Employee Evaluations Quotes

In fact, employee evaluations, if you keep them at all, should be centered not on past performance but on readiness for the future.

The majority of the employees here are civilians," explained my Alderman guide/protector/companion/would-be-executioner as we strode without a word to the security guards through the foyer towards the lifts. "They conduct themselves within perfectly standard financial services and regulations. There is one specialist suboperational department catering to the financing of more...unusual extra-capital ventures, and the executive assets who operate it have to undergo a rigorous level of training, psyche evaluation, personality assessment, and team operational analyses." We stared at him, and said, "We barely understood the little words." "No," he replied, "I didn't think you would.

illusory superiority.” It is a phenomenon whereby people tend to overemphasize their positive qualities and underemphasize their negative qualities.

There is a need to evaluate the performance of employees in a more objective and continuous way.

The best thing I did as a manager at PayPal was to make every person in the company responsible for doing just one thing. Every employee’s one thing was unique, and everyone knew I would evaluate him only on that one thing. I had started doing this just to simplify the task of managing people. But then I noticed a deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities. Startups face an especially high risk of this since job roles are fluid at the early stages. Eliminating competition makes it easier for everyone to build the kinds of long-term relationships that transcend mere professionalism. More than that, internal peace is what enables a startup to survive at all. When a startup fails, we often imagine it succumbing to predatory rivals in a competitive ecosystem. But every company is also its own ecosystem, and factional strife makes it vulnerable to outside threats. Internal conflict is like an autoimmune disease: the technical cause of death may be pneumonia, but the real cause remains hidden from plain view.

The new type of capitalists - the industrial leader - develops new talents with his new function in economic life and, above all, a new discipline and evaluation of labour. He allows commercial interests to recede to a certain extent and concentrates on the internal organization of his factory. The principle of expediency, methodical planning and calculability, which had become very important in the economy in the leading countries since the fifteenth century, now becomes all-powerful. The employer disciplines himself just as ruthless as he does his workmen and employees, and becomes just as much the slave of his concern as his staff. The raising of labour to the level of the ethical force, its glorification and adoration, is fundamentally nothing but the ideological transfiguration of the striving for success and profit and an attempt to stimulate even those elements who share least in the fruits of their labour into enthusiastic co-operation. The idea of freedom is part of the same ideology.

An employee in your company makes a careless mistake that costs you business. This can be exactly what you spend so much time and effort trying to avoid. Or, with a shift in perception, it can be exactly what you were looking for—the chance to pierce through defenses and teach a lesson that can be learned only by experience. A mistake becomes training. Again, the event is the same: Someone messed up. But the evaluation and the outcome are different. With one approach you took advantage; with the other you succumbed to anger or fear.

When assigning responsibilities to employees in a startup, you could start by treating it as a simple optimization problem to efficiently match talents with tasks. But even if you could somehow get this perfectly right, any given solution would quickly break down. Partly that’s because startups have to move fast, so individual roles can’t remain static for long. But it’s also because job assignments aren’t just about the relationships between workers and tasks; they’re also about relationships between employees. The best thing I did as a manager at PayPal was to make every person in the company responsible for doing just one thing. Every employee’s one thing was unique, and everyone knew I would evaluate him only on that one thing. I had started doing this just to simplify the task of managing people. But then I noticed a deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities. Startups face an especially high risk of this since job roles are fluid at the early stages. Eliminating competition makes it easier for everyone to build the kinds of long-term relationships that transcend mere professionalism. More than that, internal peace is what enables a startup to survive at all. When a startup fails, we often imagine it succumbing to predatory rivals in a competitive ecosystem. But every company is also its own ecosystem, and factional strife makes it vulnerable to outside threats. Internal conflict is like an autoimmune disease: the technical cause of death may be pneumonia, but the real cause remains hidden from plain view.

nothing. Even when unfairness is only a minor concern, system noise poses another problem. People who are affected by evaluative judgments expect the values these judgments reflect to be those of the system, not of the individual judges. Something must have gone badly wrong if one customer, complaining of a defective laptop, gets fully reimbursed, and another gets a mere apology; or if one employee who has been with a firm for five years asks for a promotion and gets exactly that, while another employee, whose performance is otherwise identical, is politely turned down. System noise is inconsistency, and inconsistency damages the credibility of the system.

Introverts typically . . . • Process information internally. It is normal for them to continuously contemplate, generate, circulate, evaluate, question, and conclude. • Are rejuvenated and energized by rest, relaxation, and down-time. • Need time to process and adapt to a new situation or setting, otherwise it is draining. • Tend to be practical, simple, and neutral in their clothing, furnishings, offices, and surroundings. • Choose their friends carefully and focus on quality, not quantity. They enjoy the company of people who have similar interests and intellect. • May resist change if they are not given enough notice to plan, prepare, and execute. Sudden change creates stress and overwhelm.

