relationship with consumers.

"Before going to the customer, it is now much interacts via e-mail" , responds Garcia Iplan. One of the challenges of those who are at the forefront of the commercial area these days is how to reach your customers optimally, and which may vary according to several factors, but all agree that the most successful route, when used well it is through new technologies. No wonder companies began to create virtual stores to market products and services. The mission is to adapt, but do it with strategic planning, because not everything that works for some companies will help you get sales or other display.

At least in Latin America is ripe for using social networking platforms like scenario. According to the analysis firm ComScore Digital Business, June 2011 90.6% of the population of the region visited by a social networking site. What follows that the last time the social networking audience in Latin America grew 16%, while the time spent on them rose 88%.

"Change is a transversal condition these days to all companies, as globalization and technology are conditions that prevail for all. If a manager does not align with these market trends is obsolete, "says Mariela Ardizzone, Director of Quality & Selection Adecco Chile.

This is why managers of commercial areas of every business must have a vision. "They have to know the market in which they move and consequently, what customers expect. This is key, do not know exactly what is going to happen with this sector, because who knows what would be the teacher who was in the industry. The reality is you have to focus on what consumers expect, because they want something else tomorrow, "Garcia said.

So did the online shopping portal Point Club, which recently upgraded its platform for customers to recommend certain brands and products. "We rely on what the customer wants technology that can meet these requirements. We have to adapt to this changing market speed of e-commerce , "saysJuan Pablo Torras , country manager of shopping portal. This work adds to close contracts with explusivas brands that provide innovative products, which is his trademark as a company, and keeping those brands that have been successful.

"It's complex, because not only deal with Argentine and Chilean marks but have providers Australia, China and other countries outside the continent. We can not fail in any detail, and while the connection is done by the business management, management is fairly integrated with other areas, "explains Torras.

The growth of economies is creating changes in consumers but also competitors, which multiply. This has impacted on the service sector, which in several countries in the region has shown greater dynamism in part by the development of new technologies, e-commerce sites and telecommunications. "It turns out that the service sector is complex, perhaps more these days. It is not easy to sell services and capacity requires a lot of convincing, while didactic and clarity to convey the message, "says Caceres.

There are also sectors that are more changeable than others such as mining, industrial and retail. "They operate at faster rates and short-term objectives to be met, so if you do not get the expected number, change the strategy of the same," says Ardizonne.

The role that emotions play in the activities of the leaders

There are three key aspects that according to Ph.D Nureya Abarca, emotions influence reason.

The first point has to do with the form of interaction used by leaders through their emotions. Reactions can be leaders can handle stressful situations, detect potential conflicts, stimulate debate and make everyone wins.

The following context that emotions and reason are intertwined is when a decision is given. Traditionally, it is thought that this time belongs entirely to rational thinking or cold but according to the neurologist Antonio Damasio, the mind would consider our previous emotional experience and what would come of it, would be intuition.

Negotiation is the third time when emotions are involved. Abarca As mentioned, "When you negotiate, passions do matter." Although there is anxiety and resentment in the environment, they should not be ignored.

A good negotiator can interpret their own emotions and those of the other party during the negotiation to use them to their advantage.

So far, the theories of negotiation not take into account the emotions as a crucial variable in the relationships of various kinds.

Reasons Fail meetings

It is very common and constantly hear complaints from employees about useless to those who are required to attend and in which there is much discussion but little agreement and commitments achieved together.

Unfortunately boards have it become irrelevant spaces where organizational information is vented , is used to berate employees and never missing that used to shine and grab the attention of managers or bosses.

While it is true that a lot of time in a company is invested in meetings and workshops, it is rare training on effective management of a board is provided, which has the consequence that they are a useless tool and low productivity .

What are the main factors causing the failure of the job boards?

1 Poor planning and preparation for the meeting

If organized on short notice is very likely to not be able to summon a significant number of people or worse, wrong people would not have to attend is convened.

2 participants rarely know the issues that are to be treated

And therefore not the objective pursued by the meeting is clear. There are boards that have no reason to be or need to be performed. For example, if you are just going to communicate something and not something important or requiring group discussion, there are other ways to communicate.

3 A poor time management

This makes the joints may be long and boring and unproductive result. It has been observed that a board of more than 50 minutes can even be considered as a waste of time because the participants' attention is lost.

4 A common misconception is that all joints are equal

The reality is they have to be tailored to the target and topic, and for this reason the length, format, style, content, structure and location and must be consistent with what was going to try to communicate, discuss and Above all, you decide.

