Letter to employee to improve perance Form

During important milestones: Evaluate your team when you go in for funding. .because weak teams are not likely to get funded..It has happened to me and I can perceive that was a fair decision. This is what had happened, The company was getting to its 3rd year and had recently innovated and world's first technology that would revolutionise a particular industry and had implications for enforcement. The company was getting to the first round of funding and my involvement unfortunately was deep rooted in the core operations and R&D (which is still a major component of the operations).This was a point when company was faced with a risk if grown organically would stagnate and possibly shutdown. The board decided I just didn't have the credentials  to be the face of R&D and I had to cash out!

A two-hour gig? That's 120 minutes of on stage performance or setup inclusion? I'll go with stage time, and also assume you've negotiated appropriate setup, and such.Another assumption is genre. I'll assume it's pop structured (as most radio friendly music is these days), so average song time would be roughly 3 and a half minutes…give or take.You're looking at roughly 30 songs. Thats…over 2 hours. Now, that's a rough estimate, as song times vary, etc.Oh, but wait. You'll need to include breaks, for “personnel” i.e. the band members. Normally, the drummer will need the longest break, followed by others. The drummer is using all four limbs continuously, so…they need them.If you're headlining, and depending on what you've negotiated, you might not be allotted “dead air”, so someone's staying on stage on breaks. Usually, that means at least a guitar player and/or the singer. Maybe not a long guitar solo, but…maybe an acoustic filler/singalong for the crowd. Plus, in between banter, there's that too (paring that down was always a plus for us back in the day)So, practice 30ish and get them flawless, because you're only going to need 20ish. Why 30ish? Because…more is good for flexibility. Always. Plus, it allows you to keep your set list semi-”fresh”, while only putting in a little extra work.setlist.fm - the setlist wiki is a good resource for structuring a setlist in a professional way (I wish it was around during the “trial and error” days.)

As far as I know (I left FB in 2021. worked in FB HR from 2008-2010), Facebook doesn't have a strict target for non-regrettable attrition in the way the Microsoft does (MSFT famously stack ranks the whole company and managers are supposed to manage out the bottom 10%). I would say that Facebook strongly believes that it is healthy to manage people out of the company when it is appropriate and they have always tried to make it possible to manage people out efficiently if it is the right decision (eg, it is not a 9 month process like it is at other places), but they have never forced managers to fire a certain % of employees. Facebook looks at attrition as part of the performance cycle every six months. Like most companies, they divide attrition in to regrettable (people that leave and you didn't want them to) and non-regrettable (people that you wanted to leave) attrition. I believe that the goal was to have non-regrettable attrition be higher than regrettable (%-wise) and that the total of the two should be 5-10% of employees (I believe it is usually closer to 5%). In my experience, I'd say Facebook is actually relatively good at ensuring that people that don't belong at the company are moved out. I say relatively, because regardless of attrition rate, I'm pretty sure that everyone always wishes that poor performers were managed out faster, but relative to other companies in the valley, Facebook does actually fire people (at all levels) and they do it at a healthy rate.

There are three things (ex-consultants chuckle here) that jump out to me about working at McKinsey:The clarity of thought and logic. McKinsey thinks of the core of what they do as "problem-solving" (commonly used as a noun, e.g., "we're going to have a problem-solving at 2pm"). Their approach to this (short version) is to break problems down to their constituent parts in a MECE (mutually exclusive, collectively exhaustive) way, figure out which pieces are the most important, allocate time accordingly, conduct analysis to figure out the constituent answers and roll it all back to a big picture conclusion. They have a host of methodologies and techniques to aid in this work, and learning these tools can be quite powerful. After doing this repeatedly for a few years, it embeds itself in your head as an approach to thinking in a clear way. The people are exceptional. The talent is obscene to the point of being a joke. You can't swing a dead cat without hitting an Ivy League graduate. There are Rhodes scholars all over the place. Marathon runners are only notable if they've run over 10. And add to all the brains and accomplishment, they tend to be extremely nice and of course polished. The caveat to this is that in a vat full of overachievers, everyone over delivers even if it's a waste of time. This doesn't really manifest itself in competition with your peers, but you can sure find yourself doing work at 11pm that never sees the light of a client meeting.The work and Firm have a rootlessness about them. In the spirit of two goods and a bad (the preferred McKinsey approach to feedback and improvement), I will end with a critique. There is a transience to the Firm that can be unsettling. You work on a project closely with a team for 3 to 6 months. On Fridays you're in the office, but that's not much time to get to know people. After a project, you go your separate ways, and may or may not ever work together again. Two year tenures at the Firm are pretty common. Part of that is great exit opportunities and part of that is fit and burnout, but it results in a temporary feeling to it all. That said there are worse things than simply taking in the moment while you're there.