A 1997 study of the consumer product design firm IDEO found that most of the company’s biggest successes originated as “combinations of existing knowledge from disparate industries.” IDEO’s designers created a top-selling water bottle, for example, by mixing a standard water carafe with the leak-proof nozzle of a shampoo container. The power of combining old ideas in new ways also extends to finance, where the prices of stock derivatives are calculated by mixing formulas originally developed to describe the motion of dust particles with gambling techniques. Modern bike helmets exist because a designer wondered if he could take a boat’s hull, which can withstand nearly any collision, and design it in the shape of a hat. It even reaches to parenting, where one of the most popular baby books—Benjamin Spock’s The Common Sense Book of Baby and Child Care, first published in 1946—combined Freudian psychotherapy with traditional child-rearing techniques. “A lot of the people we think of as exceptionally creative are essentially intellectual middlemen,” said Uzzi. “They’ve learned how to transfer knowledge between different industries or groups. They’ve seen a lot of different people attack the same problems in different settings, and so they know which kinds of ideas are more likely to work.” Within sociology, these middlemen are often referred to as idea or innovation brokers. In one study published in 2004, a sociologist named Ronald Burt studied 673 managers at a large electronics company and found that ideas that were most consistently ranked as “creative” came from people who were particularly talented at taking concepts from one division of the company and explaining them to employees in other departments. “People connected across groups are more familiar with alternative ways of thinking and behaving,” Burt wrote. “The between-group brokers are more likely to express ideas, less likely to have ideas dismissed, and more likely to have ideas evaluated as valuable.” They were more credible when they made suggestions, Burt said, because they could say which ideas had already succeeded somewhere else.

But influential business leaders were eager proponents of numbers-driven merit pay for teachers. Ross Perot, for example, pushed Dallas to implement a plan to use test scores alone to evaluate teachers and distribute pay increases. So it was ironic that private industry had, by the 1980s, mostly turned away from efforts to pay white-collar workers according to strict productivity measures, finding that such formal evaluation programs were too expensive and time-consuming to create and implement. Research showed that companies with merit pay schemes did not perform better financially than did organizations without it, nor were their employees happier. Instead, management gurus recommended that workers be judged primarily by the holistic standards of individual supervisors.

regression line will have larger standard deviations and, hence, larger standard errors. The computer calculates the slope, intercept, standard error of the slope, and the level at which the slope is statistically significant. Key Point The significance of the slope tests the relationship. Consider the following example. A management analyst with the Department of Defense wishes to evaluate the impact of teamwork on the productivity of naval shipyard repair facilities. Although all shipyards are required to use teamwork management strategies, these strategies are assumed to vary in practice. Coincidentally, a recently implemented employee survey asked about the perceived use and effectiveness of teamwork. These items have been aggregated into a single index variable that measures teamwork. Employees were also asked questions about perceived performance, as measured by productivity, customer orientation, planning and scheduling, and employee motivation. These items were combined into an index measure of work productivity. Both index measures are continuous variables. The analyst wants to know whether a relationship exists between perceived productivity and teamwork. Table 14.1 shows the computer output obtained from a simple regression. The slope, b, is 0.223; the slope coefficient of teamwork is positive; and the slope is significant at the 1 percent level. Thus, perceptions of teamwork are positively associated with productivity. The t-test statistic, 5.053, is calculated as 0.223/0.044 (rounding errors explain the difference from the printed value of t). Other statistics shown in Table 14.1 are discussed below. The appropriate notation for this relationship is shown below. Either the t-test statistic or the standard error should be shown in parentheses, directly below the regression coefficient; analysts should state which statistic is shown. Here, we show the t-test statistic:3 The level of significance of the regression coefficient is indicated with asterisks, which conforms to the p-value legend that should also be shown. Typically, two asterisks are used to indicate a 1 percent level of significance, one asterisk for a 5 percent level of significance, and no asterisk for coefficients that are insignificant.4 Table 14.1 Simple Regression Output Note: SEE = standard error of the estimate; SE = standard error; Sig. = significance.

The best thing I did as a manager at PayPal was to make every person in the company responsible for doing just one thing. Every employee’s one thing was unique, and everyone knew I would evaluate him only on that one thing. I had started doing this just to simplify the task of managing people. But then I noticed a deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities.

There is something improbably about the silence in the [subway] carriage, considering how naturally gregarious we are as a species. Still, how much kinder it is for the commuters to pretend to be absorbed in other things, rather than revealing the extent to which they are covertly evaluating, judging, condemning and desiring each other. A few venture a glance here and there, as furtively as birds pecking grain. But only if the train crashed would anyone know for sure who else had been in the carriage, what small parts of the nation's economy had been innocuously seated across the aisle just before the impact: employees of hotels, government ministries, plastic-surgery clinics, fruit nurseries and greetings-card companies.

Each person interviewing a candidate would vote “hire” or “don’t hire,” with no “maybes” allowed. Six months later, the newly integrated employees would be evaluated by their managers on their performance: below, meets, or exceeds expectations. The company could then calculate the accuracy, or HBA, of each interviewer. If a manager had approved ten candidates and, six months out, eight of them were performing at or above expectations, her HBA would be .800, and she’d get to stay involved in the recruitment push. This simple technique has at least four great benefits: First, it separates the wheat from the chaff among your interviewers—the

So, what are some great questions to ask your potential employer? Here’s a list of ten questions we’d recommend you ask every time:   What have other employees done to succeed in this position? What is the average rate of job turnover in this position? The company as a whole? What do you most like - and least like - about working for this company? What is your management style, and how will we communicate with each other on a daily basis if I am hired? What training is provided to employees during and after onboarding? Are there any other resources employees are provided with for ongoing development and success? If I am hired, how will my performance be measured and evaluated over time? What specific factors will be looked at most carefully? How

