Employee discipline
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Employee discipline

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FAQ

Have you spent time with a US Marine Corps drill instructor as a civilian or outside of work and what are they like?
When I managed a Servpro franchise, I hired guys who were ex - military. If they were Marines all the better, as I wanted to help out my own. One day a guy walked in and asked if we were hiring (we weren't, but he filled out the application.) He told me he really had to have a job. It was highly important to him. We talked about our careers, and he showed me his DD-214 and sure enough, he had been a Drill Instructor on Parris Island in 3rd Battalion, which is where I had gone through boot camp.Well look, I was not going to find a spot for him. He really did need a job,we paid well and it's not like I had any doubts he would be a great employee, so I hired him.You want to know how he behaved, right? He was very quiet actually. Very calm, I don't think he raised his voice once. Except… we had a Christmas party, and like I said, I had hired guys who were Marines. All of my employees were Marines except one guy who was in college, but otherwise you had 15 guys who had all went to Marine Boot Camp, who had a few beers in them. We begged him to do the DI routine, he finally obliged. Turned into a totally different (and very scary) guy. You have to understand, that most of them are putting on a act.My fellow Marines will recognize the following Laungage. He started off by yelling “ZERO” we all in unison screamed FREEZE RECRUIT FREEZE! He then yelled “EYEBALLS!” Again in unison “SNAP SIR!” It was funny I had been out of boot camp some 20+ years earlier and it was still 2nd nature.He was very disciplined, respectful and did a great job. All of my guys did, which did not surprise me. One thing I knew was Marines after all, it was a no brainer for me to hire Marines. I had grunts, Artillery, MP's and yes one DI. Great employees. Please hire Veterans.
How does Google discipline employees?
Thanks for A2ABy discipline if you are talking about the kind of discipline imposed in institutions like coming in time, not sleeping during job hours, etc etc then no such kind of discipline is present in Google. You are free to work anytime. During my internship days, I used to go there at 10 or something to have breakfast and work till 7 or 8. I used to play TT and Fifa in the office after work and hence the late. Rooms for sleeping are also available to people who wants to sleep during office hours :P . But one thing that is not allowed there was going against ethics. You should also be responsible for what you are assigned. If you consider that as discipline then yes, Google disciplines employees. Otherwise No. Their policy is something like this. Create a place where employees will love to work and thats all is required to make them work. Hope this answered what you asked.Cheers :)EDIT1: After seeing the comments to the question. I am adding this edit. As I had mentioned above, the only reason to get fired from Google is to do something unethical as I said. Indiscipline sort of thing is not there at all as a criteria. As long as you were able to finish your works within required time you are good to go. But if you go against ethics it will make Google fire you.
How can I find NGOs employees to fill out my questionnaire?
You can get employees at shelters, places of worship, education centers, centers for non-discrimination, job banks,food banks, resource centers, legal aid offices, and many more. I don’t know where you live so I can’t be specific.
What is some good general career advice?