5. Abusing number of joints

this is what causes people complain of "juntitis" in organizations. The number depends on the objectives but one must understand that the joints are to review relevant issues.

6 Choose a bad time to carry out the joint

What is sought is that attendees are up to 100% of their levels of care. It has been found that the meetings held early in the morning, or near the end of the day, are unproductive.

7 No follow up on the agreements reached

No review the commitments set out to see if they are implemented is a common misconception from which completely misses the point of an executive session.

Job boards are a management tool that ensures the efficient fulfillment of organizational goals , as long as strategies to ensure success apply. Some aspects that could be useful for this purpose are:

1. Informa advance the purpose of this meeting will allow attendees to prepare relevant information, and propose ideas to advance rapidly in the agenda.

Requires 2 and insists on punctuality attendee to address issues without having to repeat or resume a topic because most were not present. Try to start at the appointed time, but you could start when 80% of people summoned to be present as it is important to make clear the respect he has for the time of others.

3 defines and delimits the topics as this will help to keep the address and not deviate from the agenda by introducing other issues not related to the purpose of the meeting. At this point it is important to identify when the discussion is diverted to subtly but assertively return the focus to the issues of the agenda.

4 Try to give a touch of humor at times to release tension and create a relaxed atmosphere as it looks boring there is a positive discussion and not a gathering of people upset, discouraged and in meetings.

5 avoids hogging the discussion and create a monologue as this contributes to bore the audience and to limit their active participation present ideas or opinions.

6 Notes the issues discussed at the meeting allowing you recall, prioritize and carry out plans and implement the measures proposed and accepted by the audience.

Importantly, when the meeting leader is responsible for making annotations, participants are taken into account and are left with the feeling that the meeting was worth . Subsequently, the ideal is to send attendees a summary of the points discussed and proposals, commitments and agreed solutions to be implemented.

A good leader of a workshop should pay attention to the moods of participants, interpret non-verbal language and assertively intervene to stop the fruitless discussions and training camps in the team.

How to make the best of each team?

Each team has its own challenge. Different members, sometimes inhomogeneous, their cultures, personal expectations, experiences and emotions. And a common goal: the task or project to success.

The leader's role is to lead the way, motivate, control not deviate from the target and reach the goal. leader can visualize graphically back of your computer (pushing in English "push") or below (pulling it English "pull"). But what if the leader were to the side, watching and looking for the key elements on which to apply your ability and skill, and thus leverage the team and get the expected results? This type of leadership I can imagine a lot less "effort" and much more "skill, cunning, intelligence."

These are the 3 keys that will help to enhance the best of each member of your team in order to leverage the group and get better results:

Discover what makes it unique, what their natural talent: we all have something that makes us special and that putting it at the service of others, can feel satisfied and full and also make a great contribution in a very natural way (without effort ). If you find what is unique about each of your employees, you will know what kind of tasks or responsibilities assign each to maximize their contribution and achieve synergy in the team.

How do I find out? Two techniques. First, observe: what kind of tasks you excited when you propose and what the looks just make them because it must. Notice how it links with the rest of the team (especially when not working). It is communicative, likes to explain and give details of what made the weekend or plans for the upcoming holiday; is a social leader, harangues the other out to lunch or to go for a drink after the office; He is a natural leader influences others to do things their way with their peers and share their vision to try them to see what he sees; is organized and tidy, wearing a hyper detailed agenda of its activities and results, is always the first to turn in assignments and was never passed a date;

The last technique: ask.

Find how you can develop it: now that you know what talent does each member of your team, you should find out what duties or responsibilities delegarás them and how. If you have a member with a natural leadership, you know that if you convince him naturally be responsible for convincing others.Have a planner ?, help him develop his talent by organizing tasks and other compliance dates of group goals.

Have a communicator ?, make sure each guideline that you have to go through lose their creative hands, you can make an art of what you have to say. Have a restless member who likes to be a protagonist ?, give an initiative to lead. It will do so with much pleasure and find time between their usual duties because it is developing its role.

Find him a valuable member each responsibility or special assignment, and you'll be leveraging the results of the project or the area, and in turn, leaving more space to be in the general view of things. It is the secret of leverage (or leverage). Apply a little effort in a key point, and get a magnified result.

Rely on your strength: you are a leader with many skills and talents, but need not do everything alone.There is always valuable team members who can support you and make the good weather, teamwork and achieving the objectives, not just your responsibility. started today deciding what task you will give to whom.

