HGTV Star Izzy Battres’ Journey from Day Laborer to Entrepreneur

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Izzy Battres poses with HGTV stars

Israel “Izzy” Battres owns multi-million-dollar construction company Battres Construction in the heart of Orange County, California. But it did not come easily for him—he learned how to work hard at a young age, and it paid off.

Eight years ago, his reputation and impeccable work ethic opened doors for him to star on the HGTV reality show Flip or Flop. He has worked alongside Tarek El Moussa and Christina Anstead for eight seasons and is ramping up for more. Battres is set to appear on the network’s new show, Christina on the Coast, premiering this month.

HISPANIC Network Magazine caught up with Izzy to talk about his journey from day laborer to HGTV star, as well as his secret to success.

HISPANIC Network Magazine (HNM): You run a very successful construction company. Where did you get your work ethic?

Izzy Battres (IB): As children, we were taught to be contributors to our household. My dad would take us to work and assign us two small tasks. When I was 9, I was a paper boy for the Orange County Register. I would wake up Sunday mornings at 4 am to deliver to my customers. I was even entrusted to pick up monthly subscription fees—it taught me sales and what I know now is accounts payable. I realized quickly that I was only getting a portion of the fees so it gave me the idea to make my own money, I started a second job that was more of a side hustle.

HNM: At the age of 9, you were working two jobs! Tell us more about that.

IB: My grandmother used to pick lemons from her tree and have me sell them for 25 cents; she would then give me a small cut. After I was done working for her, I would go pick my own lemons off the same tree. But instead of selling them for a quarter, I decided to make lemonade and sell it for 50 cents a cup. I would sell it to people playing soccer at the park by my house.

HNM: So, you were an entrepreneur from a very young age. Let’s fast-forward to the start of your business. How did it come to be?

IB: I have two brothers, and we all followed my dad into the construction trades. If my current boss had no work for me, I would stand in front of Home Depot looking for day labor. We never had a problem with working hard, but sometimes there wasn’t enough work to go around. I decided to start a business so I would be more in control of the workflow. Instead of working on someone else’s construction site, I decided to bid for my own jobs.

HNM: Ten years later, you are now on television and own three companies. How would you say you became so successful?

IB: I believe we as Latinos have a natural instinct to survive. It develops at a very young age when we begin to understand that nothing will be handed to us. I learned very young that whatever I earned was to be used to help my family and community. Today, I employ 43 local families—I have a responsibility to make a difference for others.

HNM: Can you expand on what you call an “instinct to survive?”

IB: Latinos are very hard workers; they are innovative and passionate about what they do and have a stellar work ethic. But even then, they have to stay on the cutting edge. Eight out of ten workers are going to stay average, but I look for the 20 percent who are fighting to survive and have the “eye of the tiger,” as I call it. I employ anybody who has that motivation. Whether they are purple or polka dot, race does not matter to me, but that survival instinct does.

HNM: How does your ability to speak English and Spanish help you as a business owner?

IB: In my geographical area, 80 percent of the construction workforce is Spanish speaking. It can be a barrier, so I try and help them by speaking Spanish on the job sites. I will also make it a point to speak Spanish to my work crew when we are filming the TV show. I always want to put out a positive image and help keep Latinos on the map.

HNM: What advice would you give a young Latino entrepreneur who is starting his own business?

IB: I would tell them to never let the environment dictate your success. People will read into your mentality about life, and that creates a culture in your business. So, you need to stay away from toxic people and conduct business with gentleness and humility. Don’t be arrogant or prideful, because people will read into that.

Author: Mitzi Magos

Disability in the Workplace: It’s on Us

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Group picture of the Respectability Organizations members

Actor Vincenzo Piscopo shares his D&I experience as a Coca-Cola employee.

After more than two decades of working for the Coca-Cola Company, actor Vincenzo Piscopo knows what it means to leverage opportunities for people with disabilities within a company. Educating employers and encouraging volunteerism in the community are all ways he’s found success within Coca-Cola’s philanthropic endeavors.