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.

I lead two gaming clans during my nine years of playing a MUD. I was only seventeen when I created my first clan, and I was twenty two when I created my second. Notably: by the time I created my second clan, I was in RMT (retail management training) with Starbucks, something I *directly* link to my time spent learning how to lead and manage people in-game. It wasn't the only reason I became a manager, but it did give me the skills in order to even consider it and be considered for it. By the time I was 23, I was managing my own Starbucks store.Here are the things I learned, beginning from age 17:Recruiting - because I started both my clans, rather than taking over or moving up the ranks in one, I learned straight off the bat about recruiting. I learned about having a group of founding members to fill core roles and senior positions in game and how important that was to early and lasting success. I also learned how to cold recruit in game, both by approaching members of other guilds (this was super useful later when I needed to recruit management team leaders to my stores) and by approaching un-guilded "newbies" (which I'd liken to hiring young first-job seekers and also attending hiring fairs at colleges for those new to the workforce).Equity, Investors, and their importance - Starting a clan cost gold - a whole lot of it. I *could* have waited to front it all myself, but it'd have taken longer and also left me high and dry. Instead, I got investors. Some of them would also become founding members - notably, my coleader and other high ranking (in-game, there were the Prince/Princess - Leader and Coleader, then lower "rankings" starting with Duchess/Duke, Marquise/Marquesse, etc) players. They "bought" their rank both with gold to create the clan and with loyalty and ownership in helping recruit and run the day to day activities necessary to be successful. Other "investors" were friends in game who were dedicated to their own guilds or power clans, but would help us out in exchange for ... in some cases, alliances with our clan, in others, promises of the unique "clan item" we could create. Specialized Roles vs General Expertise - as guild leader, I had to have some knowledge of each area of importance in-game*. However, I couldn't be best at everything. So I made sure my founding members complemented each other. We had specialties that we were all responsible for leading in-clan and tracking. Succession planning - and the importance of creating a 'bench' for replacing key players as their life cycle in-game or in-clan came to ends. Players might leave for any number of reasons - "real life" pursuits, moving on to new game, in-game issues (personality clashes, flounces, or just to join a power clan), etc. Having a replacement plan was key. For higher roles that were less likely to have turnover (like, myself and my coleader), we'd keep a one-deep bench (coleader would replace me when I "retired" for awhile, then someone would fill coleader role, etc). But for lower roles that might turnover more quickly/with less warning, we'd keep at least two in mind. Democracy doesn't work - at first, we tried to hold coleader elections to let the clan decide who should lead with me. That didn't work. It turns out that interviewing is key, but in the end, the leader needs to pick who leads, both because the leader knows what will work best with her AND because in the end, the fallout is the leader's to deal with if things go wrong. And popular does not equal best. It's best if the leader can be best AND make himself/herself popular, but it's never going to be maintained. Leaders have to make decisions that are going to piss off one or all parties involved sometimes. There are a lot of factors you need to consider when choosing your leaders in-clan (and in-company), but voting for the best fit isn't one of them.Good leaders create buy-in - and buy-in is so crucial to a clan or company's success. If your members/employees have reasons to personally want the success of both the clan/company AND you as a leader/them as a team, you're going to make it way farther than a team that's just doing it because. Finding that personal buy-in is important. In clan, it might be someone wanting to climb the clan's leadership ladder, it might be personal gain/wealth, it might be trying to climb the game's leaderboard, who knows. Figuring out what motivates your team members means you can use that to drive results for the team. And if you can create enough rapport that they personally have buy-in to trust you as a leader and want to help you out, you'll find it hard to fail.We VS I - Good leaders personally own failure. The pronoun used to discuss failures or misses is I. Good leaders team-own success. The pronoun used to discuss wins is We. Period. Competition  - is good. It drives you to become better. It keeps you from becoming complacent. It makes the wins sweeter and the losses productive - by giving you learnings from the loss and from how they did it better.Conflict & Personality Management  - When you're a seventeen year old girl playing a text-based game with a population that is in the majority older than you and male, you learn quickly (or you quit) how to navigate this with finesse, tact, diplomacy, and a realllllly