Miguel's net promoter score, most well-known traits, colleagues' views on his company and career prospects, and areas for improvement are then outlined based on feedback. The report provides Miguel with insights into how he is perceived by his professional network.
How to Reduce Costly Mis-Hires by Dr. Brad Smart author of "Topgrading, 3rd Edition: The Proven Hiring and Promoting Method That Turbocharges Company Performance," and President, Topgrading, Inc.
xtensive research shows that most companies only hire 25% high performers in managerial jobs. The three biggest hiring problems are dishonesty (low performers can hype their resume and fudge their interviews), lack of thorough information (Forrest Gump could fake competency interviews), and lack of verifiability (reference checks are too often worthless).
How to Reduce Costly Mis-Hires by Dr. Brad Smart author of "Topgrading, 3rd Edition: The Proven Hiring and Promoting Method That Turbocharges Company Performance," and President, Topgrading, Inc.
xtensive research shows that most companies only hire 25% high performers in managerial jobs. The three biggest hiring problems are dishonesty (low performers can hype their resume and fudge their interviews), lack of thorough information (Forrest Gump could fake competency interviews), and lack of verifiability (reference checks are too often worthless).
This is a summary of the book "Who: The A Method for Hiring" by Geoff Smart and Randy Street. It is summarized and then applied to the educational setting. Ideally this should be helpful to school administrators.
How to Identify and Hire ‘A’ Players Who Will Drive SuccessHuman Capital Media
Not all employees are created equal. Research shows that “A” players outsell their peers by at least 48 percent in sales positions, have a more positive effect on customers than other employees, and deliver superior team performance when included in a work group. A small team of “A” players can run circles around a giant team of “B” and “C” players.
Identifying great candidates usually starts with an impressive resume, but that only provides part of the story. To gain more insight into a candidate’s past performance, a scientifically valid, objective assessment is needed to provide a fuller picture. Hiring managers can greatly improve the odds of hiring “A” players by using scientifically validated surveys created by industrial psychologists, to help screen potential applicants. By discovering what previous managers and colleagues openly say about a candidate’s strengths, weaknesses and behaviors, “A” players can be selected 90 percent of the time!
Learn how automated online reference-checking has introduced a way to capture behavioral feedback from five references in two days for each job candidate. Also, see a demonstration of how this software infuses consistency, reliability and validity, and how to identify which candidates display the characteristics of an “A” player.
What will participants learn?
How to identify and hire “A” players.
How to capture behavioral feedback from five references in two days for each candidate.
How to infuse consistency, reliability and validity into each reference check.
How to identify developmental needs of each candidate.
How to provide information to hiring managers that influences decisions.
Managing relationships with hiring managers is difficult. There's a baton of blame passed between hiring managers, recruiters and applicants as roles in the hiring funnel evolve. We become faced with this question: Who ultimately owns the hiring process and why has this changed?
In this white paper, learn what drives successful hiring through the eyes of hiring managers, recruiters and applicants. End the blame game with hiring managers and improve your recruitment process.
What does it take to be a relevant HR leader? This presentation will show you what you should be doing to enhance the credibility and respect your brand deserves.
By understanding which aspects of the employee life cycle are causing negative employee experiences and increasing turnover, organizations can pinpoint the changes that their talent management practice needs.
Global Consulting Executive Search recently completed a study about the motivations of consultants,
former consultants and prospective consultants. We were interested in what makes highly-educated
business people join the field, remain in it, leave it and sometimes, return to the profession.
Our findings confirmed a number of motivations considered common knowledge in the field, as well as
some trends that we did not expect. Expected results include:
1. Variety of work is the most significant attractor to consultants.
2. Travel is the most significant downside of the profession.
3. Pressure to sell stands alongside travel as the most significant negative among consultants and
former consultants.