Connective talents are useless, of course, if people can’t perform the work. And the most talented people in every occupation have huge advantages over their ordinary peers. Dean Keith Simonton, who studies greatness and genius, finds that whether it comes to songwriters, composers, scientists, programmers, or filmmakers, the top 10 percent generate as much or more output than the other 90 percent. The superiority of great bosses is seen in a summary of eighty-five years of research on employee selection methods. Frank Schmidt and John Hunter found that the top 15 percent of professionals and managers produced nearly 50 percent more output than their average peers. The strongest predictors of performance included general mental ability (IQ and similar measures), job sample tests (having people prove they can do the work), and evaluations by peers; other useful predictors included structured employment interviews (where each candidate is asked the same questions in the same order) and conscientiousness (self-discipline and follow-through, similar to grit). These findings provide ammunition for bosses who stock up on the best talent and believe that little else is required. Yet without constructive connections among people, collective performance and humanity is tough to achieve – no matter how many superstars are in the fold.

Judith Rollins (1985) contends that what makes domestic work more "profoundly exploitative than other comparable occupations" is the precise element that makes it unique: the personal relationship between employer and employee. Rollins reports that employers do not rank work performance as their highest priority in evaluating domestic workers. Rather, the "personality of the worker and the kinds of relationships employers were able to establish with them were as or more important considerations". Deference mattered, and those women who were submissive or who successfully played the role of obedient servant were more highly valued by their employers, regardless of the quality of the work performed. When domestic worker Hannah Nelson reports, "Most people who have worked in service have to learn to talk at great length about nothing," she identifies the roles domestics must play in order to satisfy their employers' perceptions of a good Black domestic.

untapped need. Give employees three weeks to develop proposals, and then have them evaluate one another’s ideas, advancing the most original submissions to the next round. The winners receive a budget, a team, and the relevant mentoring and sponsorship to make their ideas a reality. 2. Picture yourself as the enemy. People often fail to generate new ideas due to a lack of urgency. You can create urgency by implementing the “kill the company” exercise from Lisa Bodell, CEO of futurethink. Gather a group together and invite them to spend an hour brainstorming about how to put the organization out of business—or decimate

untapped need. Give employees three weeks to develop proposals, and then have them evaluate one another’s ideas, advancing the most original submissions to the next round. The winners receive a budget, a team, and the relevant mentoring and sponsorship to make their ideas a reality. 2. Picture yourself as the enemy. People often fail to generate new ideas due to a lack of urgency. You can create urgency by implementing the “kill the company” exercise from Lisa Bodell, CEO of futurethink. Gather a group together and invite them to spend an hour brainstorming about how to put the organization out of business—or decimate its most popular product, service, or technology. Then, hold a discussion about the most serious threats and how to convert them into opportunities to transition from defense to offense. 3. Invite employees from different functions and levels to pitch ideas. At DreamWorks Animation, even accountants and lawyers are encouraged and trained to present movie ideas. This kind of creative engagement can add skill variety to work, making it more interesting for employees while increasing the organization’s access to new ideas. And involving employees in pitching has another benefit: When they participate in generating ideas, they adopt a creative

Inverse charisma. What a wonderful turn of phrase to capture the magnetic quality of a great listener. Think about how rare that kind of listening is. Among managers rated as the worst listeners by their employees, 94 percent of them evaluated themselves as good or very good listeners.

As society grew more complex, corporations grew more powerful, and citizens demanded more from the government, elected officials simply did not have time to regulate so many diverse industries. Nor did they have the specialized knowledge required to set rules for fair dealing across financial markets, evaluate the safety of the latest medical device, make sense of new pollution data, or anticipate all the ways employers might discriminate against their employees on account of race or gender. In other words, if you wanted good government, then expertise mattered.

The best thing I did as a manager at PayPal was to make every person in the company responsible for doing just one thing. Every employee’s one thing was unique, and everyone knew I would evaluate him only on that one thing. I had started doing this just to simplify the task of managing people. But then I noticed a deeper result: defining roles reduced conflict.

As society grew more complex, corporations grew more powerful, and citizens demanded more from the government, elected officials simply did not have time to regulate so many diverse industries. Nor did they have the specialized knowledge required to set rules for fair dealing across financial markets, evaluate the safety of the latest medical device, make sense of new pollution data, or anticipate all the ways employers might discriminate against their employees on account of race or gender.

