El verdadero seniority no se demuestra solo hablando: se demuestra antes, durante y después de la reunión. La mayoría de líderes creen que su presencia ejecutiva se construye solo “cuando hablan”. Pero la verdad es que el 70% de lo que proyectas ya estaba decidido antes de pronunciar la primera palabra. Lo veo todos los días. ▫️Gente que llega a reuniones críticas sin una intención clara. ▫️Profesionales senior que aún hablan desde la defensa y no desde la claridad. ▫️Líderes con experiencia que hacen preguntas “tácticas” cuando deberían formular preguntas que revelen visión. Y no es falta de conocimiento. Es falta de presencia estratégica. Porque una reunión de alto nivel no se improvisa. Se prepara como un atleta prepara una final: con intención, foco y energía emocional alineada. Cuando entras así, todo cambia: ✔️ Tu mensaje deja de ser disperso y se vuelve memorable. ✔️ Tus pausas proyectan seguridad, no dudas. ✔️ Tu lenguaje corporal respalda tu voz (no compite con ella). ✔️ Y al cerrar, no suenas “amable”: suenas senior. Y ahí está el secreto de los líderes que avanzan más rápido: No hablan más fuerte. Hablan mejor. Con propósito. Con límites. Con presencia. Piensa en tu última reunión importante: ¿Entraste con intención o reaccionaste a la situación? ¿Qué vas a cambiar en la próxima reunión?

Today, key human resources indicators (KPIs) have become more sophisticated because they no longer only measure administrative efficiency, but also the strategic impact on the business. Here are 5 big blocks with examples: 1. Attraction and recruitment • Time to Fill: average days to fill a vacancy. • Time to Hire: from the time the candidate is contacted until they accept the offer. • Cost per hire: sum of investment in recruitment divided by the number of hires. • Quality of hiring: performance and permanence of the talent hired. 2. Performance and productivity • Productivity per employee: revenue or results generated / number of employees. • Compliance with performance objectives (individual OKRs/KPIs): % of goals achieved. • Absenteeism rate: absences vs. scheduled working hours. • Overtime worked: indicator of overload or poor planning. 3. Retention and Turnover • Voluntary and involuntary turnover rate: % of employees who leave the company. • Retention of key talent: permanence of critical profiles for the business. • Average tenure: average seniority of employees. • Turnover cost: expense associated with replacing an employee (recruitment + training + loss of productivity). 4. Development and training • Investment in training per employee: annual amount invested. • Training hours per capita: average number of training hours per employee. • Applicability index of the training: % of skills learned applied on the job. • Internal mobility: percentage of vacancies filled with internal talent. 5. Organizational climate and commitment • Employee Engagement Index: level of commitment and job satisfaction. • eNPS (Employee Net Promoter Score): willingness to recommend the company as a place to work. • Well-being index: perception of work-life balance, physical and mental health. • Level of diversity and inclusion: % of women, generations, multicultural profiles in key positions. The most current HR KPIs go beyond payroll and turnover: today they focus on employee experience, productivity, development, and strategic value for the business. At HRA Talent we can help you prepare an analysis with solution proposals so that your company is profitable and recovers an exceptional service culture!

I’m sharing some of the knowledge I’ve recently gained from my studies at Wits Business School in the Strategy module. Mining is one of the most complex industries, where technical precision must align with strong leadership to achieve sustainable outcomes. The framework of Strategic Leadership, built on four pillars; Strategy, Culture, Operations, and People, offers a powerful way to think about leadership in mining (Timothy Tiryaki’s 4 Focus Areas of Strategic Leadership). For mine planning engineers, these pillars provide a guide for turning designs into practical results. Strategy: Shaping the Mine’s Future For mine planning engineers, strategy means more than hitting monthly tonnage. It’s about aligning short-term schedules with the mine’s long-term vision. For example, sequencing blocks today must not only feed the plant consistently but also create space for future drilling and development. Culture: The Glue That Holds It Together As my lecture Mzoxolo Gulwa like to say: “Culture will eat strategy for breakfast.” In mining, culture defines how teams respond when conditions change. A planning engineer who fosters collaboration between geologists, drill & blast teams, geotechnical engineers and operators ensures challenges are tackled collectively, maintaining both safety and production momentum. Operations: Turning Plans into Action A great plan means nothing without disciplined execution. Operations leadership for a planner is about ensuring schedule compliance, monitoring equipment utilization, and optimizing designs for efficiency. For example, when longer haul distances slow down trucks, redesigning routes or adjusting cut layouts or even running Load and Haul Simulations that ensure effective truck allocation and route selection can immediately restore productivity and reduce costs. People: Building the Workforce of Tomorrow Mining is powered by people, not machines. Strategic leaders invest in developing their teams. A planner who mentors juniors in software like Deswik, Datamine or Alastri builds capability that strengthens not just today’s schedule, but the mine’s long-term resilience and talent pipeline. The North Star in Mining The intersection of these four pillars is the North Star, the balance between thinking and feeling, macro and micro perspectives. A mine planning engineer who applies this balance doesn’t just deliver schedules; they create value, foster innovation, and ensure the mine thrives sustainably.

