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Imaginarium con la creación de empleo

Imaginarium con la creación de empleo

Fuente: RRHH DIGITAL.COM

RRHH Digital. Imaginarium, la marca española experta en la educación a través del juego, celebró el pasado viernes su Junta General de Accionistas para presentar los resultados del ejercicio 2011, finalizado el 31 de enero de este año.

En estos resultados se refleja que un importe neto de la cifra de negocio de 97.157 miles de euros, lo que implica un crecimiento absoluto del 6%. Además, la cifra de negocio de la expansión internacional asciende a un 9% más, y la facturación internacional ya supone el 43% del grupo.

La cifra global de ventas PVP ha tenido un crecimiento absoluto del 11%, ascendiendo a 138.247 miles de euros, de los que el 55% de ventas corresponde a España y el 42%, a ventas internacionales.

Cabe destacar que el resultado consolidado del Grupo Imaginarium durante este ejercicio se eleva a 442 miles de euros, obteniendo un crecimiento absoluto de un 93% frente al pasado año; y que el resultado operativo (EBITDA) del grupo ha alcanzando un crecimiento absoluto del  2%, es decir, 9.165 miles de euros.

La inversión en 2011 ha crecido un 13%, hasta los 6.445 miles de euros, de los que se han invertido 4.538 miles de euros en abrir, reubicar y actualizar 25 tiendas propias. Así mismo, se han incrementado en 55 las tiendas de nuevo formato.

Durante su intervención, Félix Tena, presidente de Imaginarium, subrayó: “En estos momentos de crisis estamos luchando con más fuerza que antes porque creemos que, con nuestro trabajo, podemos ayudar a la sociedad. Estamos generando empleo y continuamos invirtiendo y produciendo riqueza, tanto en mercados en recesión, como fuera de nuestras fronteras, haciendo que la marca Imaginarium sea más fuerte, creando valor de diseño, de exportación, y reforzando la marca España en el mundo”.

Previsiones para 2012

Las previsiones de la multinacional española para el próximo ejercicio son de un incremento del 10% en la cifra de negocio, un EBITDA de un 7% más y la obtención de un beneficio neto con un incremento relevante.

Para favorecer este crecimiento, Imaginarium se apoyará en las tiendas de nuevo formato, la estrategia de mantenimiento de la inversión a pesar de la crisis, la consolidación de la marca en mercados con alto potencial, como México, Turquía, o Latinoamérica y el dimensionamiento de la estructura organizativa para adecuarla a la regionalización por mercados y la entrada en nuevos mercados emergentes. De hecho, la compañía experimentará en 2012 un fuerte crecimiento en Rusia, donde actualmente ya cuenta con 14 tiendas y en donde prevén la apertura de 30 nuevos establecimientos con una superficie media superior a las 150 m2.

Los secretos para lograr empleo en Facebook, desvelados por un ingeniero de la red social

Los secretos para lograr empleo en Facebook, desvelados por un ingeniero de la red social

FUENTE: Portal parados.es

Un ingeniero de Facebook ha explicado las claves para conseguir un trabajo en el equipo de la red social más grande de Internet. Un currículum conciso, explicarse con claridad o la capacidad de enfrentarse a un problema concreto son algunas de las "pruebas" a las que los candidatos deberán enfrentarse.

 

Before You Say “Yes” to a Job Offer

Before You Say “Yes” to a Job Offer

Fuente: The five o Clock club 

Check Out the New Boss and the New Culture

Over the last two years in my private practice as a Five O’Clock Club coach, I have had the pleasure of working with more than two hundred talented managers and executives who are looking for new jobs. I have noticed an alarming theme in their stories about how their jobs ended or are about to end. About 60 percent of these individuals have told me that, had they known more about their future bosses and the corporate culture, they would have never accepted the last job. What was missing in the process of checking out a new position before accepting the offer? There were big gaps in the due diligence.

As I work with clients who are considering offers hoping to move on to the next great position here are some of the questions that come to mind, to help improve the due diligence:

  • How much time did you actually spend with your future boss?
  • Did you spend any time with your boss’s boss?
  • Did you meet with your some or all of your peers?
  • Did you interview or meet with your potential subordinates?
  • Did you speak with the key players outside your area, people who would be critical to your success?
  • Did you talk to anyone who used to work for the company?
  • Did you talk to anyone who had worked for your future boss within the last few years?
  • If the position involves sales or marketing, did you talk to any customers?

The answers to these questions from the 60-percent unhappy crowd were unsettling. The average time spent with the boss was less than three hours. Most had not spent any quality time with the boss’s boss, a few had met one or two peers, a few had talked to their subordinates, almost no one had talked to anyone outside their functional area, no one had reached out to former employees of the company. Nobody had bothered to talk to customers.

