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asolache — Wed, 09 Jul 2008 05:56:37 CDT

Bienvenido al wiki del Departamento de RRHH de EADA

Asignatura Comunicación Organizacional

RosaPintado — Fri, 13 Jun 2008 13:28:22 CDT

En esta página en construcción encontraremos aprendizajes relevantes de la asignatura de Comunicación Organizacional, que surgirán de las dinámicas de cada clase.

Al final de la asignatura dispondremos de un compendio de estas reflexiones, todos estamos invitados a participar y dejar nuestras impresiones.

Clase 1: La comunicación Interna en la empresa. Claves del éxito:

1. La buena comunicación empieza desde arriba. El consejero delegado es el primer comunicador, debe tener presente la comunicación en todo momento, ser visible y capaz.
2. La comunicación es imprescindible en cualquier proceso de cambio.
3. La comunicación va ligada a la estrategia, valores y cultura de la empresa. Por ello es esencial elaborar una política de comunicación que concuerde con esto.
4. Debe implicarse en el sistema de comunicación a todos los miembros de la organización, tal como lo harían las células del cuerpo. Todos comunicacmos.
5. Es esencial un liderazgo basado en la confianza para fomentar la comunicación.
6. Convertir la comunicación en una herramienta de gestión del negocio. (Con indicadores, planes, medidas, chequeos...)
7. Es imprescindible contar a la organización qué está haciendo, por qué y cómo. (todos queremos saber cómo va nuestro "barco")
8. La base de la comunicación es mi Jefe, que hable conmigo.
9. Todo el mundo tiene derecho a la información y a dar opinión sobre los temas que le afectan.
10. Es importante la coherencia en la comunicación. Hago lo que digo.
11. Comunicar a tiempo abierta y sinceramente, aunque no sean buenas notícias.
12. Es esencial conocer el momento adecuado para comunicar, ya que no toda empresa es apta, sobretodo para conocer malas notícias.

Clase 2: El Plan de Comunicación

" Si disponemos de un buen plan de comunicación, es más probale que consgamos que el interés y la motivación de las personas se desplacen hacia las referencias y objetivos de la empresa y actúen entorno a ellos" Javier Uriz.

Cómo preparar un plan de comunicación?

Breve presentación de la empresa

Diagnóstico DAFO

Prioridades clave

Objetivos operativos a conseguir

Acciones

Responsables de la comunicación

Receptores objetivo

Presupuesto necesario

Temporalización de las acciones

Seguimiento y evaluación

Clase 3: El Márketing de Recursos Humanos

Elementos clave del márketing interno

1. Análisis y diagnóstico de as diferentes herramientas de comunicación como punto de partida para entender como está ubicada la comuniciación en la cultura de la empresa.
2. Identificar y saber vender qué hacemos.
3. Transparencia en lo que hacemos.
4. Identificar a los empleados con las actividades que se hacen interna y externamente.
5. Utilizar herramientas adecuadas a las personas en tu organización
6. Tener muy claros los objetivos de la comunicación.
7. Alinear y hacer coherente el márketing interno con el externo
8. Aprovechar la conexión entre productos y servicios con actitudes
9. Conseguir el apoyo de la dirección en todo momento
10. Tal como trates al cliente interno, éste tratará y cuidará al externo.
11. Credibilidad como consecuencia de la coherencia y la congruencia
12. Diagnosticar permanentemente a todos los nivles
13. Ser creativos, generar impacto en una época donde vivimos una saturación informativa.

Clase 4: Employer Branding

Aspectos clave:

1. Primero se debe hacer bien dentro (con hechos), después los empleados son los mejores embajadores de la marca.
2. Los directivos tienen un papel importantísimo para fidelizar empleados, a través de la marca sólida y profundizando en el orgullo de pertenencia.
3. Las pequeñas costumbres hacen fuerte impacto en el desarrollo de la confianza, el orgullo y el compañerismo.

