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Evitaré que las redes sociales arruinen mi carrera | Empleo | expansion.com

julio 14, 2011

julio 14, 2011por Dejar un comentario

!!!!Excelente post de Tino Fernandez!!!!!,

De manera muy sencilla nos da a conocoer puntos importantes para incursionar en el Marketing Personal 2.o

Les comparto la liga original Evitaré que las redes sociales arruinen mi carrera,Empleo, expansion.com.

11.07.2011Tino Fernández.

Highlights

  • Evite riesgos profesionales.Estar o no estar… Qué debo hacer o decir… Dónde pongo el límite… Al principio, la regla básica era no hacer, no decir, no mostrar nada que no pudiera decir, mostrar o hacer delante de su madre. Pero esto ya no basta para construir nuestra identidad digital; nuestra reputación personal; nuestra marca propia. Y menos para evitar que las redes sociales puedan asolar nuestra carrera.
  • Lo primero que debe recordar es que una trayectoria verdaderamente sólida es muy difícil de arruinar.
  • Su trabajo está en la vida real, no en el internet (red).
  • Las nuevas tecnologías hacen posible una accesibilidad las 24 horas ! nunca antes visto!.
  • Mal uso : Falta de honestidad, sentido común y transparencia.
  • Ser genuino tiene muchas ventajas.
  • En algunas profesiones, las redes sociales y profesionales pueden ser consideradas como herramientas efectivas de negocio.

5 ways to Develop a Company Culture for Remote Teams | 5 maneras de Desarrollar la Cultural Laboral en Equipos Remotos

link Original de Amy-Mae Elliot

The Digital Careers Series is supported by Elance, the world’s leading site for online work. Check out Startup Cloud for tips on how to build a remote team.

Developing a company culture can be a challenge for any business, but especially for ones that employ remote workers. However, it’s crucial for long-term success to have a strong set of values and principles to give your company a unique character that your staff can believe in.

Despite the difficulty of distance, it is possible to grow a company culture when your staff are dotted around the world. You just have to work a little harder at it.

We’ve spoken to two HR experts to bring you five ways to develop and sustain a company culture for remote teams. Have a read and share your thoughts and ideas in the comments below.


1. Write a Mission Statement


It’s not enough to have vague guidelines — you need to have a strong mission statement backed up by a company philosophy that outlines your entire ethos.

Your mission statement should be short and memorable, and it should use your philosophy to expand and explain. In addition to sharing it with staff during the initiation process, put the statement on your company website for all to see and refer to at any time.

Also, you should internally share company goals for the future. Whether these are based on success metrics or less measurable aims, these insights provide the team with direction and empower staff to make educated decisions.


2. Hire the Right People


To develop a strong company culture, every member of staff — from the CEO down to an intern — has to be on board with the philosophy. Add questions into your interview process to determine whether candidates are on the same wave-length as the company.

This is especially important for remote workers, as these teammates will have minimal supervision. You need to match your workers with your company culture. By employing people with the “right” values form the get-go, you’ll have a lot less work ahead of you in making your culture a success across state and even international borders.

In addition, you need to be sure that candidates can cope with remote working. “To aid creation of a virtual culture, and also to help employees decide whether remote team working is for them, it is recommended that organizations first educate themselves and their employees in what the positive and negative implications are,” advises Hilary Blackmore, a chartered occupational psychologist.

“In this way, continuity can be supported for those who subsequently decide to move to a remote working arrangement, as it will help them conceptualize the shift in identity that may be required, reducing the risk of threat.”


3. Create a Close-Knit Team


A close team with shared values is always going to be more motivated than a loose collection of loners. It’s your challenge to try and get your remote team as tight-knit as possible, despite the miles between them.

“Despite the fact that remote workers like the freedom of their work, they still like to be included in the team. There are a number of ways this can be done. If the team members are relatively new and don’t know each other, you can have them do a presentation on themselves to show their interests, family, hobbies and passions,” suggests Michael D. Haberman, SPHR, vice president of Omega HR Solutions.

“One company manager had his employees send a photo of their work area at home and they had a contest with the team members trying to guess whose work area was whose.”