Sit down with him, explain why you have chosen (say what you observed his talent), tell what contribution you consider that he can make the team and what result would obtain, say you need to lean on him and he can rely on you (it may need a bit motives and tell him what you think he is doing and you can do this, because you might have taken by surprise and his talent is not something he has taken into account - so far), compártele your plan and goal to achieve and ask if you think there is a different way of achieving the goal (listen, after all has a special talent that could give you a different perspective on the way forward), together diagramen a strategy to achieve it, put it in practice and then assess the results (celebrate the achievements and learn from mistakes).

Do not wait for a perfect situation to initiate this change. Do not wait to the next project, the next team, the next quarter or make things better (or worse).

Working with the digital generation

The digital natives or digital generation, called by some Generation "Me" today are prepared or are already in the labor market.

Personal habits and behavior of this generation, molded to grow in a digital world, will have implications for the future of business and the interactions between managers and employees.

But what is this digital generation and what makes it different? Is an opportunity, a threat, or both? How businesses can use their specific behaviors and mindset to operate successfully? We explore some key questions to help answer these features.

Fun : the Me Generation grew up in times of opulence. Resource availability and security they enjoyed during their childhood and adolescence have created a mindset that focuses more on fun that fulfill the responsibilities. They like to impose their own rules, and enjoy the freedom, as far as possible, tend to avoid unpleasant tasks. 

This focus on "fun" can lead young people to be a problem as they are easily distracted and are not as process-oriented as their managers wanted.

The good side is that this generation brings a different energy to work, where the work is more than a duty. Maybe they do not like routine work but like to reach deep and even conquer difficult challenges accepted, provided, granted recognition by them.

Rights : Members of Generation I assume they are entitled to certain things, that the world owes them something. The sense of enjoying certain rights has created a generation who comes to work with the idea that "they are the project."

One implication is that such employees increasingly are focused on maximizing their own welfare and at the same time develop their careers independently. They are teachers to create their own brand. They want "special contracts" and worry about the benefits beyond the money, which they see as simply an initial goal.

They are motivated by the flexibility and the opportunity to acquire skills for the future of his career and willing to take new directions and develop personal skills levels and versatile to enhance the brand which are completely loyal "I".

Instanténeos : the Me Generation is accustomed to having information at your fingertips, anywhere and momento.Habiendo born in the age of computers, minds have developed hyper-text and prefer the fast and random access.

When it comes to the workplace, the Me Generation is easily bored and need to receive instant gratification and constant interaction. Although sometimes the complaint is that service levels are very short and Disorder attention deficit hyperactivity disorder (ADHD, for its acronym in English) is always at its highest level, it is often not that Generation Me not you can concentrate. Rather, choose not to do if the content does not motivate their interests.

Once the challenge of getting their attention is perfected, this generation may react and learn things quickly; adapt easily to change and some are better than previous generations to control and assimilate the vast amount of information that you have on hand today.

They can connect issues more easily and tend to think less about isolated behaviors and hierarchies in addition to probably be the best answer to the complexity and information overload.

Digitally dependent : the Me Generation is digital beings who speak the language of computers. They consider "going to the office" as a serious constraint to their operation.

At work, have difficulty controlling the constant interruptions caused by different devices. They spend untold amounts of time browsing the extensive information available online, which can result in low productivity and low efficiency.

In contrast, no labor had been more flexible, more connected and easy to contact people between 20 and 30 years. The Me Generation is comfortable with technology, and used to interact remotely happy that his last activity at night is check your emails and in the morning, the first thing they do.

Participants : the digital generation has many opinions and ideas, are used to generate and share information rather than passively consume reactive. Providing information is a form of self expression for them and tend to be open and be honest about your feelings.

When they are in the workplace, Generation I want your opinion heard and demand power, sometimes beyond their abilities. Sometimes when younger employees who perform work requested, tend to discuss and share their opinions any more than previous generations.

The good side is that this generation is working and not bothered to work together. They are very open and sociable and often rely on networks for ideas, feedback or help. This in turn, gives the company access to resources that would normally be out of reach. External networks grow increasingly more in innovation and no one plays better than the digital generation.

How to handle this? It is expected that by 2018, the Me Generation as 50% of the working population in developed countries. Administrators (many of whom belong to previous generations) have to deal with the behavior and expectations of this new generation, minimizing the gaps between the different mentalities and maximizing productivity and mutual satisfaction.

Consider these four tips to retain this applicant, funny and stubborn generation digital among your employees:

1.-Give them freedom. The most connected and busy generation of all time will not abandon their activities or forms of communication for a job. The strict and rigid schedules are a sure way to lose your employees from Generation Me. Prohibit the use of social networking sites on the internet and continue using the iPhone.

