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The Establisher by Meir Ezra

Imagine a car that can go 230 mph, but has a governor keeping it to 110 mph. Imagine a business that could easily be generating a million dollars in profit per year, but it is stuck at just under 100 K – or is even in debt. Imagine an individual with a power level potential of 10, but who operates at a usual 6.

 

These “ceilings” or blocks are apparent all around us. It’s a problem that people don’t always know how to fix and so get comfortable in. But that’s not good enough at all…!

 

This seminar will teach you how to get your people producing at their highest level of efficiency with no effort.

 

Business is generally simple if each person produces what he is supposed to produce and if he delivers what was produced at the correct place on time.

 

Yet, most businesses are a hectic mass of people doing things that create more things to do that bring about a need to get more people that will do more things BUT without an actual increase of profit.

 

The reason is simple.

 

It is hard to believe or confront, but the reason for ANY lack of prosperity in an organization is internal. Nothing to do with the market, clients etc. Just like a car, the issue is internal. If you can take out the governor from within, you can zoom to new speeds.

 

While the manager is busy handling the day to day work, he has no time to train his crew and actually resists and resents anyone who thinks about getting time off to get trained.

 

This brings about internal disagreements and inhibits the efficient creation of results.

 

Money is the result of results that have been exchanged for money.

 

If your team is not fully trained, the outcome will not be lack of results, but destruction - as no one is just sitting there doing nothing - so if what they are doing is not constructive, it’s destructive. If they don’t bring results they destroy. And yes, it is another one of those “not easy to confront but true” scenarios.

 

In this seminar

 

You will get the tools that will allow you to create the cohesive team you need to run an effective business. You will learn how to train people and how to debug people’s problems. You will learn how to handle the day to day emergencies so they reduce and so that you have time to train your staff.

 

You will get specific tools to handle ANY difficulties a team member may have. Essentially, you will learn how to get everyone producing.

 

And the results – money - lots of money flowing in to your organization… and to YOU.

AXIA Consulting: A Premier Consulting Firm

AXIA Consulting is a premier consulting firm that provides technology and business consulting services.  Focused on real, business oriented results, AXIA consistently delivers tremendous value by accomplishing projects on-time and on-budget while achieving our client’s strategic, operational, and technology objectives.

 

As former consultants from nationally-recognized consulting firms, we offer a refreshing alternative to a one-size-fits-all delivery model. The AXIA team delivers world-class expertise at a tremendous value, by understanding, anticipating, and delivering solutions that meet our clients’ needs. This approach allows us to closely collaborate with our clients and business partners to leverage the right resources, at the right time, in the right way, to successfully deliver our projects every single time.

Hiring Guru: Mossack Fonseca - International HR

As I am so accustomed to interviewing entrepreneurs, I was interested in the path of a Human Resources professional for such an international corporation with over 500 employees. So, I'm happy to present an interview with Katia Solano the Director of Human Resources for Mossack Fonseca & Co (MF).

 

Established in 1977, Mossack Fonseca is a leading global company which provides comprehensive legal, trust and accounting services.

 

 

Katia's been at the company for more than 20 years. She's moved through many different positions, learning different skills along the way, from reception to filing and then as the personal assistant to one of the founders of the company.

 

"I worked with the founder when MF was a pretty small company; we were around 30 employees at that time. Later, I worked on accounts receivables and payables, and then I came to the human resources department."

 

Give me an overview of the work that is done in the human resources department.

 

"Human Resources is a company-wide department, so it has to do with the human resources policies for the entire MF group - the hiring process, candidate selection, training and development, performance evaluation, benefits and salaries, internal communications, leadership development, deployment, cascading goals, the company culture, and induction, amongst others. I work closely with the CEO and the management team. I deal with all the managers of the different offices around the world. I have a team of six employees."

 

To what degree do you keep your finger on the pulse of hiring?

 

"I meet at least once a week with the Recruitment and Selection Specialist - she reports directly to the Human Resources Coordinator - but I meet with her once a week because the recruitment process is a key process in any organization. However, I don't interview candidates unless we are going to hire someone for a key position, like for example a lawyer or a management team member - somebody of a high level - whether here in Panama or in any of the offices abroad. In Panama it is very difficult to hire good people because the labor market is so tight."