4. Give Your Staff Independence


Give your staff as much autonomy as possible. By letting them make their own decisions based on knowledge of your company philosophy, the corporate principles will be cemented far more effectively than if they just read them and have decisions made for them by more senior staff. Don’t micro-manage.

“There are many ways a manager can still micro-manage a remote team. Instant messaging, phone calls, tracking computer time, times in system, etc. all constitute micro-managing. And that sends the wrong message. Remote teams need to be measured on productivity. Are they getting the work done? If the answer is yes, then leave them alone. If the remote worker is the type of person who needs micro-managing, then the manager made a poor selection choice in that employee,” says Haberman.


5. Recognize and Reward


If one of your staff members does something that is a great example of your company culture, then be sure to highlight this action. Whether you mention it on a team call, write about it on the company blog or just send a group email, recognizing and rewarding staff is a great way to boost morale and keep your company culture strong.

HOW TO: Spruce Up a Boring Resume [INFOGRAPHIC]

Writing a resume is such a nebulous activity these days. You have to figure out which type of online resume format is best for you, whether to include a cover letter, how to incorporate social media into your resume, if a video resume is a good idea and what you should include on your LinkedIn profile. Above all that, to get the job, you need to beat out all the other creative digital peeps who are producing dynamic digital resumes. Phew — that’s a lot of work!

We’re always finding new resources to help you on your journey to perfecting your digital resume, and we happened across this nifty infographic by the team at Colorado Technical University, which includes tips on creating a digital resume, as well as tips for sprucing up your traditional resume, for potential employers who still like the smell of top-linen paper. Enjoy.

[via: Colorado Technical University]


Social Media Job Listings


Every week we put out a list of social media and web job opportunities. While we post a huge range of job listings, we’ve selected some of the top social media job opportunities from the past two weeks to get you started. Happy hunting!


More Job Search Resources From Mashable:


5 Clever Ways to Get a Job Using Social Media
HOW TO: Land a Job at LinkedIn
HOW TO: Set Up an Online Resume
9 Dynamic Digital Resumes That Stand Out From the Crowd
Are Cover Letters Still Relevant For Social Media and Tech Jobs?

El reto de los líderes de negocio es aumentar un 6% la productividad

Los líderes admiten que el aumento de la productividad es un desafío importante, según el estudio de Hay Group

01/07/2011

Los CEOs han establecido objetivos optimistas de crecimiento para 2011, y están exigiendo un aumento significativo de la productividad de su plantilla, según afirman los resultados del estudio sobre Gestión del Desempeño a nivel mundial de Hay Group.

Las empresas internacionales están apuntando a un 5,4% de crecimiento para 2011, y en España este crecimiento es de un 6,1%, y los objetivos que superan las previsiones económicas locales en la mayoría de los casos.

En España, las empresas están apuntando a un 6,1% de crecimiento promedio, comparado con un pronóstico de crecimiento económico del 0,8%, según el FMI. Los líderes empresariales reconocen que es un reto importante, que requerirá elevar la productividad de una manera sin precedentes, en una mano de obra que ya se encuentran al límite.


El reto del desempeño
La gran mayoría de los líderes de negocios a nivel mundial admiten que sus objetivos de crecimiento representan un desafío significativo. Este desafío en España no supera el 50%.

Los líderes de negocios dicen que necesitan incrementar la productividad en promedio un 6% con la intención de exigir aún más a sus plantillas. Mientras tanto, casi la mitad temen que sus empleados ya tienen demasiada carga de trabajo para conseguir los objetivos de negocio actuales.

Bibi Hahn, directora global de Gestión de Desempeño Estratégico de Hay Group, afirma: “Pretender conseguir las mejoras de la productividad, presionando y exigiendo más a sus empleados, luego de estos tres años de duro trabajo durante la crisis económica es pedirles un gran esfuerzo.”

Enfocados en el Desempeño
Los líderes empresariales sostienen que mejorar el desempeño individual es fundamental para lograr sus objetivos de crecimiento. Este año, la mayoría de las empresas cuentan con un plan más riguroso para implementar la gestión del desempeño individual. En España este plan no supera el 40%.