Definir correctamente tus Objetivos y KPIs en RRHH, es clave para impulsar los Objetivos de tu Negocio. Pir lo general deberás superar, al menos estos 11 Obstáculos y Errores Comunes para Definir y Medir Objetivos y KPIs en RRHH. 1. Falta de alineación estratégica: Dificultad para vincular los objetivos de RRHH con los objetivos del Negocio. Poco dominio de las palancas que generan ingresos y gastos en el Negocio 2. Falta de una metodología práctica y coherente: Tanto para definir Objetivos y KPIs, como para medirlos y hacer análisis posteriores. Te recomiendo mi Método JUANCA, que incluye 4 componentes: Preguntas Claves a Clientes Internos, Conversión de Quejas en Objetivos, Benchmarking y Menú Predeterminado con más de 600 Objetivos y KPIs en RRHH para que puedas escoger y adaptar a tu situación específica. 3. Datos insuficientes o poco fiables: Escasez de información precisa para medir el desempeño o establecer KPIs relevantes. 4. Resistencia al cambio: Empleados o líderes que se oponen a nuevos KPIs o procesos de evaluación. 5. Objetivos poco claros o ambiguos: Definir metas vagas que no son medibles ni alcanzables. 6. Falta de tecnología adecuada: Sistemas obsoletos que dificultan la recolección y análisis de datos. Te recomiendo mi MetroKPI, un software simple, directo, práctico, económico, que te ayuda desde la definición de tus Objetivos y KPIs en RRHH, hasta medirlos, evaluarlos, diseñar Programas Estratégicos de Mejoras, a medir el ROI Esperado y Real de los mismos, a hacer Reportes Analíticos que muevan a la acción…. 7. Prioridades cambiantes: Cambios frecuentes en la estrategia organizacional que desactualizan los KPIs. 8. Escasez de habilidades analíticas: Falta de personal capacitado en RRHH para diseñar e interpretar KPIs. 9. Cultura organizacional débil: No se fomenta la rendición de cuentas o el seguimiento de objetivos. 10. Enfoque excesivo en métricas de procesos: Ignoran KPIs financieros y de ROI. 11. Falta de comunicación interna: Desconexión entre departamentos que impide establecer KPIs colaborativos. Te puedo ayudar. ¿Qué obstáculo se te hace difícil superar? ¿Qué otros obstáculos estás enfrentando?

Love this Periodic Table of Mining Careers - shows the diverse opportunities available to those that pursue a career in mining. Once again, we are proud to have our Next Generation Student program at Resourcing Tomorrow. If you are a student and would like to attend on a complimentary basis, or are a lecturer on course that has a relationship to mining (earth sciences, engineering, physical sciences, computer sciences, health & safety, finance, environment, social impact etc etc) please drop me a message or see the link below for more details https://resourcingtomorrow.com/nextgen

Preguntas de entrevista de trabajo

Preguntas de entrevista de trabajo sobre la integridad.

PREGUNTAS DE ENTREVISTA DE TRABAJO Y SUGERENCIAS

If you can’t track it— You can’t lead it: Leadership isn’t about being busy. It’s about being effective. But without the right numbers, you’re managing in the dark. Here’s what happens when you don’t measure: • Goals get misaligned • Progress slows down • Talent gets overlooked • Problems go unnoticed • Decisions lose direction Strong leadership isn’t reactive. It’s informed. It’s deliberate. It’s based on what the data tells you— not what you hope is true. It's using the right metrics to answer hard questions: → Are people engaged—or pulling back? → Are we learning—or just repeating? → Are we working on the right things? → Are we growing—or just surviving? → Are we moving fast enough? Great leaders don’t wait until the end of the quarter to find out something went wrong. They see the signals early, Because the numbers show them where to look. Leaders who measure what matters— Lead what matters.