Piscopo’s career with Coca-Cola has taken him to several different areas of the organization, including finance, IT, marketing and innovation. His extensive background in advocating for people with a disability within the workplace has given him a broad understanding of what other companies lack.

He has been the director of community and stakeholder relations for a year now and has been given the opportunity to “fill his file cabinet,” as Piscopo says, with knowledge about how to advocate for women, Hispanics, African Americans, LGBTQ and people with disabilities.

Marketplace, Workplace, and Community
Coca-Cola created a Business Resource Group (BRG) to promote inclusion in the workplace with subgroups for specific minorities. Each group has three main objectives within the BRG: marketplace, workplace and community.

For people with disabilities, the goal in terms of the marketplace is to ensure the company leverages the opportunity that people bring as consumers. “Yes, it’s the right thing, but it’s also an opportunity,” Piscopo says about the business standpoint of hiring people with disabilities and the value they bring to the workplace.

Vincenzo Piscopo and Vivian O’Neal

The workplace objective refers to increasing the hiring and retaining of employees with disabilities. Piscopo discussed the importance of educating people within the company on disability etiquette, how to recognize when something is not accessible, how to provide accommodations, etc.

The third and final objective, community, works to provide community partnerships, collaborate and promote volunteerism.

It’s on Us: Disability in the Workplace
Many times, advocates find themselves frustrated with those who don’t know how to conduct themselves when working with people with disabilities. However, as Piscopo points out, “it’s on us” to educate and make people aware.

Piscopo worked for Coca-Cola before an accident ultimately left him paralyzed from the waist down. Since his accident, Piscopo’s employees have become more curious about the disability community and genuine accessibility.

Ignorance is often not disguised as discrimination, but rather fear of the unknown. Piscopo says diversity in the workplace expands our “file cabinet” and gives employers more resources to enlighten everyone on disability etiquette.

Piscopo is a proud board member of RespectAbility, a non-profit that fights stigmas and focuses on advancing opportunities for people with disabilities.

Source: respectability.org

6 Best Practices for Recruiting Both Active and Passive Candidates

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Female hiring executive seated at desk looking at her laptop screen

By Sarah Greesonbach

It’s a simple, frustrating truth that you can’t predict everything when it comes to recruiting for businesses. At some point in your role as a recruiter—perhaps more frequently than not—you’ll need to fill a position quickly and you’ll look for active recruitment strategies to do it. However, it’s not efficient or cost-effective to be in the active recruitment mode all the time. It’s important to also invest in building a passive candidate pipeline.

“Too many recruiters only offer an ‘apply or die’ approach to recruiting—either a candidate applies right now, or they might as well move on and not exist,” says Stanislaw Wasowicz, Chief Commercial Officer with Recruitd. “But if recruiters would give candidates the option to set an appointment in three months when their contract ends, it can start a conversation.”

There’s a strong case to be made for balancing the two approaches: recruiting active candidates for open roles today while actively building a passive candidate pipeline for future roles. But in order to do that, you need to strategically deploy different tactics that resonate with each candidate type.

Wasowicz defines an active candidate as one who is proactively searching for a job, and a passive candidate as one that’s happy with what they’re doing, not interested in changing jobs right now, but casually open to exploring other opportunities. But he’s quick to emphasize that, ultimately, the difference between an active candidate and a passive one is all context. A candidate can go from a passive one to an active one in a millisecond if they see an offer or an opportunity they’re interested in.

“Recruiters must remember that the passive and active candidate is the same person,” says Wasowicz. “When you see a report that 20 percent of the workforce is active and 80 percent is passive, that’s a number that switches over time because it’s tracking the mindset of those candidates. These are not different people—the same people can be active or passive at different times.”

Here are six tips that can help you build a recruitment strategy that attracts both active and passive candidates for the best possible mix.

Tactics for Reaching Active Candidates
Active candidates are hunting for a job and just as interested in finding a new role as you are in filling one. If you want to be effective in reaching the best possible active candidates for your job openings, keep these three things in mind:

1. Be Visible
First, make sure you’re visible to the candidates you’re interested in. Find out where they go online and invest your marketing budget in ads and outreach specific to your audience.