Based on my work with executives during the last few years, I can identify three primary reasons why jobs deteriorate to the point of resignation or termination: You need to know if the manager is able to describe success in quantifiable outcomes.

  • Who has the boss or manager successfully mentored and how was it done?
  • Here’s a really tough one: ask to see the boss’s résumé. Seeing the résumé will help you understand his or her track record. If you don’t feel comfortable asking for the resume, you can at least say, “Do you have a bio that I can review?”
  • Check references! Obviously, most of us wince at the very thought of asking a future boss for references. But asking is not the only way to check references. If you’ve hired people, you know that you can consult the industry grapevine: you ask around, you call people who are in the know. You can track down prior direct reports and even prior board members if your boss will be the CEO. You can also try to find your predecessor. His or her opinion might have to be weighed very carefully, depending on the circumstances. But the person who left the job may be able to shed light on what awaits you.The basic idea is to do research on your potential new boss or bosses. The Internet is right there at your fingertips, e.g., Google and www.zoominfo.com are good places to start. Search trade and industry publications for articles by or about the people you might be working for; these days the Internet is your primary tool for this.
  • Find out what the turnover is by area, especially sales, leadership positions, and IT.
  • Check to see if there is a blog on the company. There are often real pearls in blogs.

The easiest way to do this is type the company name and the word ‘blog’ in Google or use Google’s Blog search.

When you’ve determined that you really want a position, or to work for a particular company, Five O’Clock Club coaches recommend that you “surround the hiring manager” which means winning friends among the influencers.

Don’t forget that there are usually a lot of people who surround the hiring managers, at various levels and in various functions. And these can be sources of information and insight. They can play key advocacy roles, of course, but they can also help to provide information to help make an informed decision.

Don’t Forget All the Other People to Interview

Here are some of the people who can help you with thorough due diligence:

1. Talk to your potential peers. These are possible questions depending on your sense of what is appropriate:

  • “What are the boss’s strengths and weaknesses?”
  • “How do you deal with his or her quirks?”
  • “How does the team deal with crisis or short-term performance failures?”
  • What do you see as the top three priorities for the person who’s going to be hired?”
  • “What do you see as the company’s biggest challenges?”

2. Interview the boss’s boss. After having heard so many horror stories, I would be tempted to say that this is a must. Whether it will always be possible  well, do your best to try to make it happen. You need to know if everyone is on the same page; so ask the boss’s boss:

  • “What does he or she see as your major challenges and priorities?”
  • “What are the company’s top three priorities?”
  • “What will constitute outstanding performance in your first six months? First year?” Again, performance should be described in terms of quantifiable outcomes.

3. Interview your key internal customers. A few examples:

  • If you’re in marketing, you need to interview some of the people on the sales team.
  • If you’re in sales, interview some folks in marketing.
  • If your role is in HR or Finance, meet with the heads of key departments.

4. Interview several major customers of the company. This can be invaluable on two fronts: it gives you some real world business perspectives, and, if you accept the position, you have already begun to build important relationships.

As I look forward to coaching hundreds more executives in the years ahead, I hope I won’t see as many who’ve gotten burned. I don’t like to hear: “I wish I hadn’t taken that job. I wish I’d known.” Even if you can carry out only some of the due diligence I’ve suggested, the odds of making a poor decision drop considerably. Even if you’ve uncovered enough to make you nervous and your back is against the wall (“an offer is an offer!”)  you’ll know where the skeletons are. You’ll be going in fully aware of the biggest challenges.

By the way, interviewing like a consultant  asking all the right people all the right questions will put you head and shoulders above the competition. Very few candidates are this thorough, and high-performing organizations truly appreciate potential employees who know what it means to do due diligence

El Gobierno destaca que la prestación de desempleo no bajará del SMI

El Gobierno destaca que la prestación de desempleo no bajará del SMI

Gobierno ha destacado este viernes que la prestación de desempleo no bajará nunca del mínimo legal, después de que las juventudes de UGT Cataluña, Avalot, alertase de que los jóvenes podrían quedar por debajo del mínimo de 497 euros.

   Fuentes del Ejecutivo han explicado a Europa Press que, pese a la propuesta de reducir la prestación del 60% al 50% a partir del séptimo mes, ningún desempleado recibirá una ayuda inferior al mínimo legal.

   Avalot ha criticado este viernes que la medida comportaría que los jóvenes que perciben un salario medio de 702 euros mensuales obtendrían una prestación de 409 euros, una cantidad inferior al Salario Mínimo Interprofesional (SMI) --641,40 euros-- "que perpetuará el empobrecimiento y la precariedad".