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Sysco

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CENTRO DE ENSEÑANZA TÉCNICA Y SUPERIOR
CAMPUS TIJUANA
COLEGIO DE POSGRADO
MBA

Administración de Recursos Humanos.

Guillermo Guerrero Díaz 021627.

Ensayo:
“How SYSCO Delivers”.
“Are You Failing the Interview?”

Mtro. Salomón Ruiz.

30 de julio de 2013

How SYSCO Delivers.

Es impresionante cómo la gente se mueve a la acción o la manera en que reacciona cuándo les dicen que se están generando pérdidas. Tal vez, al final, la razón de la pérdida no sea de total importancia, sino la cantidad de dinero que la empresa deja ir.
Eso me hizo pensar cuando Mary Beth Moehring les expuso a la gerencia el problema de los 77 millones y la reacción fue inmediata y el apoyo al problema fue dado al 100%.
A lo mejor es mi cinismo, una vez más, por no tener la experiencia de trabajar con altos administrativos íntegros, pensar que todos los que trabajan en esa área son iguales, sin embargo, hay una verdad: si la empresa pierde dinero, el empleado también. A nadie le gusta perder dinero. Cuando la gente se empieza a preocupar de que su nómina se reduzca es cuándo inician las acciones para generar cambios.
En este caso el Targeted Selection, un proceso que no conocía, fue el método que Sysco implementó para corregir su problema rotación de personal. Entiendo la necesidad de haberlo utilizado debido al tamaño de la empresa y lograron resultados fenomenales y lo veo muy aplicable a una empresa pequeña. La retroalimentación y seguimiento o el coaching del desempeño es lo que, a mi opinión, es una excelente forma de motivar a la gente sin importar el puesto o actividad.
Entonces, si los gerentes se preocuparan un poco más por dar seguimiento a mejorar el desempeño de quienes mantienen la empresa, tal vez habría más sentido de pertenencia en el trabajo y menos rotación de personal. Claro, no descontando el esfuerzo de cada uno de los empleados, pero la retroalimentación puede llevar resultados positivos que elevan la motivación y en cambio, un sentido de satisfacción.

Are You Failing the Interview?

Este artículo es básicamente un tipo de manual para los entrevistadores para cómo comportarse al entrevistar un candidato, saber qué preguntas hacer y cuáles no hacer. Me hace entender que el entrevistador no debería confiar en su propio instinto para una contratación, al final, esta utilizando su juicio personal. El artículo establece el uso de la objetividad por medio de preguntas específicas y comportamientos relativos con el candidato con la meta de conocer habilidades, debilidades, fortalezas, conocimientos y maneras de ser de cada uno para ver si podrían embonar bien en la empresa.
Honestamente, nunca lo había pensado por el lado del que te hace la entrevista. Yo pensaba que era responsabilidad del candidato hacer el mejor esfuerzo para impresionar y captar la atención del empleador, pero ya veo que esto va por ambos lados. El artículo menciona la impresión de los candidatos sobre su entrevista y el entrevistador, y en muchos casos era baja, cosa por la que yo mismo pasé. Pensaba ¨solo me entrevistaron porque Recursos Humanos no le dijo que venía¨ o porque ¨de seguro ya seleccionaron al que van a contratar y solo me tuvieron ahí 5 minutos¨.
Puedo decir con seguridad que de todas las entrevistas que he tenido, y han sido varias desde que me gradué en el 2005, solo dos recuerdo que fueron muy placenteras. Y de una de ellas sí fui contratado. Curiosamente, la entrevista que resultó en mi contratación fue muy relajada e informal, sin embargo, hicieron las preguntas que más importan, o que yo consideraba que eran las más relevantes en cuanto a lo que cada parte deseaba.

Estas dos lecturas me han dejado mucho aprendizaje en cuanto al proceso de contratación. Todas esas técnicas y todos esos métodos pudieran ser implementados en absolutamente todas las empresas en México; desde una empresa pequeña e independiente hasta un conglomerado. Claro, haría que la competencia subiera hasta el cielo, pero si se trata de mejorar nuestro país, aunque la raíz de eso sea la educación, por lo menos ya no tendríamos que competir contra los primos, o el hermano, o el cuñado, o al lambiscón, entre muchos otros, para conseguir una mejor oportunidad.

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