Probando Google Instant Search: mucho más que velocidad

Lo interesante ocurre cuando lo empiezas a probar un poco más en serio, y te das cuenta de que no estamos hablando simplemente de ahorrar tiempo – que es el enfoque que Google le ha dado en su presentación – sino de modificar los hábitos de los usuarios y su manera de enfrentarse al proceso de búsqueda. Lo interesante es ver como, más allá de deleitarte con los aparentes poderes adivinatorios de Google, empiezas progresivamente a cualificar mejor las búsquedas con términos adicionales, cómo puedes modificar tu uso del teclado para automatizar esa tarea, cómo eres capaz de extraer de manera inmediata resultados que antes aparecían enterrados en la página tres, a la que mucha gente nunca llega. Lo interesante no es la función en sí, que de hecho fue desvelada a finales del pasado agosto, sino las implicaciones que va a tener en la manera en la que utilizamos el motor de búsqueda. Mi impresión tras haber estado haciendo un buen montón de pruebas es que su uso resulta casi adictivo, que optimiza enormemente el proceso de búsqueda y que en un tiempo mínimo paso a que no me guste en absoluto la experiencia de abrir un nuevo navegador y probar a utilizar Google en modo tradicional, como antes. Y aquí ya hablamos de cosas diferentes, de cómo establecer una barrera de entrada para competidores, o de cómo calcular las implicaciones ya no para Google, sino para todo el ecosistema que la rodea.


Lo más curioso de probar Google Instant Search es darte cuenta de la evolución de las percepciones a medida que lo haces. De entrada, parece simplemente una demostración de barroquismo tecnológico, un “fíjate lo que podemos hacer”: los mismos resultados, pero apareciendo mucho más rápido, una especie de derroche de medios tecnológicos en pro del preciosismo.

Lo interesante ocurre cuando lo empiezas a probar un poco más en serio, y te das cuenta de que no estamos hablando simplemente de ahorrar tiempo – que es el enfoque que Google le ha dado en su presentación – sino de modificar los hábitos de los usuarios y su manera de enfrentarse al proceso de búsqueda. Lo interesante es ver como, más allá de deleitarte con los aparentes poderes adivinatorios de Google, empiezas progresivamente a cualificar mejor las búsquedas con términos adicionales, cómo puedes modificar tu uso del teclado para automatizar esa tarea, cómo eres capaz de extraer de manera inmediata resultados que antes aparecían enterrados en la página tres, a la que mucha gente nunca llega. Lo interesante no es la función en sí, que de hecho fue desvelada a finales del pasado agosto, sino las implicaciones que va a tener en la manera en la que utilizamos el motor de búsqueda. Mi impresión tras haber estado haciendo un buen montón de pruebas es que su uso resulta casi adictivo, que optimiza enormemente el proceso de búsqueda y que en un tiempo mínimo paso a que no me guste en absoluto la experiencia de abrir un nuevo navegador y probar a utilizar Google en modo tradicional, como antes. Y aquí ya hablamos de cosas diferentes, de cómo establecer una barrera de entrada para competidores, o de cómo calcular las implicaciones ya no para Google, sino para todo el ecosistema que la rodea. Leer más “Probando Google Instant Search: mucho más que velocidad”

Social Media Promotion: It’s About ‘Stickiness’

Posted by Darko Johnson

We all know that content is the most important thing when it comes down to having a REALLY successful viral campaign. Sure, you’ll need some promotion to help with the initial push of the campaign but as your campaign gets more popular, you’ll notice the increasing power of content to retain your readers, users and buyers. How do we classify what content works versus that which doesn’t? Well, according to Dan Heath in his book Made to Stick, it’s all about stickiness.

Personally, I’m shocked by the amount of garbage advice on social media, the self-proclaimed ‘social media gurus’ who have virtually n0 experience in getting viral on some social media/bookmarking website (Facebook, Twitter, Delicious, Digg, StumbleUpon). As for me, I’ve been featured on many of those sites so I I must be doing something right, no 🙂

What’s stickiness? In his book, Made to Stick, Dan Heath describes several principles that make ideas spread and ‘stick’ to peoples’ minds. I found it amazing how powerful those principles were and yet, nobody bothered to translate them into the online world and see how they can be applied . I’ll try to do that here; some of the most important principles there are…


Posted by Darko Johnson

We all know that content is the most important thing when it comes down to having a REALLY successful viral campaign. Sure, you’ll need some promotion to help with the initial push of the campaign but as your campaign gets more popular, you’ll notice the increasing power of content to retain your readers, users and buyers.  How do we classify what content works versus that which doesn’t?  Well, according to Dan Heath in his book Made to Stick, it’s all about stickiness.

