15 Matching Annotations
  1. Aug 2019
    1. Mr.S.hasgivenrepeatedassur—anceofhisentireapprobationoftheobjectoftheBoardinsend-ingmissionariestotheseIndians,andhasconstantlyexpressedawillingnesstoaideverywayinhispowerinadvancingthework.WecannotbutregarditasfavourableindicationondivineProvidence,thatheentertainsanopinionsofavourabletomissionaryoperationsher

      Schoolcraft wants a Mission



    1. sdesirousofaschoolatornearhisgoat,&lof£er§<$odéVall,inhispowertoaidinoaae.apersonissenthere

      Schoolcraft wants a school in this area and will work with Boutwell to make it happen (at Red Lake over Sandy Lake because of the land is better at Red Lake)

    2. r8.heredistributedpresentstotheInde.mostofthemhavesidedusincarryin

      Schoolcraft gave gifts to the male and female Natives who helped carry supplies

  2. Jun 2019
    1. ObjectsconnectedwiththepoliticalconditionoftheChippewaysinhabitingtheupperMississippi,haveinducedtheDepartmentofWartonotifymethatitisdeemedimportantIshouldvisitthesebands,duringtheensuingseason.Theopportunitywillbefavourableforinquiringintotheirmoral,aswellaspoliticalnecessities.Andtheregionis,onseveralaccounts,averyattractivefieldofevangelicalobservation.HavingbeeninformedthattheAmericanBoardhavedirectedtheirattentiontothishithertoneglectedquarter,andthatitisinaccordancewiththeirwishestoprocureauthenticinformationrespectingit,IhaveinvitedtheRev'dMrBoutwelltoaccompanyme,feelingpersonally,adeepinterestinthesuccessoftheireffortstobettertheconditionoftheChippewanation

      Board sent HR Schoolcraft to "neglected" Chippeway territory to gather information about the area (viability of missionaries?)



  3. Aug 2018
    1. Patreon Engineering Levels

      Engineering focus, but a very detailed rubric of how to rank different personnel levels. Could maybe be generalized/adapted for other fields.

  4. Feb 2017
    1. Oakwood International offers the best HR Consultancy Services, training and coaching in the UK and UAE with 15 years’ experience in Middle East Oakwood. For further details visit them now.

  5. Dec 2016
    1. We noticed that this increment in productivity was a consequence of the student s’ involvement in the planning, estimation and controlactivities in each sprint. This practice reinforced the commitment and the responsibility of each student and favored the leaders’ development, which also contributed to motivate the team.

      This is gold to keep your employees. We moved away from giving foosball and pool tables, remote work or shares. Millennials are transcending the vertical hierarchy. The Age of Information requires respect of the intellectual self.

  6. Aug 2015
    1. Workday, a human resources software company, makes a similar product called Collaborative Anytime Feedback that promises to turn the annual performance review into a daily event.
    2. data that allows individual performance to be measured continuously, come-and-go relationships between employers and employees
  7. Jan 2014
    1. Here’s a simple test: If your company has a performance bonus plan, go up to a random employee and ask, “Do you know specifically what you should be doing right now to increase your bonus?” If he or she can’t answer, the HR team isn’t making things as clear as they need to be.
    1. We also believed in market-based pay and would tell employees that it was smart to interview with competitors when they had the chance, in order to get a good sense of the market rate for their talent. Many HR people dislike it when employees talk to recruiters, but I always told employees to take the call, ask how much, and send me the number—it’s valuable information.
    1. HR people can’t believe that a company the size of Netflix doesn’t hold annual reviews. “Are you making this up just to upset us?” they ask. I’m not. If you talk simply and honestly about performance on a regular basis, you can get good results—probably better ones than a company that grades everyone on a five-point scale.
    1. Instead, we tried really hard to not hire those people, and we let them go if it turned out we’d made a hiring mistake.
    2. One day I was talking with one of our best engineers, an employee I’ll call John. Before the layoffs, he’d managed three engineers, but now he was a one-man department working very long hours. I told John I hoped to hire some help for him soon. His response surprised me. “There’s no rush—I’m happier now,” he said. It turned out that the engineers we’d laid off weren’t spectacular—they were merely adequate. John realized that he’d spent too much time riding herd on them and fixing their mistakes. “I’ve learned that I’d rather work by myself than with subpar performers,” he said. His words echo in my mind whenever I describe the most basic element of Netflix’s talent philosophy: The best thing you can do for employees—a perk better than foosball or free sushi—is hire only “A” players to work alongside them. Excellent colleagues trump everything else.
    3. Despite her work ethic, her track record, and the fact that we all really liked her, her skills were no longer adequate. Some of us talked about jury-rigging a new role for her, but we decided that wouldn’t be right. So I sat down with Laura and explained the situation—and said that in light of her spectacular service, we would give her a spectacular severance package. I’d braced myself for tears or histrionics, but Laura reacted well: She was sad to be leaving but recognized that the generous severance would let her regroup, retrain, and find a new career path. This incident helped us create the other vital element of our talent management philosophy: If we wanted only “A” players on our team, we had to be willing to let go of people whose skills no longer fit, no matter how valuable their contributions had once been. Out of fairness to such people—and, frankly, to help us overcome our discomfort with discharging them—we learned to offer rich severance packages.