Take some time to think about your answer. I had never been in a situation like this before, so I just had to think about what would be appropriate and logical. Ask the employee to tell you what happened, ask if it's still possible for the employee to get the promotion, request to speak to the manger, find out if the manager had the authority to give the promotion, etc.
I have had this situation many times. I would confirm with the employee what type of promotion were they seeking; promotion in job level or into new position. I then do a little research to see what position they currently hold and have held previously, in the company and externally. We have an internal resume, so I would look at that too. I would also ask the employee why she/he were interested, thought she/he were competitive and what she/he did to prepare. This helps me to get a basic understanding if they really were ready for the position. I have found many employees may be ready to move on, but don't understand how to get ready for the next opportunity. They often believe that tenure, "experience" in one position automatically makes them qualified for the next job. The experience they have gained in one position may not have anything to do with the next position, but they believe they should be given the opportunity because of tenure/success in their current role. I would then ask the employee what type of feedback did they get on why they were not selected. If they did not get specific feedback which would help them understand why they were not selected, I follow up with the hiring manager to request a little more detail. I would then provide the feedback to the employee along with additional resources to help them prepare for the next opportunity. I have found this to be successful. Often employees complain because they don't have a clear understanding of the promotion policy and what is needed to grow their career. Providing employees with clear communiction and guidance on the organization's promotion and succession management process and philosophy helps to avoid these types of issues. Thanks.
"One size, does not fit all" I designed a performance management system where the business/strategic goals were aligned with the HR Department's goals as to measure the success of each employee and help improve the process and procedures. It was successful because the turn-over rate decreased, productivity increased, and sales were booming!
I said I would talk to them about t-shirt sizing and try several ways to help them understand that story estimation has little to nothing to do with time, rather effort. I also explained that this was a challenging topic for a new team.
Story points should be explained to a team that's new to agile, that it's an agreed upon estimate. Explaining to teams that it's the amount of
Time vs effort.. teams get hung up on time based estimates. And not about the amount of effort it's going to take to accomplish a task/user story.
Good indication of behaviors that are common in this organization. No job is worth total humiliation.
I would definetly keep my cool and act very professional and say... I understand your concerns. Please send me your issues in an email and I will make sure I set up a conference call so we can discuss them in further detail.
2 ways. At the low level: reverse the entire string. 'Hello World' becomes "dlroW olleH". Then reverse each word, becomes "World Hello". At a higher level: Tokenize the words and push them onto a stack, then pop them out.
Before I would stop a line I would make sure that I had evidence which I could use to justfy the stop. If this evidence was insufficient to stop the line or if the decision by the policy holders was not to stop the line but I felt that the problem was important enough to the customer I would escalate the problem to the Director of Quality. Unfortunately I could provide no examples that actually showed me being effective because they were all company confidential. The minor issues I could describe were not very impressive