Personally, I’m shocked by the amount of garbage advice on social media, the self-proclaimed ‘social media gurus’ who have virtually n0 experience in getting viral on some social media/bookmarking website (Facebook, Twitter, Delicious, Digg, StumbleUpon). As for me, I’ve been featured on many of those sites so I I must be doing something right, no :)

What’s stickiness? In his book, Made to Stick, Dan Heath describes several principles that make ideas spread and ‘stick’ to peoples’ minds. I found it amazing how powerful those principles were and yet, nobody bothered to translate them into the online world and see how they can be applied . I’ll try to do that here; some of the most important principles there are… Leer más “Social Media Promotion: It’s About ‘Stickiness’”

En el Ojo Ajeno: Mi mujer es infiel por definición

Es incapaz de demostrar la más minima lealtad o vinculación. Creo que lo hace para no sentir ataduras, no quiere comprometerse ni sentirse manejada. No sabría decir exactamente cuando empezó. Reparé en ello hace algo más de dos años… pero seguro que ha sido así desde el principio.

Estoy hablando, naturalmente, de esa manía suya de cambiar de champú y de gel prácticamente cada semana. No está en su ADN mostrar preferencia por ninguno.

Lo curioso es que sólo le ocurre en esta categoría de productos. Para el resto de cosas es razonablemente permeable al influjo de las marcas. Y hasta se declara Mercadonafílica a muerte. Pero en esta parcela concreta no hemos dado aún con el lazo afectivo o racional que desencadene la relación de marca.

La cosa no es trascendental, ni muy grave, lo sé. Yo tampoco sabría decir si mi pelo es más fosco una semana o más sedoso la siguiente, pero creo que para algún marcólogo tendrá su interés.

Esto me lleva a hacer una doble reflexión: ¿Cuántos miles de marcas, variedades, colores o fórmulas han podido comercializarse en este tiempo para que yo no haya repetido ni una santa vez? Y la segunda, como decía aquel anuncio… ¿a qué huele mi familia? [Más…]

Recuerdo que pasamos una temporada revival de Geniol y otra en que nos permitimos el bote marrón de La Toja Dermo. También nos hizo gracia revivir el Moussel de Legrain. Pero últimamente estamos en plena fase marca blanca y es un sinvivir. Cada 15 días olemos distinto. Creo que ni siquiera nuestra perra ha desarrollado un recuerdo olfativo de la familia, y como la pobre ya no ve muy bien, cualquier día se nos va detrás de los vecinos, que son de Vidal Sassoon de toda la vida.

Hablando de familias, los Herbal Essences tuvieron su momento, recuerdo varios colores, hierbas flores, todo muy primaveral… Y los Sanex, tan top of mind ellos, ni recuerdo haberlos usado, pero estadísticamente estoy seguro que al menos habrán caído un par de ellos.


por Enrique Tellechea

Champoo

Es incapaz de demostrar la más minima lealtad o vinculación. Creo que lo hace para no sentir ataduras, no quiere comprometerse ni sentirse manejada. No sabría decir exactamente cuando empezó. Reparé en ello hace algo más de dos años… pero seguro que ha sido así desde el principio.

Estoy hablando, naturalmente, de esa manía suya de cambiar de champú y de gel prácticamente cada semana. No está en su ADN mostrar preferencia por ninguno.

Lo curioso es que sólo le ocurre en esta categoría de productos. Para el resto de cosas es razonablemente permeable al influjo de las marcas. Y hasta se declara Mercadonafílica a muerte. Pero en esta parcela concreta no hemos dado aún con el lazo afectivo o racional que desencadene la relación de marca.

La cosa no es trascendental, ni muy grave, lo sé. Yo tampoco sabría decir si mi pelo es más fosco una semana o más sedoso la siguiente, pero creo que para algún marcólogo tendrá su interés.

Esto me lleva a hacer una doble reflexión: ¿Cuántos miles de marcas, variedades, colores o fórmulas han podido comercializarse en este tiempo para que yo no haya repetido ni una santa vez? Y la segunda, como decía aquel anuncio… ¿a qué huele mi familia? Leer más “En el Ojo Ajeno: Mi mujer es infiel por definición”

Confessions of a Twitter Tag Abuser

You might decide to define a list of key tags you’ll focus on, and apply them to your tweets whenever they’re appropriate. This approach might help you to continuously fulfill the expectations of users who follow you on the strength of a well-tagged tweet.