Oblíguelos to work during specific times and will be there but the results may not be what you expected.It is virtually impossible to force the digital generation play a traditional scheme, face to face 8 hours, both physically and mentally.

Instead, be as flexible as possible when it comes to time and locations. Implement a work environment focused on results (ROWE, for its acronym in English) so that everyone has the freedom to be whatever they want to be, as long as the work is completed.

This way, you will compensate based on performance rather than traditional indicators such as hours of work. And most importantly, let your young employees have a say in the goals and objectives that are used to measure their performance.

2-Develop a sense of ownership. Role models give the Generation I clear boundaries and responsibilities that create a sense of ownership. Employees Generation I like the space for creativity and freedom to take responsibility.

Trying to control them with a magnifying glass is one of the worst things you can do. Specify clearly the objectives and limits to know the rules and the expected result but let them plan how to get to it. This gives them space to display their creativity and feel really responsible for a task. More than on control, develop relationships based on trust where both parties act with honesty and transparency and give them the benefit of the doubt.

To close the circle, offering personal credit exposure and the results achieved rather than let them do the hard work and present the results as facts for you, ensuring that surely, next time will not work as hard.

3.-Train them (and let them train). A Generation worries me create your own personal brand, maximizing their own benefit and doing what makes sense for them. Knowing that, do not expect it will be appalled when you share your knowledge with them and that the hierarchy is not very important to them in this context.

Instead, explain that his long experience can help them build their career and improve their own skills with relevant information, knowledge and arguments.

Training is the magic word in this sense, although informal training and mentoring programs may be more effective. The following is delegating responsibilities to your employees and let Generation I also teach the rest of the team (and you).

They want to work with people you can connect, they like to be friends with their coworkers and enjoy sharing information. Remember, they are closer to the latest developments of what you might as well try to be open to its mysterious visions and often disturbing future. They can help you anticipate changes in consumer behavior and expectations of your business.

4-Reward them daily. The Generación things I want and want it yesterday. Promise a wonderful job in three years is not something that will motivate them too. They are used to order something online today and receive it tomorrow.

So show them some short-term benefits while maintaining a broad view to show them how things are.To preserve the best, develop challenging environments, recognizing the performance of all that has rewards (and penalties) for immediate results from an employee.

Create transparency and compensation responsibilities and clarify that it is "a privilege and honor to work here." Thus, the overall need for the Me Generation for justice and transparency will be satisfied;the equation is simple: Work below my abilities = It will be noted and implications. Working hard to deliver good results = receive a reward.

When it comes to the Me Generation, business leaders must be aware of the times and must change with them intelligently. Companies that understand the full extent and appreciate the power of the digital generation, will have a competitive advantage in the future.

However, administrators must use new methods and attitudes and subtle when it comes to this generation. This does not mean that everything we have done in the past to attract and retain talent has become obsolete. However, we must make some changes in our mindset and work culture. The future is collaborate across boundaries, including generation gaps. Power has changed and "we" can learn so much from young people as "they" can learn from us.

Features dynamic leaders

Sometimes it's hard to determine the ideal profile of a good leader because sometimes presented as supermen who can do everything, indestructible and without negative traits.

A good way to choose the profile of a leader is thinking about the dynamic leader . In contrast to the passive leader who has trouble making decisions or closed, dynamic leader knows himself, is proactive, open to feedback, is eager to improve, it is risky, and learn from adversity. A successful entrepreneur, dynamic leader summarizes the qualities of a good leader.

Warren Bennis in his book "Leading people is as difficult as herding cats: Leaders can do" outlines 10 characteristics of dynamic leaders.

1. aware of itself. know what your talents and how best to deploy them. Many have spent a period of their lives in another country, an experience that has enriched them greatly as people. They are independent and question their own assumptions and beliefs. Various life experiences have taught them to think about who and what we are.

2 are open to feedback. This ability is developed in their marriage that respect and value. They are a valuable source of reflection and constructive criticism at home that forces them to change and improve. This same benefit, look for and value in business.

3 Anxiety to learn and improve. inquirers and are great partners. always looking to improve.propensity to change They are receptive to new information and do not like being surprised by something you did not see coming. They thirst for new knowledge.

4 They are curious and risky. they are bold, daring and curious. They give no importance to reach the destination but the journey itself. They fascination with new thoughts and ideas.

5 concentrates on the job . You absolutely tenacity. utilize ingenuity at work . Sometimes this quality is difficult to discover in a simple conversation, but knowing in depth confirms the person. Outside doors in interpersonal relationships can not be very good, to leave a bad impression, but are extremely effective in their world.