 

Katia, what do you do to recruit qualified employees, whether in Panama or abroad, when faced with a shortage of available talent?

 

"Well it is very helpful that we have a well-known, highly respected name here - so lawyers, in particular, want to work at MF; I'm always receiving resumes in my inbox or through LinkedIn. We usually advertise our positions online. Plus, we are involved with universities - we maintain close contact with them and they always refer people to us for internships. We do the same thing with high schools - we usually have maybe 15 interns that are about to graduate from high school, so they do their internships here - many times when they finish their degree programs they apply to work here. In addition, we try to be involved in all the job fairs."

 

Your internship program with students from high schools and universities sounds like a great way to evaluate talent.

 

"Definitely, because when they come to intern with us we really do make an effort to teach them as much as possible. I insist that all our managers make sure to give them as much training and experience as they can handle. There are many companies that simply have their interns do menial tasks; however, I insist that we don't do that with ours. At MF, the interns learn about the company, its mission, culture, and values, and usually they like it and they go back to school or university with a good impression. They share that information with their friends and we usually receive some resumes from other students of the same schools that want to do internships with us. Also, there are many professors who know that we really train their students and they refer candidates to us."

 

How important is it keep personally connected to the process of adding new personnel to the MF team?

 

"It is very important because our recruitment process is integral to the future of the company - so to me recruiting talented people is directly related to the strategy of the company because we offer our clients specialized services so we really need to have talented people to be able to provide our clients with excellent service. "

 

Do you have any hard-fast rules that are followed in your own selection of team members or those who will be working close to you?

 

"Selecting a new employee is kind of tricky because it is not only that you want to have the person with the perfect profile, but you need a combination of skills and attributes - you need somebody who has the capacity and desire to do the job they have applied for - somebody who has a clear vision of what they want in the short and long term - and they have to be a good fit with our company."

 

Do you have an anecdote or philosophy to share that comes to mind that would sum up your thoughts about hiring?

 

"To me, attitude is everything. You may have a good candidate with the perfect academic background and experience, but if the person does not really want to do the job they are applying for, then we are wasting our time. Usually I hire people with little to no experience and then we train them; they appreciate that and they tend to stay for a long time."

 

Katia's priorities and methodical approach align with Hiring Truth 1: Be diligent, not desperate from my book The Naked Interview: Hiring Without Regret. She is ensuring the candidates are carefully selected and that they are cared for with training to help them stick.

 

"Now, I know that millennials are different. I have millennials on my team and you have to know how to manage them to keep them interested and motivated. One way I do that is by assigning them various projects - you need to work differently with them."

 

"We keep them interested and motivated by offering them attractive benefits, continuous training and education - and the opportunity to move laterally (to work in a different department) and up - depending on the individual's skill set and our company needs. Another advantage of MF is our multicultural and international environment where they can work and interact with our colleagues and clients all over the world."

 

"Everything is different now. I mean the usual human resources process is different now because you cannot plan their careers anymore; they have their career already planned and they evaluate the company to see if the company meets or exceeds their expectations and in particular, what the company is going to give them, so everything has changed."

 

What is the best interview question you have ever used?

 

"I use a combination of questions. When you are going to interview a candidate, you have to be clear about what you or the manager needs, and of course, what the company needs. Sometimes you need to help the managers to identify what they need. When I am doing an interview I pay attention to everything and usually I write down everything they say, so I will ask questions like: How do you see yourself (as a professional) in two years? - What do you want to do? - Why? - What kind of company are you looking for? - What would be your ideal job? I ask about previous bosses and companies to get an idea of what type of boss and company culture they like - or dislike."

 

What has driven your personal success at Mossack Fonseca Group?

 

"I like to serve people. I am proud of being a member of MF and also of the human resources department. I feel that we support MF - its management and reputation. I tell my people every day that we are service providers. To me, it is critical to be willing to serve our internal and external customers, and to maintain the highest professional standards."