Ver aulas llenas de estudiantes en presentaciones de empresa es cada vez más difícil... como llegar a ellos entonces?

A través de internet, con contactos de profesores en universidades, Patrocinando deportes o actividades, competiciones en universidades, ... seamos creativos!

Clase 5: Responsabilidad Social Corporativa

Aspectos clave:

1. RSC, primero en la empresa y después fuera.
2. Identificar todos los stakeholders a los que afectamos y los que nos afectan.
3. RSC es ir más allá de lo legal, siendo coherente con la misión, visión y valores de la empresa.

Es interesante conectar la RSC con la actividad de nuestra empresa. Si nos dedicamos a la formación de Informática, es fantástico impartir cursos en el ayuntamiento, si fabricamos ropa y entregamos una parte a la comunidad, y si fabricamos aerogeneradores...

Un poco de sabiduría sobre la comunicación:

Cada persona tiene en su interior una "botella de comunicación", una organización debe asegurar que está llena, sin desbordarla para que no sature y vigilando en rellenarla a menudo para que no tengamos sed de comunicación.	La comunicación es como el sistema nervioso en el cuerpo humano, si perdemos la sensibilidad en algun miembro, podemos incluso perderlo sin darnos cuenta, igual que si perdemos la comunicación con alguna área o persona se puede ir sin entenderlo. Ahí tenemos una clave para la retención.
La comunicación a la que sería interesante aspirar como profesionales de RRHH difiere a la información, y asegura que el receptor recibe y entiende el mensaje.	Si no adaptamos la comunicación a la cultura de la organización no estamos comunicando bien.
Primero en casa y después mirar fuera.	Antes de actuar diagnóstica

Bibliografía:

Comunicación interna, Significados e instrumentos
Autor: Fede Gan
colaboración: Gaspar Berbel
Editado por Grupo Aptabel, 2004
€60 aprox.
By Montse Gratacós

Market Research

bgiemaria — Mon, 09 Jun 2008 08:22:12 CDT

Mango &Competitors


Commercial Management
Special Offers	Yes	Yes	Yes	Yes	Yes	Yes
Promotions	Yes	Yes	Yes	Yes	Yes	No
Fidelity Programs	Yes	No	No	Yes	Yes	No
Catalogs, brochures	Yes	Yes	No	No	Yes	Yes
Frequency of new collections	4 times/year	Every 2 weeks	4 times/year	Every 25 days	4 times/year	N/A
Traffic and Purchases
People entered the store (time of observation 17:30-18:00)	113	234	142	80	200	44
People who purchased	19%	22%	16%	6%	36%	20%
Day of observation	Fri	Thu	Fri	Tue	Thu	Tue
Store Personnel
Type of store	Active	Passive	Passive	Active	Passive	Passive
Functions	Help if you ask for it, replace the clothes			Help if you ask for it, replace the clothes, selling	Help if you ask for it, replace the clothes
Appearance of assistants	Uniform, young age, friendly + modern	Uniform, serious, young	Uniform, middle age, serious	Uniform, young-middle, serious & friendly	No uniform, young age, friendly & modern	Uniform, middle-high age, serious
Type of assistance	Educated – distant	Educated – distant	Distant	Educated – close	Educated – distant	Educated – distant
Product knowledge	High	Medium-high	Medium	High	Medium-high	Medium-high

Source: VENCA Group, International Master's in Marketing, EADA. VENCA targets slightly different customer group if compared to MANGO hence selection of its competitors (for more information see file attached).