As a tag misuser, I often gain followers from well-tagged tweets that are one-offs — they don’t relate to the topics I usually tweet and write about. The followers I gain with those tweets quickly become disappointed by my usual tweet content, and stop following me.

If I selected a number of “keywords” (tags) that actually — and accurately — described the topics I most often tweet about, and applied them consistently wherever possible, I expect I’d be more likely to keep the followers I gained, and to build a loyal, satisfied follower base.
Tags as Content Flags

Every piece of content I publish online is tagged somehow. So it might be a good idea to tag the tweets I use to promote that content with the same tags I’ve applied to the content itself. If I write a blog post that’s tagged “social media tips,” for example, it seems logical — and advantageous — to tag my tweet with the same words.

By creating consistency between my tweet tags and my content tags, I can qualify my follower base and ensure those users are satisfied by the content they access through the links I include in my tweets.

But, perhaps more importantly, consistent tagging could help me build rapport or respect with users. If a user’s looking for social media tips, they might find tweets using that tag through Twitter. Imagine they then arrive at my blog, which offers access to more content tagged “social media tips” via my navigation or a tag cloud. Those users may be more likely to look at that information than if I used no tags, or tagged my blog content using different terms from those I used in my tweet.

In effect, consistent tags can help me to show that I speak the user’s language, and reduce confusion. Using Twitter tags as content flags could make new visitors to your site feel more at ease, help them access the information they need, and — if you appear to be an authority on that topic — help communicate that you’re worth following.


For those of us who use Twitter tags purely for adding a layer of sarcastic commentary to our tweets, the idea of using tags properly — to categorize  tweets and make them easier for others to find — may seem a little humdrum. But as I realized last week, using Twitter tags properly can help you to reach a much broader follower base.

While playing around on Twitter over the weekend, I tweeted an image of some asparagus from my garden, and tagged the tweet #productivitytips. Suddenly, users from as far afield as China and Senegal were finding their way to my asparagus image. I’ve never had a follower access any of my bit.ly links from either country, so I guessed that these users had found my tweet by searching Twitter for the #productivitytips tag.

Putting aside the fact that users looking for productivity tips probably weren’t particularly satisfied with my asparagus picture, this story does point out clearly that — properly used — Twitter tags have the potential to expand your exposure and your follower base. If you (or in this case, I) used them properly, that expansion could be considerable.

The properly tagged tweet acts like a teaser for the would-be follower. They find your tweet via the tag, and, if they like it and any content it links to, they may follow you. Conversely, the tagged tweet can help you to access and qualify followers — using tags wisely, you can help to ensure that the people who follow you actually want the kinds of information you generally provide.

Since my asparagus adventure, I’ve been looking into some of the ways business-focused Twitter users might employ tags strategically to expand their follower base. Leer más “Confessions of a Twitter Tag Abuser”

Innovation and Porter’s Five Forces


I’ve been pondering the “truths” we hold dear and wondering whether or not the mental models we were taught in college and graduate school hold up under the changes occurring in our economy.  Do the great business thinkers of the past twenty or thirty years and their models and descriptions hold true, especially when we introduce innovation into the mix?  Over the next few months I’ll look at a couple of the models we hold dear and place innovation within the context of the model, to see if the model is extensible enough to account for innovation, or whether we may want to revise our thinking to account for innovation.

First up:  Porter’s Five Forces.  Michael Porter wrote the book on corporate strategy.  Well, he actually wrote a number of books about corporate strategy, competitive advantage and a number of other topics.  The books that were mantras when I was in school were Competitive Strategy and Competitive Advantage.  In these books and others Porter introduced models, tools and methods to analyze the firm and its competitive position and its competitive advantage.  Two of these tools, the “Five Forces” model and the Value Chain model, are ones that have become ingrained in the way we think about businesses strategically.  What I wanted to know is:  does the model hold up in light of an increased emphasis on innovation?
Leer más “Innovation and Porter’s Five Forces”

How I Downsized Myself

Dean Ornish made this point too in “Change or Die.” He found that “radical, sweeping, comprehensive changes are often easier for people than small, incremental ones. For example, he says that people who make moderate changes in their diets get the worst of both worlds: They feel deprived and hungry because they aren’t eating everything they want, but they aren’t making big enough changes to quickly see an improvement in how they feel.” Yes, Ornish’s program is radical — but it comes in the form of highly detailed recommendations that are easy to execute.