Predictive Hiring: Find Candidates Who Will Succeed in Your OrganizationHuman Capital Media
The facts are clear: Most companies today need to do a better job selecting talent. Recent survey data collected by the Corporate Executive Board indicates that nearly a quarter of all new hires leave their companies within a year, and that hiring managers wish they never extended an offer to one of every five members of their team. And a recent Gallup survey found that 52 percent of American workers were “not engaged” with their work.
Can you afford to miss an opportunity to learn how best-in-class organizations are using new technologies to scientifically assess talent before hiring, resulting in lower turnover, higher job performance and greater employee engagement?
In this presentation, you will:
Learn about new solutions that predict candidate success.
Discover how best-in-class organizations are incorporating these new solutions into their hiring process.
See the bottom-line results realized by these best-in-class practitioners.
People Analytics: Creating The Ultimate WorkforceCenterfor HCI
If you are a leader or manager in a large organization, you are probably familiar with these terms. But you may be unaware how your organization can benefit from people analytics and what it will take.
What causes employee engagement? How is the engagement in your country? Gallup shares all. See their presentation at the Human Capital Club in Feb 2015. For more information on the next Human Capital Club, email cynthiawihardja@actioncoach.com
The best and fastest way to improve employee performance is to understand why your people don't always do what you expect them to do. This presentation will explain the 10 reasons why your people don't always perform as you would like.
It also provides you with 7 actionable ways you can begin to improve employee performance immediately. Improved employee performance translates into improved business performance.
Turn your average people into good performers and your good people into great performers.
What are the qualities, attributes, attitudes and behaviors of star assistants? Why do certain assistants stand out and shine brighter than others? Are star assistants created or is it their innate abilities that allow them to be stars? Are there certain qualities and traits a person needs to be successful working at the top echelons in the company?
The Q2 2009 data report from Venture 360 shows the correlations between the scored values of 80 venture attributes and the 18 ventures that received $16.5M in investor capital.
To learn more about how the analysis was conducted please contact analyst@venture360report.com
This is a summary of the book "Who: The A Method for Hiring" by Geoff Smart and Randy Street. It is summarized and then applied to the educational setting. Ideally this should be helpful to school administrators.
How to Identify and Hire ‘A’ Players Who Will Drive SuccessHuman Capital Media
Not all employees are created equal. Research shows that “A” players outsell their peers by at least 48 percent in sales positions, have a more positive effect on customers than other employees, and deliver superior team performance when included in a work group. A small team of “A” players can run circles around a giant team of “B” and “C” players.
Identifying great candidates usually starts with an impressive resume, but that only provides part of the story. To gain more insight into a candidate’s past performance, a scientifically valid, objective assessment is needed to provide a fuller picture. Hiring managers can greatly improve the odds of hiring “A” players by using scientifically validated surveys created by industrial psychologists, to help screen potential applicants. By discovering what previous managers and colleagues openly say about a candidate’s strengths, weaknesses and behaviors, “A” players can be selected 90 percent of the time!
Learn how automated online reference-checking has introduced a way to capture behavioral feedback from five references in two days for each job candidate. Also, see a demonstration of how this software infuses consistency, reliability and validity, and how to identify which candidates display the characteristics of an “A” player.
What will participants learn?
How to identify and hire “A” players.
How to capture behavioral feedback from five references in two days for each candidate.
How to infuse consistency, reliability and validity into each reference check.
How to identify developmental needs of each candidate.
How to provide information to hiring managers that influences decisions.
Managing relationships with hiring managers is difficult. There's a baton of blame passed between hiring managers, recruiters and applicants as roles in the hiring funnel evolve. We become faced with this question: Who ultimately owns the hiring process and why has this changed?
In this white paper, learn what drives successful hiring through the eyes of hiring managers, recruiters and applicants. End the blame game with hiring managers and improve your recruitment process.
What does it take to be a relevant HR leader? This presentation will show you what you should be doing to enhance the credibility and respect your brand deserves.
By understanding which aspects of the employee life cycle are causing negative employee experiences and increasing turnover, organizations can pinpoint the changes that their talent management practice needs.