Mango &Mystery shopping

Step 1: Setting Objectives &Goals
Measure quality of customer service and gather information about service in general
Assess observable competencies/behaviours of shop assistants (referring to Competence Model)
Step 2: Program &Questionnaire Design
(Note: script should be simple, relevant, credible, practical, and safe :))
Enter a store and look around
Assess the size of the store, organization of sales area, and traffic load
Spot shop assistant if visible and identifiable (e.g. by uniform); if not - search for one
Introduce the "problem" followed by various relevant questions
“We are looking for a present for a girlfriend – a white shirt… Friend is allergic to artificial fabrics…”
Step 3: Data Collection &Reporting
Step 4: Review &Assess Findings
Each "observable" competence wasgraded (-; +/-; +) on a relative basis. Passeo de Gracia's grading was impeded by the fact that no shop assistants were available/identifiedand moreover a robbery attempt interrupted normal operation of the store.

General Information		Portal de l’Аngel	Pelayo	Passeo de Gracia	Diagonal
Day and time of visit		12:30, Sat	12:55, Sat	13:40, Sat	15:15, Sat
Store appearance and traffic load		Large single floor, Several “rooms”, Fairly crowded	2 floors, 1st – very crowded, 2nd empty	Single elongated floor, Fairly crowded	2 floors, Medium floor space, Zero "traffic"
Employees in store	Managers	1	N/A	1	N/A
	Cashiers	3	2	2	1
	Dressing rooms	3	2	2	1
	Shop assistants on floor	4	2	0	1
Appearance of employees		Uniform Few shop assistants – no uniform	No uniform	No uniform	No uniform

Findings about Shop Assistants	Portal de l’Аngel	Pelayo	Passeo de Gracia	Diagonal	Comments
I. Orientation to personal sales
Adaptation to customer	+	+	N/A	+	The majority of shop assistants tried to communicate in English when asked to (even without extensive knowledge).
Listening and detecting customer needs &Showing patience, empathy	+	+	N/A	+	All shop assistants listened carefully to the “problem” and reacted strongly when allergy issue was mentioned.
Advising, suggesting	+	+/-	N/A	+/-	The majority of shop assistants took a somewhat passive approach and didn’t suggest anything though all of them clearly advised certain products. One shop assistant has though suggested a certain item which she personally liked.
Facilitating purchasing (encouraging and motivating customer) &Possess strong desire to sell	We took the approach of asking for an advice and not taking final decision at the point. We conveyed this message; hence the assessment of this competence was limited.			+	Shop assistant in only one of the stores expected a decision to be made and put noticeable effort in helping us to make it.
II. Orientation to customer service and image
Transmitting harmony, humility, and affection	The competence description was not thorough enough hence our team was unsure about the method to evaluate it. The approach we have thought about involved measuring the competence by identifying if the opposite of each behavior (value) was shown. We got better perception of the service in some stores and worse in other. Nevertheless we believe that more emphasis has to be put on reinforcing corporate values as they are crucial for MANGO and their employees.
Conveying desire to help/serve	+/-	-	N/A	+	In one of the stores one of the shop assistants kept not noticing us and “running away”, the other one looked very aggressive and did not provoke a desire to consult her (though in the end she was helpful and sympathetic). Generally speaking, shop assistants seemed to be occupied with various tasks (e.g. merchandising) hence their ability to “display” the competence was limited.
Helping customer to have positive experience &Dealing with claims/complaints to create customer satisfaction	+/-	+/-	N/A	+/-	We got better perception of the service in some stores and worse in other. Handling complaints we were not able to evaluate.
Providing information	+	+	N/A	+	All shop assistants consulted provided us with information of a certain level of detail and precision.
Prioritize customer service	+	+	N/A	+	All shop assistants would interrupt their activity in order to help us.
Have positive personal image (looking after uniform, haircut, etc.) and maintain it	+/-	+/-	N/A	+/-	Not all shop assistants were dressed in uniform (perhaps issue of the store’s policy, etc. and not of shop assistant). Some shop assistants would smoke outside of the front door of the store.
III. Other competencies
Product knowledge Knowledge of trends, fabrics, etc. Know location of all garments well Generate image of “expert”	-	-	N/A	-	No shop assistant managed to convey an image of an “expert” to us. No good knowledge of products even within accessible area (e.g. floor, room), wrong guidance, unsuitable products suggested, etc.
Team awareness	N/A	+	+	N/A	In one of the stores staff members had to handle a robbery attempt and acted as a team. In another store one shop assistant contacted another via “radio transmitter” to check availability of product on another floor of the store.
Energy and speed of self-control	+/-	+/-	+	+	In one of the stores shop assistant quickly ran across different floors to check product availability. Generally speaking all shop assistants seemed energetic. Robbery at another store was handled with a good level of self-control (across the entire team).
Enthusiasm and involvement (sharing the “MANGO Spirit”)	No shop assistant conveyed happiness and/or a clear positive attitude. Assessment of this competence is limited as it involves internal issues (e.g. punctuality, responsibility, ability to adapt in the workplace).