En España un 47% y en el resto casi dos tercios de los líderes empresariales coinciden en que la gestión del desempeño individual es un factor importante para el rendimiento del negocio en general. Cerca de la mitad cree que hace una diferencia en el resultado final y en España sólo un 20% lo piensa.

La mala gestión del desempeño
Según el estudio, las empresas internacionales por lo general no están gestionando de manera correcta el desempeño.

Cuatro de cada diez líderes creen que los directivos de sus empresas no utilizan el proceso de gestión del desempeño de manera eficaz y que no apoyan activamente el proceso. Casi la misma cantidad describe su proceso como un “tick-box exercise”. Como resultado, los líderes empresariales no pueden dedicar el tiempo necesario para gestionar los desempeños más bajos: casi el 40% admite que emplea de su tiempo el 10% o menos para hacerlo. En España es el 80%.

“Los líderes empresariales han demostrado durante más de 20 años que la gestión del desempeño debe estar alineada con la estrategia de la compañía para ser eficaz. Pero eso no es suficiente. La cultura de la empresa juega un papel vital en la conducción del desempeño” afirma Bibi Hahn. “Las compañías que quieran conseguir un crecimiento notable, deberán estar preparadas con un enfoque adecuado de gestión del desempeño que esté alineado con la estrategia, la cultura y los valores de la empresa” concluye la experta.

El secreto del nuevo reclutamiento es saber combinar networking con redes sociales

08/06/2011  publicado por: http://www.equiposytalento.com/ documento original http://bit.ly/lomNWF

Un 41% de encuestados ha afirmado que consiguió un trabajo a través de redes sociales en 2010

Pese al aumento del uso de las redes sociales en la selección y búsqueda de empleo, sigue habiendo una metodología tradicional que no podemos olvidar al 100%: el networking. Susan Adams analiza en el blog de la revista Forbes cuál es el camino más habitual de los profesionales para encontrar un nuevo empleo.
El artículo se apoya en una nueva encuesta de Right Management, que ofrece servicios de colocación y asesoramiento profesional. Dicho informe analiza datos de 59.133 clientes de la empresa, quienes, en un 41%, ha afirmado que consiguió un trabajo a través de redes sociales en 2010.

Sólo el 8% de los participantes en el estudio señaló que encontró una nueva posición a través de una aproximación directa, una técnica que Susan Adams recomienda habitualmente en su blog de Forbes. Sin embargo, vistos los resultados, la autora cree que es posible, y cada vez más fácil, combinar las herramientas online con la vieja escuela basada en el enfoque personal.

A través de LinkedIn y Facebook es sencillo localizar a amigos y a contactos que estén conectados a la empresa en la que desea trabajar, por ejemplo. Llegar a estos contactos a través de correos electrónicos personalizados y llamadas telefónicas es una de las posibles estrategias que plantea Adams.

Carlos McVey, vicepresidente de Right Management, opina que no siempre se pueden separar las redes sociales de las metodologías tradicionales, ya que, en muchas ocasiones, unas llevan a las otras.

La innovación proviene de las ideas de los empleados, la casualidad y la I+D

Trabajo reconocido, corazón contento – Mi Carrera – CNNExpansion.com

Trabajo reconocido, corazón contento – Mi Carrera – CNNExpansion.com.

Keeping Innovation Strong When the Economy is Weak

Whole Foods, the natural and organic foods supermarket, will soon begin rolling out pilot “Wellness Clubs” at five of its stores. Through that initiative, consumers who join and pay a fee will receive nutritional education, membership in a dining club, and discounts on foods that meet certain dietary criteria. Although it’s far too soon to tell whether that program will lead to a major new line of business, Whole Foods should be commended for continuing to innovate during the current economic doldrums when many companies have instead retrenched by making across-the-board cutbacks, even in product R&D.