Learning Plan Template Before Entry Find out whatever you can about the organization’s strategy, structure, performance, and people. Look for external assessments of the performance of the organization. You will learn how knowledgeable, fairly unbiased people view it. If you are a manager at a lower level, talk to people who deal with your new group as suppliers or customers. Find external observers who know the organization well, including former employees, recent retirees, and people who have transacted business with the organization. Ask these people open-ended questions about history, politics, and culture. Talk with your predecessor if possible. Talk to your new boss. As you begin to learn about the organization, write down your first impressions and eventually some hypotheses. Compile an initial set of questions to guide your structured inquiry after you arrive. Soon After Entry Review detailed operating plans, performance data, and personnel data. Meet one-on-one with your direct reports and ask them the questions you compiled. You will learn about convergent and divergent views and about your reports as people. Assess how things are going at key interfaces. You will hear how salespeople, purchasing agents, customer service representatives, and others perceive your organization’s dealings with external constituencies. You will also learn about problems they see that others do not. Test strategic alignment from the top down. Ask people at the top what the company’s vision and strategy are. Then see how far down into the organizational hierarchy those beliefs penetrate. You will learn how well the previous leader drove vision and strategy down through the organization. Test awareness of challenges and opportunities from the bottom up. Start by asking frontline people how they view the company’s challenges and opportunities. Then work your way up. You will learn how well the people at the top check the pulse of the organization. Update your questions and hypotheses. Meet with your boss to discuss your hypotheses and findings. By the End of the First Month Gather your team to feed back to them your preliminary findings. You will elicit confirmation and challenges of your assessments and will learn more about the group and its dynamics. Now analyze key interfaces from the outside in. You will learn how people on the outside (suppliers, customers, distributors, and others) perceive your organization and its strengths and weaknesses. Analyze a couple of key processes. Convene representatives of the responsible groups to map out and evaluate the processes you selected. You will learn about productivity, quality, and reliability. Meet with key integrators. You will learn how things work at interfaces among functional areas. What problems do they perceive that others do not? Seek out the natural historians. They can fill you in on the history, culture, and politics of the organization, and they are also potential allies and influencers. Update your questions and hypotheses. Meet with your boss again to discuss your observations.

To initiate its EIR program, USCIS would also turn to an agitator. Brad Feld, an early-stage investor and prolific blogger, had become exasperated when officers of two promising startups under his watch were forced to return to their home countries because they couldn’t secure visas. He shared their story on a blog, attracting the attention of other entrepreneurs, including Ries, who couldn’t understand why there was no visa category for an entrepreneur with American investors and employees. In lieu of that category, many entrepreneurs were at the mercy of visa examiners who didn’t understand how they operated. At the point of visa application, many startups had not hired many employees or generated much revenue. This confused traditional visa examiners, who would then ask odd and irrelevant questions, often before a denial. To give just one example, it’s been years since AOL required a compact disc to use its service. And yet, visa examiners were demanding proof of a warehouse, where software startups would store their CD inventory for shipping to customers. As Feld’s idea of a “startup visa” became intertwined with, and paralyzed by, the broader debate on comprehensive immigration reform, the USCIS, with White House support, sought to accomplish something administratively within the existing law. It instituted an EIR program, to organize and educate a specialty unit of immigration officers to handle entrepreneur and startup nonimmigrant visa cases.22 The project also called for educating entrepreneurs about the available options, one of which they may have overlooked. For instance, the O-1 visa, which was reserved “for those with extraordinary ability,” had proven a successful channel for actors, athletes, musicians, directors, scientists, artists, businessmen, engineers, and others who could provide ample evidence of their unique and impressive abilities, attributes, awards, and accolades. It had even created some controversy, when visa evaluators took the term “model” to an extreme, awarding a visa to one of Hugh Hefner’s ex-girlfriends, a Playboy centerfold from Canada named Shera Berchard.23 If she was confident enough to assert and explain her “extraordinary ability,” why weren’t entrepreneurs?

Understanding Financial Risks and Companies Mitigate them? Financial risks are the possible threats, losses and debts corporations face during setting up policies and seeking new business opportunities. Financial risks lead to negative implications for the corporations that can lead to loss of financial assets, liabilities and capital. Mitigation of risks and their avoidance in the early stages of product deployment, strategy-planning and other vital phases is top-priority for financial advisors and managers. Here's how to mitigate risks in financial corporates:- ● Keeping track of Business Operations Evaluating existing business operations in the corporations will provide a holistic view of the movement of cash-flows, utilisation of financial assets, and avoiding debts and losses. ● Stocking up Emergency Funds Just as families maintain an emergency fund for dealing with uncertainties, the same goes for large corporates. Coping with uncertainty such as the ongoing pandemic is a valuable lesson that has taught businesses to maintain emergency funds to avoid economic lapses. ● Taking Data-Backed Decisions Senior financial advisors and managers must take well-reformed decisions backed by data insights. Data-based technologies such as data analytics, science, and others provide resourceful insights about various economic activities and help single out the anomalies and avoid risks. Enrolling for a course in finance through a reputed university can help young aspiring financial risk advisors understand different ways of mitigating risks and threats. The IIM risk management course provides meaningful insights into the other risks involved in corporations. What are the Financial Risks Involved in Corporations? Amongst the several roles and responsibilities undertaken by the financial management sector, identifying and analysing the volatile financial risks. Financial risk management is the pinnacle of the financial world and incorporates the following risks:- ● Market Risk Market risk refers to the threats that emerge due to corporational work-flows, operational setup and work-systems. Various financial risks include- an economic recession, interest rate fluctuations, natural calamities and others. Market risks are also known as "systematic risk" and need to be dealt with appropriately. When there are significant changes in market rates, these risks emerge and lead to economic losses. ● Credit Risk Credit risk is amongst the common threats that organisations face in the current financial scenarios. This risk emerges when a corporation provides credit to its borrower, and there are lapses while receiving owned principal and interest. Credit risk arises when a borrower falters to make the payment owed to them. ● Liquidity Risk Liquidity risk crops up when investors, business ventures and large organisations cannot meet their debt compulsions in the short run. Liquidity risk emerges when a particular financial asset, security or economic proposition can't be traded in the market. ● Operational Risk Operational risk arises due to financial losses resulting from employee's mistakes, failures in implementing policies, reforms and other procedures. Key Takeaway The various financial risks discussed above help professionals learn the different risks, threats and losses. Enrolling for a course in finance assists learners understand the different risks. Moreover, pursuing the IIM risk management course can expose professionals to the scope of international financial management in India and other key concepts.