Change Management Presentation

CMayer — Mon, 09 Jun 2008 04:44:48 CDT

There is no abstract available for this page revision.

Key issues identified

sidharthbha — Mon, 09 Jun 2008 03:09:48 CDT

There is no abstract available for this page revision.

Mango Keys to sucess

sidharthbha — Mon, 09 Jun 2008 03:04:02 CDT

MANGO is a prestigious multinational company dedicated to the design, manufacture and marketing of clothing garments and accessories for women. MANGO has over 6.500 employees, 1.650 of which work at the company’s central offices in Palau-Solità i Plegamans (Barcelona). Beyond the statistics there is a young and enthusiastic team with an average age of 30 and which is 82% female. The central offices occupy a total surface area of 150,000m2 and houses the company’s own structure made up of the areas of design, production control, store distribution, store architecture and interior design, image and advertising as well as administration and logistics. We currently have more than 1000 stores in 89 countries located on the five continents. Our expansion is continuing with the entry into countries such as China, Italy and Australia. Among our last international openings there were prestigious cities such as San Francisco (865 Market Street) or Miami (550/560 Collins Avenue). All our stores are located in prime positions, whether in the main shopping centres or in premises located in city centres. Stores are of a sufficient size to display our collections. In this way, the criteria for interior design, image and product display that we have established can be maintained in order to create a pleasant atmosphere that offers our customers an enjoyable shopping experience. The keys to our success can attributed to three factors: Concept, Team and Logistics System.

Our concept is what marks us out. The MANGO concept springs from the alliance between a product of our own design, quality, and a brand image which is both coherent and unified. Dressing the urban and modern woman, meeting her daily needs, is the formula which we have analysed, adapted and applied to each country we operate in: this has been, and continues to be, one of the keys to our commercial success and our international prestige.

MANGO’s great wealth is in its people. The secret lies most of all in our faith in a team of motivated, flexible professionals, who can both foster and adapt to change, and who can contribute new ideas which achieve our aim: to bring MANGO to the greatest possible number of women.

MANGO has its own logistics system which has been progressively developing since our first shop opened, in 1984, up to the present day, with MANGO established as the second-largest exporting company in the Spanish textile sector.

Some three years ago, MANGO finalised a logistics system stamped with its own personality, acquiring and adapting the latest technology, making it possible to classify and distribute 30,000 garments an hour. In order to achieve a full implementation of its system, MANGO decided to establish a sale-or-return system with its franchisees.

The SLM (MANGO LOGISTICS SYSTEM) is based on speed, information and technology. Its aim is to ensure that each sales outlet (over 950 shops around the world at the end of 2006) has, at any given moment, the stock it requires to meet turnaround speed and sales forecasts. We guarantee continual renewal of merchandise, and production at the pace set by market demands, not only in variety but also in volume. SOURCE: MANGO WEBSITE

