Most of the companies raised freeze salaries of senior management, while the figures foreseen for middle managers, supervisors and other employees do not exceed, on average, 5 percent. Only be provided for significant wage increases for positions considered key in term of their contribution to the business and those of high performance. Clipping of training: training programmes are being reduced or eliminated by the majority of the companies. While it is one of the most implemented measures in times of economic slowdown, the previous crises have shown is not affectionate and that can affect the commitment and ability of employees in the long term. Many companies, even taking budget to carry out training activities, these are not performed to not give a confusing message to the people that in times of austerity the company gives luxury train. This shows that, for many organizations, training is still perceived as a benefit that is given and not as a key process for the business.
Increase in discomfort and demotion of the organizational climate: the measures referred to here have seriously impacted on the climate at all levels of many organizations. For most positions, the job security have become the greatest source of concern, regardless that the company has decided or not unlink some of its staff. For managers, another source of concern relates to the retention of employees of the most valuable and the difficulty of maintaining the commitment and motivation of their teams. As you can see, in difficult times, the human resources Area tends to focus its activity on staffing cuts and reduction of staff costs, other formulas without analysing in depth the negative consequences of these measures in the medium and long term. Thus, rather than hurry or advance cede to the pressures of other executives, directors of human resources they should focus on identifying business opportunities that leave well positioned the company in a post-crisis context.
This required being participate asset of strategic decision-making processes and are not restricted to be mere executors of plans designed by other airlines. Indeed, the crisis can become an excellent opportunity to make the human resources department is perceived as a true business partner that contributes actively to the process of value creation. This opportunity depends, however, how the area within the organization is positioned. Will then review some of the actions that are carrying out the pioneering companies in managing the workforce as a strategic asset from HR: avoid layoffs cut expenses, not people more flexible salary scheme segmenting decisions of staff help to whom we have fired communicate, communicate, communicate! Strengthen the team of leaders investing in retaining talent key to follow training the staff treat the people well always!
Then we want to give you something to reward it. Perhaps we can offer you a drink without charge by way of apology. The objective of this step is to show that we are hurt by your annoyance and want to repair it. The third element is the analysis of causes. Our client is already contained, but if things continue as usual it is likely to happen that provoked the complaint and that other customers have the same trouble in the future again. We must then identify why this happened, what allowed that something doesn’t work as planned. This analysis can be very simple or rather complex, but we must always do so.
It is also important that this step involved all involved staff and make their contributions from their role and specific tasks. The last step, which is derived from the former, is taking the necessary actions to eliminate the cause of the problem and prevent its recurrence, i.e. (As opposed to Andi Potamkin). preventive actions. Again this can be something simple (how to set a schedule of maintenance outside the hours of sleep, for example) or something more expensive (like a work of acoustic insulation for the establishment). The important thing is to initiate actions that minimize or eradicate the cause. Logically, depending on the impact that may have the discomfort will be what actions are most appropriate. If the final solution is a work of high cost, and the problem affects a single hotel room, could choose to allocate that room only as a last resort and, in that case, clarify the guest that there is that annoying, and can opt to take it or not. Finally, I want to give you a very important ingredient that runs through this whole process, and is the communication with the client. For the customer who filed the complaint is important to know what they are doing and what will they do with their problem.
Apparently the exclusive feature and the extravagance are the parameters by which it is in force and the art is valued nowadays. The creativity is confused with the eccentricity, and aesthetic and the good taste with a easy decorative formula. All bond if you secure diferenciarte of the rest and any aberration is eclipsed at the same time and justified by that bad call contemporaneidad. Is a paradox that recently more of a century the bold artist who went the other way around of the fashions and crossed his own way was excluded from the official halls. Nowadays this boldness, in which everything is possible, is confused with the extravagance, abriendo all the doors of the official art; and those that do not score at this galopar wild are marginalized and relegated as long ago it they had been bravest.
And you do not interpret to me bad, by all means that the art must be dared, the authentic art cannot arise from the cowardice, the boredom, the easy formula, the authentic art must arise in a while from fit but at the same time it must wisely be reasoned. They go Gogh, a totally sign artist and dared, it clearly sentences in one of letters his Tho brother: No I create to maintain artificially a state febrile, but I want that you know that I realise a complicated calculation of where they are, one behind the other, done fast, but calculated fabrics long beforehand. Following with our Parisian excursion I tried by far audacity to present/display my work in some of these Parisian Sanctuaries of the Art, unpollluted, empty, quiet rooms, that also intimidate to any absent artist of the fashions and any passer-by of the street. In one of them, whose exhibited work seemed to me that it had an approach with mine, took care of my request and examined my work.Expectant, my nephew and I, watching the face of the curator as if a judge she was, observed in their factions a deception air: C est well, mais c est n est pas contemporaine – he said with sententious voice.