Business & Economy
The ‘Moneyball’ Approach to Business Hiring PDF Print E-mail
News Releases - Business & Economy
Written by Ginny Grimsley   
Tuesday, 17 July 2012 14:39
Expert Offers Tips for Creating Championship Teams

Great coaches take into consideration an athlete’s talent and heart when they’re building a team, but they consider group dynamics, too, says entrepreneur J. Allan McCarthy.

“It’s not just a matter of getting the fastest, strongest and smartest players on your side,” says McCarthy, an international scaling expert and author of Beyond Genius, Innovation & Luck: The ‘Rocket Science’ of Building High-Performance Corporations (www.mccarthyandaffiliates.com).

“If you’re building a championship team, you’re gauging how the individual athletes fit together; how their personalities, talents, drive and abilities will mesh to meet the team’s goals. It’s exactly what you need to do to build a winning corporate team. As Michael Jordan, put it, ‘Talent wins games, but teamwork and intelligence win championships.’ ”

In the 2011 film Moneyball, Coach Billy Beane picks his players based on analysis and evidence, says McCarthy, who has worked with hundreds of companies. He doesn’t ever just “go with his gut.”

McCarthy provides key points for building a successful, effective team:

• Lead with a team, not a group: A team of leaders behaves very differently than a group of leaders. Many companies don’t know the difference. “It comes down to clear goals, interdependencies and rules of engagement,” McCarthy says, Every corporation claims to hire only the best and the brightest but it is evident that getting the best and brightest to function as a team can be a challenge.

• Know your goals: McCarthy cites Bill Gates – “Teams should be able to act with the same unity of purpose and focus as a well-motivated individual.” Many big-name CEOs like to say their talent runs free with innovative ideas. “It makes for compelling literature,” McCarthy says. But would that work on the football field? Corporations need their personnel to think out-of-the-box but also act in a prescriptive culture – to work within a system in order to achieve common objectives.

• Not everyone can be the coach – or the quarterback: The problem with executives is that they all want to lead and none want to follow, McCarthy says. A team made up of executives is like a group of thoroughbred stallions confined to a small space called an organization -- plenty of kicking, biting and discord. Thoroughbreds don’t naturally work well as a team. Better to define responsibilities that build a “foxhole mentality,” wherein one person has the gun, the other the bullets, McCarthy says. It’s in the best interests of both for each to succeed.

• The strongest teams are adept at resolving conflict: Hiring the best and the brightest should create a diverse, competent group — but inevitably these stallions generate friction that can sabotage company progress. So, sensitize team members to the early warning signs: know-it-all attitudes, multi-tasking during team meetings, exhibiting dominant behavior, not responding in a timely fashion or engaging in avoidance. Agree, as a team, on how to mutually manage and minimize counterproductive behaviors as they surface.

• Create individual and team agreements: Here is where the “rubber meets the road” – it’s the final stage of planning who will do what for team objectives, as well as a collective agreement on team rules and interdependencies. Ask individuals to openly commit to what they will do, and how the team is to function. The public declaration stresses employee obligation and collaborative management.

“We live in a 21st-century economy where speed and efficiency is a top priority, and that often means a ‘shoot first, ask questions later’ mentality,” McCarthy says. “But you get the team that you plan for, not necessarily what you pay for. If time is money, then I’d invest it in creating and building a championship team.”

About J. Allan McCarthy

J. Allan McCarthy, principal of J.A. McCarthy & Affiliates, has more than 20 years of experience across 15 industries and more than 200 companies. He is a scaling expert who helps organizations determine how to best align strategy, structure and workforce capabilities. He earned his master’s of management from Golden Gate University, a Stanford University AEA MBA refresher, and has worked with many international companies, including Cisco Systems, Raychem Corporation, SAP Inc., Redback Networks, BEA Systems and Ericsson.

 
Governor Quinn Launches Production of Mitsubishi Outlander Sport in Normal PDF Print E-mail
News Releases - Business & Economy
Written by Nafia Khan   
Tuesday, 17 July 2012 09:22

Company Moves Production of New Crossover from Japan to Normal; Keeps 1,200 Jobs in Illinois

NORMAL, Ill. – July 17, 2012. Governor Pat Quinn today joined executives with Mitsubishi Motors Corporation (MMC) to launch production of the 2013 Mitsubishi Outlander Sport in the U.S. market. Mitsubishi has invested $45 million to retool its Normal, Ill. facility to begin production of the new Outlander Sport Crossover Utility Vehicle, which was previously produced in Japan. Mitsubishi’s expansion in Illinois follows Chrysler’s growth from 200 jobs in 2009 to more than 4,000 jobs this summer and Ford’s addition of a third shift of workers in Chicago.

