Mentorees further appreciate that mentors sharing their tactics in areas such as negotiating

More women in tech that many organizations are on their wishlist 2017. But what are women doing here in front? In the last ten years, I see a positive trend here. Women open themselves to a job in tech. The image that it only zeroes and ones exist, still belongs more to the past. Women see opportunities for a rewarding career in tech.

However, it must in my view this positive development go faster. Now the staff of tech companies consists namely still 90 percent of men. Not to mention the distribution of exposures at the top. Women I would therefore like to call to get a mentorship and along the road to walk to the top.

Women can best use a helping hand in tech. How do you define a man's world your roadmap to success? Entering into a mentorship proves a successful step. A good mentorship brings the following advantages for mentoree:

Mentorees further appreciate that mentors sharing their tactics in areas such as negotiating, profiling yourself and they find it important to learn how to get more from themselves and from their jobs.

Search for a mentor
Before all these benefits are realized, there must be a successful mentorship. It is important to be aware of the fact that not everyone is suitable as a mentor or mentoree. A mentorship is successful only if both parties have the right attitude. Sharing knowledge and experience is an important part of the mentoring relationship. Mentors run longer in business, thereby occupy higher positions and employees can function in a lighter or fewer years of experience to help further their careers. Below I will explain about what properties mentors and mentorees must have for a successful mentorship.

Joop van Oosterom, a founding member of the renowned ICT company Volmac shows last fall to be deceased. This report business magazine Quote. Van Oosterom was after selling Volmac Capgemini one of the richest Dutch. Besides ICT he was more interested in chess.


According Quote he ended October 2016 quietly deceased in his home town of Monaco. Van Oosterom was hit in 1993 by a brain hemorrhage and had since been confined to a wheelchair. He led the last years in retirement.

Joop van Oosterom, born in 1937,  began in 1966 with Jan Mol and Nico Learn Camp software firm Volmac. They could not sell their innovative ideas at IBM, where the focus was on hardware. They saw a gap in the market for quality programmers.

Volmac became one of the toonaangevendste Dutch ICT companies and led by his famous training stuck in the 1970s and 1980s many Dutch ICT professionals on using standard development methods.

incentives
Van Oosterom was known as a pioneer in motivating employees through financial incentives. He moved namely as one of the first employees at the operations with shares in the company. Has also established a stock option plan for the staff at the IPO in 1998. A measure which Van Oosterom his senior and middle management also strongly wanted to hold on to was the establishment of policy groups, focus groups where ideas were tested. Members of these groups were given bonuses and shares.

The ICT company merged in 1993 with the French consulting giant Capgemini to (used the name Capgemini worldwide from 1996) initially Cap Volmac. In 1999, Van Oosterom refused to participate in the acquisition of Cap Gemini SA by the French parent company Cap Gemini SA. He owned a small stake in the Dutch Cap but did not sell because he found the price too low. In 2001 he sold his final interest.

Van Oosterom was after selling Volmac investor. He spent the necessary money to two passions: billiards and chess. Born Hilver Summer was a passionate chess player who was in 1955 a national youth champion. In 1993 he was appointed honorary member of the World Chess Federation FIDE and in 2011 an honorary member of the national chess federation.

Volmac
In the book published late last year, "The spirit of the computer. A history of software in the Netherlands "also discusses the creation of Volmac: the company name is an abbreviation of Joop  V an  O osterom Nico  L eerkamp and Jan  M ol  A utomation & C omputers. The three founders, then between 25 and 28 years old, came from IBM Netherlands. When Doctrine camp after only a few months left the young company, the name changed to 'Volmac "Automation Centre SA. The company started its activities in Vlaardingen and moved in autumn 1967 to Rotterdam. It grew quickly with automation services such as systems analysis and design, programming and feasibility studies, who did it on a project basis with clients.

Volmac grew steadily in the seventies, especially in the second half of that decade. Turnover increased from 5 million guilders in 1970 to over 15 million in 1974 to around 100 million in 1980, 20 times in 1970. The number of employees rose in that period of time by a factor of eight to from about 80 to about 650. in the eighties, which continued growth, the turnover per employee.

trainings
The book looks at the fact that the provision of training courses was an important activity of Volmac. In the early seventies were offered for experienced programmers courses from two weeks in programming in COBOL and PL / 1. Moreover, it offered a four-week course on data management, as well as general computer training, test and improve programming efficiency, which lasted all of one week.

Volmac has since the late sixties had a profound influence on his education and way of working on a generation of programmers and automation companies in the Netherlands. The selection and training period of several weeks with a severe discipline - including strict dress code which came from IBM and keeping detailed logs accountable - formed people for the rest of their careers and, according to some, their lives, evidenced by the history .