6. learn from diversity . They have suffered several failures in their lives. One of them has had a difficult childhood or have had chronic diseases. Dynamic leaders studied by Bennis faced adversity at an early stage of their lives. This learning when they transfer invariably develop others through anecdotes and advice.

7 They balance tradition and change. distinguish and know how to adapt both a conservative environment and a changing environment.

8 They have an open style. they have innovative ideas to teach others, analyze the competition and solicit ideas from colleagues.

9 systems work well. works as a team and trust the process and structure of the organization to solve their problems. centralizes not all on him.

10 are good mentors and role models. Others take them as examples because they are reliable and know that emulating his steps will be successful in whatever they do. They are respected.

The technology to recruit with human sense

Recruitment processes have been characterized by personal attention and interest to know the candidates who apply for positions in our company.However, recruiters, today, have a great challenge: to use technology without dehumanizing the process. Is this possible?

The times where the CVs of the candidates piled on the desk, are over.Technology has managed to perfect processes - working with databases and database profiles of Talents, reduce time, cost and labor, as well as overall candidate selection and recruitment sources.

Who would think that the scope of technology could help us find our talent in the remotest corners of the world and seeking work could be done from your phone and not on the pages of a newspaper.

However, corporate recruiters have expressed their concern about the "excessive" use of technology and effectiveness to find the talent your organization needs. In response, Rodrigo Martínez, General WePow director, says the technology creates not only effective, but large-scale personal connection.

"Technology is revolutionizing recruitment into three major components: communication, creating a dialogue between candidates and companies; in employer branding, giving you insight into the personality of the organization and selling your image to the talent and experience of the candidate, making a good ambassador for your brand, "he said while participating in Expo 2013 Human Capital.

Technology, necessary evil

The dilemma of technology, is still the same: does it affect or benefit? The answer remains the same: according how you use it. Recruitment equals. Today, where a company receives about 300 hp per day, the best option is diversification. Martinez tells us that there are three strong technology that could help companies optimize recruitment processes:

Social Media

Social media is the best channel to find your talent, not only the candidate personally exposed, but also know their interests, their interaction with others, professional circles and skills .Networks like LinkedIn have shown that candidates may be exposed in professional fields, and others, demonstrate features that previously only could see working with them. The networks have become a very personal medium.

Mobile Technology

Mobile technology has become an innovative and practical experience for recruiters and recruits. Anywhere access to your resume, your work folder and even your video presentations are a great option for both parties . You can use this medium to attract talent, application to a square, tracking it and for selection. According to the director of We Pow , interactions are short, fast and simple.

Fun facts about mobile devices

• 1 in 5 working búsqedas are through mobile technologies.
• 63% of passive candidates used mobile devices to search for your next post.
• 30% of web traffic comes from a company mobile .

Video

The various programs have made ​​interact live online recruitment something much simpler. It not only serves to chat with acquaintances, but makes job interviews and personalized quotes without tedious interaction. You can use video to improve employer branding , for conducting interviews-they are already pre-recorded or alive-to video testimonials or online training.

How can we benefit businesses

According to the expert, the old methods of recruiting not only effective but lacked became tragic experiences for candidates. "Does anyone remember the old formula CV ?, delivery 75% of them stayed in the trash. Also 1 in 4 applicants will have experience recruiting qualified as bad or frustrating, "he said.

If the question is how can a bad experience affect recruitment companies? Rodrigo Martínez explains:

Short-term effects

• 42% of applicants never seek employment in the company again.
• 22% of candidates recommend not working in the company to other candidates.
• 9% not recommend buying products from the company.

Long-term effects

• Issues of loyalty and retention.
• Damage to the reputation of the company.

Meanwhile, the benefits to be gained by using properly the new technologies and, therefore, a satisfactory user experience, are diverse:

• 37% of candidates tell others to apply for any vacancy within the organization.
• 23% of the candidates buy the products and services of the company, even without being hired.
• Improving the quality and commitment of the candidates.
• Reduce the cost and time to hire.

Talking recruiting not only means hiring a new staff, it also symbolizes the name and reputation of the company, the quality of life of your employees and work environment you offer; fundamental factors that new generations taking into account belonging to an organization. The technology helps improve these points.

Productivity Errors committed by managers for not having strategic vision

A great deal of people think that managers are busy professionals who live from meeting to meeting, with large amounts of activities to do, a long list of earrings and a tight schedule.