No one is looking out for your career.My first manager out of college was amazing. He was patient, motivating and loyal to his team.He pushed us but took time to celebrate when we delivered. This is a rare attribute in a corporate world where no conversation seems to end without asking for more.In a short period of time under this manager, I won several top sales awards and was promoted to sales manager in only three years.He made us feel like insiders, sharing information typically reserved for executives.If we were facing genuine resistance, he fought for us. Not just the “I’ll run it up the chain” nonsense you get from yes-men, but legitimate battling.When an employee sees their manager in the trenches, listening and fighting for their team, it can be incredibly motivating.We worked for one of the smallest business units in a massive company.One day, we came in to the office to learn about an internal company merger. It was communicated in an email and from what we could tell, our small business was being merged into a much larger business.Uh-oh.I hustled down to my manager’s office to get the scoop. He was always in the loop on this type of stuff and I planned to bust his chops for not looping me in earlier.He was reading the same email very carefully. It struck me that he was learning about this merger the same way I did.Oh shit.“I’ll make some calls and see what I can learn.”This wasn’t the first re-organization I had been through. Big companies go through these internal mergers for one reason.To reduce staff.They communicate something entirely different. Creating value, simplifying the customer experience, selling a more valuable bundle, blah, blah, blah.The real reason is always cost reduction. The larger business gobbles up the smaller business, keeps sales and key technical resources, then reduces functions like back office, accounting, HR, management, etc.This is especially true when the overall business is declining or flat.We didn’t learn much after that email. Two months went by and it was business as usual. We kept on working, all with this approaching storm cloud on the horizon.My team would ask what I knew. I would mutter, “We’ll know soon” and then call my boss and ask the same.Finally, we had our annual manager’s meeting after the close of the year. The first big change was that our meeting was now combined with our new merger partner.Good or bad, we would learn what we needed to know at this meeting.The first day of meetings was filled with presentations from executives I didn’t know. PowerPoint slides explained the merger with colorful bar charts and catchy buzz words like “synergy”, “better together” and “one team”.They were talking without saying anything at all, a skill I had yet to master as a young manager. The only thing I could discern was tone. It was clear that they saw our cute little business as inferior to theirs.They had big plans to optimize us, succeed where we had failed and get us back on track. In other words, this was not a merger of equals (they never are).Our boss set up an early dinner with his direct reports. There were six of us managers. We sucked down a drink and talked about how odd the meeting was.We didn’t know that his day had been considerably worse than ours.During one of the breaks, he had been pulled aside and told that his position was being eliminated. After 15 years with the company, he no longer had a job.We were stunned. This was a friend and he looked crushed.That feeling lasted about two seconds. Next, came panic. Were we on our way out the door too?He didn’t make us ask that awkward question. He told us that decisions hadn’t been made at our level and that there would be some competition for front line management positions.There would be cuts but not as deep as the executive ranks.“Do you know who is going to make that decision?”“Not sure.”“Do you know when they plan to make that decision?”“I believe they are going to meet with you tomorrow to discuss.”It was clear. He didn’t know and couldn’t help if he did. After all, why would they want the opinion of an executive they just fired?I came into that company as a gullible punk and always had this boss to get my back. I worked my tail off but trusted that he was helping me reach my career goals. He had my back.I learned at this moment something he never told me.No one is going to manage my career but me.Sure, you’ll find managers who care about you and genuinely push for your best interests. But, the second that their situation is in question, they have no choice but to get focused on their own career.Up until that point, there was no Plan B. I would work hard and deliver results. The rest would take care of itself.Stupid boy.He invited us out for drinks. Four of the guys went with him but I broke rank with a friend.We were on the chopping block and the likely executioner was at this meeting somewhere.Sentiment was out. Survival was in.We passed on drinks with our group. Feeling sorry for ourselves was not going to help us keep our job. My boss understood and gave us some tips on who we might try to talk with at the social event.Instead, we headed out to the social event and started networking as if it would be our last.After some time, we figured out who our new bosses would be and bought them drinks. In a loud bar, we could feel that we were being interviewed on the spot. It was also clear that they had done some homework on us already, which was unsettling.One round led to many more as we answered questions all night. We passed that first test, stumbling home at 2AM after last call.We went out of our way to share everything we were working on after that point. We inundated our new bosses with details about our strategy, business challenges and teams. We made the effort to get to know their entire support staff. If they gave us an assignment, we made sure to impress, knowing they were comparing us against our peers.This was all made easier by the personal connection we made at that first networking event. Showing up at that event might have saved our jobs.When the dust settled two months later, we both still had jobs but several of our peers did not. We had accomplished what seemed impossible sitting in that annual meeting. We survived.The lesson for me was stark.There is only so much your manager can do for you. If you want a long, successful career, you will be the only constant. Only you know your aspirations, fears, doubts and dreams. Your manager may love you but their first priority will never be you.If your manager were to cut all priorities to one, that priority would be their own career.Build a network large enough to withstand any shock.
Do you need to fill I-9 form for 1099 contract?