Global Consulting Executive Search recently completed a study about the motivations of consultants,
former consultants and prospective consultants. We were interested in what makes highly-educated
business people join the field, remain in it, leave it and sometimes, return to the profession.
Our findings confirmed a number of motivations considered common knowledge in the field, as well as
some trends that we did not expect. Expected results include:
1. Variety of work is the most significant attractor to consultants.
2. Travel is the most significant downside of the profession.
3. Pressure to sell stands alongside travel as the most significant negative among consultants and
former consultants.
Predictive Hiring: Find Candidates Who Will Succeed in Your OrganizationHuman Capital Media
The facts are clear: Most companies today need to do a better job selecting talent. Recent survey data collected by the Corporate Executive Board indicates that nearly a quarter of all new hires leave their companies within a year, and that hiring managers wish they never extended an offer to one of every five members of their team. And a recent Gallup survey found that 52 percent of American workers were “not engaged” with their work.
Can you afford to miss an opportunity to learn how best-in-class organizations are using new technologies to scientifically assess talent before hiring, resulting in lower turnover, higher job performance and greater employee engagement?
In this presentation, you will:
Learn about new solutions that predict candidate success.
Discover how best-in-class organizations are incorporating these new solutions into their hiring process.
See the bottom-line results realized by these best-in-class practitioners.
People Analytics: Creating The Ultimate WorkforceCenterfor HCI
If you are a leader or manager in a large organization, you are probably familiar with these terms. But you may be unaware how your organization can benefit from people analytics and what it will take.
What causes employee engagement? How is the engagement in your country? Gallup shares all. See their presentation at the Human Capital Club in Feb 2015. For more information on the next Human Capital Club, email cynthiawihardja@actioncoach.com
The best and fastest way to improve employee performance is to understand why your people don't always do what you expect them to do. This presentation will explain the 10 reasons why your people don't always perform as you would like.
It also provides you with 7 actionable ways you can begin to improve employee performance immediately. Improved employee performance translates into improved business performance.
Turn your average people into good performers and your good people into great performers.
What are the qualities, attributes, attitudes and behaviors of star assistants? Why do certain assistants stand out and shine brighter than others? Are star assistants created or is it their innate abilities that allow them to be stars? Are there certain qualities and traits a person needs to be successful working at the top echelons in the company?
The Q2 2009 data report from Venture 360 shows the correlations between the scored values of 80 venture attributes and the 18 ventures that received $16.5M in investor capital.
To learn more about how the analysis was conducted please contact analyst@venture360report.com
Business Studies - Appraisal
The aspects of an appraisal are explained along with it's benefits, drawbacks and methods. The 3 methods that are described and outlined in this presentation are self assessment, peer assessment and 360 degree feedback.
find out the best career match for you based on your likes and dislikes. the free test for career path can be found at https://www.wecareweserve.com/mycareerpath
Every year, we survey as many employees & leaders as possible in organisations in various industries to figure out what it means to be happy in the workplace. So far this year we’ve received a great response, which indicates that companies are more interested in happiness than ever before. We hope these results will give you a glimpse into what employees & leaders think, feel and value in the workplace.
This is my full result from the test, kindly use the information t.docxkbrenda
This is my full result from the test, kindly use the information that suits what is needed, Welcome to your career report! There's a lot of information here, so take your time and read through it at your own pace.
· I study business administration in university.
Your report is split up into different sections, each of which addresses a different factor in your career search. You'll learn about your interests, your personality, and the jobs and work environments that suit you best. You'll get personalized advice and suggestions for exploring your career options and planning a successful job search.
You can read your report straight through, or you can skip to the sections that interest you most. Remember, your results are saved to your personal account. You can come back and refer to them anytime you need to.
So, let's get started!
Your Career Interest Profile
This section shows your top career interest areas. There are 6 total interest areas, each with its own set of typical work tasks, roles, and values. Some of these interest areas will appeal to you, while others will be less attractive. Choosing a career which is a good match for your interest profile ensures that you enjoy your daily work and get satisfaction out of your accomplishments.