“You can’t just wait and hope that someone will fall into your lap,” Wasowicz explains. “No matter what niche audience you’re looking for, you can tailor your approach to different online spaces like forums on Reddit, social media platforms and membership sites like Kaggle.”

2. Look the Part
As you pursue visibility in the right places, make sure the message you’re putting out into the world is attractive to prospective active candidates.

“If you’re looking for software engineers, put some of your code on the job landing page and ask for feedback,” says Wasowicz. “Make sure active candidates see something they find attractive and relevant to their interests.”

3. Have Something to Say
A key part of your active candidate recruitment strategy needs to be refining your job description, messaging and intake content when a candidate finally reaches out.

“Once you have the attention of an active job candidate, you better have something to say,” says Wasowicz. “You can’t just have a conversation about basic benefits and perks, because every business has benefits and perks. You need to get your employee value proposition straight so candidates will know what you’re about.”

Tactics for Building a Passive Candidate Pipeline
Most passive candidates are already employed and do not want to—or contractually cannot—change jobs. That’s why the key to recruiting passive candidates lies in paving the way for a long-term relationship. Because while it might only be a matter of weeks before you fill a role with an active candidate, passive candidates average three to six months—and can require as many as 8–15 touch points to become active and decide to switch jobs.

Here are three key things to consider when making an effort to fill your talent pipeline with passive candidates:

1. Start with Forecasting
Recruiting is a notoriously reactive field in which recruiters are tasked with filling roles quickly and on short notice. That might work for active candidates who can hop on a company’s time table to fill a role, but passive candidates require more planning to make the timing work out.

“Some of the largest corporations in the world don’t know who they’ll need to recruit in a month’s time, whether they’re losing an employee to a planned retirement or a temporary maternity leave,” says Wasowicz.

“Looking at passive candidates means you have to play the long-term game and plan for your needs before there’s an opening.”

2. Research Your Target Audience
When you’re engaging passive candidates, don’t just blast inboxes with job descriptions out of context. Take the time to get to learn about the motivations and experiences of the candidates you want to recruit, then use that insight to create content, ads and visuals that will appeal to them.

“Sending an email blast to a passive candidate is like trying to kiss the first person you see when you walk into a bar,” jokes Wasowicz. “You need to make some eye contact first. For passive candidates, that means banner ads, simple GIFs, pictures and visuals to give them something light to engage with. When they react to that content, you’ll know there’s a mutual connection and you can retarget them with heavier content like videos and blogs, for example, until they’ll welcome a conversation.”

3. Track the Conversation
Once passive candidates start engaging with your content, keep an eye on what catches their attention. Use that information to inform your next move, which might involve adding more of a certain kind of media or rewriting or removing unpopular content.

“Are candidates clicking through to your website? Are they downloading your content?” Wasowicz asks. “If 90 percent of the candidates that land on your job site leave right away, it’s a clear sign you need to have the conversation somewhere else or rewrite your copy. The only way to get better at that is to measure all of those touch points and figure out what’s working.”

No matter how hard you work on forecasting your talent requirements, recruiting will inevitably remain a continuous business need that is difficult to plan for. Balancing active and passive candidate recruiting approaches allows you to fill the roles that need to be filled while slowly and purposefully building a cost-effective, long-term candidate pipeline.

Source: glassdoor.com/recruiting-active-and-passive-candidates/

You’re most likely to be single at 40 if you have one of these jobs

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People can be workaholics. Sometimes work becomes so hectic that people can block out everything else in their life—including love—in hopes of making a successful career for themselves.

There’s nothing wrong with that. In fact, being single longer is a trending topic in today’s society. There are plenty of benefits of staying single and marrying later in life.

Being financially independent, creating a successful career for yourself, and building a strong network of friends and coworkers are just a few of the things one can focus on if they’re not wrapped up in a committed relationship.

That’s not to say those things are impossible if someone is married, either. There’s just a lot of time that tends to be invested in those serious relationships that could be used for other things by single people.

