Dream Stealers™......... Beware!! They Are Everywhere

Written by Patricia Noel Drain

You have permission to publish this article electronically or in print, free of charge, as long asrepparttar bylines are included. A courtesy copy of your publication would be appreciated - send to: patricia@patriciadrain.com

Years ago, I met someone who was my first KNOWN dream stealer. I had just written my first book and was very protective of it. I named it, “Hire Me Secrets Of Job Interviewing.” I didn’t know if it was well written or would be successful, but that really didn’t matter to me atrepparttar 148166 time. The sole purpose was to help people get job offers.

I owned a Recruiting/Staffing firm in Phoenix Arizona. Every day it was my job to prepare our candidates to interview with our client companies for new career opportunities. The book had allrepparttar 148167 ingredients necessary to show how to get inrepparttar 148168 game of interviewing, answer questions that most of our clients asked, getrepparttar 148169 job offer, and make a decision.

I didn’t marketrepparttar 148170 book or even tell anyone about it. Why??

Because I was so afraid that someone, especially someone inrepparttar 148171 same business I was in, would see it and make fun of me for writing it.

Be careful what you focus on.

A couple of months after writingrepparttar 148172 bookrepparttar 148173 dream stealer entered my office.. She picked up my book and said very sarcastically, “You have got to be kidding ...YOU wrote a book?”

Embarrassed I said, “Yes, all I am trying to do is help our clients get a job and to also be aware that interviewing is a game, so they shouldn’t take it personally.”

In response, she said, “I am also writing a book about interviewing. Atrepparttar 148174 present time it is all in my head. It’s ok though because I have a mind like a computer. Allrepparttar 148175 chapters are compartmentalized, I even have a clear picture of my cover. I must say however MY book is MUCH thicker than yours and much “meatier” In fact, I noticed that your chapter on resumes is just a few pages, mine has over 100 pages so far.”

I don’t know what came over me but I saw her for what she was in that instant. A DREAM STEALER, AN INTIMIDATOR, A BULLY.

“You knowrepparttar 148176 difference between your goal and mine???” I said. “No what?” She replied.

“Your goal is still in your head.....I wrote mine down inrepparttar 148177 form of a book.”

Sweet revenge.............Is her book done to date........NO! Did my book get picked up by a major publisher because it was simple, easy to read, and could help thousands of people get a job? YES!

I tell you this story because I was reminded just weeks ago about allrepparttar 148178 Dream Stealers ™ that have come into my life overrepparttar 148179 years. It was on this trip down memory lane that I realized

Designing and deploying human centric processes

Written by Lucas Rodríguez Cervera

Suggestions for success in human-centric process reengineering projects, by applying best practices in knowledge intensive environments.

A lot of effort has been carried out inrepparttar last years to re engineer processes in order to automate all or parts of them. A great number of companies have changed their processes as a result ofrepparttar 148163 introduction of new software systems, aimed to streamlinerepparttar 148164 management ofrepparttar 148165 back and front office. Companies have even taken care of processes crossingrepparttar 148166 company boundaries in order to optimize communications with clients, providers and partners. A characteristic of this interest is that is has been driven by technology.

Inrepparttar 148167 last years we have seenrepparttar 148168 introduction of ERP and CRM systems, Content and Document Management systems, Workflow Automation Applications, etc... that have (or hopefully will) help companies achieve a more efficient use of their resources. It seemed that CIOs believed that an impressive IT portfolio would directly result in better processes.

However less interest has been directed atrepparttar 148169 human side of process optimization. A lot of money is spent on paying a team from a world class consultancy firm, best of breed software products licenses, etc... and it is usual thatrepparttar 148170 importance of deployingrepparttar 148171 new processes effectively is underestimated. Designing and documenting enhanced processes does not create value forrepparttar 148172 company. It is only when these new processes are carried out inrepparttar 148173 real world that value is created.

If we userepparttar 148174 popular metaphor that compares a business with an orchestra, you can haverepparttar 148175 best musicians (employees) playingrepparttar 148176 best instruments (software systems) withrepparttar 148177 music scores (processes) in order. Value appears when they start playing together in a coordinated manner.

The objective of most Business Process Reengineering (BPR) projects is to increaserepparttar 148178 quality of products and services produced, to lower costs, to reduce development time, to increase client satisfaction, etc... Atrepparttar 148179 bottom line what you need to achieve is that people work in a new and more efficient way.

The success of a BPR effort, specially when process are carried out by people, is therefore highly dependent on people's understanding ofrepparttar 148180 following concepts:

"Who does what, how, when and where"

Who. The person in charge of each task inrepparttar 148181 process must be clear. It must be clear who is accountable for each activity.

What. The characteristics thatrepparttar 148182 output ofrepparttar 148183 activity must conform to. The value it adds torepparttar 148184 process object.

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