The Six Interest Areas
Each of the six interest areas describes a cluster of related work tasks and activities. People who are drawn to each of these interest areas tend to have certain characteristics, preferences, and personality traits in common.
Building
Building jobs involve the use of tools, machines, or physical skill. Builders like working with their hands and bodies, working with plants and animals, and working outdoors.
Thinking
Thinking jobs involve theory, research, and intellectual inquiry. Thinkers like working with ideas and concepts, and enjoy science, technology, and academia.
Creating
Creating jobs involve art, design, language, and self-expression. Creators like working in unstructured environments and producing something unique.
Helping
Helping jobs involve assisting, teaching, coaching, and serving other people. Helpers like working in cooperative environments to improve the lives of others.
Persuading
Persuading jobs involve leading, motivating, and influencing others. Persuaders like working in positions of power to make decisions and carry out projects.
Organizing
Organizing jobs involve managing data, information, and processes. Organizers like to work in structured environments to complete tasks with precision and accuracy.
Your Top Interests
Your primary interest area is also called your career type. Your career type describes the kind of job tasks and activities you enjoy doing, as well as what motivates and satisfies you at work. Certain personality traits and characteristics are associated with each career type.
Your secondary interest area shows what sorts of interests you may have, beyond your primary interest area. You can use your secondary interest area to get additi.
El objetivo principal de este proyecto ha sido el de dotar al Servicio de Atención a la Ciudadanía, tradicionalmente conocido como Oficina de Registro, de las herramientas necesarias para poder ofrecer un servicio ágil, cercado y de calidad.
Para lograr este objetivo se han realizado acciones encaminadas a:
- Convertir a los gestores de la oficina de registro en asesores, con capacidad para informar a los ciudadanos de los trámites que se pueden realizar en la oficina.
- Potenciar el uso de la administración electrónica, tanto desde casa como en la propia oficina.
- Mejorar el sistema de gestión de colas, reduciendo hasta la mínima expresión los tiempos medios de espera de los ciudadanos en la oficina.
- Potenciar las oficinas de atención a la ciudadanía de los distritos, ofreciendo servicios bajo los mismos estándares de calidad que en las oficinas centrales.
El Proyecto completo ha tenido una duración total de 3 años y ha sido desarrollado por un equipo multidisciplinar formado por personal interno del Ayuntamiento de Las Palmas de Gran Canaria y por empresas externas.
The Impact of Artificial Intelligence on Modern Society.pdfssuser3e63fc
Just a game Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?
New Explore Careers and College Majors 2024.pdfDr. Mary Askew
Explore Careers and College Majors is a new online, interactive, self-guided career, major and college planning system.
The career system works on all devices!
For more Information, go to https://bit.ly/3SW5w8W
Want to move your career forward? Looking to build your leadership skills while helping others learn, grow, and improve their skills? Seeking someone who can guide you in achieving these goals?
You can accomplish this through a mentoring partnership. Learn more about the PMISSC Mentoring Program, where you’ll discover the incredible benefits of becoming a mentor or mentee. This program is designed to foster professional growth, enhance skills, and build a strong network within the project management community. Whether you're looking to share your expertise or seeking guidance to advance your career, the PMI Mentoring Program offers valuable opportunities for personal and professional development.
Watch this to learn:
* Overview of the PMISSC Mentoring Program: Mission, vision, and objectives.
* Benefits for Volunteer Mentors: Professional development, networking, personal satisfaction, and recognition.
* Advantages for Mentees: Career advancement, skill development, networking, and confidence building.
* Program Structure and Expectations: Mentor-mentee matching process, program phases, and time commitment.
* Success Stories and Testimonials: Inspiring examples from past participants.
* How to Get Involved: Steps to participate and resources available for support throughout the program.
Learn how you can make a difference in the project management community and take the next step in your professional journey.