Still, the thought of one being single later into their life made us wonder—what types of work are these people in that has them so wrapped up? We looked through some census data to see which jobs are most common for single people at age 40.

Top 10 jobs where you’re most likely to be single at 40

  • Bartenders: 74%
  • Tile installers: 73%
  • Food servers, nonrestaurant: 69%
  • Tour and travel guides: 65%
  • Parts salespersons: 64%
  • Personal-care workers: 63%
  • Flight attendants: 61%
  • Veterinary assistants: 61%
  • Postal-service mail workers: 60%
  • Food batch makers: 60%
  • Many of these professions seem to fall within industries with the highest turnover. A possible explanation for this could be that workers are so concentrated on their craft and making their careers as stable as possible that they cannot fit a serious relationship into their personal life schedule.

    A lot of these positions also offer the opportunity to travel for work, too, so people may believe that they’re better off traveling solo than bringing a partner along.

    Finally, a fair amount of the jobs listed have a commission aspect to them. There may be incentive to work longer hours with the opportunity to be paid more, again decreasing the opportunity workers have to enter a serious relationship.

    A logical reason why so many bartenders tend to remain single is that the majority of their income comes from their patrons’ tips—which can be increased with a little friendly flirtation. That’s definitely not a bad thing. Bartenders in some of the bigger cities are raking in six figures annually.

    Continue on to Fast Company to read the complete article.

    Adelfa Callejo sculpture, Dallas’ first of a Latina, expected to land downtown in Main Street Garden park

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    bronze statue of Adelfa Callejo

    The bronze statue of Adelfa Callejo, a staunch civil rights advocate believed to be the first practicing Latina lawyer in Dallas, will soon land in a downtown park — right next to the University of North Texas Dallas College of Law and the municipal court building.

    A Dallas City Council committee on Tuesday accepted the $100,000 sculpture as a donation with plans to place it in Main Street Garden. It would be Dallas’ first sculpture of a Latina, according to city staffers.

    Dallas city officials and the Botello-Callejo Foundation Board agreed to the new location after Mayor Pro Tem Adam Medrano quietly delayed the plan to place it in the lobby of the Dallas Love Field Airport, which is in his district. Medrano didn’t respond to requests for comment Tuesday.

    The Dallas City Council is expected to approve the donation at its Feb. 12 meeting. The board wanted to tie the sculpture’s public unveiling to the six-year anniversary of Callejo’s death, which was in January 2014, after a battle with brain cancer.

    The foundation’s board commissioned the roughly 1,000-pound piece by Mexican artist Germán Michel shortly after she died. It is currently being stored in a Dallas warehouse.

    Callejo’s nephew J.D. Gonzales said he was thrilled the sculpture will be downtown near the university, where it’ll be visible to students and attest to her trailblazing in education and law.

    “I hope that what Adelfa stood for, and what she did and what she accomplished lives on forever,” Gonzales said.

    Monica Lira Bravo, chairwoman of the Botello-Callejo Foundation Board, said she met with Medrano and Council member Omar Narvaez last month to discuss where to place the sculpture.

    Lira Bravo said she suggested Main Street Garden Park as an alternative after the two council members expressed concerns over the Dallas Love Field Airport option.

    Continue on to the Dallas Morning News to read the complete article.

    Oscars 2020: Jonas Rivera makes history as first two-time U.S.-born Latino Academy Award winner

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    Toy Story 4 latino producer Jonas Rivera stands outside in Disneyland with two other producers

    After winning the Oscar for animated feature, “Toy Story 4″ producer Jonas Rivera was stunned and pleased to be reminded that he is now the first U.S.-born Latino to win multiple Oscars.

    Rivera previously won for the 2015 film “Inside Out.”

    “As if my mind couldn’t be more blown about the last five minutes, thank you for that,” Rivera said. “I’m a little bit out of my body right now. It means the world to me. I can’t even really put it into words.”

    And he had an inspirational message for others in the Latinx community dreaming big dreams, even if he couldn’t deliver it in Spanish.

