Nps Quotes

The wolf reintroduction has gone so well that, somewhat ironically, the wolves are now threatened by their own success. Indeed, virtually all the conditions for strong public support that were evident in the early years of the program remain intact. The scientific and economic studies cited above support the original predictions of benefits, and agency officials remain committed to the policy. Yet some political actors remain hostile to the program. As NPS management assistant Sacklin said, "No amount of good science will stop a politician.

A generic National Park Service (NPS) brochure promises children, “Hidden within each national park is an exciting story waiting to be discovered. Learning the secrets of each national park is easy. Simply ask your teacher or Park Ranger...” This won’t work at Hampton, an estate built just after the Revolutionary War and located just north of the beltway that circles Baltimore. The staff at Hampton insists it has no story to tell and merely preserves the architecture. I have taken several tours at Hampton; each ranger begins by saying something like, “Every National Park Service site has a historical reason to be in the Park Service, except this one.” The NPS Web site groups its many sites under about 40 different topics. Many properties get multiple listings, but Hampton occurs only once, under “architecture.

NPS and FWS officials took some precautions, such as fixing radio collars on the original wolves in 1996. But the wolves' survival was up to them. Indeed, when I visited the park in 1996, the NPS was beset by a range of issues that demanded attention, from a proposed gold mine on the northeastern border to nearly continuous public criticism of the park's fire control policies. The agency could devote only limited resources to monitoring and tracking the wolves. That was not that much of a problem because the animals took to their new surroundings as if they had always been there and knew exactly what to do.

The Seventh Central Pay Commission was appointed in February 2014 by the Government of India (Ministry of Finance) under the Chairmanship of Justice Ashok Kumar Mathur. The Commission has been given 18 months to make its recommendations. The terms of reference of the Commission are as follows:  1. To examine, review, evolve and recommend changes that are desirable and feasible regarding the principles that should govern the emoluments structure including pay, allowances and other facilities/benefits, in cash or kind, having regard to rationalisation and simplification therein as well as the specialised needs of various departments, agencies and services, in respect of the following categories of employees:-  (i) Central Government employees—industrial and non-industrial; (ii) Personnel belonging to the All India Services; (iii) Personnel of the Union Territories; (iv) Officers and employees of the Indian Audit and Accounts Department; (v) Members of the regulatory bodies (excluding the RBI) set up under the Acts of Parliament; and (vi) Officers and employees of the Supreme Court.   2. To examine, review, evolve and recommend changes that are desirable and feasible regarding the principles that should govern the emoluments structure, concessions and facilities/benefits, in cash or kind, as well as the retirement benefits of the personnel belonging to the Defence Forces, having regard to the historical and traditional parties, with due emphasis on the aspects unique to these personnel.   3. To work out the framework for an emoluments structure linked with the need to attract the most suitable talent to government service, promote efficiency, accountability and responsibility in the work culture, and foster excellence in the public governance system to respond to the complex challenges of modern administration and the rapid political, social, economic and technological changes, with due regard to expectations of stakeholders, and to recommend appropriate training and capacity building through a competency based framework.   4. To examine the existing schemes of payment of bonus, keeping in view, inter-alia, its bearing upon performance and productivity and make recommendations on the general principles, financial parameters and conditions for an appropriate incentive scheme to reward excellence in productivity, performance and integrity.   5. To review the variety of existing allowances presently available to employees in addition to pay and suggest their rationalisation and simplification with a view to ensuring that the pay structure is so designed as to take these into account.   6. To examine the principles which should govern the structure of pension and other retirement benefits, including revision of pension in the case of employees who have retired prior to the date of effect of these recommendations, keeping in view that retirement benefits of all Central Government employees appointed on and after 01.01.2004 are covered by the New Pension Scheme (NPS).   7. To make recommendations on the above, keeping in view:  (i) the economic conditions in the country and the need for fiscal prudence; (ii) the need to ensure that adequate resources are available for developmental expenditures and welfare measures; (iii) the likely impact of the recommendations on the finances of the state governments, which usually adopt the recommendations with some modifications; (iv) the prevailing emolument structure and retirement benefits available to employees of Central Public Sector Undertakings; and (v) the best global practices and their adaptability and relevance in Indian conditions.   8. To recommend the date of effect of its recommendations on all the above.

Many executives, for their part, want the economic advantages of customer loyalty but ignore the inspirational side of NPS. They forget that it’s impossible to create loyal customers without first inspiring a team of employees so they become promoters themselves. Who would go out of their way for a customer unless he or she is proud and inspired to be part of the team? And while there are many ingredients of employee engagement—the right training and development, rewards, opportunity for growth, the feeling of being valued, and so forth—the real foundation is this: employees must be able to treat customers and colleagues in a manner that makes them proud. When leaders and their teams consistently treat people right, when they can be relied upon to do the right thing, then an organization can truly be worthy of loyalty.

