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Innovación en la Búsqueda Activa de Empleo (24 junio)
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Innovación en la Búsqueda Activa de Empleo (24 junio)

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  • 1. INNOVACIÓN  EN  LA  BÚSQUEDA   ACTIVA  DE  EMPLEO   24  de  junio  del  2014.  Bilbao.  
  • 2. Horario  taller   TEMAS   TIEMPOS   Check  in   16:00   Análisis  de  la  acción   16:30   Revisión   17:15   Descanso   18:00   Business  Model  You   18:15   Replanificar   18:45   Yo  eficiente   19:30   Check  out   19:45  
  • 3. Check  in   ¿En  qué  hemos  avanzado?   ¿Qué  tal  nos  hemos  senRdo?  
  • 4. Lógica  del  proceso   PLAN   DO   CHECK  ACT  
  • 5. Taller  1:  4  de  junio   INTROSPECCIÓN     Análisis  del  yo  y   del  mercado   MARCAR  EL   OBJETIVO     ¿Dónde  quiero/ puedo  estar  yo?   PLANIFICACIÓN     YO  soy  quien   busca  empleo   +  ObjeRvos   SMART   MEDIDORES     Analizar  si  he   llegado  a  los   objeRvos  que   me  he  marcado  
  • 6. Taller  2:  24  de  junio   ANÁLISIS  DE  LA   ACCIÓN   REVISIÓN   REPLANIFICACIÓN   BUSINESS  MODEL   YOU    
  • 7. Análisis  de  la  acción   Analizaremos   el   trabajo   realizado   desde   el   4   de   junio   a   hoy   uRlizando   la   herramienta  MOTOROLA.       •  ¿Qué  ha  ido  bien?   •  ¿Qué  ha  ido  mal?   •  ¿Qué  he  aprendido?   •  ¿Qué  cambiaría  para  la  próxima  vez?    
  • 8. Después  de  reflexionar  con  el  Motorola  revisaremos  el  DAFO  realizado  por   cada  uno  de  nosotros  uRlizando  la  herramienta  analíRca  “esquema  de  las   cuatro  acciones”  del  libro  La  estrategia  del  océano  azul  (W.  Chan  Kim  y  R.   Mauborgne).       ELIMINAR   AUMENTAR   REDUCIR   CREAR   Revisión  
  • 9. DAFO  –  4  de  junio   •  OPORTUNIDADES     AMENAZAS   •  Punto  de  inflexión  esperanzador/Juicio  ciclo     •  Emprendimiento/Ayudas   •  Mundo  digital  y  nuevas  tecnologías/ oportunidades  de  trabajo  y  negocio                 èNueva  economía  se  abre  paso   •  Polivalencia  (podemos  encajar  en  muchos   perfiles)  y  acceso  a  disRntos  puestos  dentro  de   una  empresa.   •  Cambio  en  la  tendencia  “brotes  verdes”  y  por   tanto  creación  y  desarrollo  de  empresas   •  Oportunidad  de  emprender  pero…¿con  30   años?   •  Internacionalizarse   •  Formación   •  Movilidad   •  Becas  para  jóvenes   •  Riesgo  (empleabilidad  baja)  è  mucha  bolsa   entrante  de  economistas   •  Abaratamiento  de  despido  èsube  el  despido   fácil     •  Miedo  de  “quedarse  fuera”  del  nuevo  entorno   tecnológico  y  social  (miedo  al  cambio/ adaptación)  è    Se  abren  paso  unas  nuevas   formas  de  trabajar   •  Crisis  económica   •  Cierre  de  muchas  empresas   •  Nuevas  generaciones  y  cambio  generacional   •  Tecnología   •  Inmovilismo  en  el  mercado  laboral   •  Precariedad  laboral  
  • 10. Business  Model  You     En  un  modelo  de  negocio  personal,  el   recurso  clave  eres  tu:  tus  intereses,   capacidades  y  habilidades,  la  personalidad  y   los  acRvos  de  tu  propiedad  o  control.       Un  modelo  de  negocio  personal  Rene  en   cuenta  los  costos  "suaves"  no  cuanRficables     (como  el  estrés)  y  beneficios  "suaves"  (como   la  saRsfacción).     Video  explicación.   (contraseña  123)        
  • 11. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. Through which Channels do your Customers want to be reached? How are you reaching them now? Which Channels work best? channel phases: 1. Awareness How do potential Customers find out about you? 2. Evaluation How do you help potential Customers appraise your Value? How do new Customers hire you or buy your services? 3. Purchase 4. Delivery How do you deliver Value to Customers? 