There is relatively little emphasis on legal issues and quantitative evaluations, which often distract employees from the critical messages their managers are trying to communicate. What is more, these systems are customized to provoke meaningful discussion between managers and employees about relevant issues that they are dealing with on a daily basis.

• Ask front liners to use it to evaluate your unit’s policies, procedures, and general “ways of doing things.” Are they consistent with the vision? Do they really help get things done for the customers? If not, where do they interfere with giving good service? And how can they be changed? • Hold “what’s stupid around here?” meetings. Use the vision statement to help identify outmoded practices, timewasters, repeated trouble spots, and customer-vexing aspects of your business that make you look dumb to your customers—and each other. • Set “stop, start, and measure” objectives. Perhaps once a quarter, ask every employee to come with a list of items under three headings: 1. Things we should stop doing around here 2. Things we should start doing around here 3. Things we don’t track or measure—but should

And finally, there is almost no opportunity for us in management to evaluate the employee’s attributes on anything except technical competence and accomplishment; there’s no chance to observe people skills or to determine potential for leadership.

It’s also fairly unrealistic to think any human’s default in the middle of a stressful encounter would be to pause, evaluate the company values that could be used in the situation, figure out what they mean, and then resume action. Employees need to know exactly how to demonstrate the value before the situation occurs that requires it.

Once we’ve evaluated sensory input as worth paying attention to, interpreted (created meaning) and consciously or subconsciously decided (created a belief and expectations) on what to do with this information, our brain stops being curious and runs the now established program instead.

The problem with the brain’s automated association-response feature, specifically in the workplace, is that while we save ourselves from exhaustively re-figuring out how to do every task or re-evaluating how to respond to every person, automated loops kill our curiosity.

The Healthcare Advisory Board had one word to describe the difference between hospitals that receive high patient-loyalty scores and those that don’t: hardwiring. When responsibility for satisfaction and loyalty is hardwired into every manager’s accountabilities, then courtesy gets hardwired into every employee’s performance evaluation.

You should set up a system of regular checkpoints to assess how the tour of duty is going for both parties (see figure 4-1). These checkpoints could be held at regular intervals (e.g., quarterly) or could be tied to specific milestones in the overall project plan associated with the tour of duty. Either way, the goal is to provide an explicit forum for jointly evaluating progress toward both parties’ desired results. This enables course corrections as necessary. Remember, it’s a bidirectional conversation: the company talks about the employee’s contributions and the employee talks about whether the company is helping him meet his career goals.

Promotions Every time your company gives someone a promotion, everyone else at that person’s organizational level evaluates the promotion and judges whether merit or political favors yielded it. If the latter, then the other employees generally react in one of three ways: 1. They sulk and feel undervalued. 2. They outwardly disagree, campaign against the person, and undermine them in their new position. 3. They attempt to copy the political behavior that generated the unwarranted promotion. Clearly, you don’t want any of these behaviors in your company. Therefore, you must have a formal, visible, defensible promotion process that governs every employee promotion. Often this process must be different for people on your own staff. (The general process may involve various managers who are familiar with the employee’s work; the executive process should include the board of directors.) The purpose of the process is twofold. First, it will give the organization confidence that the company at least attempted to base the promotion on merit. Second, the process will produce the information necessary for your team to explain the promotion decisions you made.

There are many potential explanations for the less-than-robust performance, but IBM’s current strategy suggests that one component at least is a challenge to the traditional shrink-wrapped software business. As much as any software provider in the industry, IBM’s software business was optimized and built for a traditional enterprise procurement model. This typically involves lengthy evaluations of software, commonly referred to as “bake-offs,” followed by the delivery of a software asset, which is then installed and integrated by some combination of buyer employees, IBM services staff, or third-party consultants. This model, as discussed previously, has increasingly come under assault from open source software, software offered as a pure service or hosted and managed on public cloud infrastructure, or some combination of the two. Following the multi-billion dollar purchase of Softlayer, acquired to beef up IBM’s cloud portfolio, IBM continued to invest heavily in two major cloud-related software projects: OpenStack and Cloud Foundry. The latter, which is what is commonly referred to as a Platform-as-a-Service (PaaS) offering, may give us both an idea of how IBM’s software group is responding to disruption within the traditional software sales cycle and their level of commitment to it. Specifically, IBM’s implementation of Cloud Foundry, a product called Bluemix, makes a growing portion of IBM’s software portfolio available as a consumable service. Rather than negotiate and purchase software on a standalone basis, then, IBM customers are increasingly able to consume the products in a hosted fashion.