3. Success breeds success. This may be my least surprising conclusion, but it’s the one I experienced time and again. It’s striking how losing a few pounds generates the enthusiasm to keep going and lose a few more pounds. In part that’s because little victories inspire greater confidence, in part it’s because outsiders begin to notice and offer positive feedback, which creates even more commitment to keep going. When it comes to change, big victories are the results of lots of little wins.

That’s a point HBS change guru John Kotter has made for years, including in the “Change or Die” essay. “It’s always important to identify, achieve, and celebrate some quick, positive results for the vital emotional lifts that they provide,” the article notes. “Harvard’s [John] Kotter believes in the importance of ‘short-term wins’ for companies, meaning ‘victories that nourish faith in the change effort, emotionally reward the hard workers, keep the critics at bay, and build momentum. Without sufficient wins that are visible, timely, unambiguous, and meaningful to others, change efforts invariably run into serious problems.'”

Here’s hoping your change efforts — personal or professional — don’t run into serious problems. And I hope I haven’t taxed your patience by sharing my personal case study in change.


I know, I know. There’s nothing more boring than when bloggers write about their own experiences as a way to make a broader point about life, work, or society. But I hope you’ll indulge me this one time, as I reflect on a small matter of personal improvement and ask what it might say about the bigger challenge of making change in organizations.

Now that Labor Day has come and gone, I can share the results of a project that has engaged me over the spring and summer — losing weight. I have lost 32 pounds over the last 22 weeks. This is a big deal for me, and not just because my new theme song is Bob Dylan‘s “Ballad of a Thin Man.” It’s a big deal because I achieved something I’ve been thinking about for years — getting to the weight I was in college, more than 25 years after I graduated.

As I reflect on what I learned over these last 22 weeks, I keep thinking back to a much-discussed article we published more than five years ago in Fast Company. Called “Change or Die,” it was a bracing reminder of how hard it is for people to make deep-seated changes in their habits, even when they know the price of failure may be death, in the form of a heart attack. Leer más “How I Downsized Myself”

The Power to Pull Prosperity

The richest, most nuanced books are also the hardest to describe. So trying to review Pull is like trying to catch the wind. Let me, nevertheless, endeavor to draw out just a few of the key lessons that resonate with me.

Flows, not stocks. Economists divide the world up into stocks and flows: think, literally, stockpiles of the many different kinds of resources, and the stuff that flows into or out of them. Arcing through Pull is the central idea that while 20th century advantage was created by hoarding stocks, 21st century advantage will be created by gaining access to richer, more intense, higher velocity flows.

Relationships, not transactions. You can buy or sell bits of stocks in isolated, arms-length exchanges. But surfing a set of flows usually requires deep, enduring, trusted relationships — because flows are like always-on sets of transactions that happen in continuous time, embedded in a social and cultural matrix.


Umair Haque

By now, you might be grudgingly inclined to agree: there’s no recovery because this isn’t just another humdrum recession. You might even be on the verge of grumblingly conceding: the Great Stagnation just might be a crisis of a set of obsolete institutions (corporations, accounts, jobs, markets, even “profit” itself), left over from the industrial age. And, perhaps, you might even be coming around to the notion that rebooting prosperity begins not with bailouts, or stimulus packages, or better leadership, but buildership: building an updated set of institutions that are a better fit with a roiling, fragile 21st century.

So now what? How do we finally get started — right here, right now, in the real world?
Every once in a while, a book comes along that blows my mind, makes me gnash my teeth and say to myself, “Wow! That’s amazing.” The last one was Gary Hamel’s epic Future of Management. The latest is The Power of Pull, by John Hagel, John Seely Brown, and Lang Davison [Obligatory disclosure: both Johns blog for HBR.org. This review was my idea, and the opinions expressed here are, obviously, my own.] Here’s why. Leer más “The Power to Pull Prosperity”

Otro fantasma del pasado: el callejero (guía Filcar ARG)

Si hace unos días hablábamos de la guía telefónica como reflejo del pasado, hoy me encontré otro fantasma: apareció mientras hacía un poco de limpieza en el interior de mi coche, en un recoveco entre la puerta y el asiento, hasta tuve que tirar un poco de él para que se viese mínimamente en la foto: un callejero de Madrid del año 1992 que puede que tenga ya hasta cierto valor arqueológico 🙂

