“Customer Training Improves Procurement - FCW.com” plus 3 more |
- Customer Training Improves Procurement - FCW.com
- Survey: 50% of PR Pros Say They Go Off The Record With ... - mediabistro.com (blog)
- Peoria police plan academy for kids - AZCentral.com
- Five Rules for Making Smart Hires - Wall Street Journal
| Customer Training Improves Procurement - FCW.com Posted: 27 Apr 2010 09:30 AM PDT By Jeff Erlichman SEWP outreach is based on the strongly held belief that onsite training and one-on-one meetings with customers build relationships. Key enhancements to the contract are the results of give-and-take training session discussions. Keep them calling. That's a big part of the SEWP training goal. "Part of the goal is not that they will call us less, but they will call us more," Joanne Woytek, SEWP PM explained. "That way they feel like they really know us. They feel comfortable calling us. It really builds that relationship and we get really good interaction through that process." The SEWP outreach model is different from everybody else's. The model is based on the strongly held belief that going out and meeting one-on-one with customers and training them on site is beneficial to them. It helps build relationships with the SEWP program people. As a result, they gain a good understanding of how to use the contracts correctly which is beneficial from a compliance point of view. "We are in front of them talking with them, interacting with them. This way they are going to get a lot more out of it and we are less likely to have any issues down the road. It's well worth it from that regard," said Woytek. "We really have concentrated in the past few years on outreach and training on site as being our main way of getting to people." Catalyst for Change At the same time this interaction benefits the program because many of the changes in how the contract is administered happen as a result of these discussions. Woytek explained that "in fact the key enhancements came about from those training sessions when somebody said, 'why don't you have this feature?' Nobody's ever asked for it. 'Do you want it? OK, that sounds good, let's go ahead and do that'." SEWP outreach is aimed at both the procurement and technical communities. "We usually train COs and more often the procurement resource people who support the COs," said Woytek. "If there is a good relationship between the procurement and the technical folks, we will get some technical folks in there. So I'm always happy when I see the technical folks in there because the process becomes a whole lot easier if you know up front what your options are." Practical SEWP SEWP serves customers in the North America, Europe and Asia. Products bought using SEWP find their way to Iraq and Afghanistan. Logistics and cost-consciousness make it hard for the SEWP team to go everywhere to do training. That is where the SEWP training video plays a big role. It makes it possible for people at DOD to use SEWP, because DOD requires that everybody be trained to use this. In the 15 minute training video, customers get a basic understanding of the contracts. "Then we have their name and then when we are in the area we can call and say we are coming to your area," said Woytek. "We don't just do these trainings on sites. There's Germany or Fort Bragg or upstate New York, we don't just say let's go fly off there. It's a process of deciding who else is around there; who else needs to get trained, so it's cost effective to do." The training video has brought a lot of value. It's instructed more than 3,600 so far. It's also available on DVD. To get yours, contact SEWP.
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| Survey: 50% of PR Pros Say They Go Off The Record With ... - mediabistro.com (blog) Posted: 27 Apr 2010 08:26 AM PDT Our Blog NetworkPRNewser EditorsJoe Ciarallo • About PRNewser PRNewser on TwitterFollow PRNewser on Twitter TopicsAbout More... Archives
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| Peoria police plan academy for kids - AZCentral.com Posted: 27 Apr 2010 09:09 AM PDT "; /////////////////////////////////////////////////////////////////////////////////// function display_postings() { // Handle no postings situation if (allPostings.length == 1) { document.write(header); document.write(" "); document.write(""); return; } if (!FORM_DATA['topjobscount']) { if (!topjobs_count) { var displayCount = 5; } else { var displayCount = topjobs_count; } } else { var displayCount = FORM_DATA['topjobscount']; } // Create target array var displayPostings; var allPostingsCount = allPostings.length; var i; if (displayCount == 99999) { document.write(allHeader); // Remember array entry 0 is placeholder, so start at index 1 for (i = 1; i " + allPostings[i][0] + " | " + allPostings[i][2] + " "); } else { document.write(" " + allPostings[i][0] + " | " + allPostings[i][1] + " "); } } document.write(allFooter); } else { // Delete array entry 0 ("placeholder") for (i = 0; i 0 && allPostingsCount > 0) { // Move a random entry from allPostings to displayPostings var targetIndex = Math.floor(Math.random() * allPostingsCount % allPostingsCount); displayPostings[displayPostings.length] = allPostings[targetIndex]; for (i = targetIndex; i " + displayPostings[i][0] + " | "); } } // Display Employer Name only. 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If Employer name does not exist display Job Description else if (topjobs_option == 6) { for (i = 0; i " + displayPostings[i][2] + " | " + displayPostings[i][0] + " "); } else { document.write(" " + displayPostings[i][1] + " | " + displayPostings[i][0] + " "); } } } // Display Employer Name followed by Job Description. If Employer name does not exist display Job Title else if (topjobs_option == 7) { for (i = 0; i " + displayPostings[i][0] + " | " + displayPostings[i][2] + " "); } else { document.write(" " + displayPostings[i][1] + " | " + displayPostings[i][2] + " "); } } } // Display Job Description followed by Job Title else if (topjobs_option == 8) { for (i = 0; i " + displayPostings[i][2] + " | " + displayPostings[i][0] + " "); } } // Display Job Description followed by Employer Name. If Employer name does not exist display Job Title else if (topjobs_option == 9) { for (i = 0; i " + displayPostings[i][2] + " | " + displayPostings[i][0] + " "); } else { document.write(" " + displayPostings[i][2] + " | " + displayPostings[i][1] + " "); } } } // Default to Job Title followed by Employer Name. If Employer name does not exist display Job Description else { for (i = 0; i " + displayPostings[i][0] + " | " + displayPostings[i][2] + " "); } else { document.write(" " + displayPostings[i][0] + " | " + displayPostings[i][1] + " "); } } } document.write(footer); } } function createRequestObject() { return 1 // The Object (Array) where our data will be stored. separator = ','; // The token used to separate data from multi-select inputs query = '' + this.location; qu = query // Get the current URL so we can parse out the data. // Adding a null-string '' forces an implicit type cast // from property to string, for NS2 compatibility. query = query.substring((query.indexOf('?')) + 1); // Keep everything after the question mark '?'