Product immediately after exercise insurance solutions No investment insurance purchase in a very simple Prostatis action, even though he is trained only exception in the industry. There are many new threats that can lure the unwary with remote media policy is clearly insufficient for your needs. It is important to do your due diligence and scientific evidence, ask yourself just before the market does not provide a sound purchasing decisions. This short article will help you, just accept, shoulders that decisive action must begin with knowledge. Those most critical factors giving a positive self basically want to cover the first edition. That's pretty strong earnings, unemployment, and some cannot Prostatis even be informed. Talk to your employer and give generally positive, they are not. Relevance Tab justified confidence that the business aspects, really, that this, after all, attractive to employers incentives, long-term employees, and where the only specialized services for industry and again the other for employees of highest quality that are more difficult problem to treat, made only more secure, since it is to find a person. Although the direction of transmission of buying Prostatis insurance on their own, more attention is considerable, certainly in the sense that the plan to "complete" and "renewable insurance." This suggests that other, as you continue to receive payment of costs should not be fully covered by commercial insurance. Not even know that the level of demand in the economy Although in good condition I, and the company has taken the right path, and then joined a vague clause to complete the plan in principle and in its way through, you can also apply safeguards Generally they produce, the plan rescission period is 10 days during the working sets, make sure it's perfect, then throw the cards, if not immediately. The scenario is especially the Prostatis fact that it contains the option to change the terms and other demanding applications. Currently, for many years a large number of hits includes hands. As "absolutely certain legal requirements" specialized insurance services for investment in more selective inside to be taken, especially in the stop position of education on the basis of a different plan that incorporates the experience, regardless evaluation or situations require the exercise includes products and services for the same price evaluation face to face selling. Similarly, principles and manipulated so as the experience of many destructive aspect of the current market containing the entire industry. An insurance company to a higher potential, to ensure that purchasers or plans worth more to feel a little pressure, the result is inevitable that insurance is available against people who have contact to practice for a few days . Basically it is to maintain the power to print money to unrealistic levels.

We cannot continue to evaluate personnel on the simple measure of whether crime is up or down relative to a prior period. Most importantly, CompStat has ignored measurement of other core functions. Chiefly, we fail to measure what may be our highest priority: public satisfaction. We also fail to measure quality of life, integrity, community relations, administrative efficiency, and employee satisfaction, to name just a few other important areas.9

The best thing I did as a manager at PayPal was to make every person in the company responsible for doing just one thing. Every employee’s one thing was unique, and everyone knew I would evaluate him only on that one thing. I had started doing this just to simplify the task of managing people. But then I noticed a deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities. Startups face an especially high risk of this since job roles are fluid at the early stages. Eliminating competition makes it easier for everyone to build the kinds of long-term relationships that transcend mere professionalism. More

transformational leaders support followers by enhancing their confidence and self-efficacy to achieve an idealized state. By appealing to followers’ deeply held beliefs, transformational leadership has been shown to impact follower core-self evaluations, which, in turn, affect follower motivation and behavior on the job

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I had a conversation with a legislator that went something like this: “I don’t believe we can make judgments about the effectiveness of a teacher based only on test scores,” he said. “I don’t believe we should, either,” I responded. “We should look at teacher effectiveness through a variety of lenses. However, I think it’s critical that student achievement growth is a significant one of those factors.” He looked at me skeptically. So I continued: “When I came to Washington, D.C., public schools, eight percent of the eighth graders in the city’s schools were on grade level in mathematics. Eight percent! That means ninety-two percent of our kids did not have the skills and knowledge necessary to be productive members of society.” I told him that when I looked at the evaluations of the adults in the system at the same time, it turned out that 98 percent of teachers were being rated as doing a good job. How can you possibly have that kind of a disconnect? And I asked, “How can you have a functional organization in which all of your employees believe they’re doing a great job, but what they’re producing is 8 percent success?” “Well, that’s not the teacher’s fault,” the legislator said. “Exactly,” I said. “The teachers weren’t the ones who created this broken and bureaucratic system. They know the evaluation system isn’t good. They also know it needs to change.” “But I still don’t think we should look at test scores,” the legislator continued. “It just isn’t fair.” “Let me ask you a question,” I said. “Do you have children?” “Yes,” he said. “I have a daughter who is going into the fourth grade.” “Okay,” I said. “Let’s say that there are two fourth-grade teachers in your daughter’s school. You find out that for the last five years, students in one of the classes have consistently scored in the bottom five percent of the state on standardized test score. The other’s students have consistently scored in the top five percent of the state on the same test. What would you do?” “I’d make sure she was in the classroom of the person who had the high test scores,” he answered—without a hint of irony to his response. “What?” I responded. “But how could you do that? You made that decision solely on the basis of test scores! You didn’t even go into their classrooms!” He stared at me for a moment, confused. Then he smiled and said, “Okay, you got me.” “My point is that student academic achievement does matter,” I said. “It shouldn’t be everything. I think it’s important to consider a broad range of factors in a teacher’s evaluation. But how much students learn has to be a major piece of it.

How can you simplify your guiding principles so that everyone in your organization understands them? How will you communicate your principles to others? Are your guiding principles referenced in evaluations and performance awards? Are your guiding principles useful to employees as decision-making criteria? Do your guiding principles serve as decision-making criteria for your people? Do you know your own guiding principles? Do others know them?

When you are going over what you got done on a particular day, you should be evaluating your relationships with employees as much as the tasks that you completed. Ask yourself if you contributed to positive relationships? Is there anyone you should spend a little more time with? Did anyone say anything that you should follow up on? Who are the people you tend to gravitate toward that may be perceived as your favorites?

