NETFLEX
New affiliate marketing system
Throughout this course we'll explore various opportunities you will have to build professional connections with others and NETFLEX'll be discussing some tools that you can use to enhance the quality of those connections.
There are guiding principles that you'll want to keep in mind regardless of the opportunity and the tool that you are using. These principles will work in person over the phone and online, these are the same principles that highly connected people use everyday in their interactions.
New affiliate marketing system
Throughout this course we'll explore various opportunities you will have to build professional connections with others and NETFLEX'll be discussing some tools that you can use to enhance the quality of those connections.
There are guiding principles that you'll want to keep in mind regardless of the opportunity and the tool that you are using. These principles will work in person over the phone and online, these are the same principles that highly connected people use everyday in their interactions.
The first principle is give first. Give first is my business's most important value, it means you begin every interaction with the mindset of what can I do for the other person, it's common, especially in professional settings for people to think about what they can get from others but invaluable connectors know that serving the needs of others is how they'll build lasting relationships. This is isn't about schmoozing or flattering people, it is about making real contributions to the work that people are doing, helping them find the resources they need and even giving gifts, related to their personal interests or hobbies.
The start-up fraternity is always abuzz with questions on hiring, and that’s because it isn’t an easy task. It is a well-proven fact that growth-centric startups are backed by teams that are fast-paced, adaptable and have a firm subject matter expertise.
Even after cherry picking the right talent (the ones with idealistic values as mentioned above), the attrition rate is usually high, and most co-founders are clueless about the real reason behind someone leaving their ‘oh, so awesome startup’!
What could be wrong? While there may be numerous takes, it’s hard to pin-point one. That’s when we decided to deep dive into the idiosyncrasies of the hiring gamble, given that it has been a challenge for us as well. While doing so, we were blessed to be exposed to gems of advice from Seth Godin-the Marketing guru and the bestselling author.
This article is aimed at two things, namely:
To help founders in re-thinking their hiring strategy
To help them evaluate hiring through the eyes of a future hire
We believe that a thorough understanding of the above-mentioned points can help founders in taking a prudent decision and keep their best talent intact!
So let’s rock and roll
Join us @netflex
Even after cherry picking the right talent (the ones with idealistic values as mentioned above), the attrition rate is usually high, and most co-founders are clueless about the real reason behind someone leaving their ‘oh, so awesome startup’!
What could be wrong? While there may be numerous takes, it’s hard to pin-point one. That’s when we decided to deep dive into the idiosyncrasies of the hiring gamble, given that it has been a challenge for us as well. While doing so, we were blessed to be exposed to gems of advice from Seth Godin-the Marketing guru and the bestselling author.
This article is aimed at two things, namely:
To help founders in re-thinking their hiring strategy
To help them evaluate hiring through the eyes of a future hire
We believe that a thorough understanding of the above-mentioned points can help founders in taking a prudent decision and keep their best talent intact!
So let’s rock and roll
Join us @netflex
#1- Understanding The Difference Between Hiring & Recruiting
As a founder, can you differentiate between the terminology? Don’t worry; we weren’t able to do it either. Seth has an answer for both you and me. In an article on his blog he says:
As a founder, can you differentiate between the terminology? Don’t worry; we weren’t able to do it either. Seth has an answer for both you and me. In an article on his blog he says:
THAT IS SOUND ADVICE, isn’t it? After reading and re-reading the statement numerous times, I’ve realized that most startup founders practice the recruitment ideology at an early stage and quite evidently the focus shifts to hiring ideology as the startup grows.
Let me explain this with an example. At the very start, founders look forward to picking up the best talent for their startup. They are patient and ready to wait till the time they find someone who has the same spark for their product as them. However, once the core team is in place and the team starts to grow one can witness the change in scenery. It isn’t surprising that the new lot of ‘hires’ would want to leave the company for the next big opportunity, as soon as they find one.