Somehow it's true, but it's not all that happens in the day-to-day manager, and certainly not the most important thing should happen. Unfortunately many forget that the manager who sets the pace for a company, an area or a team of collaborators, as well as "do" have to "think". And rarely is it in your "to do list".

There was a stage in my career as a manager, about two or three months, which have to have a meeting with me was synonymous with take a number at the door of my office. Finished a meeting and encouraged to come next with a little song of "next".

It was funny and looked like a game. Until it ceased. The impacts were not only harmful to my health and my career (what is the true performance of a person working 12 hours per day, sometimes without even stopping for lunch?) But it was for my staff looking for answers that do not found and saw their daily meetings and also disappear into dos. Which was what we needed? What was it that was not working?

The key is to stop thinking and react according to today, and start thinking and acting in terms of "tomorrow." Having a strategic vision means that what you want to think about tomorrow (medium and long term, 2-5 years) and see what you have to mobilize today for that future happen. This is achieved leaving only "doing" and starting to "think".

These are the 5 errors of productivity more important than commit managers (and many other professionals too!) to forget that in addition to "do", must have time and space to "think":

Error n ° 1 - No organizing tasks or know how to optimize your time

The most basic mistake is to live in the middle of meetings, paperwork, phone calls. Not knowing exactly what is done every day or what. Be reactive, be an archer who saves criminal, being a firefighter extinguishes fire. Many of these tasks. The key is what you do when you beat the fire atajas criminal and ends the game. If you go back to square one and the next day you behave in the same way, you will live your life with this reality. If instead you stop to think about what you'll do differently now so that the next time something happens like this to you off guard, or you stop to think about what has happened in the past so now you're working out in this way and how modified for the next time, you are exerting a more strategic and proactive thinking.

How do I solve it?

The key is to "stop" and "think". Put together a strategic planning does not take 2 hours. But neither ever you do if you do not start to spend those 2 hours. Start organizing your tasks so that you can improve from day to day, but even if we do not have great results, however do yourself a time to stop and think.It may be an extended lunch, you can lock yourself in your office and ask you not to interrupt or if you can get away from the office. At least drink two hours a week to stop and think.

Make a list of things that are happening and that could have been prevented. Make a list of what people could help with either situation. starts making lists. The following week trying to form conclusions, make a brief analysis of root cause. Then you can move on further actions in every situation. But for anything you relegues this time to think. You can make an exception and pass this "moment of reflection" for the next day because something terrible came. But if you do it consistently, you will return to the starting point and never find the time to do strategic planning and change the current situation.

Error n ° 2 - Centralize all decisions, even simple and operational

For some managers or leaders is very common at the beginning of his term, or in certain critical circumstances where they feel that if they do not this way, bad results or conflicting situations are going to happen. You can not ensure that your choices have better results, do you? But if something can ensure is that you are making your employees are highly dependent and are not encouraging them autonomy.

Perhaps you think that this will avoid the drop. Perhaps this feeling that you help them avoid mistakes.What you must do is teach learn from their mistakes, to measure the impact of their decisions. You can share your techniques or your analysis process and then make the decision. But it is not healthy for any organization decision making is highly centralized.

How do I solve it?

Start slowly. Make a list of the decisions you have to make. Prioritize them. Take 10% of the lowest priority and delégalas decisions: descentralízalas. No excuses. No wonder they are the least priority.Start trusting and then see what you need adjusting. Train and empower your employees. Give time to your week. Have a busy schedule? One at a time. Choose who invest in your time , but I assure you it is not an expense but an investment because tomorrow they will be better able to make decisions and do the same with their own equipment and you will have more time to devote thinking and less need to "do" and constantly solve.

Error n ° 3 - Resolve all conflicts and not lead others learn to cope with the problems

As the error No. 2, solve all or make all the decisions does not give anyone more space to grow and learn. People sometimes need to reach a level of conflict or problem finding creative solutions that would not look if we were in situations of habitual calm.

How do I solve it?

Give them space. Share your experiences, your way of solving problems, but your partners let them make decisions, deal with problems, deal with them, learn from the everyday pressure and learn from the interaction with other actors who may be feeling different things, and may pursue different objectives. Let them make mistakes. The best learning arising from the realization that a decision was not correct itself.

Error n ° 4 - No delegamiento build a structure according to job responsibilities

Have a very important position with many responsibilities and you have to whom you can delegate some tasks? This is something that you must solve as soon as possible if you do not want your own position and your past achievements fade for a current mismanagement. Do not you have to trust? You do not have to do things alone. In the era of organizations, work teams outperform exceptional individuals. This is called synergy. The result of the parties (which provides each individual) is multiplied by the interaction between them and are able to get much more amazing results. So the theory that you have to be an exceptional leader, only applies to you if you have an outstanding team.