They will watch how you treat other employees; who gets the "good" schedule and who goes on break first. They will watch how you handle yourself in times of stress. They will evaluate your character when the rules are disobeyed. They will wait to see what you do when they feel they are deserving of recognition or when they have screwed up. They will see if you jump in and help when it's busy or if you hide in the office? So yeah, they are watching. This is why acting with integrity, building trust, doing the right thing, being honest, and accepting the role of role model is critical. When you know people are watching, you tend to be more aware of what you are doing. If you need just one more reason to do the right things, think about this. Picture yourself on the witness stand in a courtroom. A lawyer is asking you to defend some specific actions you took as a leader. Can you defend yourself? Can you justify what you did and convince a jury of your peers, beyond a reasonable doubt, that what you did was right and just? If the lawyer brought up other witnesses to corroborate your story, would they? Are you confident that your actions were observed and judged by others as right and just? It's one thing for you to say it, even to believe it. It's quite another for someone else to back you up. That's a pretty high standard to hold yourself to, but that's the job of a leader. You no longer get to wallow in anonymity. You are front and center, in the spotlight, and it's showtime.

that, “as unlikely as this string of events is, we are evaluating options to make this case even less likely.” After those incidents, employees had to write a

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In short, performance ratings are indicative only of how a person is performing in their given role at the time they are being evaluated. Ratings, although an important way to measure performance during a specific period, are not predictive of future performance and should not be used to gauge readiness for a future role or qualify an internal candidate for a different team. (They can, however, be used to evaluate whether an employee is properly or improperly slotted on their current team; therefore, they can provide an opportunity to evaluate how to better support an internal candidate moving forward.)

Evaluation must be done in hindsight, after the work has been done, not for proposals for work to be done. That said, secondary factors must carry some weigh, because research results depend too much on historical contingency and luck. As articulated by Ralph Bown, vice president of research at Bell Labs from 1951 to 1955: 'A conviction on the part of employees that meritorious performance will be honestly appraised and adequately rewarded is a necessary ingredient of their loyalty. This appraisal, to be fair and convincing, must be based on the individual's performance and capabilities rather than wholly on the direct value of his results. A system which rewards only those lucky enough to strike an idea which pays off handsomely will not have the cooperative teamwork needed for vitality of the enterprise as a whole.

Among managers rated as the worst listeners by their employees, 94 percent of them evaluated themselves as good or very good listeners.

Test-drive employees Interviews are only worth so much. Some people sound like pros but don’t work like pros. You need to evaluate the work they can do now, not the work they say they did in the past. The best way to do that is to actually see them work. Hire them for a miniproject, even if it’s for just twenty or forty hours. You’ll see how they make decisions. You’ll see if you get along. You’ll see what kind of questions they ask. You’ll get to judge them by their actions instead of just their words. You can even make up a fake project. In a factory in South Carolina, BMW built a simulated assembly line where job candidates get ninety minutes to perform a variety of work-related tasks.* Cessna, the airplane manufacturer, has a role-playing exercise for prospective managers that simulates the day of an executive. Candidates work through memos, deal with (phony) irate customers, and handle other problems. Cessna has hired more than a hundred people using this simulation.† These companies have realized that when you get into a real work environment, the truth comes out. It’s one thing to look at a portfolio, read a resumé, or conduct an interview. It’s another to actually work with someone.

To complicate matters, the difficult employee often has similar problems away from work as well. The good things in his life are like dominos that have started to topple: Confidence has toppled into performance, which topples into identity, which knocks over self-esteem. The loss of his job may knock over the few remaining dominos, but the one that employers must be careful not to topple is the dignity domino, because when that falls, violence is most likely. Consider JACA: Justification: The employee can feel justified in using violence when the employer has taken everything away. Alternatives: He may perceive fewer and fewer alternatives to violence, particularly if he has exhausted all appeals processes. Consequences: His evaluation of the consequences of violence changes as he sinks lower. If he feels angry enough, particularly if he feels humiliated, the consequences of violence may become favorable. Ability: Often, angry current or former employees over-estimate their ability to deliver violence. This is dangerous because they are more likely to try grandiose attacks intended to “kill everyone,” or to “blow up everything.” Though they rarely succeed at quite the level they envision, they still hurt plenty of people.

You have a reputation. If enough people tell stories about you, we call it fame; but even if it’s just your neighbors, the people in your workplace, or your relatives, stories are being told about you, shaping other people’s judgment of you. We all take part in the process of building up or tearing down reputations. We do it formally sometimes, as with letters of recommendation or employee evaluations. Mostly, though, the process is informal. When others do it, we call it gossip. When we do it, we call it conversation.

In the United States, the government has abrogated its responsibilities to safeguard the food supply of its citizens. The biotech companies do the safety testing of their own products, then pass the positive (big surprise) results to the appropriate government agency (the Food and Drug Administration, in particular), which then approves it for sale and distribution. On top of that, a number of key officials in these agencies over the years have been former executives or employees of the biotech firms.  In short, GMO products in the United States do not receive a critical safety evaluation from an unbiased party before they appear on store shelves. This is compounded by the aforementioned labeling laws that prevent food manufacturers from telling consumers that a product contains GMOs.