“Illinois’ automobile industry has seen tremendous growth over the last few years,” Governor Quinn said. “Mitsubishi Motors had a choice and they chose Illinois as the place to build their new Outlander Sport. That’s because our state is a great place to invest and grow, and our workers are the best in the world.”

The Outlander Sport is built upon the same highly flexible vehicle platform used for the Lancer compact car and Outlander SUV. In Feb. 2011, Mitsubishi announced that production of the new vehicle would be a part of the corporation’s global strategy and would significantly increase production at the Normal facility. Sales of the Outlander Sport, which received “Top Safety Pick” by the Insurance Institute for Highway Safety, are already up 13 percent compared to this time last year.

Mitsubishi Motors Corporation Managing Director in charge of global production Tetsuro Aikawa noted that bringing production of the Outlander Sport to the Normal plant reinforces MMC’s commitment to the U.S. market.

Mr. Aikawa estimated that about half of the Outlander Sports produced will be exported. “We will build vehicles here not just for the United States, but for many nations around the world,” he said.  “This is the chance for employees at the Normal plant to prove that its quality and productivity are competitive in the global automobile market.”

Last year, Governor Quinn announced a targeted investment package which bolstered Mitsubishi’s expansion in Illinois and enabled the automaker to keep 1,200 jobs at its Normal plant. The state investment consists of Economic Development for a Growing Economy tax credits, which are based on job-creation, and Employer Training Investment Program job-training funds that will help enhance the skills of the company’s workforce. Mitsubishi is also located in an Enterprise Zone.

Since January 2010, Illinois has added 136,000 private sector jobs and 40,700 manufacturing jobs.

For more information on why Illinois is the right place for any business, visit www.illinoisbiz.biz.

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Q&A on Regulatory Reform and Job Creation PDF Print E-mail
News Releases - Business & Economy
Written by Sen. Chuck Grassley   
Tuesday, 17 July 2012 08:56

with U.S. Senator Chuck Grassley

Q:        How significant is the burden of federal regulations on economic activity?

A:        According to a recent Gallup survey, small-business owners in the United States are most likely to say that complying with government regulations is the biggest problem facing them today.  Recently the Small Business Administration estimated the federal regulatory burden has reached $1.75 trillion a year.  That’s just the cost of existing regulations.  Uncertainty about what new regulations could be issued tomorrow also makes it difficult to expand and hire more workers.  Since 70 percent of new jobs are created by small business, reducing federal red tape and providing a more transparent, accountable regulatory process should be a top priority for creating an environment to help private-sector employers create jobs.

Q:        What can be done to reduce the burden federal regulations put on job creation?

A:        Washington needs to stay focused on job-generating reforms, including relief from the negative impact of the government’s heavy hand.

In July, I introduced legislation to try to stop a litigation process known as “sue-and-settle” from being used to quash meaningful public participation in the rulemaking process of federal regulators.  This regulatory abuse happens when federal agencies and special interest groups enter into consent decrees or settlement agreements governing the creation of regulations.  Agreements are reached almost entirely outside the public process.  Abuse is particularly prevalent when career and political employees at federal agencies share the agenda of the special interest group suing the agency.  The lawsuit becomes an opportunity to implement their shared goals, and the agency is inoculated from accountability by the existence of a court order.  The result is a degrading of the transparency and accountability measures built into the federal rulemaking process.  Sue-and-settle litigation makes traditional notice-and-comment periods a meaningless formality.  My Sunshine for Regulatory Decrees and Settlements Act works to establish transparency, safe-guard public notice and comment, and make consent decrees subject to modification.  The legislation is a direct response to the use of these practices that manipulate and distort America’s system of lawmaking and judicial review.

I’m also a cosponsor of the Unfunded Mandates Accountability Act, which would require federal agencies to assess the potential specific effects of new regulations on job creation or job loss.  This reform would require consideration of market-based and non-government alternatives to regulations.  It would make federal agencies choose the least burdensome regulatory option that achieves the policy goal set out by Congress.  It also would extend the Unfunded Mandate Reform Act of 1995 to independent federal agencies outside of the cabinet-level departments of the federal government.  It would permit federal courts to review an agency’s economic impact analysis under the 1995 law.