About Hector Del Castillo
Hector is VP of Professional Development at the PMI Silver Spring Chapter, and CEO of Bold PM. He's a mid-market growth product executive and changemaker. He works with mid-market product-driven software executives to solve their biggest growth problems. He scales product growth, optimizes ops and builds loyal customers. He has reduced customer churn 33%, and boosted sales 47% for clients. He makes a significant impact by building and launching world-changing AI-powered products. If you're looking for an engaging and inspiring speaker to spark creativity and innovation within your organization, set up an appointment to discuss your specific needs and identify a suitable topic to inspire your audience at your next corporate conference, symposium, executive summit, or planning retreat.
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For event details, visit pmissc.org.
Widal Agglutination Test: A rapid serological diagnosis of typhoid fever
360 peer evaluation_report
1. 360° Peer Evaluation Report
Miguel Quintanilla Eriksson
Director General de Nuevas Tecnologías y Telecomunicaciones
1. Overview: 75 responses received
About the 360° Peer Evaluation Report
This Report is a 360° profile of your personality, skills and impact at your workplace as seen by your
colleagues and others in your network. It is a snapshot of your professional indicators. 360° reports
are used by thousands of companies and millions of professionals around the world to get an
objective, outside view of personal performance and progress. Others often tell you things more
objectively than you can see for yourself. Use this report to see how you are seen professionally by
others and to advance your career. This report is private and only visible to you.
We recommend at least 30 completed responses in order to get a statistically-valid picture of your
professional standing.
Report generated on 11:32 AM, 03/12/2013
2. 2. Your Dominant Work Personality Type
Investigative x20
Prefers strategy, thinking, organizing, analytical, curious.
Secondary Personality Types
Realistic: Likes to get things done, practical, stable, results-oriented. x19
Enterprising: Competitive, persuasive, energetic, works well outside-the-box. x18
Social: Co-operative, team player, best in group environments, helping hand. x8
Artistic: Imaginative, artistic, disorderly, emotional, original. x6
Conventional: Precise, rule-oriented, orderly, works well in highly structured environments. x4
Natural-Fit Roles
As 'Investigative', you are better-suited based on your personality type at the following roles:
3. What is this?
Holland Occupational Themes (RIASEC), developed by the late psychologist John L. Holland, refers
to a theory of careers and vocational choice based upon personality types. Each letter or code stands
for a particular "type": Realistic (Doers), Investigative (Thinkers), Artistic (Creators), Social
(Helpers), Enterprising (Persuaders), and Conventional (Organizers). Holland's research shows that
personalities seek out and flourish in career environments they fit in. Holland also wrote of his
theory that "the choice of a vocation is an expression of personality”. This helps you determine what
personality others see you as, and what sort of professions or roles you may be naturally good at
based on your type.
Scale:
There are 6 personality types under Holland Occupational Themes (RIASEC). There is no “good” or
“bad”, or right or wrong answer. Every type is naturally better at certain roles than others. This does
not mean you cannot succeed at other roles. It shows areas where you have a natural advantage.
q Realistic: Likes to get things done, practical, stable, results-oriented.
q Investigative: Prefers strategy, thinking, organizing, analytical, curious.
q Artistic: Imaginative, artistic, disorderly, emotional, original.
q Social:: Co-operative, team player, best in group environments, helping hand.
q Enterprising: Competitive, persuasive, energetic, works well outside-the-box.
q Conventional: Precise, rule-oriented, orderly, works well in highly structured environments.
5. 4. Your Net Promoter Score %
What is this?
Net Promoter Score is a research tool that can be used to gauge how likely people are to recommend
you to their colleagues and friends. It was introduced by Reichheld in the 2003 Harvard Business
Review. 1% = lowest, 100% = highest. It is used as an indicator for word-of-mouth marketing,
repeat business and organic growth at a corporate level. At a personal level, it is used as an
indicator for career advancement prospects. The higher your number, the more likely others are to
help you advance your career by speaking of you positively, recommending you to their friends and
otherwise being conducive to your growth.
