Juliana Alvarez
Carlos Arturo Botero
Laura De Bedout
Paulina PatiƱo
Lina Gaviria
Juliana Alvarez
Carlos Arturo Botero
Laura De Bedout
Paulina PatiƱo
Lina Gaviria
The company's success is based on the generation of ideas and thus, in
the talent of its human resource. Acknowledge and encourage this thinking is his secret.
“We have always competed with multinationals, and have never been the company with more resources. We know that our power is not in the wallet, but in ideas, and these are built with the talents of our people." With this phrase, Andres Gonzalez, general manager of Quala Colombia, graphically explains the value this firm gives its human resources, and provides guidelines for understanding why is the best place to work.
Quala's history focuses on their capacity for innovation, a talent that has allowed it to successfully compete against international companies the likes of Kraft, Nestle and Unilever, biting major holdings in consolidated markets such as chicken broth, the fresh powder, jellies and soups. The secret to conquer these markets are in a culture that values depth discussion, which creates a mindset that encourages employee participation in favor of innovation.
A test of the importance they give to employees is that in such a difficult year as 2009, they took the decision to not affect salary increases or salary itself. They say that “If you cut people and motivation, you cut the wings of the company and its future,"
Is companies like this establishing in Latin America that can change it all, because normally companies from this part of the world focus more on profits than on people, and this have to change, because taking care of workers could help them as much as it could help the workers.
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http://www.dinero.com/edicion-impresa/caratula/01-quala_66148.aspx
http://www.diariodominicano.com/pictures/quala%20dominicana.jpg
Some countries, such as Germany, Belgium, Sweden, Finland, and the other Nordic countries, have strong, centralized unions, where every type of industry has a specific union, which are then gathered in large national union confederations. The largest union confederation in Europe is the German Confederation of Trade Unions. Usually there are at least two national union confederations, one for academically educated and one for branches with lower education level. The largest Swedish union confederation is Swedish Trade Union Confederation (Landsorganisationen, or LO). The LO has almost two million members, which is more than a fifth of Sweden's population. Finland's equivalent is the Central Organisation of Finnish Trade Unions, with about one million members out of the country's 5.2 million inhabitants. In addition, there are two other Finnish union confederations for more educated workers, with combined membership of approximately one million.
Over the last twenty years there has been a widespread decline in trade union membership throughout most of western Europe. Since the fall of the Iron Curtain in 1989, unionisation in many eastern European states has collapsed at an even more dramatic rate. In Poland, for example, today's 14 % level of unionisation is in marked contrast to that of the Soviet-controlled era, when almost all workplaces were unionised. Most of those who remain trade union members in Poland work for former state-owned companies.
The problem with trade unions in Colombia is that they don't always have the willingness to achieve some of their goals and continue working to better the production of the company, but, they want to take the strikes or whatever they do to don't work, to rest, and they almost always ask for a ridiculous amount of things that they know the company cannot provide... In Europe, the trade unions do work, they fight for their rights, ask for a normal amount of rights and continue working.
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http://www.fedee.com/tradeunions.html
http://www.worker-participation.eu/National-Industrial-Relations/Across-Europe/Trade-Unions2