    “The only Spanish I learned was when my grandparents would fight,” he joked, before adding, “You work hard, you put your guts into it … and it does happen.”

    Pictured left to right: “Toy Story 4’s” Oscar-winning producers Jonas Rivera, from left, Josh Cooley and Mark Nielsen at Disney’s Hollywood Studios in Orlando, Fla.

    (Matt Stroshane / Disney)

    Continue on to The Los Angeles Times to read the complete article.

    5 times it makes sense to include your high-school job on your résumé

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    young waitress in a restaurant taking an order on a notepad

    Whether it was bagging groceries, manning the fast food drive-through, or babysitting, many of us had jobs in high school. Entry-level roles give us our first workplace experience and help shape our work ethic. But do they belong on a résumé?

    According to a report by recruitment software provider iCIMS, 70% of recruiters identified past work experience as being more important than an entry-level applicant’s college major. But there is not a one-size-fits-all approach for knowing how far back to go on your résumé, says Amy Warner, iCIMS director of talent acquisition.

    Think about what you want to convey to the employer,” she says. “Highlight the roles or skills that are relevant.”

    Career experts often recommend going back about 10 years on your résumé. Here are five times when adding your part-time positions to your résumé could be helpful within or even after that timeline:

    1. If the experience is relevant

    If the role is relevant and you can connect the dots to the job you’re applying for, keep it on your résumé, says William Ratliff, career services manager at Employment BOOST, a professional résumé writing and career services firm.

    “For example, a job you had bussing tables or serving coffee in college won’t help much if you’re applying for a marketing management role five years out of school,” he says. “If you’re fresh out of college with no job history, those positions can help showcase your work ethic and customer service skills, but they lose relevance as soon as your professional career begins in earnest.”

    Be strategic in how you present your customer service-oriented roles. Ratliff recommends searching job descriptions for skills and traits that crossover, like team leadership, problem-solving, financial reporting, relationship building, or anything you else you can feasibly connect to the positions.

    “Focus your résumé’s content on those skills, how you used them, and the concrete result of their application,” he says. “That way, your résumé will include the right key terms while illustrating how you benefited your former employers in those roles.”

    2. If the job was in the same industry

    Listing high school and college jobs can be helpful if they demonstrate you’re familiar with the industry, says Dr. Wanda Gravett, academic program coordinator for Walden University’s MS in Human Resource Management program.”Listing that early experience could advocate for your foundational knowledge and learning from the bottom up,” she says. “Coupled with your education, this might be a good sell and get you in the door for a low- to mid-level position.”

    Candace Nicolls, senior vice president of people and workplace at Snagajob, an hourly job marketplace, agrees. “If you’re applying for a role that’s related to an hourly job you once had, list it,” she says. “If you want to get into merchandising, list your retail experience. Mention your restaurant experience if you want to work at their corporate headquarters. Nothing teaches hustle like hourly jobs.”

    3. If you were promoted

    If you started washing dishes and worked you way up, include your experience, says Louisiana restauranteur Chris McJunkins. “If you show growth, such as starting as a busboy and making it to manager, it is something I would want to show,” he says. “Your future employer would see that you started here and were respected enough to keep getting promoted.”

    McJunkins started in the restaurant business at age 15 bussing dishes and now owns his own independent restaurant, eight Walk-On’s Sports Bistreaux locations, and one Cantina Laredo. He says if you can do restaurant work, you can do anything.

    “You deal with people on every single level, he says. “If you’re in management, you’re dealing with employees of all different educational and financial backgrounds. And you’re dealing with all levels of people with customers. You learn to communicate with people.”

    4. If you want to demonstrate work ethic

    High school or college jobs often demonstrate your level of motivation, says Dena Upton, vice president of people at Drift, a conversational marketing and sales platform. “These jobs can be a great indication of your work ethic and drive—particularly if you are early in your career,” she says.

    For example, if you were a manager of a restaurant when you were in college, it can speak to leadership experience. Or if you were a retail salesperson, it can demonstrate your customer service abilities.