Interview Ans

sidharthbha — Mon, 09 Jun 2008 03:00:04 CDT

Answers to questions:
How many shops? = 1,300 Shops / 6500 people / Eighty two percent women. 1.4 Mil Euro
Why target men? = To diversify
Who are your key competitors? = Zara
Who do you differentiate from competition? = We think we have a better service. Trying to understand the needs. But last year with some research done, Mango scored worse than Zara.
What have they done about it? They have created a competency models and are following that. We have that. But it will not be seen as yet.
Mango spirit: Comes from the founder. Came to Barcelona at 13 yrs of age. 3 corporate values from the start of the company. Humble, harmony and affection. Managers or superiors behaving themselves as a role model.
How are they implemented? Way of life
What did they research? = client satisfaction of the services they received.
How profitable? more than Zara
Do you have currently an HR department? If yes, what is their role in the company?
Yes, labour relations, payroll, recruitment, training, communications, intranet, career management. Not very powerful, since it is family owned. The owner is very important in making decisions. Everything related with top management decision is decided by owner.
How many employees do you currently have? = 1300, 82% women, but management mainly men
How do you evaluate your employees? They use a competency model to evaluate top to down. Evaluate business results and competencies. They are then trained by that.
Structure/ process: Board of Mgt, Design department, Product Selection, Distribution make sure the collection is going to the right shops. Centralized decision making.
How do you control franchisers? Standardized process. Each franchise is controlled by a supervisor which is always travelling
What is the relationship between franchisers and headquarters, decision liberty? Store managers will decide what they sell. Have a contract with agreements. More than half of shops are franchisers, but mango is buying them up
Core competencies which were developed from the inside, how did you include employees and customers? Focus groups with best employees like merchandisers, shop assistants, directors…, but no participation from clients. Best practices
What is your strategic position?
Not selling clothes, but satisfaction, dressing women. Not concerned about high quality of clothes, should be worn only for some weeks.
Expansion strategy? Through franchises but e.g. Italy very difficult, step by step worldwide, increase store capacities and positioning on premium store location.

How is their compensation vs. industry standards? Last year was same as industry. This year its higher then industry standards.
What is the selection process? We have a problem with sales assistances. Each shop has 3-5 assistances they leave very often. We spend a lot of money and efforts, use the website, temporal agencies, friends and so on to get employees. Have some shops devoted to train. But should devote more time to train. All competitors have the same problem. Hr and shops are envolved in decision. Normally director should be involved but has no time, but usually just employees is deciding.
What is the salary system? Fix salary in shops and a bonus depending on sales for sales staff and store managers.
Any other incentives? No real flexibility
Who makes the final decision? Normally the director of the shop who needs the person should take part and decide. But usually the HR technician decides. Directors don’t have time.
Who decides what to sell? Store managers
Store managers: Internal recruiting, people with leadership and coordination capabilities, based on competencies
Profile managerial positions Basically promoted from inside, but increasingly from outside
What are your key findings from exit interviews? What are their main complaints? They don’t like the job, its too hard, not enough money. Some enjoy it, some are not sellers.
HR challengers: Understand what the market wants. What to sell for the future customers.
How do u evaluate? KPI & competence model. Once per year.
Employee feedback? Director collects and sends to headquarters, but its basically jobs are about following given standards

What is your current customer perception with regards to service at Mango? Zara is better. Corte Ingles no.1 in customer attention
Who is target and how are you perceived? Compared to Zara clients think that Zara sells better and advises better, clients think that shops are too crowded and that you are not supported. That’s why they try to move to boutique concept in order to increase quality of service.
May the customer behaviour be categorized? Two models: 1. Women chooses, tries on and buys, 2. Sales assistant helps: fosters sales, now only 1.4 items per buy sold.
Future threats? = Client is changing very fast. Short collections, move the product fast.
What are the core competencies? = To know what the client is going to buy next year. Mango manufacture in Morocco or Asia. Zara is mainly in Spain. Therefore Zara can react very fast.
Do you adapt to (foreign) markets? = Eighty percent of the clothes are the same