From 2008 to 2009, the computing and electronics industry reduced R&D expenditures by 6.7 percent in step with revenue declines, and leaders of other industries similarly shrank R&D budgets. In the hardest hit industries, cuts in R&D spending actually outpaced revenue decreases. Take the global auto industry for example, where 2009 revenues declined by 12.7% compared to the 14.3% decrease in R&D spending: some auto companies slashed innovation budgets by as much as 32 percent.

Indeed, far too many executives have taken their feet off the innovation gas pedal with plans of recommitting themselves to various R&D initiatives once confidence in future of the global economy returns. But this badly misjudges the relationship between business downturns and product “S-curves,” which depict the S-shaped way in which revenues for a successful new offering tend to build slowly, then ascend rapidly, and finally taper off. The simple truth is that economic slowdowns tend to squash down product S-curves, stifling revenue and margin growth because of reduced demand and increased discounting. But they don’t change the time scale of those curves. S-curves do not conveniently stretch over time as conditions improve. A company’s current offerings have a certain window of opportunity that does not lengthen in accordance with economic conditions. Instead, that window stays constant because it’s constrained by four implacable forces:

Technology: Unfavorable economic conditions can slow the introduction of new technologies, but not for long. Consider the ebook market, in which Amazon’s Kindle, Barnes & Noble’s Nook, and Apple’s iPad have been in a technological arms race that has been oblivious to any economic slowdown.

Intellectual property: Patent offices don’t put years back on the clock just because a company’s sales might have tapered off in a bad economy. In 2009, the FDA approved more than 100 first-time generic drugs, while at least two dozen top-selling brand-name drugs (with combined sales of over $8.7 billion in 2007) went off-patent. This cycle of patent expiration followed by the introduction of FDA-approved generic drugs is a recurring, relentless pattern that marches to its own drummer, not to the beat of any economic cycle.

Competition: Companies continue to learn and develop better business models, thus intensifying competition in an industry no matter the economic climate. Blockbuster used to be the king of movie rentals, but then competitors Netflix, Redbox, and even TiVo quickly capitalized on the high-speed Internet, iPhone apps, and self-service trends. Blockbuster was never able to right itself after being leapfrogged, and it eventually filed for bankruptcy protection and was acquired by Dish Network Corp.

Consumer tastes: Novelty inevitably wears off, regardless of the health of the economy. For example, most cell phones have a market life cycle of less than a year, according to David Chamberlain, principal wireless analyst for In-Stat Research. Wireless carriers in the U.S. shrewdly encourage the consumer desire for novelty by subsidizing the costs of new cell phones for those customers who agree to one- or two-year contracts.

For those and other reasons, companies need to continue innovating even when the economy heads south. It was during a previous downturn that Apple was busy working on iPod, iTunes, and a new business model for selling digital content, and when the economy eventually rebounded those innovations helped transform an industry. Likewise, the foundations for tomorrow’s winners are likely being built today. As Bill Gates once famously said, “The only big companies that succeed will be those that obsolete their own products before somebody else does.” And that applies in good times as well as bad.

Looking Past Performance in Your Star Talent

by Mark de Rond, Adrian Moorhouse, and Matt Rogan

2:51 PM Wednesday June 22, 2011

Mark de Rond, Adrian Moorhouse, and Matt Rogan

Mark de Rond is a Cambridge University-based ethnographer. Adrian Moorhouse is Managing Director of Lane4, performance development consultancy. Matt Rogan is a Board Director of Lane4 and the European Sponsorship Association.

Tomorrow sees the NBA Draft — since 1950 the means of bringing the cream of college basketball talent into the professional ranks. Pro teams take views and stake fortunes on those college kids most likely to step up successfully.

In 1998, Briton Michael Olowokandi was first pick, drafted to the L.A. Clippers. His selection was big news — not because the soccer-obsessed Britons had finally produced a basketball talent, but because he had only been playing the game for five years, since 1993. Although Olowokandi had only played basketball in the U.K. for two years before his freshman year, coaches at Pacific University were intrigued by his seven foot frame and recruited him. He had no game to speak of, but huge potential. It was unclear until very late in his college career that he was NBA material, let alone a potential number one pick.