. if (query.length -1) { keypairs[numKP] = query.substring(0,query.indexOf('&')); query = query.substring((query.indexOf('&')) + 1); numKP++; // Split the query string at each '&', storing the left-hand side // of the split in a new keypairs[] holder, and chopping the query // so that it gets the value of the right-hand string. } keypairs[numKP] = query; // Store what's left in the query string as the final keypairs[] data. for (i in keypairs) { keyName = keypairs[i].substring(0,keypairs[i].indexOf('=')); // Left of '=' is name. keyValue = keypairs[i].substring((keypairs[i].indexOf('=')) + 1); // Right of '=' is value. while (keyValue.indexOf('+') > -1) { keyValue = keyValue.substring(0,keyValue.indexOf('+')) + ' ' + keyValue.substring(keyValue.indexOf('+') + 1); // Replace each '+' in data string with a space. } keyValue = unescape(keyValue); // Unescape non-alphanumerics if (FORM_DATA[keyName]) { FORM_DATA[keyName] = FORM_DATA[keyName] + separator + keyValue; //document.write('The value of ' +keyName+ ' is:'+FORM_DATA[keyName]+'    email alerts
      Five Filters featured article: Chilcot Inquiry. Available tools: PDF Newspaper, Full Text RSS, Term Extraction. | |
| Five Rules for Making Smart Hires - Wall Street Journal Posted: 27 Apr 2010 08:12 AM PDT By ROLAND SMITHWith the economy showing signs of recovery, many organizations are speeding up hiring decisions for key roles that stood vacant throughout the recession. For hiring managers, the pressure is on to make their choices count. Here are five ways to make smart hires and avoid costly mistakes: About the AuthorRoland Smith is a senior faculty member at the Center for Creative Leadership, a Greensboro, N.C.-based provider of leadership education to companies, government agencies, nonprofits and educational institutions. 1. Focus on the future. Many companies probe only the history and current work of their top candidates – and end up regretting it. Though past performance can be a viable predictor of success to come, it's by no means a guarantee. The skills that got candidates to their current level won't necessarily get them to the next one. In fact, their previous track record could work against them, blinding them to their flaws or to looming challenges they don't anticipate. Hiring managers and teams should think hard about what success will look like in a key role – not just today but five or more years from now. Start by understanding the organization's business strategy and the talent you will need to execute it. Then define the role's functional requirements and specific candidate requirements carefully and stick to them. 2. Don't forget about fit.Center for Creative Leadership research shows that companies often fail to consider two crucial aspects of candidates: First, are they a good fit culturally? Placing a brash, young executive with little international experience in a key job in Asia, where tact and decorum are often essential to success, invites disaster. But companies keep making that mistake. Likewise, putting a star from the marketing department in charge of your research and innovation group could cause trouble. These are different worlds, and not all leaders operate effectively in both. Second, what's the leadership style of your candidates, and would it fit with their function, colleagues and overall context? An inability to build relationships is the biggest reason why promising leaders derail. Also high on the list: poor communication and team-building skills. Assess your candidates' behavior thoroughly for trouble spots. 3. Dig deeper. It's tempting to look at your final pool of candidates, with their prestigious degrees and blue-chip experience, and think, "Well, we can't go wrong with any of these people." Actually, you can, even when you're down to a handful of peak performers. It's critical to look at them closely with the future in mind. Are you, for instance, about to pick a rising star that will jump ship in three years? Will it turn out that your top choice does not want to move overseas, even though you know relocation is necessary? Is the candidate risk-averse or too hasty with decision making? Is the candidate culturally aware or able to adapt to changes? 4.Take your time (but hurry a little). Naturally, you want to move quickly to fill key roles. Every day you wait, important work goes undone. Still, take a deep breath and get all the information you need. You might think, for example, that creating a hiring team of several colleagues will stall your search. Wouldn't it just be easier to make the final call yourself? It might in fact be easier – but it won't be more effective. CCL research has shown that hiring decisions driven by a single person prove successful just 36 percent of the time. Group selections are far from perfect at 55 percent. But they're a big step in the right direction. Involving key stakeholders increases ownership and support for your candidates. 5. Remember to ramp up. Your hiring work doesn't end when the candidate accepts your offer and gets to work. In fact, this is often where your new talent goes off track. As part of the hiring process, create a plan for bringing your new hires onboard, transitioning them into their roles and further developing their leadership and business skills. They need to understand the culture. They need to build relationships. They need to grasp their challenges and opportunities. None of that will happen on its own, but many companies seem to expect it will – and then wonder why a prized recruit flamed out so early and so badly. Taking these steps will increase your probability of success but not eliminate risk entirely. Picking good people has always been an art. But there's science to it as well. Keeping a few oft-overlooked fundamentals in mind can make all the difference for your next hires. Their ability to fit in and drive performance and will enhance your credibility as well. Five Filters featured article: Chilcot Inquiry. Available tools: PDF Newspaper, Full Text RSS, Term Extraction. |
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