Preguntas que 🔔 no deberías hacer Entrevista de trabajo Sugerencias 🔸1. Le preocupa mi edad. 🔸2. Estaré bajo el mando de alguien más joven que yo. 🔸3. Puede contarme algo acerca de los beneficios que ofrece la empresa. 🔸4. Qué tipo de capacitación me brindarán. 🔸5. Puedo trabajar a distancia. ¿Hay flexibilidad en el horario? 🔸6. En cuánto tiempo podré acceder a un ascenso. 🔸7. Puedo traer a mi perro al trabajo

🔔¿POR QUÉ TE CUESTA LIDERAR? ---------------------------------- 🔸1. Falta de autoliderazgo. Si no sabes gestionarte, no puedes hacerlo hacia otros. 🔸2. Dominar el ámbito 1:1, poder trabajar bien con otros. 🔸3. Dominar el trabajo en equipo. Si no puedes, debes volver a la etapa 1:1 🔸4. Dominar la persuasión a nivel organizacional. Influir a todos, Si no puedes con uno, no puedes con el equipo de trabajo, menos con la organización. CAUSAS --------- 🚨1. Los gerentes quieren comenzar desde el nivel 3, equipos de trabajo, auto liderarse y sin saber influir en una sola personal.. 🚨2. La formación universitaria pone énfasis en las habilidades técnicas. 🚨3. Los Gerentes no se capacitan, no se preparan, solo quieren un cargo. 🚨4. Sin habilidades blandas, no se pueden DESARROLLAR HABILIDADES DIRECTIVA. BONUS: SON 🚨21 COMPETENCIAS QUE SE PUEDEN APRENDER.

You have the same 24 hours as a Fortune 500 CEO. So why does it feel like they’re building empires while you’re just clearing your inbox? Because high performers don’t manage time. They defend it. Relentlessly. Executives who run billion-dollar companies. Don't rush. They don’t multitask. They're not constantly checking email. Their calendar? Locked down like Fort Knox. Every hour has a purpose. Here’s what top CEOs do differently: 1. They start with clarity. Every decision flows from priorities. Not preferences. Not emotions. Not other people’s chaos. They wake up knowing what moves the needle. And what just makes noise. 2. They schedule thinking time. Yes, they block space just to think. No meetings. No screens. No fires to put out. Because big problems don’t get solved in reactive mode. They need margin. 3. They make fewer decisions. The more trivial choices you make, the less energy you have for meaningful ones. That’s why they simplify: Same clothes. Same meals. Same routines. Not because they’re boring. Because they’re focused. 4. They don’t do everything. They delegate, automate, or delete anything that doesn’t require them. Because time spent on what only you can do isn’t efficiency, it’s leadership. 5. They protect the 1st hour. Before the world demands their attention, they claim it for themselves. No Slack. No email. No news. Just strategy. Stillness. Or a run at 5 AM. 6. They treat meetings like money. Is it essential? Is it clear? Is it the best use of everyone’s time? If not, cancel it. Or make it an email. Or make it 15 minutes instead of 60. 7. They say no (a lot). Because every yes is a no to something else. Often, something more important. Here’s the truth: Top CEOs aren’t superhuman. They just stop giving their best hours to the wrong things. You don’t need their title. But you can steal their time habits. Try this: • Block time for your most strategic work. • Trim meetings down to half the length. • Say no to things you’d never say yes to if your calendar were empty. You’ll feel uncomfortable at first. But you’ll also feel clarity. And eventually, control. Because time isn’t just what you spend. It’s what you become in the hours you protect.

Leadership is a combination of hard and soft skills. Hard skills focus on the specific tasks of leadership, such as finances, strategic planning, project management, and sermon preparation. These technical skills help you fulfill responsibilities that are unique to the role. But leadership also encompasses soft skills. The soft skills of leadership focus on people, teams, and the qualities that build enduring influence. Soft skills are transferrable from one job to the next and are essential regardless of the context. This edition of Make it Count explores 10 soft skills of leadership and considers ways to master each.

⭐Habilidades Sociales Las habilidades sociales⭐ son habilidades INTERPERSONALES Uno de los pilares de la Inteligencia Emocional, que nos permite interactuar bien con los demás de manera efectiva y persuasiva. COMPONENTES ⭐1. Influencia: tácticas de persuasión efectiva ⭐2. Comunicación: trasmitir los mensajes de manera convincente. ⭐3. Manejo de Conflictos: Saber negociar y resolver desacuerdos ⭐4. Liderazgo: Capacidad de inspirar, convencer a un grupo. ⭐5. Catalizar el cambio: Reconocer las necesidades y hacer los cambios ⭐6. Establecer vínculos: crear y alimentar relaciones interpersonales. ⭐7. Colaboración y cooperación: trabajar con otros en pos de objetivos compartidos ⭐8. Trabajo en equipo: Crear sinergias para trabajar en pos de metas compartidas.

Modelo de Inteligencia Emocional, Daniel Goleman. 💠Habilidades Intrapersonales | Autorregulación | Autoconciencia | Motivación. 💠Habilidades Interpersonales | Habilidades sociales | Empatía Para avanzas en la carrera profesional, el desarrollo de la Inteligencia Emocional se fundamental. 💠Comparto el modelo, explicado paso a paso.