Separately, the House of Representatives already has passed several needed reforms to the regulatory process.  This includes the Regulations from the Executive In Need of Scrutiny Act – or REINS Act – which I’ve cosponsored in the Senate.  The legislation would require the most costly federal regulations to be passed by Congress and signed into law by the President before they take effect so the American people have someone to hold accountable for the government regulations that increasingly affect their lives.  It’s time for the Senate to do the same and for the President to roll up his sleeves, as well.

I hear it from Iowans at the grass roots, and surveys and studies deliver the same message:  The government needs to remove barriers to job creation rather than erect new ones.

Monday, July 16, 2012

 
Loebsack to Meet with IPSCO Employees PDF Print E-mail
News Releases - Business & Economy
Written by Joe Hand   
Monday, 16 July 2012 13:41

Washington, D.C. – Congressman Dave Loebsack will meet with employees of TMK IPSCO Tubulars Inc. in Camanche TODAY, July 16th at 4pm.  Loebsack will tour the plant prior to the meeting.  Press is invited to attend the meeting.

Loebsack Meeting with IPSCO Employees

4:00pm

2011 7th Ave.

Camanche

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Need Work? Tech Companies are Hiring PDF Print E-mail
News Releases - Business & Economy
Written by Ginny Grimsley   
Friday, 13 July 2012 12:43
Business Offers Insights for Future IT Job Candidates

“Do what you love” has been the advice embedded in American commencement speeches for decades. Now, however, it’s “do STEM’’ -- Science, Technology, Engineering and Mathematics.

“We have the brains, we have the educational capability and I’m pretty sure students want a job when they graduate high school and college. We do not have to go overseas to find our talent,” says decorated Army Ranger and entrepreneur Matthew Brosious, co-founder of FreightCenter.com. The third-party logistics company and freight software technology provider does for freight shipping what Expedia does for travel.

Brosious’ company is hiring and, for students and people interested in new careers, what it’s seeking in job candidates offers valuable insights.

“A formal STEM education is not necessarily crucial to obtaining a job in a STEM career,” says Doug Walls, FreightCenter.com’s chief information officer. Walls initially started as the company’s IT administrator and after seven years is now CIO. According to Walls:

Often times, the best developers are the ones who have a natural aptitude and an ability to comprehend emerging technologies.

Web development and IT offer stable careers with plenty of opportunity for placement straight out of college.

Web technology is increasingly going more mobile as users access the Internet via smart phones and tablets, so it’s important to continue to learn about new techniques to reach this group of users.

Following development or IT blogs and news is an excellent way to stay ahead in a progressive field.

Having a well-designed and developed personal site offers employers like us an insight into your skill level and allows us to determine how job seekers apply the knowledge they’ve learned in school or on the job.

Located in Florida’s Tampa Bay area, Freightcenter.com does well attracting qualified professionals, Brosious says. But job creators in other parts of the country may not be so lucky.

National statistics reveal a gap between STEM jobs and potential employees that will only grow wider if trends continue unchanged:

Only about 6 percent of U.S. graduates leave college with a STEM-based degree, compared to 28 percent in Germany, 37 percent in South Korea and 47 percent in China, according to National Center for Education Statistics.

STEM jobs are projected to grow twice as quickly as jobs in other fields in the next five years, according to the U.S. Bureau of Statistics.

Eighty percent of jobs in the next decade will require significant technical skills.

Of the 20 fastest growing occupations projected in 2014, 15 will require considerable science and/or mathematics preparation, according to the U.S. Department of Labor.

Brosious says getting young people interested in following a STEM track of education will require changes in the classroom beginning at an early age.

“Only one in five college students feel that their grade-school education prepared them very well for their STEM college courses,” he says, citing a recently published survey by Microsoft.

That study also indicates students who pursue STEM degrees do so because they’re inspired by a class or a teacher. And 16 percent more males than females are interested in those fields thanks to video games and clubs.

About FreightCenter.com

FreightCenter.com is a third-party freight logistics company that uses web-based tools to help businesses and individuals with their shipping needs. It has garnered numerous awards, including Best Companies to Work For (2011, Florida Trend); Service Industry of the Year (2010, Pasco Economic Development Council) and Top 10 Websites (2010, BtoB marketing news magazine.) Matthew Brosious and his father, James, co-founded American Freight Cos. – the parent company of www.FreightCenter.com – in 1998 to facilitate freight shipping for household, business and enterprise shippers. The service enables customers to compare carriers’ rates, book LTL, truckload and specialized freight transportation and track shipments online.

 
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