How do I solve it?

Do not have a team? I fórmalo. Choose each individual for their individual contribution and what you can do in addition to the team. Do not choose exceptional partners who have no good features for end group isolated by themselves or by others. Or if you think are fundamental parts, help them to fit into the group. You need a structure, a team to delegate tasks, initiatives and make your area or organization grow. Practice delegating both individuals and teams. This also will detect new and future potential leaders.

Error n ° 5 - Leave the continuous improvement to "a better scenario," not implemented immediately.

Well, this is natural and to be expected with the four points above taladrándote brain every day. You can hardly get to think about the future, about how to improve the quality of equipment, the area or how to innovate, if the basics are not resolved. But the problem is that in today's world, if we are not constantly thinking about how to improve, how to do things faster, more efficiently, at lower cost or higher value, you are slowly destroying your business, your area or your team. People we live constantly bombarded with new technology, new advertising, new ways of doing things. It is our global environment today, and that makes us feel that we live in the dizzying world of innovations and constantly moving. If we do not feel the same as customers, partners as a team or as members of an organization, how do we feel?Usually: stagnant. The search for innovation and quality improvement is one of the pillars that keep "moving" the personal feeling of each "I belong" to a great team that is at the forefront at all times.

How do I solve it?

The tool to be applied is the same "take time" and "delegate". You can separate the tasks you have to meet regularly between "operational" and "strategic". It balances both groups of tasks in your weekly schedule. Post a leader at the head of certain quality initiatives and give autonomy to research, innovate and carry out these initiatives. Make it a person with leadership skills but also someone who cares about the continuous improvement of processes.

That depends on you for political support only certain complex and to open doors in the organization, but give space to create and implement. Rapidly deploy innovations or improvements and show it to the team and the organization. Others see and want to be infected and also collaborate on these ventures.

Author: * Gabriela Turiano, originally published in  co achingparatucarrera.com

* Certified by the International Coaching Community (ICC), Bachelor in Business Administration and expert in Leadership Coach

10 phrases that a good leader should ever say

A good leader, a good leader is a person who cares about his employees and never and under no circumstances is dedicated to instill fear or despise people who work with him. "The most successful leaders can articulate the mission of your organization and express it in ways that inspire others to achieve," he says Darlene Price, president of Well Said, Inc., and author of Well Said! Presentations and Conversations That Get Results, collected CNN.

Therefore, commonly used positive and effective sentences when speaking with employees, phrases such as: "Here is our mission", "your role is critically important because ...", "I want to know what you think", "How I can help ? "," Together we can ... "," congratulations "and" thank you. " On the other hand, "there are certain hurtful words and phrases that leaders never say," says Price:

1 "I am the boss"

"Great leaders are followed and admired, while dictators are feared and despised," says Price. "Of course you're the boss, but say it does not. Instead, use your power to empower others. Asks, 'what do you need to be successful?'or 'what I can do to help?' ".

2 "It's not my fault"

A good leader always takes responsibility and accepts his "gaffes". "Although no one likes to feel guilt, a great leader absorbs shock demonstrates responsibility and leads the team towards a solution," he says. "Instead of blaming the previous administration, the previous administration, other departments or the economy, says 'let's talk about what we will do to ensure success.'"

3 "I will myself"

Leadership is not a solo act , says Price. "This attitude relates significantly to the habit 'do it yourself', which can be good to improve the house but not to improve leadership The higher you put the corporate ladder, the less you do personally as an individual contributor,. While you do more through and for others. "

4 "I know, I thought of everything"

"Avoid discarding or discounting the contribution of others with a smug attitude," says Price. "Even if you do not, remain teachable. When you receive and value the intelligence and employee contributions, you make them look good and feel smart."

5 "Failure is not an option"

A good boss is one who learns from mistakes, failures, everything that does not go as expected. Precisely that is what transmits to its employees and partners. "This slogan can function as the creed of the Mission Control Center at NASA and the title of the autobiography of Gene Kranz," says Price. "However, when a leader utters this phrase in business, is often interpreted as 'no mistakes are allowed.'"

6 "That's not how we do it here"

Must be willing and happy to have people on your team that your company provide new ideas and ways of doing things. "In fact, Steve Jobs said," Innovation distinguishes between a leader and a follower. "For this reason, the best leaders value employees who demonstrate creative thinking, flexibility and problem solving skills " , Price explains. "These phrases, at one stroke, reveal that are the opposite: stuck in the past with old, inflexible and closed-minded thinking" sentence.