    If you had a part-time job and participated in extracurricular activities, this can be especially telling, says Upton. “You shouldn’t shy away from showcasing things like sports achievements or volunteering, as not only do they paint a fuller picture of who you are and what makes you tick,” she says, “but they can be a great indication of your leadership, time management, and teamwork skills.”

    5. If you plan to talk about the job in an interview

    Employers often ask behavioral-based questions during an interview, such as “Tell me about a time when you had to deal with a difficult customer.”

    Continue on to Fast Company to read the complete article.

    Jennifer Lopez and Shakira delivered a red-hot Super Bowl halftime performance in Miami

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    Jennifer Lopez Super Bowl draped in Puerto Rican flag during Halftime show

    The Latina powerhouses were joined on stage by J Balvin and Lopez’s daughter.

    Ever since Shakira and Jennifer Lopez were announced as headlining the Super Bowl LIV Halftime show, it was expected that the two would bring the Latino Power, and the singers did not disappoint.

    The divas delivered a nearly 15-minute performance that began with Shakira, who opened with “She Wolf,” followed by a medley of her hit songs, including “Whenever, Wherever” and “Hips Don’t Lie.” Viewers at home and in the stadium were surprised to hear Shakira launch into “I Like It,” the song made famous by Cardi B., until Puerto Rican singer Bad Bunny, who was featured on the track, joined in on a Super Bowl remix of sorts. Shakira also wowed with her guitar playing — or slaying — skills, nodding to Led Zeppelin’s “Kashmir” as she belly danced atop a fiery projection.

    J. Lo’s performance followed with a demonstration of her pole dancing talents, courtesy of the movie “Hustlers,” in which she stars. It was just one of a dozen-plus choreographed pieces which showed her versatility as a performer and, yes, as a singer. Among her greatest hits mini-set were the classics “Jenny from the Block” followed by snippets of “I’m Real,” and “Get Right.” She then changed into a silver and nude one-piece and launched into “Waiting for Tonight.”

    Colombian artist J Balvin joined Lopez for a performance of “Que Calor,” while she sang “Love Don’t Cost a Thing.” The two switched to “Mi Gente,” on which Balvin collaborates on with Beyoncé, who was also in the building. As Balvin exited the stage, Lopez went into “On the Floor” and touched hands with her daughter Emme, who led as a vocalist in a chorus of children performing a slowed-down moving version of “Let’s Get Loud.” This was followed by Emme, whose father is Marc Anthony (also present in the stadium), delivering the chorus to Bruce Springsteen’s “Born in the U.S.A.” Referencing her own heritage, Lopez was draped in a coat bearing the Puerto Rican flag.

    Continue on to Variety to read the complete article.

    How to Write a Job Description

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    Young executives man asking questions to applicant

    By Judith Lindenberger

    Think of a job description as a “snapshot” of a job.

    The job description needs to communicate clearly and concisely what responsibilities and tasks the job entails and to indicate, as well, the key qualifications of the job—the basic requirements (specific credentials or skills)—and, if possible, the attributes that underlie superior performance.

    Following is a quick look at the categories that make up a well-written job description:

    –Title of the position
    –Department
    –Reports to (to whom the person directly reports)
    –Overall responsibility
    –Key areas of responsibility
    –Consults with (those who the person works with on a regular basis)
    –Term of employment
    –Qualifications (necessary skills and experience required)

    Educational requirements and experience requirements are the areas where inadvertent discrimination may occur. Educational requirements must be a real necessity for the job. If someone could accomplish the work with equivalent job experience but who lacks a specific credential, the job description should be modified. And to avoid age discrimination, experience should not include an upper limit.