Companies like Buffer have set-up a benchmark in terms of following the ‘recruitment ideology’ and have been following it for a long time now. In my opinion, planning and investing into company culture and building a community is what will make people interested in working for your start-up
Let me explain this with an example. At the very start, founders look forward to picking up the best talent for their startup. They are patient and ready to wait till the time they find someone who has the same spark for their product as them. However, once the core team is in place and the team starts to grow one can witness the change in scenery. It isn’t surprising that the new lot of ‘hires’ would want to leave the company for the next big opportunity, as soon as they find one.
Companies like Buffer have set-up a benchmark in terms of following the ‘recruitment ideology’ and have been following it for a long time now. In my opinion, planning and investing into company culture and building a community is what will make people interested in working for your start-up
#2 Have Trust in Your Employees
One of the most critical advice by Seth for startup founders is to be able to trust their employees. He says: While a recruiting approach may help you find the ideal match, it is equally significant to trust your employee.
One of the most critical advice by Seth for startup founders is to be able to trust their employees. He says: While a recruiting approach may help you find the ideal match, it is equally significant to trust your employee.
#3 Tame The Lion
A job at a startup means taking responsibilities, working outside the comfort zone and putting theory into ‘real’ practice. Clearly most of it cannot be ascertained by a mere interview. Despite knowing it, most founders shy away from practical hiring and still value the ‘resume’ route.
According to Seth, taming the lion and putting him in a real situation will help both the founder and the prospective hire since it will help them in understanding the job role even before they’ve been fully inducted in the team.
This strategy will also help in reducing attrition to a large extent. He says
A job at a startup means taking responsibilities, working outside the comfort zone and putting theory into ‘real’ practice. Clearly most of it cannot be ascertained by a mere interview. Despite knowing it, most founders shy away from practical hiring and still value the ‘resume’ route.
According to Seth, taming the lion and putting him in a real situation will help both the founder and the prospective hire since it will help them in understanding the job role even before they’ve been fully inducted in the team.
This strategy will also help in reducing attrition to a large extent. He says
"شیرهای ایرانی گرسنه اند "
ست گادین در راهنمایی هایی که به مدیران برای مدیریت نیروها و افراد تازه استخدام شده می دهد، به رام کردن شیر اشاره می کند ! که دوستانی که نقل قول های بزرگان فروش و بازاریابی را کلمه به کلمه ترجمه می کنید ! بسیاری از راهکارهای کشورهای توسعه یافته را نمی توان در کشور توسعه نیافته پیاده سازی کرد !
سیستم مدیریتی ایران بسیار پیچیده است و از برکت رانت ها بسیاری از مدیران ما یک شبه راه مدیریت را طی کرده اند و بسیاری از مدیران هم به خاطر رفتارهای نادرستی که دیده اند ، مسیر اشتباهی را در پیش گرفته اند .
به هر حال بحث بر سر شیرهای گرسنه ایرانی است، وقتی کارمندی در ماه دو میلیون تومان حقوق می گیرد، انتظار نداشته باشید که رام شرکت شما باشد !
شیر ایرانی گرسنه است، و کارمندی که مجبور است که یک شیفت دیگر کار کند و یا پروژه ای خارج از کار انجام بدهد، نمی تواند روی کار شما متمرکز باشد !
اگر واقعا فکر می کنید که کارمند شما توانایی زیادی دارد، باید او را تغذیه کنید ، مشکل اینجاست که گفته ست گادین درست است، ولی نه در ایران عزیزمان !
تغییرات کارمندان بی دلیل نیست و این تغییرات را اول در خودتان جست و جو کنید !