Scale:
Red (0 to 50%): BAD.
6. Others are not likely to help advance your career. You are viewed mostly negatively by your network.
You should attempt to connect better with others, foster deeper relationships and be positive. Treat
them as you would like to be treated yourself. Being more visible or prominent at the workplace will
also help.
Yellow (51% to 80%): OK
You are viewed as average by your network. Some people may help advance your career, while
others will not. This is where 60% of the population falls. You should focus on identifying those
individuals within your network that think very highly of you and forging deeper ties with them.
Work more closely with those that think highly of you. Continue to be more useful to others, and
more prominent at work. Ensure your efforts are noticed.
Green (81% to 100%): GREAT
You are viewed very positively by most of your network. Most people see you so favorably that they
will help advance your career with glowing recommendations, introductions and connections. They
speak of you well even when you are not there. Companies that achieve this score get new
customers simply through word-of-mouth buzz. You will similarly get job offers, partnership requests
or other new opportunities from your network from time to time. Keep doing what you are doing -
your work network loves you and values you highly!
Who uses it?
NPS is used by thousands of companies including Apple, GE, Intuit, Charles Schwab and American
Express. Companies use it to gauge customer satisfaction, as well as for employee feedback.
Accuracy
Net Promoter Score is one of the tools used in this report and contains a significant degree of error
based on how many people have responded to your survey, as well as your profession. Some roles
and professions are easier to rate than others. (eg. Sales exec vs. Fine Art). Take your NPS score in
relation to all the other metrics on this report. NPS is also no more statistically significant or
predictive than similar “How likely are you to...” questions, but is preferred due to its simplicity and
widespread use.
7. 5. Your Most Well-Known Traits
1. Builds trust & credibility (Voted 47 times)
2. Communicates very clearly (Voted 37 times)
3. Organized, scheduled (Voted 31 times)
4. Adapts to change quickly (Voted 30 times)
5. Friendly, likeable (Voted 30 times)
What is this?
These are your most-noticed characteristics by your professional network. These show your
strengths. For career advancement and specialization, it is generally a good idea to take up roles
and projects that play to your key strengths, also known as “swimming upstream”. This can also give
you a more objective assessment of what you’re good at, since self-evaluations are usually highly
biased.
Scale:
Respondents can pick from a large selection of traits, and can pick more than one. Traits that are
reflective of your professional profile will get shown here.
8. 6. How your network feels about your company’s prospects
What is this?
This is a measure of how your network sees your company’s growth and financial prospects in the
next 12 months. It is an outsider’s opinion of how your company is doing. This is how people in the
industry and your network see the place you work at.
Scale:
1=lowest 10=highest
Red (1 to 5): Bad. Expect the company to shrink or suffer significantly. Commercial losses. Layoffs.
Re- structuring. Expect products to lose market share or fail. Possible bankruptcy, re-financing or
shutdown down the road unless things change. The company requires significant outside help to
improve or continue functioning. Might be time to start looking for another job.
Yellow (5.1 to 8): OK. Expect the company to grow modestly with limited successes. 70% of
companies are in this zone. Company will continue to do well and win in some areas. Compares
mostly favorably with competition. Modest hiring and expansion. Stable outlook. You can stay with
this company for several years if you’d like.
Green (8.1 to 10): Great! Expect the company to grow fast, gain market share from competitors very
quickly. Products are already doing superbly well. Winning key accounts. Great PR or
well-recognized brand. Will out- perform the industry or market it is in. Your career will get a huge
boost just by being at this company.
9. 7. How your Network feels about Your Career prospects
What is this?
This is a measure of how your network sees your personal career prospects in the next 12 months. It
is an outsider’s opinion of how skilled, valuable and useful you are compared to others in your role
or profession. This rating may be influenced somewhat by prospects for your company or industry at
large.
Scale:
1=lowest 10=highest
Red (1 to 5): Bad. Your skills, usefulness and value are less than similar professionals in your field.