    Sample job description:

    Title of the position: Senior Mailroom Clerk
    Department: Operations
    Reports to: Building Services Supervisor
    Overall responsibility: Supervise mailroom staff and interface with all levels of management regarding mail and supply deliveries

    Key areas of responsibility:
    –Maintain established shipping/receiving procedures
    –Sort and distribute mail on a timely basis
    –Maintain all photocopiers, fax machines, and postage meters
    –Order, store, and distribute supplies
    –Facilitate all off-site storage, inventory, and record management requests
    –Document current policies and procedures in the COS Department as well as implement new procedures for improvement
    –Oversee the use of a company van when needed
    –Ensure that water and paper is available for customers on a continuous basis

    Consults with
    -Building Services Supervisor
    -Mailroom staff
    -All levels of management

    Term of employment
    -12 months

    Qualifications:
    -Strong sense of customer service
    -Good organizational skills
    -Ability to lift a minimum of 25 pounds
    -Supervisory experience in a corporate mailroom environment
    -Good driving record

    Tips:
    Don’t rely solely on a job’s history as you’re putting together a job description for today. Focus instead on what the job needs to be in light of the organization’s current needs and long-term objectives.

    A task is what the person in the job will actually do. Qualifications are the skills, attributes, or credentials a person needs to perform each task. Clarify the actual tasks and responsibilities before you start thinking about what special attributes will be needed by the person who will be fulfilling those responsibilities.

    A well-written job description consists of more than a laundry list of the tasks and responsibilities that the job entails. It reflects a sense of priorities.

    Credentials (such as degrees and licenses) are absolute necessities in some jobs. The thing you want to make sure of, however, is that whatever credentials you establish have a direct bearing on the candidate’s ability to become a top performer.

    The job you describe must be truly doable. When you’re lumping several tasks into the same job description, make sure that you’re not creating a job that very few people could fill.

    Use specific language. For example: Warning! A job description is generally regarded as a legal document. Any references to race, color, religion, age, sex, national origin or nationality, or physical or mental disability is illegal.

    Selena Gomez, Cardi B and more Latina celebs you can find on this rising social platform

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    Selena Gomez pictured smiling looking casual in a sweatshirt

    Move over Instagram! Tik Tok is becoming the new IT app and some Latina celebs are already getting on board – including Selena Gomez, Christina Aguilera, Jennifer Lopez and more. If you were one of the millions of users who had Vine, then you might already love Tik Tok without knowing it.

    The addictive app is a space where creativity abounds and you’ll get trapped in a rabbithole of hilarious clips that will make you LOL, see some serious dance moves and wild viral trends.

    To get to know a little more, we spoke with the CEO of The Influencer Marketing Factory, Alessandro Bogliari, to get some insights on how the video app works. “You don’t even have to sign up and the app will show you some of the best videos,” he told HOLA! USA when asked why people are eagerly tapping to download.

    “Then, when you sign up, the AI [algorithm] will recognize your behavior in the app and will start showing you only videos that you should like based on what you engage with. I can easily spend one hour just scrolling on the ‘for you page’ without getting bored, [the] contents are so original and funny that it’s highly addicting,” he added.

    Continue on to HOLA! to read the complete article.

    First-time leaders need to stick to these 4 truths to succeed

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    Confident Female Executive In Workplace

    Congratulations! You have just been promoted to a leadership role in your company. You have aspired to be a manager and leader throughout your career, and you have finally achieved it. Now, here’s the bad news.

    Research conducted by CEB shows that 60% of all new managers fail within the first 24 months of their new position. And the main reason they fail is that they were not trained properly on how to manage other people and be an effective leader in the first place. You don’t want to add yourself to that statistic, do you?

    As a first-time manager, your job is to focus on building trust, engagement, and culture within your team of direct reports. Effective management is about a lot of other things, too, but at the end of the day, culture and the way people work with each other on your watch is what has to come first. The people you work with have to trust you and believe in the culture you are building before they can believe in and ultimately execute the strategy you are giving them.

    In my own career, the people I looked up to the most or learned the most from were individuals who cultivated that sense of trust. They engaged with me, and other team members, on a personal level. They welcomed a direct connection. And they took it upon themselves to get to know me and see me as more than just someone they were managing.

    This past year, I took on a new role within SAP as head of Partner and Small and Mid-Size Business (SMB) Marketing. I am responsible for a team of 100 people across four or five levels within the organization, spread across four continents.