قبل از این که از کارمندتان انتظار فداکاری و عشق به برند و کار را داشته باشید، سوال های زیر را از خودتان بپرسید :
1. آیا حقوق کارمند من کافی است ؟
2. آیا از وضعیت زندگی او اطلاع دارم و از جزییات زندگی کارمندم که انتظار دارم که کارمندم برای برند فداکاری کند ؟
3. محل کار نیروی شرکت چه قدر دور یا نزدیک است و چگونه می توانم که کار او را ساده تر کنم ؟
4. آیا با کارمندم صمیمی هستم که انتظار دارم او نیز با مشتریان صمیمی باشد ؟
5. و ده ها سوال دیگر که نت فلکس می تواند از کارمند شما بپرسد !
راهکار نت فلکس چیست ؟
ست گادین در راهنمایی هایی که به مدیران برای مدیریت نیروها و افراد تازه استخدام شده می دهد، به رام کردن شیر اشاره می کند ! که دوستانی که نقل قول های بزرگان فروش و بازاریابی را کلمه به کلمه ترجمه می کنید ! بسیاری از راهکارهای کشورهای توسعه یافته را نمی توان در کشور توسعه نیافته پیاده سازی کرد !
سیستم مدیریتی ایران بسیار پیچیده است و از برکت رانت ها بسیاری از مدیران ما یک شبه راه مدیریت را طی کرده اند و بسیاری از مدیران هم به خاطر رفتارهای نادرستی که دیده اند ، مسیر اشتباهی را در پیش گرفته اند .
به هر حال بحث بر سر شیرهای گرسنه ایرانی است، وقتی کارمندی در ماه دو میلیون تومان حقوق می گیرد، انتظار نداشته باشید که رام شرکت شما باشد !
شیر ایرانی گرسنه است، و کارمندی که مجبور است که یک شیفت دیگر کار کند و یا پروژه ای خارج از کار انجام بدهد، نمی تواند روی کار شما متمرکز باشد !
اگر واقعا فکر می کنید که کارمند شما توانایی زیادی دارد، باید او را تغذیه کنید ، مشکل اینجاست که گفته ست گادین درست است، ولی نه در ایران عزیزمان !
تغییرات کارمندان بی دلیل نیست و این تغییرات را اول در خودتان جست و جو کنید !
قبل از این که از کارمندتان انتظار فداکاری و عشق به برند و کار را داشته باشید، سوال های زیر را از خودتان بپرسید :
1. آیا حقوق کارمند من کافی است ؟
2. آیا از وضعیت زندگی او اطلاع دارم و از جزییات زندگی کارمندم که انتظار دارم که کارمندم برای برند فداکاری کند ؟
3. محل کار نیروی شرکت چه قدر دور یا نزدیک است و چگونه می توانم که کار او را ساده تر کنم ؟
4. آیا با کارمندم صمیمی هستم که انتظار دارم او نیز با مشتریان صمیمی باشد ؟
5. و ده ها سوال دیگر که نت فلکس می تواند از کارمند شما بپرسد !
راهکار نت فلکس چیست ؟
در واقع کارمندان شما مشتریان داخلی کسب و کار شما هستند، اگر روابط در داخل سازمان شما مدیریت نشوند، سازمان شما نمی تواند برای مشتری ارزش آفرینی کند، در واقع کارمندان شما مثل آینه هستند و هر رفتاری که مدیران با آنها داشته باشند را با مشتریان سازمان دارند، اگر به فکر کارمندانتان باشید، آنها نیز به فکر مشتریان خواهند بود !
نت فلکس برای مدیریت روابط داخلی سازمان نیز برنامه دارد، ما برای کسب و کار و سازمان و شرکت شما ، ابزارهای مدیریتی طراحی خواهیم کرد تا سیستمی ارزش آفرین و مشتری مدار داشته باشید !
http://netflex.ir
نت فلکس برای مدیریت روابط داخلی سازمان نیز برنامه دارد، ما برای کسب و کار و سازمان و شرکت شما ، ابزارهای مدیریتی طراحی خواهیم کرد تا سیستمی ارزش آفرین و مشتری مدار داشته باشید !
http://netflex.ir