7 "I want results, not relationships"

"Just as in the dictionary, relationships come before the results," says Price. A good working environment and cordial relationship between the members of a team to achieve great results is required.

8 "I do not care if it's unethical. If not illegal, do it"

"The 'end justifies the means' is no excuse for deliberate deception, disregard for company policies, compliance and malfeasance," says Price. "Instead say, 'do the right thing.'"

9 "Do not bring me bad news or surprises"

"Great leaders want to know the problems that need immediate attention, so they say 'if there is bad news or surprises, let me be the first to know'" . Seek always to be aware of everything that happens in your business and take a proactive attitude to the problems.

10 "You're lucky to have a job here"

It is one of the most arrogant statements that we hear from a boss. "It depends on the employee to decide if that's true," he says. Instead try something like "we are fortunate to have you on our team."

5 levels to evaluate how you treat your employees

When speaking of inhuman labor deal, everyone will come to mind images of sweatshops or other similar environments. However, not so clear what constitutes humane treatment.

In a recent article published in the Journal of Business Ethics presents a framework to "humane treatment quality" based on the recognition and respect of the common and unique characteristics of each person.Take note that ethics is intrinsic to good policy management, managers can use this framework to reflect on how to improve their leadership skills and make their companies more human environments.

The five levels:

1. Abuse is based on an abuse of power and includes exploitation, harassment, coercion, intimidation, manipulation, discrimination and corruption. It's ethically unacceptable.

2 The indifference is characterized by the lack of concern for how decisions affect people, who are considered exclusively as means to an economic end. It is ethically unacceptable.

3 Justice is based on respect for people and their rights. It is characterized by transparency, fair remuneration, the fulfillment of the word and protection of the rights of those employees acting in good faith. Meet the minimum ethical requirements of humane treatment quality.

April. care goes beyond these minimum ethical requirements , to also show concern for the legitimate interests of colleagues, who are offered support to overcome difficulties, whether health, family or relational.

5 The development is the highest level of the model, as it also allows people to prosper through the acquisition of professional skills. Managers at this level are aware of the talents of the people around them and try to maximize it by creating a virtuous circle of human prosperity, mutual esteem and willingness to serve and cooperar.Los managers should aspire to this level, acting as role models Conduct to foster a corporate culture where progress becomes the norm.

What does team coaching?

The coaching has become popular, coaches no longer continually hear What do you do what? So what is it? '. However, to hear of it tend to think of the individual coaching. Yet few know the team coaching and coaching groups, and what advantages provide professional development and personal growth.

Today we talk about what the 'team coaching' and what are the differences with the coaching group. Also the intra-departmental processes, and inter-departmental processes within the team coaching.

Team Coaching

Processes in private coaching sessions one to one 'are the foundation of this discipline, that's how the coaching was created. Later came the ability to work from the coaching departments or business areas with internal problems or areas for improvement; and between departments, whether or not they were areas for improvement internally, yes they had them at its confluence with other departments.

In team coaching listening to all parties, and creativity in solving problems or conflicts, relationships, mutual respect, understanding of company values, team spirit, and autonomy are favored in the performance of the job itself.

Team Coaching vs. coaching groups

Team Coaching - The / coach working to find common ground among participants, helping to create an integrated and cohesive team in which all know and value the contribution of others, getting more motivated and better communication and performance, helping to solving problems.

Coaching group - La / coach works a common theme, each participant apply itself or in other settings, but not in the group. Whether the topic is personal growth or professional development, linking participants to improve the interest in the same area.

Vs. inter-departmental processes Intra-departmental processes

Inter-Departmental - When team coaching is conducted within an area, department, sporting equipment, etc., leading to its components to work together, to improve communication between them, to create good working environment, etc. In short, 'to stick to'. Usually the request / team leader.

Intra-Departmental - When team coaching takes place between different areas or departments, generally with their leaders, to improve coordination, communication, etc. among them. Management sees the need when poor coordination between two or more areas is affecting productivity, sales, customer service, etc.

Team coaching serves for an area of work with a company / a coach to create a cohesive team in which all know and value the contribution of others, getting more motivated and better communication and performance. Coaching Group is used for a group of people work with a / a coach on a common theme, either for personal growth or professional development.

"Teamwork is not a virtue, it is a conscious and voluntary choice that arises building bonds of trust, based on human vulnerability showing team members, to their mistakes, fears, and difficulties.