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The reasons for employee turnover

ago three decades ago with an administrative encounter changed jobs every two to three years was unusual, not only because a job rotation to be fulfilled within five to eight years was frowned upon by the market, but also because executives hardly were willing to take risks with new projects, however, this scenario was modified dramatically and the level of employee turnover in companies is becoming ever greater, especially in managerial positions and, if previously produced three to five shifts per month, that figure had more than doubled in the last two years , including the Ministry of Labour data indicate that the sectors where it is producing more force this rotation Management are industries, mining and trade what factors are influencing this high turnover?.

response to this question, there are actually many factors, there are executives who have found a ceiling for growth and to see the racing line that offers your company does not match your expectations, decide to migrate to other organizations, all opportunities are there, because the economy is growing steadily and all industries require personnel. But this is not the only reason, since most of the cases comes from a poor relationship with the boss - are executives who complain that despite having key positions, they have sufficient autonomy to act and their leaders only criticize, thus far encourage the unmotivated - Another factor that begins to weigh the personal, as executives between 33 and 40 years want to find a balance between work and family life - There are executives who are tired of traveling and want a bit more flexible schedules, and finally the belief that when the executive has an older this becomes a budgetary burden for the institution, and is so that the recruitment of young people without dependents and who are not in return are more attractive to replace the old, as their costs decline dial. However

employee turnover is costly for the company as it not only wastes time in staff training, also delayed decisions and stop making money because the time spent in such training.

While recognizing that a solution may be inevitable, this can be prevented with a COMMUNICATION MAJOR, ie there should be more fluides of ideas, suggestions, innovative projects the chief and his staff know if this will help subordinates feel comfortable and if offered by the company meets their expectations.

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The paradigm of T

B uenos days my dear friends, what follows will be an executive summary of reading THE PARADIGM OF THE BIG T (a copy of the file is located in the downloads tab), your content is interesting because it promotes business development strategy, of proven success in large organizations. This was developed and sustained when he was studying the Master of Management Human Factor, I hope your content is helpful for the development and growth of their businesses.

born and PARADIGM OF THE BIG T

I. KEYWORDS

• INNOVATION
• BUSINESS MODEL SEXY HIGH
• EMERGING ECONOMIES RESEARCH & DEVELOPMENT
• SPECTATORS and imitate
• SMALL t
• TECHNOLOGY PRODUCTS.
• linear path BIG T
• ,
• driven by ideas.
• CHANGE RULES
• NONLINEAR PATH (FLOWING FROM ALL AREAS OF THE COMPANY)
COMPETITIVE GAME NEW POTENTIAL
• COMPETITIVENESS
• NEW PARADIGM DYNAMIC INTERACTION
• STRATEGIC FOCUS
• ATMOSPHERE, BIOSPHERE PROPITIOUS
• ORGANIZATIONAL INNOVATION
• KNOWLEDGE PROCESSING PERFORMANCE INNOVATION
• MONOPOLY IS NOT THE MOST ADVANCED COUNTRIES
• VARIATION SUCCESSFUL INNOVATION
• decremental

II. SITUATIONAL ANALYSIS

• 
  
  Reading, highlights the interaction between large T and t girl, and their influence on business styles associated with success in business.
• 
  
  traditional paradigms, based on the premise that in developed economies whose organizations are dominated by technology and investment in R & D Innovation basically come from a single line of business: The product, however in the emerging economies organizations primarily based its Innovation in business model and come from different areas of the company. It also establishes that when these organizations involve the product this innovation is decremental in order to expand their markets and business environment and be consistent with emerging markets.
• 
  
  postulate a new paradigm that provides the dynamic interaction between large T and small t, as a style or business model developed business in Latin America and emerging countries that is positioned and seeks to compete globally beyond the conditions imposed by the business organizations based on R & D.
• 
  
  innovative activity distinguishes each organization, as the emphasis given to the large T or small t, this is the strategy that leans toward one or another model, sometimes using both. Wider application in the analysis is the business strategy in companies that produce "commodities." Many strategic errors arise when trying to innovate in the product and the process while another is due to an erroneous interpretation of market or product development.
• 
  
  is postulated that Latin American companies have the opportunity to innovate with the small t, as consumers and adapter. The competitive advantage comes in the form as used and / or technology base used to facilitate business model innovation, thereby seeking to overcome technological change and using the same as a support tool for new business models.
• 
  
  To encourage innovation (Big T) within the company, managers must create the right atmosphere so that there is flow of ideas, idea bank and / or areas that promote and conduct ongoing analysis to customer needs, answers to questions most unexpected, the market and its own employees. In commodities, the product is good material being transferred, which sell is service, advice or added value that distinguishes and differentiates the product that delivers the same competition.
• 
  
  It should be noted that innovation in the large T, can occur at any stage of production and / or management (marketing, marketing, etc).

III. CONCLUSION

• 
  
  The supply and demand, together with a continuous and objective observation of the behavior of market oriented innovation strategy in companies between the large T or t girl.
• 
  
  Beyond guidelines that the companies want to market, either through R & D and / or innovation in business model, the client continues to set the pace when defining strategies and business plans.
• 
  
  Globalization, forced a change of paradigm, the American solution is a model used by developed and developing economies. The supply and demand continue to mark the north to where innovation should be oriented businesses.
• 
  
  Companies have realized that not enough to sell and / or sell their products, they have to give an added value that distinguishes them from their peers and make a difference to the consumer. Therefore intraorganizational the managers become more aware that innovation is linear or nonlinear is supported within the competence of the people who designed and implemented.

IV. REFERENCE TO NATIONAL INDUSTRY

• 
  
  In our area there are several examples of innovation is not linear, a great example is AJEGROUP (KOLA REAL), who with his new business model: quality at a fair price, cost light and targeted to areas where savings achieved is very important to democratize the consumption of soft drinks, table water, juices and sports drinks.
• 
  
  resulting Democratization in 23% (Peru) market share and a large increase in percapita consumption. Not only has captured customers of skills but has managed to develop the market through its distribution centers located in strategic points and to reach the most unexpected outlets.
• 
  
  level in Peru, it is important to emphasize the versatility of its production lines, distribution capabilities coupled with the quality strategy at the right price.

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I hope you enjoy

PD: I know the blog is pretty much dead, but well, apologize for the lack of time and inspiration proceeds of the bonds.

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large Constancia

P pile I thank a good friend and professional expert Mr. Luis Lara who thanks to his advice comes to discover and implement new and efficient system of control "5S" in a project that involved some time ago , which can be used in various industrial sectors or services either.

But first I have to define what are the "5S"? is actually a Japanese management technique that helps to radically improve the efficiency of one or more areas that create bottlenecks in the value chain.

1. Separate SEIRI unnecessary, ie to separate the work area what is useless and unnecessary

2. Place SEITON necessary , organize efficiently your workspace with the tools and essential supplies.

3. Remove dirt SEISO , thorough cleaning in that area

4. Report SEIKETSU anomalies, listing problems to be corrected and prevent future

damage

5. Continue to improve SHITSUKE , generate a feedback to keep the new system created

efficient

The benefits of applying this management are:

• More personal satisfaction working in the company
• Reduced number of accidents
• Less time wasted searching for tools or labor input
• More and better quality final product or service offered
• Reduction of waste generated
• Increased customer satisfaction

Here I share three videos narrated in sequential order the working methodology of the "5S"

                        

                                                 To summarize what they just saw was successfully applied to a local textile company, which in these moments is in the monitoring process of the last S " Further improve" to the full satisfaction of managers generals and their customers.

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5S

"Drop open the stone, not by force but by perseverance."

; ; Ovid