Sports teams under salary caps rely on balancing performance versus potential. American sports in particular have led the world in professionalizing this skill. Michael Lewis’ Moneyball describes how the Oakland A’s used data analysis to understand the trade-off between performance, potential, and player value on the open market. In U.S. pro sports, this cat is now out of the bag. Performance data in itself is now a commodity purchase, so mainstream that Brad Pitt stars in Moneyball the movie this fall.

On one level, business is slowly catching on. Well-handled, psychometric tests provide a currency not just for assessing personal traits, but also potential fit within an organization. In theory, we finally have an objective view of who our number one pick should be. In practice, this is no time to be smug. Recent research suggests that 70% of our current crop of high performers in business lack critical attributes essential to success in future roles. We may have all the data in the world, yet we’re still not consistently making the right calls.

Why not? Perhaps progress in sports offers a clue. Given that a data-based view of potential versus value is now held by each MLB team, Billy Beane, the brains behind the Moneyball revolution, is thinking differently. He said recently in London, “Data is now only part of the picture. When the competition zigs, I have to zag.” While the number crunching still happens, he is also sending his scouts to understand the backgrounds of his prospective draft picks and trades. He wants to meet their parents and their friends, to observe them in the evenings after a defeat. The best soccer managers in England, Alex Ferguson and Arsene Wenger, do the same. They do so because they don’t just want a theoretical view of potential; they also want to find clues as to what lies beneath. They want to discover how resilient each talented individual might be, and how prone they could be to derailment.

Professional sports require dedication and performance under pressure. In this environment, personal traits and preferences that manifest themselves as strengths can become counter-productive. Self-belief can become unhelpful ego, which impacts the ability to learn from setbacks. A win-at-all-costs mentality can turn into a desire to bend the rules a little too far. Understanding potential derailment minimizes the risk of hiring talented but flawed individuals.

We see this tendency in business too, of course. Robert Hogan explains, “There are strengths and weaknesses associated with various derailment factors…good things taken to the extreme turn into bad things.” For example, attention to detail can later turn into a career-limiting desire to micro-manage as opposed to lead an organization. Developing self-awareness is at the root of any successful strategy to deal with derailment. The New York Giants don’t just recruit those most likely to cope; they run a program called “Choices, Decisions and Consequences” to help their players proactively understand and manage their own potential causes of derailment.

Business, like sports, is a rollercoaster. Success is high profile, failure higher still. Given this, any outlook which fails to recognize the potential threat of derailment and to prize the resilience necessary for coping with setbacks is an incomplete picture. We characterize future potential in terms of three dimensions — commitment, ability, and resilience. Those individuals in sport or business with the highest potential are replete in all three. “Loyal Servants” lack the ability to progress much further but have the commitment and resilience to deliver for the long term. “Prima Donnas” are full of ability and resilience but lack the commitment to stay the course. They can become the stars of the future, but it might not be with you. “Brittle Stars” are full of ability and commitment, but can derail under pressure. They can deliver for you, as long as you provide the necessary support along the way.

Like every team, your business will blend Brittle Stars, Loyal Servants, and Prima Donnas as well as the highest potential talent. Each group can be supported and challenged to move forward. In that spirit, here are three key insights from sports’ top talent developers:

  • Just like Pacific University: Remember current performance is often a misleading barometer of future potential.
  • Just like Manchester United and Arsenal Soccer Clubs: Insist on understanding the people behind the data.
  • Just like the New York Giants: Encourage your talent to understand and actively manage their own personal sources of potential derailment.

Carefully assessing your top talent is more than picking the best of the best. In looking at your team you can see what your stars bring to the table and prevent the possibility of future derailment.

Infographics: 10 Social Media Infographics| Mashable.com

Siempre es muy amena la presentación de información por medio de info-grafias, espero ademas de gustarles les sean de utilidad, van los links individuales:

Social Media Users Weigh In on the NFL Lockout

The Real Estate Industry and Social Media

The Case Against Having a Social Media Department

The Facebook Effect on Relationships

Male Social Media Users & Fast Food

How We Use Social Media During Emergencies

The History of Social Media

Social Media Valuations

The Winners & Losers of Social Networking

How Small Businesses Are Using Social Media

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