5. After sales How do you continue to support Customers and ensure they are satisfied? For whom do you create Value? Who is your most important Customer? Who depends on your work in order to get their own jobs done? Who are your Customers' Customers? What kinds of relationships do your Customers expect you to establish and maintain with them? Describe the types of relationships you have in place now. List several critical activities you perform at work each day that distinguish your occupation from others. Which of these Key Activities does your Value Proposition require? Which activities do your Channels and Customer Relationships require? consider how your activities may be grouped in the following areas: - Making (building, creating, solving, delivering, etc.) - Selling (informing, persuading, teaching, etc.) - Supporting (administering, calculating, organizing, etc.) What do you get most excited about at work? Rank your preferences: Do you like dealing primarily with 1) people, 2) information/ideas, or 3) physical objects/outdoor work? Describe a couple of your abilities (things you do naturally without effort) and a few of your skills (things you've learned to do). List some of your other resources: personal network, reputation, experience, physical capabilities, etc. Who helps you provide Value to others? Who supports you in other ways, and how? Do any partners supply Key Resources or perform Key Activities on your behalf? Could they? key partners could include: - Friends - Family members - Supervisors - Human resource personnel - Coworkers - Suppliers - Professional association members - Mentors or counselors, etc. What do you give to your work (time, energy, etc.)? What do you give up in order to work (family or personal time, etc.)? Which Key Activities are most "expensive" (draining, stressful, etc.)? For what Value are your Customers truly willing to pay? For what do they pay now? How do they pay now? How might they prefer to pay? describe your revenue and benefits: Hard items might include: - Salary - Wages or professional fees - In-kind payments or swaps - Health and disability insurance - Retirement benefits - Stock options or profit-sharing plans - Tuition assistance etc. Soft factors might include: - Satisfaction, enjoyment - Professional development - Recognition - Social contribution - Flexible hours or conditions etc. What Value do you deliver to Customers? What problem do you solve or need do you satisfy? Describe specific benefits Customers enjoy as a result of your work. consider whether your value provided: - Reduces risk - Lowers costs - Increases convenience or usability - Improves performance - Increases enjoyment or fulfill basic need - Fulfills social need (brand, status, approval, etc.) - Satisfies emotional need etc. examples might include: - Personal assistance - Dedicated personal assistance - Remote service via e-mail, Skype, etc. - Colleague or user communities - Co-creation - Self-service or automated services etc. list soft and hard costs associated with your work: Soft costs: - Stress or dissatisfaction - Lack of personal or professional growth opportunities - Low recognition, social contribution etc. Hard costs: - Excessive time or travel commitments - Unreimbursed commuting or travel expenses - Unreimbursed training, education, tool, materials, or other costs etc. How they know you & how you deliver (Channels) What you do (Key Activities) How you help (Value Provided) How you interact (Customer Relationships) Who you help (Customers) What you get (Revenue and Benefits) ’s Personal Business Model Canvas Name: BusinessModelYou.com – The Personal Business Model Canvas is a derivative work from BusinessModelGeneration.com, and is licensed under Creative Commons CC BY-SA 3.0. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ Who helps you (Key Partners) Who you are & what you have (Key Resources) What you give (Costs)
  • 12. Replanificar   BackcasRng  es  una  herramienta  para  planificar  proyectos  a  largo  plazo,  donde   se  trabaja  primero  la  visión  a  la  que  queremos  llegar,  para  desde  ahí  volver  al   presente,  desde  donde  iremos  realizando  pasos  sin  dejar  de  lado  la  visión.   La   pregunta   que   intenta   responder   es:   ¿Qué   tengo   que   hacer   hoy   para   alcanzar  mi  visión?  
  • 13. Yo  eficiente   Planificar  y  cumplir  =  alta  produc^vidad     IdenRficar  tareas  y  planificar  es  necesario  para  la  producRvidad.  Clasificar  las   tareas  según  la  energía  de  cada  día  también  es  necesario.     5  min.  cada  día  para  planificar  el  siguiente   1-­‐2h  para  planificar  la  semana  siguiente     En  el  día  a  día:   •  Revisar  tareas  a  realizar  en  el  día   •  Llevar  el  registro  y  la  ejecución  de  estas   •  Cerrar  el  día  con  un  check-­‐list        
  • 14. Check  out   ¿Qué  tal  terminamos  el  curso?  
  • 15. Eskerrik  asko   Gracias   Juan  Felipe  Fonseca   juanfelipe@tazebaez.net   Ainhoa  Esnaola   ainhoa@tazebaez.net  

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