healthy dose of manipulation. Good managers manipulate. You might have to pull rank now and again to settle something fast and hard. But hopefully you won't have to too much, because you'll use your manipulation skills to maneuver people into doing what you want ... and believe they chose it. You offer choices, but ensure both ways are something you want/could use. You use your own arsenal of flattery, humility, empathy, insight, knowledge, and people skills to get what the team and clan need with minimal upset. You learn how to cause fewer ripples. How to soothe egos before they even realize they're ruffled. How to rearrange people so they both feel like they won - or at least that no one lost. How to deal with each person on the team in a way that will get the best results.You learn your leadership voice - and when and how to use it. In my clan, I used clan meetings, clan notes (posted on a clan board), personal notes/letters to each player now and then, and leadership team meetings. In my store teams, I used ... store meetings, store notes (posted on our bulletin board), personal notes/cards to each employee, and leadership team meetings. I used one on ones in both areas. In clan, I had one on ones to review performance for my leaders or would-be leaders. In store, I had one on ones to review performance for my leaders or would-be leaders. I also made sure to be open to feedback on my own performance in every possible way - during one on ones, via email/message, or through the chain of command.Firing / removing from guild - You learn how you're going to set your rules. You figure out what sort of consequences there are. You figure out your system - warnings, demotions, etc. It's the rudimentary performance improvement plans, minus the paperwork and threat of lawsuit. But you learn what kind of backlash you face by *not* enforcing standards and rules uniformly or by jumping the gun. You learn about the consequences of disciplining or removing someone because of your *own* personal feelings or a dispute. I'd never have been able to carry out my first PIPs on employees and my first "letting go" of one of my employees if I hadn't had some practice in-game first. As it was, I was still shaky after.**I thought of a few more.Incentives - can be really useful, if not over-used. If we needed more money in our bank account, we'd do trade run races where one senior leader would lead a group vs another leader with a group, always donating a percentage of the take to the clan account (clan tax) after. Or if we were trying to take over the leaderboard in one category, we'd offer prizes for the members who could drive the most results in X period of time. As a manager, sometimes we would run incentives in-store for prizes, and sometimes the brand would run incentives to drive results. Utilizing incentives not just with company-directive but at a store level helped drive results in times when we might have needed the extra push.Networking was crucial - in terms of other clans and their leaders, having good relationships with them was crucial for game advancement. For one thing, if we were doing a particularly tough run or dungeon and didn't have the numbers, we'd call on an allied clan for players to help out. Also, knowing other leaders helped when we needed recruits - oftentimes other leaders would direct people to us if they were full-up or didn't quite suit their clan's profile. And we'd do the same. Plus, having good relationships gave us insurance that we wouldn't be wiped in dungeons by those clans we were friendly with. Plus, we exchanged information - tips on beating certain quests, warnings about other clans hiding trying to jump people in certain zones, etc. As a manager, networking was super important. Other store managers could help with putting out the word for recruiting, could refer candidates to each other as needed (if we needed a manager and their bench was full up, etc), and also help with awareness in times of trouble, too (for example when there was a particular individual harassing stores, if he appeared in one, there'd be some phone tag to warn others that he was around, etc). Catching people doing things right - and recognizing them on the spot helped drive those behaviors. This was useful not just as a clanleader and manager, but I sure do employ this now with kids and husband. I would never include my six years of in-game "management" of a clan or even the seven years I spent as an admin/developer in-game on a resume. But I absolutely use every skill I learned in those roles in my jobs in management (and customer service). And I absolutely will speak to them in interviews as applicable. *(if you're curious, this involved "trade runs" where you'd take a load of goods from one trade post to another, to sell at (hopefully) a profit, provided others hadn't hit first and lowered the price, "catacombs runs" where you'd travel dangerous caverns to collect eggs used for training skills, zone runs into dangerous areas leading text-based versions of "raids", sometimes utilizing multiple groups to complete the zone for equipment rewards, and pk/cpk - player kill and chaotic player kill, where you'd fight other players either to keep them out of your zone or to kill them and steal their equipment)

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.