La escena tuvo su gracia, porque me recordó que cuando tuve coche por primera vez en esta ciudad allá por el año 1992, ese callejero ocupaba un espacio privilegiado en el mismo, y lo consultaba con profusión: ahora no es que conozca mucho más la ciudad, si me sacas de mis rutas habituales me sigo perdiendo con desesperante facilidad, pero el callejero, tras varios cambios de coche, acabó ahí metido, en ese rincón, asesinado por la tecnología… ni recuerdo la última vez que lo utilicé para algo. Con los taxistas, la misma experiencia: cada vez son más los que llevan GPS y menos a los que les veo consultar un callejero de papel.


Si hace unos días hablábamos de la guía telefónica como reflejo del pasado, hoy me encontré otro fantasma: apareció mientras hacía un poco de limpieza en el interior de mi coche, en un recoveco entre la puerta y el asiento, hasta tuve que tirar un poco de él para que se viese mínimamente en la foto: un callejero de Madrid del año 1992 que puede que tenga ya hasta cierto valor arqueológico 🙂

La escena tuvo su gracia, porque me recordó que cuando tuve coche por primera vez en esta ciudad allá por el año 1992, ese callejero ocupaba un espacio privilegiado en el mismo, y lo consultaba con profusión: ahora no es que conozca mucho más la ciudad, si me sacas de mis rutas habituales me sigo perdiendo con desesperante facilidad, pero el callejero, tras varios cambios de coche, acabó ahí metido, en ese rincón, asesinado por la tecnología… ni recuerdo la última vez que lo utilicé para algo. Con los taxistas, la misma experiencia: cada vez son más los que llevan GPS y menos a los que les veo consultar un callejero de papel. Leer más “Otro fantasma del pasado: el callejero (guía Filcar ARG)”

10 Killer Google Chrome Tips, Tricks and Shortcuts

As Google’s Chrome browser celebrates its second anniversary, we thought it appropriate to commemorate the occasion with some handy tips and tricks.

Here are 10 tried and tested hints that will help you to get the most out of Chrome (Chrome) by taking advantage of some of its more functional tools and time-saving setups.

Read through the suggestions below and let us know which ones you’ll be trying out, or any tricks we haven’t included, in the comments box.


Amy-Mae Elliott

Google Chrome ImageAs Google’s Chrome browser celebrates its second anniversary, we thought it appropriate to commemorate the occasion with some handy tips and tricks.

Here are 10 tried and tested hints that will help you to get the most out of Chrome (Chrome) by taking advantage of some of its more functional tools and time-saving setups.

Read through the suggestions below and let us know which ones you’ll be trying out, or any tricks we haven’t included, in the comments box.


1. Open Multiple Pages on Startup


Rather than just one trusty homepage, you can get Chrome to open several pages as it starts up, giving you instant access to whatever sites and services you prefer to start your day with.

It’s easy to setup. Just click on the wrench icon on the top right of your browser window, select “Options” and under the “Basic” tab check the box where it says “on startup… open the following pages.”

If you click “Add” it brings up a list of recently browsed sites to choose from, or you can manually enter a URL in the box at the top.

Now, the next time you fire up your browser, those pages will be automatically loaded in the order in which you entered them, saving you some precious time.


2. Pin Tabs in Place on the Browser Bar


If you are going to be using a site or service a lot in one web session, you can “pin” a tab in Chrome, which will shrink the window down to the size of the favicon, leaving more room for multi-tasking. It also prevents tabs from getting lost on the side of the screen when you have many open at once.

To do this, right-click on the tab you want to pin and hit “Pin tab.” To enlarge the tab, just right-click and hit “Pin tab” again to uncheck the option.

Leer más “10 Killer Google Chrome Tips, Tricks and Shortcuts”

Twitter’s Hiring Strategies

Last week, SourceCon ran the first part of an article series on Twitter’s Hiring Strategies, outlining some of the significant new hires Twitter has made this year. I also showed you the video that Twitter put out to help its recruiting efforts. I was able to grab about 30 minutes with Twitter’s director of recruiting, Oliver Ryan, and talk to him about some of the recruiting and hiring practices that Twitter has in place for its internal efforts. While Twitter has talked with several tech media publishers about their recruiting video, this is the first time it has talked about their recruiting practices directly with the HR, recruiting, and sourcing community.