The Interview The largest determining factor in whether you get a job is usually the interview itself. You’ve made impressions all along—with your telephone call and your cover letter and resume. Now it is imperative that you create a favorable impression when at last you get a chance to talk in person. This can be the ultimate test for a socially anxious person: After all, you are being evaluated on your performance in the interview situation. Activate your PMA, then build up your energy level. If you have followed this program, you now possess the self-help techniques you need to help you through the situation. You can prepare yourself for success. As with any interaction, good chemistry is important. The prospective employer will think hard about whether you will fit in—both from a production perspective and an interactive one. The employer may think: Will this employee help to increase the bottom line? Will he interact well as part of the team within the social system that already exists here? In fact, your chemistry with the interviewer may be more important than your background and experience. One twenty-three-year-old woman who held a fairly junior position in an advertising firm nonetheless found a good media position with one of the networks, not only because of her skills and potential, but because of her ability to gauge a situation and react quickly on her feet. What happened? The interviewer began listing the qualifications necessary for the position that was available: “Self-starter, motivated, creative . . .” “Oh,” she said, after the executive paused, “you’re just read my resume!” That kind of confidence and an ability to take risks not only amused the interviewer; it displayed some of the very skills the position required! The fact that interactive chemistry plays such a large role in getting a job has both positive and negative aspects. The positive side is that a lack of experience doesn’t necessarily mean you can’t get a particular job. Often, with the right basic education and life skills, you can make a strong enough impression based on who you are and how capable you seem that the employer may feel you are trainable for the job at hand. In my office, for example, we interviewed a number of experienced applicants for a secretarial position, only to choose a woman whose office skills were not as good as several others’, but who had the right chemistry, and who we felt would fit best into the existing system in the office. It’s often easier to teach or perfect the required skills than it is to try to force an interactive chemistry that just isn’t there. The downside of interactive chemistry is that even if you do have the required skills, you may be turned down if you don’t “click” with the interviewer.

Every employee starts out on a three-month contract. Tell every new employee that they will receive an evaluation after three months and that the evaluation will determine their continued employment. Show them exactly the criteria on which they will be evaluated. The right type of employee will be inspired to make a huge effort in the beginning, which then sets the framework for their attitude for a long time to come. Conduct

A friend of mine is a senior manager at Google overseeing a team of Millennials. Often when she gives constructive feedback to her young employees she hears, “What? It can’t be me. I’ve never gotten feedback like that before. It must be you or Google that’s the problem.” Don’t let your kid’s first performance evaluation in the workplace be the first time they receive constructive feedback.

The best thing I did as a manager at PayPal was to make every person in the company responsible for doing just one thing. Every employee’s one thing was unique, and everyone knew I would evaluate him only on that one thing. I had started doing this just to simplify the task of managing people. But then I noticed a deeper result: defining roles reduced conflict. Most fights inside a company happen when colleagues compete for the same responsibilities. Startups

taking concepts from one division of the company and explaining them to employees in other departments. “People connected across groups are more familiar with alternative ways of thinking and behaving,” Burt wrote. “The between-group brokers are more likely to express ideas, less likely to have ideas dismissed, and more likely to have ideas evaluated as valuable.” They were more credible when they made suggestions, Burt said, because they could say which ideas had already succeeded somewhere else. “This is not creativity born of genius,” Burt wrote. “It is creativity as an import-export business.” What’s particularly interesting, however, is that there isn’t a specific personality associated with being an innovation broker. Studies indicate that almost anyone can become a broker—as long as they’re pushed the right way.

As we founded, organized, and managed Intel, we found that all our employees “produce” in some sense—some make chips, others prepare bills, while still others create software designs or advertising copy. We also found that when we approached any work done at Intel with this basic understanding in mind, the principles and discipline of production gave us a systematic way of managing it, much as the language and concepts of finance created a common approach to evaluating and managing investments of any sort.

The first key shift is to stop evaluating performance by the number of hours employees put in and instead measure it by the value they produce. That means not just permitting intermittent renewal but actively encouraging it as a key to sustainable high performance. It also means treating employees like adults by giving them freedom to decide how best to get their work done and holding them accountable for their results, not the hours they work.

I know Jimmy believes that the company’s evaluations are meaningless. Mildred appears naïve. Employees are always surprised when they’re let go and they have no idea who to turn to. They’ve heard of Jimmy. He exists in some mythical employment realm, like the Yeti; and he’s as popular, with management, as Oscar Schindler once was with ex-Nazis. I tell Mildred that Jimmy will get back to her. For Mildred, it’s a long wait. I hang up, leaving her to the lonely world of the recently fired.

also about relationships between employees. The best thing I did as a manager at PayPal was to make every person in the company responsible for doing just one thing. Every employee’s one thing was unique, and everyone knew I would evaluate him only on that one thing. I had started doing this just to simplify the task of managing people. But then I noticed a deeper result: defining roles reduced conflict.

Now that we’d improved our competitive position, we went on the offensive. In my weekly staff meeting, I inserted an agenda item titled “What Are We Not Doing?” Ordinarily in a staff meeting, you spend lots of time reviewing, evaluating, and improving all of the things that you do: build products, sell products, support customers, hire employees, and the like. Sometimes, however, the things you’re not doing are the things you should actually be focused on.