Team 1-High Rollazzz

sidharthbha — Mon, 09 Jun 2008 02:59:39 CDT

Team members: Team Roles & Rules

Andreas Schmidiger
Bernardo Flores
Miguel Cerdeira
Miroslav Skulic
Omar Mamiche

Sidharth Bhasin

Team Rules:
Bernardo & Sid shall be the team members who have been given the responsibility to update the Wiki on a regular basis or as and when required by class.
All points of view that are generated by the team shall be duly taken into consideration before any changes are made on the wiki

Interview Script
Company background
What is the vision / mission of Mango?
What value do you give to your customers?
Who are your key competitors?
Who do you differentiate from competition?
What are your competitive advantages?
What are your future expansion plans?
Do you adapt to (foreign) markets?

HR in mango
Do you have currently an HR department? If yes, what is their role in the company?
What are your main cultural values?
How are these values communicated, implemented, controlled?
How many employees do you currently have?
What is employees’ perception about their work environment including colleagues?
How do you evaluate your employees?
What competencies do you look for?
What benefits do you offer them?
How do communicate with your employees?
How is their compensation vs. industry standards?
Do you involve your employees when taking decision?
What additional education do you provide?
Do you provide training? What type?
Do you hire internally, externally or both?
Do you provide a career path to your employees?
How many hierarchical layers are there? Including at stores?
Did you have already a problem with some of your employees?
How did you solve it?
How many of your current employees have been promoted internally?
What is the opinion of the employees regarding the company? Which are the main complaints?
What are your key findings from exit interviews? What are their main complaints?
What is the rate of attrition in Mango?
How many meetings do you have with the employees?
How do you handle overtime (compensation, evaluation, promotion, etc)?
What control systems are implemented?
Which were the main changes made in Mango in the last 2 years? How were they implemented?
Did you face any resistance from the employee side?
How did you overcome it?
How familiar are your employees with the products as well as procedures?
How empowered are your employees?
How are priorities assigned to employees?

Consumer perception
What is your current customer perception with regards to service at Mango?
Which are their main issues that need to be corrected?
How are Mango’s services comparing to competition?

Mystery shopping

pmdun — Mon, 09 Jun 2008 02:53:27 CDT

Research Objective
The main objective of the mystery shopping is to get information about the service that Mango is providing in its stores in Barcelona and see how well they are following their competencies plan.

Research Type
This is a qualitative research. For that reason we are not able to make statistical analysis, but use more as an indicator for further study.

Research Methods
This is a mystery shopping research. Team member visited three Mango stores and one Mango Outlet store and pretend that they were normal customers. We did not have a structured questionnaire but tried to get as much information from the persons while visiting the stores. We did though have the following in mind during our visits:

Physical evidence

The structure and organisation of the store
The surroundings of the store
Cleanliness of the store

People - Competencies

Availability of sales people
Product knowledge of sales people
Helpfulness of sales people
Responses of sales people to normal and unusual requests

Research Timeline
The store visits were conducted Friday, May 30th 2008 from 1600 to 1945.

Possible Bias
The store visits were all conducted on Friday afternoon with a lot of traffic in the stores. That could affect the service that we received during our mystery shopping.

Key findings
In our mystery shopping we find the following the key findings:

Lack of extra motivation of the sales people.
The service was just at average, not outstanding.
No eye contact from the sales people.
We had to approach the sales people, they didn't come to us.
Sometimes it was difficult to find someone to help us (Was a peak hour).
When getting help, the sales people were busy and didn't have much time to help.
The stores seemed to be understaffed.

Detailed information from the store visits

Paseo de Gracia, 8-10
BARCELONA 08007

Date: 30.05.08

Time: 16:00 to 16:45

Physical evidence
The store looked nice and everything was well organised. The store was clean and tidy The section for men’s clothing was small in proportion to the women clothes section. At the time of the visits there was above medium traffic.