Your network thinks that you are lagging behind others, and over time, these differences will grow
larger and you will fall behind. Focus on the basics and try to figure out where you are lagging and
why. It’s never too late to start improving.
Yellow (5.1 to 8): OK. You are average or a little above-average compared to similar professionals in
your field. Your network thinks you compare favorably to others and will enjoy modest successes in
the next 12 months. Stable career advancement prospects. You are respected by your colleagues and
valued for your contributions. Focus on your key strengths to continue improving.
Green (8.1 to 10): Great! You are well above-average compared to similar professionals in your field.
Your colleagues think you will hit it out of the park and are a rockstar at what you do. You are very
well-respected in your industry or profession, perhaps even holding celebrity-like status. Getting to
the top is easier than staying at the top however, and you will need to keep working hard to stay
where you are.
10. 8. What can you most improve upon?
Written Responses
Miguel worked in an innovative surrounding, grasping quickly the best to develop in the field.
Miguel might need to better grasp the interest of using abilities with the team he works with.
Professional Acquaintance
Profesional altamente recomendable, gran capacidad de trabajo y de adaptación al cambio.
Professional Acquaintance
Miguel es un tipo feliz, realista y resolutivo. Amigo de sus amigos pero pragmático y eficaz en
cualquier caso. Algunos pensamos que se equivocó al cambiar de "industria" pero le irá todo bien
en cualquier caso.
Worked Together but at different companies
11. Greatest strength: Of utmost confidence, Very intelligent, bright improve upon: Social Skils
Co-Workers
La mayor fortaleza de Miguel es su habilidad y coraje para abordar nuevos retos con gran
profesionalidad y garantias de éxito. Debido a su gran dedicación en todo lo que hace, muchas
veces no se da cuenta que las personas de su alrededor le están aportando ideas o soluciones muy
utiles que se pueden aplicar a la tarea que tiene entre manos.
Co-Workers
Excellent professional,very prepared,very organized,with great capacity of leadership
Worked Together but at different companies
If I had to define the greatest strength of Miguel with a word, that word would undoubtedly be
"perfection". I have been fortunate to work with Miguel and I could discover the capabilities and
skills that makes him the good manager he is. He is able to involve himself in the development of
any task to get the satisfactory progress of his project. He actively listens and values the opinions of
his team, he works tirelessly to achieve his goal, is responsible for every detail of every project so I
can find no area that Miguel should or could improve.
Co-Workers
Mayor fortaleza: Buena imagen y buen comunicador. A mejorar: Delegar un poco.
Professional Acquaintance
HE TRANSMITS CONFIDENCE. I AM NOT SURE ABOUT AREAS OF IMPROVEMENT
Professional Acquaintance
Great professional with high adaptability and discipline.
Worked Together but at different companies
También se puede seguir construyendo e innovando a partir de lo andado. La Colaboración Abierta
entre lo público y lo privado es fundamental para los Gobiernos. Max Otte, “En nuestra sociedad
hay determinadas fuerzas muy interesadas en convertir la información en desinformación. ¡No
vivimos en una sociedad de la información sino en una sociedad de la desinformación!”. Esta frase
tan contundente nos hace reflexionar sobre la importancia de acudir a la fuentes de información
oficiales y las no oficiales. Siendo fundamental la conciliación de los datos para disponer de una
cierta información veraz y poder construir así áreas de conocimiento más efectivas.
Professional Acquaintance
Great Professional, hard-working and trustable.
Professional Acquaintance
Call suppliers to know the status of the new activities
Professional Acquaintance
In my opinion is a very skilled professional, very good at teamworking and treasures a natural
leadership profile.
Worked Together but at different companies
What is this?
Nobody is perfect, not even Bill Gates or Steve Jobs. These are areas where your colleagues feel you
can improve. By focusing on some of these areas, you can significantly improve your life at work and
12. your relationships with your colleagues. This will help you become more well-rounded and balanced,
and address any “rough edges” that hamper your ability to work with others.