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Showing posts with the label skills

Managing Performance and Improvement

Review of employee performance or enquiry about it is necessary. It is important from the business process perspective. However usually some critical items are missing from the picture: a) Clear metrics of performance; b) Communicating to the employees what is their career path or responsibility-compensation evolution; c) Information about necessary skills or competencies the employee is missing to reach potential role within organisation. At my first ever interview with a huge multinational software company in 2001 when I just finished university as a Software Engineer, one of the questions I still remember was "How many lines of code have you ever written?" I didn't know exactly and estimated it as approximately 10,000. The interview was unsuccessful, but I presume not only because of that reason. If I had this question at an interview again I'd reply to an interviewer with a proposal like "Would you also like to know how many lines of code I delet...

On Quotations in Communicational Process

I’d like to start with some hypothetical examples. Example 1 . You might have seen somebody saying: “Machiavelli: The end justifies the means” or “As Machiavelli said: The end justifies the means”. Example 2 . “Be the change you wish to see in the world. – Mahatma Gandhi” Example 3 . “The trouble with the world is that the stupid are cocksure and the intelligent are full of doubt. – Bertrand Russell”. Or “Don’t argue with idiots because they will drag you down to their level and then beat you with experience. — Greg King” Example 4 . “Life is really simple, but we insist on making it complicated. – Confucius” or “Everything comes to you at the right time. Just be patient.” I am sure some of us are faced with the examples above or similar quotes quite often. Let’s look at them in detail and see how the quotes are usually used and how it can be improved. Usually there are several reasons to use a quote that appear separately or in combination with each other: a) Support...