It's also important for tech product managers to have a broad understanding of the types of analytics that are important to your product. Many have too narrow of a view. Here is the core set for most tech products: User behavior analytics (click paths, engagement) Business analytics (active users, conversion rate, lifetime value, retention) Financial analytics (ASP, billings, time to close) Performance (load time, uptime) Operational costs (storage, hosting) Go‐to‐market costs (acquisition costs, cost of sales, programs) Sentiment (NPS, customer satisfaction, surveys)

The NPs in Figure 7.1 have an internal constituent generally known as ‘N-bar’ (N' or ), which we have not yet mentioned. N-bars may consist solely of nouns or, as here, of nouns with qualifiers, excluding determiners (i.e. articles, demonstrative or possessive adjectives, or quantifiers such as many) and adjuncts. They need to be treated as sub-constituents of the NP by virtue of certain properties which they alone have. For example, in complex noun phrases, they can generally be replaced by the pro-form one, a property not lost on the writers of Friends in the 1990s. In each of these titles one can be replaced by, for example, ‘episode’, ‘Friends episode’, or even ‘weekly Friends episode’: •  The One with the Sonogram at the End •  The One Where Underdog Gets Away •  The One After the Ski Trip

Disorders in the psychosis spectrum (schizophrenia spectrum disorder and dipolar disorder) have similar prevalance in males and females (with slightly higher male risk for schizophrenia), while men are more likely to be diagnosed with NPS (narcissistic personality disorder) than are women.

Ne’s drive for open-ended exploration leads NPs to entertain a breadth of perspectives. They can see truth on both sides of an issue without forming premature conclusions. They may even find themselves convinced by one argument, only to feel similarly entranced by its counterpoint.

1,257 violent crimes have been reported in federal wilderness areas, which include land maintained by the National Park Service [NPS], the US Fish and Wildlife Service, and the Bureau of Land Management.)

So we’d look at those quantitative metrics, and then we’d have more qualitative ones, which included: ​● ​ The NPS of that customer segment for that product type ​● ​ Feedback that we were getting in-app and outside of that app ​● ​ Features and functions they were asking for / ideas that they were submitting and voting up ​● ​ There were many others that we looked at but this gives you an idea of the metrics we were (and still are) interested in.

Apparently, a coin from the 1560s was found by a local man nearby. It is called the Adler Creek site. When I showed it to the NPS, they admitted it looked man-made. They didn’t know what it was yet did absolutely nothing about it. It is on NPS land, so perhaps one day they will look into it.

Net Promoter Scores. An NPS survey asks, on a scale of 0 to 10, how likely a customer is to refer the product to a friend or colleague. The score is calculated as the percentage of all customers who are “promoters” (scoring 9 or 10), minus the percentage who are “detractors” (scoring 0–6). NPS scores over 50 are considered excellent. A declining NPS can serve as an early warning sign of problems and can allow managers to take corrective actions before severe damage is done.

Burton’s observations on the surgery service reflected this haphazard abundance. The NPs had to log in to 11 different information systems—an OR scheduling system, a separate clinic scheduling system, an outpatient medication system, and so on—to gather what they needed. This digital Easter egg hunt required more than 600 clicks, accompanied by more than 200 screen transitions. Besides the sheer insanity of the enterprise, the problem is that with each screen flip, your brain must process the new visual information—which generates the neuronal equivalent of the brief static you sometimes see on the TV screen when you’re channel surfing—and before long, all of your cognitive bandwidth is exhausted. He recalled a few cases in which the NPs missed obvious things, like a significant fall in the blood count, because “all they’re doing is foraging for information, writing it down, not even paying attention.

As measured by employee Net Promoter Score (eNPS). This is a significant finding, as research has shown that “companies with highly engaged workers grew revenues two and a half times as much as those with low engagement levels. And [publicly traded] stocks of companies with a high-trust work environment outperformed market indexes by a factor of three from 1997 through 2011.” DevOps Helps

In terms of digital, anything you can do to save your customers time will build your NPS (Net Promoter Score) more than flowery marketing language about “these unprecedented times.” Cut to the chase, make your site as efficient as possible, save me time.

Говоря о KPI, нужно отметить, что любая система показателей эффективности включает в себя как запаздывающие, так и опережающие показатели. Запаздывающие показатели описывают конечный желаемый результат, например рост NPS в точке контакта на 20 пунктов. Мнение о том, что система запаздывающих показателей достаточна, – миф, приводящий в конце отчетного периода к спорам в стиле «Я сделал все, что мог, но не смог». Именно поэтому нужны показатели опережающие, связанные с запаздывающими, как причина со следствием. Например, для упомянутого выше показателя NPS опережающим показателем может являться количество собранных во время опроса анкет. Не пренебрегайте проработкой опережающих показателей – и вы избавите себя от многих проблем внутри компании.