There's no such thing as a “1099 employee.” You are either an employee or you are not. The IRS rules are here Independent Contractor Self Employed or Employee and ICE uses a similar process to determine who is an employee and who is not.While it is illegal to retain a contractor whom you know to be working illegally, you are not required to connect Form I-9 from your independent contractors. You may do so if you wish.Who Needs Form I-9? Explains who must prForm I-9.
Do employees need to fill out a w4 every year?
No. Once you initially complete your W-4 form and give it to H.R. , that's it. The only time you want to have it amended or changed is if too much or not enough of your paycheck is being withheld for Federal Income taxes. Thanks for the question.
What do I need to do to be a great CEO?
We all want to know the secrets to being a great CEO. So wouldn’t it be great if we actually were able to compare two CEOs in the exact same industry to see why one was better than the other?I was really fortunate to work with two CEOs in the same industry, so I got to see the differences up close. One of the CEOs was a great leader, and the other CEO was not a great leader.The two CEOs were very similar in many ways. They were of the same generation. They both grew up poor/lower middle class.They both had sizable egos. And they both enjoyed some of level of success.However, one of the CEOs, the late Jack Gifford, built his company (Maxim Integrated Products) to over $2B/year in revenue. The other CEO (we will call him “Bob”) wanted to build a $1B/year company, but his company was stuck for years with revenue of around $200M/year.Eventually, activist investors forced Bob to sell his company. Bob had missed too many plans for too long, and Bob lost the support of his board of directors.Why was Gifford so successful as a leader and Bob not so successful?As I said, Gifford and Bob were similar in many ways. However, Gifford and Bob were different in some very important ways too.It’s the differences between Gifford and Bob that explain why Gifford was so much more successful than Bob.Jim Collins in his masterwork, “Good To Great” developed a framework for evaluating leaders. I’ll use Collins’ framework to evaluate Jack and Bob.Interestingly enough, Gifford and Bob were markedly different in each of category:Difference #1: Getting the right people on the bus.One of the great things I learned working at Maxim was the importance of having a great team. Every department of the company was full of A players.Everything is so much easier when you work with A players. You almost take it for granted that things will get done.I would say 80% of the employees at Maxim were A players. So it was a great shock when I started working with Bob and maybe 20% of the employees were A players.Mediocrity becomes the norm when you are working with B and C players. You have to replace everyone when you are in an environment of B and C players.So I ended up replacing all of my direct reports except for one. Then, I had the ability to move forward and turn the division I was running from unprofitable to profitable.The rest of Bob’s company didn’t make sweeping changes. The company remained stuck in mediocrity.Difference #2: Confront the brutal facts.Gifford used to have an absolute paranoia about what was wrong at Maxim. It didn’t matter how well the business was doing, there was always a way to get better.In fact, Maxim underwent some of its biggest improvements when things were going well. Complacency just wasn’t in Gifford’s vocabulary.Bob on the other hand, only wanted to hear what was going well.Bob hired me to “bring us up to your level.” At least that was the pitch.The reality was something much different.I’ll never forget presenting to Bob a status of the division I had taken over. The division’s revenue had dropped from $100M/year to $10M/year in the year before I joined the company.It was my job to turn the division around. The issues were not complex to fix, so I was excited to explain how to fix the division to Bob.“Now you’ve done it!” Bob said after I explained the first thing we needed to fix.“Now you’ve done it!” Bob said after I explained the second thing we needed to fix.“Now you’ve done it!” Bob said after I explained the third thing we needed to fix.Bob then stood up looked at me and said, “I never want to have another meeting like this again.”Bob then walked out the door.Nowhere was the difference between Gifford and Bob more obvious to me. Gifford would have demanded knowing where the problems were.Working with Gifford was not for the faint of heart. Sometimes the meetings with Gifford were messy.And sometimes the meetings with Gifford became violent yelling matches. More often than not, problems were uncovered and resolved.Bob didn’t want to know where the problems were. In Bob’s case, the emperor truly had no clothes.I never in my remaining time working with Bob ever told him about another problem again.Difference #3: The Hedgehog Concept.The Hedgehog concept means it’s not enough for you to just have been in business for years, but you have to be the best in something.Maxim was either number one or number two in most of the product areas the company focused on. And the company was busy figuring out how to be number one in when they were number two.Bob’s company was not the best in any area the company competed in. However, there was the belief that “God” had preordained the company was going to be the best just because they entered a market segment.