Last week, SourceCon ran the first part of an article series on Twitter’s Hiring Strategies, outlining some of the significant new hires Twitter has made this year. I also showed you the video that Twitter put out to help its recruiting efforts. I was able to grab about 30 minutes with Twitter’s director of recruiting, Oliver Ryan, and talk to him about some of the recruiting and hiring practices that Twitter has in place for its internal efforts. While Twitter has talked with several tech media publishers about their recruiting video, this is the first time it has talked about their recruiting practices directly with the HR, recruiting, and sourcing community.

Oliver Ryan, Director of Recruiting (or “People Wrangler” as it states in his LinkedIn profile), joined Twitter about a year ago. When he arrived, there were no full-time recruiting resources at Twitter, and total headcount was only around 40 employees. Since then, Ryan was offered a full-time position and the company has grown to over 250 employees, with the recruiting team now at eleven people. Leer más “Twitter’s Hiring Strategies”

How Should You Be Structured? 10 Questions to Ask

Centralized Structure: The most common is the centralized structure that more than 50% of recruiting functions follow. Central structures are not only common; they are efficient. A single person controls all recruiters, all budgets, and all resources. Decisions get made quickly. It “looks” efficient and streamlined to those who approach organizations like machines and expect people to act like machines.

Its weakness is that most leaders make decisions with imperfect data, distorted views of events, and often play to what pleases their boss more than to what’s right for the organization. The very best recruiters and many who have strong ideas may become disengaged and leave, depriving the organization of their perspective. It also limits creativity and experimentation as central leadership is about expediency and the here-and-now.

However, it can be an effective structure, especially in a small organization. If your company has only a handful of recruiters and little infrastructure, a central organization does make a lot of sense and would be a logical form. It requires a central leader with a sense of vision and with the capability to set direction.

Decentralized Structure: Completely decentralized structures are much less common and only appropriate in the rarest of circumstances. In a large and highly diversified conglomerate, perhaps a form of decentralization would be an acceptable way to organize. This structure allows each part to have total control over itself. In effect, it is many centralized functions working under the same umbrella. Its strength is the freedom it gives to a recruiter to do his or her job in whatever way desired. But the flip side is that the resources to implement ideas and the commitment to follow through are often missing, making the freedom much less valuable.

In decentralized structures many things don’t get done very well or at all: metrics are not rolled up, recruiters do not receive consistent training, EEO standards are hard to enforce, and it is probably hard to even get the right data. There is no overall strategy and little sense of belonging to a larger organization. While freedom is nice in many ways, this is too much of a good thing.

Matrix Structure: This is a complex structure where individual functional areas are divided to support particular products, product lines, business units, etc. For example, the recruiting department might have a sourcing group where individuals are assigned to particular product groups or business units. There might be teams made up of sourcers, recruiters, HR generalists, and so forth to support the business.

The weakness of a matrix organization structure is lack of clarity as to where loyalty really lies. If an individual is responsive to the business and neglects the functional loyalties, or vice-versa, there can be tension, anger, and loss of financial rewards.

Matrix structures rarely work well, but when they do, leadership makes it very clear where rewards come from and where primary loyalty lies.

Hybrid model: This is also called the federal model because it look a great deal like the way the United States has modeled the relationship of its central government with the individual states. The “states” in our model are the various divisions or branches of your organization, and they have the core responsibility for recruiting. The central function still exists and has its own set of responsibilities and duties. It sets an overall strategy for the recruiting function, develops standards and training so that every recruiter does things in a similar way, funds research, and purchases and maintains a central talent acquisition system or other system for building talent pools.

Organizations who adopt this structure need recruiters who are collaborative and yet can focus on filling the needs of their internal clients. They need creative and flexible managers who can adapt quickly and figure out ways to stay within the guidelines and standards and still get the positions filled. It is a structure filled with give and take — with the need to compromise and share for the greater good. It is a powerful model, but harder to sell than the seemingly more efficient centralized model.

This is also a model that adapts well to global units and to virtual workers. Each can operate the way best suited to their circumstances, but they also agree to abide by the commonly agreed-upon rules, use the same technology, and share their skills and learnings. This structure fits the social network model and provides for focus while allowing the maximum amount of flexibility and freedom.

I have compiled a list of questions that may help you think through how you are organized and whether or not to restructure.