People - competencies

Competencies	Valuation
Product knowledge and knowledge of product management and distribution	To be developed
Responsibility in management and initative	Not shown
Team awareness	To be developed
Energy and speed with self control	To be developed
Enthusiasm and involvement	To be developed
Personal and professional development	Not shown

Comments
When asking if a man’s jacket that was not available in the store in Large was available in other store, we had to go down to the cashier to ask them to find that out.

Visit conducted by: Alejandra, Bertram, David and Philipp

Outlet
C/ Girona 37
08010 Barcelona

Date: 30.05.08

Time: 16:55 to 17:35

Reason for visiting an outlet
In the interview with Mango’s manager, he told us that the customers are changing and are more and more either waiting for sales or shopping at outlets.

Physical evidence
The store had totally different surroundings than the other stores we visited: almost inexistent decoration, plain walls and distribution of the clothes was much less organized. The outlet was quite big, but at the moment sold only women’s clothes, but will sell men’s clothes next year (after the first season). Quite a lot of people in the store at the time of the visit. The queue for paying was quite long.

People - competencies

Competencies	Valuation
Product knowledge and knowledge of product management and distribution	Not shown
Responsibility in management and initative	To be developed
Team awareness	Not shown
Energy and speed with self control	To be developed
Enthusiasm and involvement	Not shown
Personal and professional development	Not shown

Comments
The process and service was different from what we saw in other stores, with less service and assistance from the employees.

Visit conducted by: Alejandra, Bertram, David and Philipp

Portal de l´Àngel, 7
BARCELONA 08002

Date: 30.05.08

Time: 18:05 to 18:55

Physical evidence
This was the largest and the busiest store we visited. Everything was well organised and the store looked nice and tidy. The store had more part dedicated to men’s clothing.

People - competencies

Competencies	Valuation
Product knowledge and knowledge of product management and distribution	Shown
Responsibility in management and initative	To be developed
Team awareness	To be developed
Energy and speed with self control	To be developed
Enthusiasm and involvement	To be developed
Personal and professional development	Not shown

Visit conducted by: Alejandra, Bertram, David and Philipp

Portaferrisa, 16
BARCELONA 08002

Date: 30.05.08

Time: 19:10 to 19:45

Physical evidence
The store was quite small and had the fewest staff members. At the time we visited the store it was not very busy. This store didn’t carry any men’s clothes. The store was clean and tidy and well organised, and the most able sales personnel.

People - competencies

Competencies	Valuation
Product knowledge and knowledge of product management and distribution	Shown
Responsibility in management and initative	Shown
Team awareness	Shown
Energy and speed with self control	Shown
Enthusiasm and involvement	Shown
Personal and professional development	To be developed

Visit conducted by: Alejandra, Bertram, David and Philipp

Departamento de RRHH EADA Barcelona - Recently Updated Pages

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Bienvenido al wiki del Departamento de RRHH de EADA

Asignatura Comunicación Organizacional

En esta página en construcción encontraremos aprendizajes relevantes de la asignatura de Comunicación Organizacional, que surgirán de las dinámicas de cada clase.

Al final de la asignatura dispondremos de un compendio de estas reflexiones, todos estamos invitados a participar y dejar nuestras impresiones.

Clase 1: La comunicación Interna en la empresa. Claves del éxito:

Clase 2: El Plan de Comunicación

Clase 3: El Márketing de Recursos Humanos

Clase 4: Employer Branding

Clase 5: Responsabilidad Social Corporativa

Aspectos clave:

Market Research

Mango &Competitors

Commercial Management

Traffic and Purchases

Store Personnel

Mango &Mystery shopping

Step 1: Setting Objectives &Goals

Step 2: Program &Questionnaire Design

Step 3: Data Collection &Reporting

Step 4: Review &Assess Findings

General Information

Findings about Shop Assistants

I. Orientation to personal sales

II. Orientation to customer service and image

III. Other competencies

Change Management Presentation

Key issues identified

Mango Keys to sucess

Interview Ans

Team 1-High Rollazzz

Mystery shopping