“Why do we expect to win in this segment? We don’t have the technology or the talent to win here,” I asked.“Because we’re entering the market,” came the reply.The company failed almost every single time.Difference #4: A culture of discipline.Gifford built Maxim on a culture of rigor and discipline. Bob seemed to take another route.I’ll compare the product development and introduction process of the two companies as an example.Maxim had a rigorous product development process. There were detailed reviews at each step.A project could not go forward without approval. A product had to a have a checklist of items completed, quality had to meet a strict criteria, and all marketing collateral had to be developed and ready to go.Bob left the product approval process in the hands of his General Managers. The General Managers, whose bonuses (including mine) were tied to the number of product introductions were completed, took liberties.It was a case of the fox (no pun intendedJ) guarding the hen house. The division I took over had products that were introduced with no customer instructions on how to use the products. The product quality was suspect at best.In contrast, Gifford developed a new product machine at Maxim. New products represented a substantial amount of revenue. Bob, on the other hand, would complain and complain why new products didn’t sell.Difference #5: The Flywheel and the doom loop.I worked with Gifford for over 11 years, and I helped Maxim grow from $40M/year to over $1B/year during my time there. Gifford was unbelievably consistent on what he wanted.Gifford’s vision of building a great Analog IC company never wavered. It was the same in year 1 as it was in year 11. The focus was on constant and continuous improvement.And Maxim kept methodically improving. There was no breakthrough product or breakthrough idea or breakthrough customer that catapulted Maxim to success. But you could see the progress each year as you looked back.Bob’s vision, on the other hand, seemed to always waver. And most of the wavering was what Bob felt the “analysts” wanted the company to do.“Wireless is hot right now, so let’s focus there,” Bob would say. So the company focus would change to wireless.“Networking is hot, so we need to do more networking products,” Bob would say. Then the company focus would change to networking.It didn’t matter that Bob’s company had no strategic advantage in wireless and networking. They were just hot markets that the analysts liked, so the focus changed.Gifford’s consistent strategy allowed Maxim to consistently grow profits. Bob’s inconsistent strategy meant Bob’s was always explaining why his company missed their numbers.The Final Difference: Be generous.Gifford certainly wanted to personally make a lot of money. And he did.However, Gifford had one of the most generous compensation programs in the Silicon Valley. The wealth creation went to all levels of Maxim.Gifford’s generosity didn’t end with just wealth creation. Maxim’s healthcare plan was very generous for employees too.Maxim had a very simple sick policy: If you’re sick, stay home. If you’re healthy, go to work. There was no paperwork required if you were sick.The contrast with Bob couldn't have been more dramatic.Bob wanted to make a lot of money, but Bob was seemingly indifferent to what happened with his employees.Bob’s stock option plan was the bare minimum compare to Maxim’s generous plan. The result was employee turnover at Bob’s company was much higher.Bob’s healthcare plan was again the bare minimum. And premiums kept increasing year after year.Bob’s sick policy was much different than Gifford’s. You had to fill out a time sheet if you missed a day of work.Worse, you were required to take time off for doctor visits. So if you missed two hours to go see the doctor, you were required to log this time as sick time.Employees resented Bob’s penny pinching. Gifford built loyalty with his generosity.Great leaders know how to build a loyal following.Jack Gifford was a great leader. Bob was not a great leader.Gifford, despite a massive ego, knew how to build a successful company for the long term. Bob did not.Gifford understood that consistency, a focus on continual improvement, and generosity were the keys to building a loyal team.I learned a ton about what to be a leader working with Gifford. And I learned a ton about how not to be a leader working with Bob. I applied the lessons I learned from Gifford and Bob to my own leadership style when it became my turn to build my own company.You can do the exact same thing I did and apply these lessons to make yourself a better leader, so you can build a great company too.For more, read: What is it Really Like to be a Startup CEO? - Brett J. Fox
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