By Bill J. Bonnstetter
JOB TALK
If a job could talk, it would explain precisely what was necessary to achieve superior performance. We could ask it to tell us about the:
But we all know that jobs can't talk. If they did, we would certainly hear the real story.
YOU WILL LEAD THE TALENT MANAGEMENT CHARGE FOR EFFECTIVELY SCALING
THIS PEOPLE CENTRIC ORGANIZATION.
WORK AT HOME - 60%
TRAVEL WITH EXECUTIVE TEAM - 40%
Make your impact with one of the most successful, high profile Business Process Outsourcing firms in the U.S. and Canada!
VIPdesk has a strong track record of excellence with many high profile customers, is poised as a future 50 and has been an Inc 500 recipient for 3 years running. VIPdesk needs your expertise to scale.
Your strategies for High Volume Recruitment, Distance Learning and Employee Development, and keen Performance Management are keys to your success.
You are a high impact player in the Talent Management field. You have scaled a strategic human resources function from 1000 to 5,000+ employees. You have expertise in implementing highly effective and scalable Retention, Training & Development, On Boarding, Performance Management and Recruitment programs for a customer-facing workforce.
The VIPdesk team are specialists in finding the right people with the right skills that improve our customers’ brand experience. Our team members provide a premium customer experience, build brand loyalty and drive results. We have over 800 customer care professionals (Concierges and Brand Ambassadors) in our 100% home-based workforce and are projecting 200% growth over the next 5 years.
You are a strategic minded, innovative and results oriented leader with a dynamic track record of success and a passion to be an integral member of a mission driven team. You have an exceptional competency for developing Distance-learning programs through LMS and executing game changing people processes, systems and initiatives. Your ability to inspire and coach business leaders and managers through organizational change and growing cycles is exceptional.
VIPdesk is the award-winning pioneer of home-based virtual customer care solutions for global brand leaders committed to enhancing their brand experience. Serving over 40 client programs and 10 million customers, VIPdesk specializes in delivering Concierge Programs, Customer Care Services, and loyalty programs for national brand leaders in the travel, auto, financial services, and retail industries. You are excited about driving a positive culture in support of VIPdesk’s core values.
You are the ideal candidate if you posses a solid track record of success in high profile staffing for the retail or hospitality industries, have a strong business and human resources knowledge base, are actively engaged in staying ahead of the curve, have 7+ years in a HR leadership role.
You must have been instrumental in scaling a people centric organization and posses strong expertise in implementing full scope, best practice Talent Management solutions.
To Apply : http://keenhire.sayhired.com/ci/apply.shp?which=837-1140-1413
If
YOU are really the source of your own success it is powerful to take a
look at how that success happens.
The thoughts you have, the beliefs
you hold, the actions your take, the people you surround yourself with,
what you spend your money on and how you spend your free time is all
about your choices; and your choices determine your outcomes.
Explore and create a vision for yourself and your future that it inspires you to take the actions that lead to success. Click here to Register NOW
The Program
• You to the 5th power
• Engaging Risk
• Making the Right Choices
• Being Unstoppable
• Commitment – Living inside a context for winning
Keep in mind certain aspects you take for granted in managing and engaging your in house employees must be addressed, shifted and tweaked when hiring, managing and engaging with the virtual workforce. It is extremely important that you get it right in the beginning as more and more of your workforce will choose the virtual option and more and more companies are offering it.
Virtual team members carry more than just the burden of remembering which time zone they're working in. Business and Hiring Managers need to recognize the different way that virtual team members experience signal and noise. In order for a team with virtual members to work well, some effort needs to be spent up front on team governance and organizing communication processes into a tune with a good beat you can dance to.
I'm thinking about the distractions around virtual team
members because I stumbled on a great, if somewhat geeky, article
in Information Technology & People
that speaks to what my company does.
The gist of it is that co-located teams and virtual teams have different
ways of getting to trust and team commitment. In short, co-located teams develop trust through irregular
personal interactions, whereas virtual teams build trust out of regular
processes and clearly defined working relationships.
This makes a lot of sense. If you work side by side with your teammates you get cues all the time from them about how to work together. In fact, you're receiving peer pressure, process pressure, the persuasion of the team leader and company pressure all at once, all the time. It’s like listening to a symphony – notes and melody swirling around, but with somebody guiding them in the same direction. Not much of a surprise then that it's relatively easy to get to a high level of team commitment with all that conducting going on.
But put yourself in the shoes of the virtual team member. Boy, what fun! You get all the interaction of your local environment, but what you're tasked with focusing on is something invisible, unfamiliar and that doesn't give much feedback. It reminds me of a pledge drive: I'm trying to just drive the car and not to hit anything when the music stops and the man asks me to pick up the phone. We all know how well that works: I turn down the distraction and stay on the road.
What I read in this article is that, in general, it's hard to focus in a noisy environment, and that people are really bad at thinking on their feet when they're under pressure. I've always thought that it's a good idea to have a protocol to follow in the event of a surprise, so that you don't have to actually think on your feet. Fortunately, for co-located team s these surprises and the resulting pressure are (usually) infrequent events that occur and get resolved.
But in a virtual team, the members are always under pressure. What they need is more like sheet music to guide from beginning to end. And what the authors are suggesting is that it's that note by note guidance that makes it possible for the team to get its work done at all. The team’s sheet music helps keep everyone together so they can create a soundtrack, not just background noise. A pledge drive is easily turned down and ignored, but a good regular four-four beat gets turned up and sung along to.
The team leader has to orchestrate those rhythmic processes and clear relationships at the outset when he or she has the best chance of being heard. That's the time, early on when an awful lot of us would likely be thinking about the schedule, that we should be spending our energy on governance. That’s when we should be setting up the relationships, performance management standards and processes that inform how work actually gets done. After all, a schedule tells me how long I can wait until my tasks go critical. But what a virtual team needs early on is members zeroing in on their responsibilities and understanding the process for communicating regularly to the team that they're on the beat.
It's all about making it easy to do the right thing. The world is full of distractions. The challenge for a virtual team is to systematically make teamwork simple enough and regular enough to cut through the noise.
David Kershaw
Founder, eVisioner
MetaTeam :: Revolutionizing The Way Teams Work!
