Posts Tagged ‘human capital’

Forget the agency drama and join a “Great Place to Work”.  We’re 99.99% jerk-free!*

If you are crazy talented, have a super-high level of professionalism and actually like working with people, you will LOVE working at TiER1.  TiER1 Performance Solutions’ in-house creative agency creates dynamic, visually stimulating, and smart Learning and Internal Marketing solutions for internationally known commercial, government and non-profit clients. Working with everyone from NASA to FedEx, our Creative Consultants create value and develop strong relationships – with our clients, our team and our partners.  We do this by doing whatever it takes, whenever it’s needed to deliver solutions.

Think you have what it takes? We need people who:

  • Want to work at a fast paced, quickly growing entrepreneurial company.
  • Have a Bachelor’s degree in Art, Graphic Arts or other related field (required).
  • Are pros with Adobe Flash and interactive media (animation and branding experience are a plus).
  • Are able to identify the visual needs of a project and find ingenious ways to convey information.
  • Have experience with Adobe CS 4 or higher, HTML, ActionScript and Web development products such as Dreamweaver.
  • Want to be in an environment with super talented people where collaboration and contribution are valued every day.

We have an immediate need for someone with 3-5 years experience but we are growing quickly and are ALWAYS looking for talented Creatives at all experience levels.

Other information:

*We do allow for an occasional bad day.


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As marketing professionals most of our working lives, we have spent a lot of time looking for differentiation. What is this product’s differentiation? How does our company differ from our competition? How does our story set us apart? And how can our story be meaningful over time, not just until our competitor copies us, or worse, comes out with something better?

Most of the time we think of differentiation as a product’s feature, the ability to tout a big client or even our brilliant strategy to market. While all of these things are differentiators and some of them good ones, in themselves they are about as sustainable as bringing the first car to market with an iPod jack. The product feature that is going to change the world may be obsolete in 6 months. Our biggest and best client loved us, until the company re-orged and now our new contact has a friend who works for our competitor.

So is there such a thing as SUSTAINABLE differentiation? If so where is it?

It’s in your company’s PEOPLE! In the speed of today’s highly competitive business environment product features come and go, but the people BEHIND the product are the sustainable force.

So why then is the investment in the development of people the first budget to get cut, while the practically useless blinking light that differentiates our product from the competition never comes under scrutiny? Does that light really have a better ROI, or is that just what we like to think because it takes more effort to demonstrate the value of continuity and great talent to our business?

We’re not suggesting to drop product innovation, but rather to look beyond product features to the people who made them possible. The engineer who had an idea at 4:00 am and spent the next 72 hours perfecting it. The team who spent the weekend in the office to finish the project which keeps the big client coming back. The sales person who gives the marketing campaign life and stays to make just one last cold call on Friday evening.

Invest in the development of people and you invest in the one true sustainable differentiator that will weather your company through any competitive storm and lift your organization to prosperity through the worst of economic downturns.

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There are many facets to a leaders role. One important facet is giving of yourself to those around you.

Did you know you cannot out-give? If you give to someone, they will almost always want to give more back. This is the Principle of Reciprocity.

When you look out for your employees and co-workers, even your friends and family, they will want to return the favor. Giving is infectious.

The only drawback is the motivation for giving. If you give out of selfish ambition, then guess what? You may get something back, but it will never be what you hoped for or as much as you hoped it to be. And, when you do not get anything back, you’ve only done harm to yourself because you are the one left feeling “hacked-off”.

Don’t give in order to get.

When you give, not expecting a return, the reciprocal giving is that much sweeter. And, when you give, not expecting a return, your feelings will not have been hurt if you receive nothing in return.

Take a look around your workplace, your personal networks, your clients, your friends and family — who can you give to?

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People Are Still Your Greatest AssetIn developing a learning strategy, a critical aspect is how engaged the people are, and how they will play a role as the strategy builders and as the recipients of the strategy successes. People simply are the driving force behind every part of the strategy. Basically, as learning and performance professionals we state that the development of programs, courses, lessons, and knowledge objects is for the overt use of an individual who has a specific need to learn, refresh, or teach while engaged in a performance-measured task or function. This individual is our end user. A focus on the principles “Simple is better and less is more” is one over-arching objective when developing a learning or an e-Learning strategy. When faced with the building of a strategy, selection of key people from across the organization will be the most important decision to ensure success. For this reason a teaming approach seems to be best when developing a learning strategy.

Why involve people from Accounting, Operations, or even Sales for that matter? It’s simple, really… they are the people who will bring focused attention and a level of importance to the rest of the organization. This is an organization-wide strategy, and, as such, needs to have key people across the organization and within the executive level involved. Executive level sponsorship, ownership, and understanding are the single greatest assets for successful development and implementation of a learning strategy, as well as an e-Learning strategy. It is how you allocate resources, and it will enable
access across the organization.

In the past it has always been apparent that development and implementation of a learning strategy is established largely through a push from the top down, rather than from a user-focused, bottom-up approach. The reason for the top-down push has been for cost reduction, human capital realignment within the organization, large technology purchases, or to capture knowledge and information before it leaves the organization. Any learning and performance systems approach will begin to show significant return on value when the process is user-focused.

The job roles and functions of individuals and groups within the organization drive this approach. Learning and performance content developed from the users will have a significant impact on how work, and workers, are perceived and valued in the decisions they make and their role in the organization. This focus is directly associated with involving people from across the organization in developing the learning strategy.

In tomorrow’s article we will lay out a roadmap for you to follow. This map will help to insure that your organizational performance increases dramatically.

Related Articles
Why Your Company Will Succeed With A Learning and Performance Strategy
Your e-Learning Strategy Checklist

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