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Best Buy

In: Business and Management

Submitted By gusti85
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6. En la nueva organización de la empresa ¿Porqué los empleados y gerentes no tienen horarios, no hay juntas en la empresa? ¿Cómo se evalúan a los empleados y a los gerentes? ¿Hay éxito o fracaso?

La nueva organización de Best Buy se basa en una nueva, valiente transformación cultural llamada ROWE que absorbe las actitudes y estilo de funcionamiento de un puesto laboral, la nivelación del terreno de juego y le da a la gente completa autonomía, siempre y cuando ellos cumplan con su trabajo.

En pocas palabras, En un ROWE los empleados no tienen horarios. Se presentan cuando quieren. No tienen que estar en la oficina a cierta hora, o en absoluto. Solamente tienen que cumplir con su trabajo. Cómo lo hagan, cuándo lo hagan, dónde lo hagan, depende totalmente de ellos. Esto es, en un ROWE la persona es libre de hacer lo que quiera, cuando quiera, siempre y cuándo la tarea se lleve a cabo.

Con Rowe, de acuerdo con el sitio Web CultureRX:
• "No hay necesidad de horarios
• Nadie se centra en "¿cuántas horas trabaja usted?"
• Nadie se siente sobrecargado de trabajo, estresado o culpable
• El trabajo no es un lugar al que hay que ir, es algo que se hace
• La gente en todos los niveles dejar de perder tiempo de la empresa y el dinero
• El trabajo en equipo, la moral y el compromiso se disparan
• No hay juicio sobre cómo la gente pasa su tiempo
Rowe es todo acerca de los resultados. No hay resultados, no hay trabajo. Es así de simple. "
Entonces ¿Porqué los empleados y gerentes no tienen horarios y no hay juntas en la empresa?
Porque en Best Buy El trabajo no es un lugar al que hay que ir, es algo que se hace, el personal en todos sus niveles deja de perder el tiempo de la empresa y el dinero.
Hace 6 años que ROWE empezó a implementarse en la cede de Minneapolis, Minnesota y ahora alrededor de 3.000 empleados de la empresa disfrutan de un horario de trabajo realmente flexible basado solo en resultados.
En Best Buy se están viendo algunos resultados sorprendentes hasta el momento. La productividad ha aumentado un 41 por ciento, mientras que la rotación de personal se ha reducido en casi un 90 por ciento en algunos departamentos. Lo que Best Buy ha encontrado es que la productividad y los resultados son más importantes que lo que el tiempo que trabajó y por cuánto tiempo. Los resultados son lo único que importa.
En una empresa ROWE los resultados deben ser concretos, cuando no se puede juzgar la eficacia de alguien por cuántas horas al día están presente en la oficina, se ve obligatorio mirar a lo que producen. A los empleados no se les controla ni se les supervisa en un entorno de Trabajo Orientado Exclusivamente por los Resultados. Y es que aquí son los propios empleados quienes autogestionan su trabajo (no sólo cuando trabajan, sino también cuanto). En resumidas cuentas, el ROWE da al empleado el control sobre cómo responder a las demandas de su trabajo. O dicho de otra manera, en un ROWE la persona es dueña no sólo de su tiempo, sino también de su espacio, porque hoy en día, en la era del conocimiento conceptual, hay muchas tareas que el empleado puede hacer desde su casa con un móvil, un ordenador personal y conexión a Internet (e-mails, intranet, cloud computing, redes sociales, twitter,...).
Best Buy esta demostrando que los empleados son ahora más diestros con su trabajo que antes. Ahora se anticipan a los problemas, dan lo mejor de sí mismos. Y es que si al empleado se le da el control de su tiempo, el control de su propio trabajo, y si se le da metas y expectativas claras de lo que es necesario hacer, entonces no hace falta asignarle horarios, porque se va a comprometer de buen grado (los empleados comprometidos son más productivos, más innovadores y más responsables), y porque nadie mejor que él mismo para saber cómo y cuándo ha de realizar su trabajo; nadie mejor que él para saber cómo hacer el mejor uso de su tiempo de trabajo.
En resumidas cuentas para un ambiente de trabajo de solo resultados en crecimiento, los gerentes deben aprender a centrarse más en el panorama general de resultados y menos en la gestión "tradicional" como la asistencia, puntualidad y horas trabajadas, y es asi como best buy evalua a sus gerentes y empleados a base de efectividad.

La gestión en un ambiente de trabajo de solo resultados a veces puede ser un desafío. La transición de una mentalidad tradicional a una mentalidad de resultados sólo se puede observar en la adopción de nuevos comportamientos y el uso de un nuevo lenguaje sobre una base diaria. El como reaccionar ante situaciones de trabajo le ayudará a gestionar la transición para Best buy y su equipo.

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