1. Does your current structure help you achieve your recruiting goals or does it impede attaining them by fostering inefficient or poor decision making?
2. Does your current structure play to everyone’s strengths? Do those with the right skills work in the right place and feel comfortable making suggestions and offering ideas?
3. Does this structure allow for cross division/business unit collaboration and sharing?
4. Does each business unit feel that it is being well served by this structure?
5. Does everyone have access to and use the same technology for tracking and reporting?
6. Have you removed all extra layers and reporting relationships that do not add direct value? Is it efficient?
7. Do the hiring managers understand where to go and who to go to for services?
8. Are there clear lines of responsibility and accountability for each aspect of the recruiting function?
9. Are decisions made with minimum bureaucracy?
10. Are critical data and facts funneled to a common core for reporting?

There are no absolute right or wrong answers to what structure is best. There are perhaps three criteria that are core to deciding if you have chosen the best one for your organization. These are:

1. The customer (and who that is can depend) becomes the central measure of success. His satisfaction is the core measure.
2. All data, internal and external, is centrally recorded and available for analysis and incorporation into HRIS and other tools.
3. Needs and resources are flexibly and quickly matched. Resources are allocated to ensure customer satisfaction.

Any structure that helps to achieve the organization’s goals in a way that is respectful of others, encourages creativity and honest feedback, and that accommodates virtual and global workers is a good one.


I see many recruiting functions wavering back and forth between centralized, decentralized, and some hybrid forms of organization. Recently this has been made worse by the increased number of virtual, contract, and part-time recruiters and the global spread of sourcing and social networks.

I usually end up, when talking to recruiting leaders, in the age-old discussion over whether it is best to keep the function centralized or to change to some other form. I think the majority of leaders want a centralized function for a couple of reasons. The first is the desire to be in control without question. It’s about power and prestige, because in the corporate world, the more people who report to you the more assumed power you have. The second is for efficiency because it is true that organizations with one leader can make decisions fast — whether they are good ones or not.

But leaders should ask which structure will be the best one for their particular organization. There should be a clear set of answers to these questions: “What are you trying to achieve?” and “What is your organization’s culture?” Because, in the end, every effective structure is a reflection of strategic intent and of the values and goals of the organization.

Within organizations there are structures are most commonly found, along with their tweaks, modifications, and adaptations. Leer más “How Should You Be Structured? 10 Questions to Ask”

Craigslist Pulls ‘Censored’ Label From Sex Ads Area

By CLAIRE CAIN MILLER

Is Craigslist’s adult services section gone for good?

The classifieds site, which shut down the sex ads section last weekend and replaced the link with a “censored” bar, has now removed that label. The sex ads section is still gone. Craigslist has refused to discuss the move and on Thursday, Susan MacTavish Best, its spokeswoman, would not say anything beyond confirming that the ads were still blocked.

Analysts had speculated that Craigslist used the word “censored” to make a statement. Though Craigslist is not legally responsible for what people post on its site, state attorneys general and advocacy groups have been pressuring the company to shut down the adult services section. But analysts also said that the outpouring of attention that Craigslist’s sex ads have received in recent days would make it very difficult for the site to bring back the ads.


Image representing Craigslist as depicted in C...

By CLAIRE CAIN MILLER

Is Craigslist’s adult services section gone for good?

The classifieds site, which shut down the sex ads section last weekend and replaced the link with a “censored” bar, has now removed that label. The sex ads section is still gone. Craigslist has refused to discuss the move and on Thursday, Susan MacTavish Best, its spokeswoman, would not say anything beyond confirming that the ads were still blocked.

Analysts had speculated that Craigslist used the word “censored” to make a statement. Though Craigslist is not legally responsible for what people post on its site, state attorneys general and advocacy groups have been pressuring the company to shut down the adult services section. But analysts also said that the outpouring of attention that Craigslist’s sex ads have received in recent days would make it very difficult for the site to bring back the ads. Leer más “Craigslist Pulls ‘Censored’ Label From Sex Ads Area”

Study: Location-Based Services Users are Passionate but Niche

A new report released today from mobile media provider Myxer examines the current trends among “check-in” applications, that is, the particular group of location-based mobile social networks that allow users to announce their arrival at a specific venue in return for rewards, coupons, deals or other offers. The company found that among the top mobile check-in applications, there was a clear leader: Booyah Networks’ MyTown, a location-based game built around your own city’s local shops and businesses. MyTown is heavily favored by consumers, attracting 56% of the mobile audience that uses location-based applications such as these. Loopt was in second place, with 12% of users and Gowalla and Foursquare lagged even further behind, at only 8% each.

