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10 results for “employee behavior”
...the employee because if they're not performing, they need to know. Otherwise, they have no chance of redirecting or addressing that. And I think as long as you're having those conversations on a regular basis, it helps you hold your feet to the fire
1:39:43 / 1:40:46
from transcript1:39:43 – 1:40:46
...to the employee, and it's also just unfair to top performers who are not actually getting differentiated reviews and differentiated compensation. I was just about to ask, just to be a 100% clear, compensation is going to be tied to performance. Corre
28:31 / 29:48
from transcript28:31 – 29:48
Yeah. And well, well above average. And then about 0.2% of federal workers get ranked a one or a two, meaning that you're performing below expectations. So number one, like, we've had no system that actually, recognizes, like, outstanding performance
26:59 / 28:11
from transcript26:59 – 28:11
One thing I found over and over again is there's this adage hire slow, fire fast, which intuitively makes sense. Be very slow before you allow someone to join your team. But if someone is not working out and they're running the risk of poisoning your
39:34 / 40:46
from transcript39:34 – 40:46
But what happens is as they get operationalized, they go through what I call the cascade of rigidity, where each step down from sort of a law or policy into, like, the way HR managers actually work on a daily basis just gets incredibly rigid. And the
29:06 / 30:16
from transcript29:06 – 30:16
great managers is to terminate ahead of the curve. It's hard enough to hire ahead of the curve, but it's really hard to terminate ahead of the curve. In terms of the managers they hired, they were unafraid to say they had made a mistake. That's a ver
2:50:15 / 2:51:16
from transcript2:50:15 – 2:51:16
And one of the principles that they're supposed to hold is, uphold is a principle of fairness. And I like fairness. I think that's great. But the way that it gets applied is that essentially saying, we have all these very, very specific rules designe
27:41 / 28:55
from transcript27:41 – 28:55
My last one is the last one of the rules. Yes. This is one of mine too. Because only a few people will be used in engineering and most other areas, ways must be provided to reward good performance by pay, not based on number of personnel supervised.
30:38 / 31:47
from transcript30:38 – 31:47
...about the behavioral part. It's kinda like a job interview. Right? Like, if you face this conflict, if you face that issue, how would you deal with it? And you get a sense of how they think and how they would operate in those difficult circumstances.
47:15 / 48:27
from transcript47:15 – 48:27
When I was coming up, I had these long lists of things I needed people to have done in order to even be eligible for the job. And what I found more and more was if I'm willing to invest the time, I can teach people a lot of what they need to know. An
38:55 / 40:07
from transcript38:55 – 40:07
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