    After reflecting on what I appreciated most about my own managers, I wanted my new team to know I was always available for a one-on-one chat, whether the conversation was work-related or not. My belief, and what I have learned from my managers before me, is that in order to build trust if someone on your team needs to talk, that relationship needs to be a priority.

    Once you have trust as your foundation, you can begin helping your team adopt these four things necessary for them to be successful.

    Show (don’t just “tell”) people how to have an urgency for change

    Companies that succeeded in the past oftentimes struggle to find their next big leap forward.

    I have been at SAP for 14 years, and I have witnessed moments (just like any other company) where new strategies and changes are adopted immediately and effectively and other moments where new strategies and changes are forgotten and tossed by the wayside. When changes don’t get implemented, it is not necessarily because they are more difficult to execute. It is often because the environment, the team, is not prepared in order to internalize that change.

    In a metaphor, “change” is sort of like planting a tree.

    First, you have to prepare the ground (your team’s culture), so that it has the best chance of growing and flourishing the way you would like it. Second, you have to show people how and why the changes you are proposing matter. People need to see and understand for themselves the long-term impact—not just be given a task with minimal visibility of the larger strategy. And third, you as the manager need to make each and every person involved see how they fit into the bigger picture. Human beings need to know why their part matters, and how their individual efforts impact the efforts of the group.

    What tends to happen instead is new leaders take a seed, throw it onto rocky ground, and say, “Here’s our new strategy.” They offer minimal explanation into how or why it matters. They don’t help people see how their individual efforts matter. And then they get frustrated when nobody feels a sense of urgency to implement the changes into their daily responsibilities.

    You have to put people first, always

    The only asset we truly have is our people. Our people are who keep the company moving forward, our people are who keep our customers and partners engaged, and our people are who collectively create the entire energy and culture of the organization. This means it’s my job, and the job of all the other managers, to ensure our people feel happy, motivated, and like they’re making an impact. It’s our job to make sure they don’t feel like they are being lost in the shuffle of the company’s fast-moving environment.

    Celebrate as a team. If one person or a small group of people accomplishes something, allow everyone to be part of that milestone. This will make the success more meaningful for those involved and stand as motivation for everyone else.

    Support the efforts that don’t succeed. When team members go outside the scope of what is “normal,” try their hand at something new, and fail, their courage to be wrong is the quality that should be highlighted—not the failure itself. It’s the Thomas Edison principle. Your team might fail nine times out of ten, but that 10th time, you all may invent the light bulb together.

    Hold people accountable by acknowledging their intentions. At the end of the day, people are human beings. Sometimes, we’re wrong. The manager’s job then is to create a space where being wrong is okay—but to also hold people accountable to ensure the idea was given its best effort.

    Create a culture of openness and sharing

    Oftentimes, the best ideas will come from your team—not you.

    As a manager, you have to be the one to set the bar higher for your team. I’m not just talking about the goals team members set for themselves, but how they go about achieving them in the first place. Effective leadership is not just about “knowing the answer” but being able to facilitate conversations in a way that allows the best ideas and “answers” to unfold on their own. Every project and initiative your team takes on, ask yourself, “Have I raised the bar enough? Did we go beyond what was expected, and do something we can be proud of?” The more your team can lift itself because of the culture you have built and the expectations you have set, the less you will have to continually do it for them.

    Unfortunately, a lot of first-time managers (and even seasoned managers) don’t allow their teams to achieve their full potential, because they get wrapped up in their egos.

    They feel like unless they are the ones to come up with the idea, they aren’t going to have a job anymore. Or, they need to feel like they’re running the show and being seen as the leader, instead of taking a step back and letting the best idea (from whomever) emerge on its own. They say they want to collaborate but, in reality, they want to be the center of attention. As a result, the team reciprocates and feels like their efforts don’t really matter. They learn to just sit back and accept things as they are, instead of helping push the bar higher and uphold the team’s standard for excellence.

    As a manager, your number one job is not to be the smartest person in the room. Your job is to essentially organize the room, and make sure the right people are working on the right things, together. From there, your job becomes about having an open mind, listening, and deciding who needs who else in order to be most successful.

    Continue on to Fast Company to read the complete article.