However, only 11% of mobile users are participating in the location-based social networking community, with the majority of mobile users claiming they’re simply “not interested” in these types services.


By Sarah Perez<!– –>

A new report released today from mobile media provider Myxer examines the current trends among “check-in” applications, that is, the particular group of location-based mobile social networks that allow users to announce their arrival at a specific venue in return for rewards, coupons, deals or other offers. The company found that among the top mobile check-in applications, there was a clear leader: Booyah Networks’ MyTown, a location-based game built around your own city’s local shops and businesses. MyTown is heavily favored by consumers, attracting 56% of the mobile audience that uses location-based applications such as these. Loopt was in second place, with 12% of users and Gowalla and Foursquare lagged even further behind, at only 8% each.

However, only 11% of mobile users are participating in the location-based social networking community, with the majority of mobile users claiming they’re simply “not interested” in these types services.

Myxer surveyed over 1,500 users in the U.S. and found that only 11% of the respondents used these location-based mobile applications. While that figure seems low, it’s actually several points higher than analyst firm Forrester Research’s report from July, which claimed that only 4% of U.S. adults used apps like these.

Forrester also claimed that only 1% of those who use location-based apps do so more than once per week. Myxer, however, found heavier usage. 31% of those surveyed claimed they check-in a couple of times per week, 30% check in once per day, 26% check in every hour (who are these people, we wonder?) and 13% said they check in just a couple of times per month.

The new survey also found that the use of location-based services is increasing within its user base, with 74% saying they’ve been using the apps more often than before, while 27% said they’ve been decreasing their use. Nearly half (47%) of respondents say they use 2-5 location-based social networks, 45% say they use just one and only 8% say they use 6 or more. Leer más “Study: Location-Based Services Users are Passionate but Niche”

TweetDeck Adds Posterous Pics, T.co Support & More

Multi-column, multi-platform social network client TweetDeck has issued an update that fixes a few bugs and adds “some small, but important, new features”. We’re talking support for Twitter’s t.co URL shortener, uploading pics to Posterous and even sending out tweets that are longer than the 140 character limit.

The update is just for the standard desktop client, not the “super-swanky User Streams Preview version”, but TweetDeck promises an upgrade for that is also on the way soon.

The first feature you might notice in the new TweetDeck is the “Trending Topics” column, which shows Twitter trending topics – or popular topics being discussed on Twitter – and explains the trends using WhatTheTrend.com.


Multi-column, multi-platform social network client TweetDeck has issued an update that fixes a few bugs and adds “some small, but important, new features”. We’re talking support for Twitter’s t.co URL shortener, uploading pics to Posterous and even sending out tweets that are longer than the 140 character limit.

The update is just for the standard desktop client, not the “super-swanky User Streams Preview version”, but TweetDeck promises an upgrade for that is also on the way soon.

The first feature you might notice in the new TweetDeck is the “Trending Topics” column, which shows Twitter trending topics – or popular topics being discussed on Twitter – and explains the trends using WhatTheTrend.com. Leer más “TweetDeck Adds Posterous Pics, T.co Support & More”

La inversión en marketing móvil superará los 37 millones de euros este año

A pesar de estar en una importante crisis en el sector publicitario, la actividad del marketing móvil en España durante 2010 superará los 37 millones de euros, con un crecimiento del 16% sobre 2009, para el conjunto de actividades de marketing móvil. Son los últimos datos que ha ofrecido la MMA Spain en exclusiva a MarketingDirecto.com.

Las previsiones de crecimiento del sector hacia 2013 son optimistas, con un crecimiento medio del 45%. En 2010 el marketing y la publicidad móvil supondrá un mercado de 37,5 millones de euros en España.


A pesar de estar en una importante crisis en el sector publicitario, la actividad del marketing móvil en España durante 2010 superará los 37 millones de euros, con un crecimiento del 16% sobre 2009, para el conjunto de actividades de marketing móvil. Son los últimos datos que ha ofrecido la MMA Spain en exclusiva a MarketingDirecto.com.

Las previsiones de crecimiento del sector hacia 2013 son optimistas, con un crecimiento medio del 45%. En 2010 el marketing y la publicidad móvil supondrá un mercado de 37,5 millones de euros en España. Leer más “La inversión en marketing móvil superará los 37 millones de euros este año”