Evaluating Employee Performance
Strategies for Evaluating Secure Remote Access Solutions for OT/ICS Networks Over the past decade, the number of employees in the U. S. working from home half-time or more has risen to an estimated five million, according to Global Workplace Analytics. However, those numbers now pale in comparison to today's reality of businesses everywhere encouraging as many workers as possible to work from home. As the size of the remote workforce surges, network administrators of operational technology (OT) networks find themselves on the front lines of enablement. They need to provide online connectivity to users who typically access industrial control systems physically, while remaining confident that security isn't compromised. The task is significant as every company in the world relies on these networks. For nearly half of the Fortune 2000 – in industries including oil and gas, energy, utilities, manufacturing, pharmaceuticals, and food and beverage – these networks are critical components to their business.
Evaluating employee performance management
Both processes can be biased by the participants personal experiences. For example, something that is super annoying may not actually be the biggest productivity killer - it's just the squeakiest wheel. And folks with big personalities can sway others if the moderator isn't good at counterbalancing. Single Incident/Big Impact Post mortems (and many of the great write ups here already) are fabulous for single incident cases. There's a lot of work (as others said) to drive this away from being a blame game and into a useful learning exercise. That is the risk, though, with diving deep - you need to make sure that a single bad situation is not the only reflection of an individual or group's performance. Performance management has to be quite separate from this exercise. The draw back is that a really good post mortem takes real time. And a superficial post mortem won't be worth the time you put into it - in some ways, bad post-mortem research can be worse than none at all. So - you end up needing a bar for "what's so impactful we should do a post mortem?
Benefits will also be included, right? Sorry, I just thought I should ask now. " The hiring manager's blistering reply: "Your questions reveal that your priorities are not in sync with those of the company. At this time, we will not be following through with our meeting this Thursday.... We seek out those who go out of their way to seek challenges and new opportunities. We believe in hard work and perseverance in pursuit of company goals, as opposed to focusing on compensation. Our corporate culture may be unique in this way, but it is paramount that staff display intrinsic motivation and are proven as self-starters. " Fortunately for Barnes, a cofounder of the startup followed up with her and learned her second interview had been canceled. The cofounder apologized and offered her a second interview. To put their theory to the test, the authors set up several experiments. In one, they asked students to write fake cover letters in response to an ad for their dream job. Another group read the letters looking for extrinsic or intrinsic motivation cues.
Why surfing the web can be a productivity booster
For N-S traffic, two-tier ingress proxy architecture has excellent capabilities for continuous deployment because it can integrate with CI/CD tools, such as Spinnaker and Jenkins X. For E-W traffic, kube-proxy offers only basic load balancing and lacks APIs to integrate with tools for continuous deployment. Bottom line: two-tier ingress is excellent for continuous deployment of N-S traffic but provides almost no capabilities for E-W traffic. Scalability and Performance The two-tier ingress architecture scales well for N-S traffic. Multiple N-S ADCs can be grouped together as a cluster in an active active formation to process requests in parallel. E-W traffic relies on kube-proxy, which provides three modes of deployment for userspace, iptables and IPVS. Because iptable mode has limited scalability, deploying kube-proxy in IPVS (IP virtual server) mode is recommended, which is designed for better scalability, better response time and lower CPU usage, but it adds complexity. In summary, two-tier ingress is excellent for N-S traffic scalability but merely good for E-W traffic.
So, I've done this through 4 companies now as a manager of medium sized (5-20 people) teams. And I think there's different tools for a couple of different jobs: Retrospectives (Agile) & Lessons Learned Good for stuff that is somewhat like a scrum - a way for a team to look back reflectively. Good for finding the stuff that doesn't fit into a single ticket, and that can be more around communication. I find it a lot harder to get much out of this when we're talking about a team that is too big to scrum together (like a department sized group) - because the low-formality, discussion elements really need a team size that allows fairly equal person to person communication. Doing this as a group of 20+ you end up with deputized speakers (officially or unofficially) being the only contributors. Agile has clear processes and techniques for Retrospectives. Other times companies that may not use Agile will do a "Lessons learned" meeting using their own concoction of procedures but the good formats generally seek to capture all ideas, avoid blame, and have a separation between brainstorming which is non-judgmental, and prioritizing/acting - which seeks to do the work with the most bang for the buck.
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Kazoo has designed a "Reward and Recognition" platform that enables everyone in a company to applaud others at any time. With this system, a new employee may receive several personalized messages from colleagues as high up as the CEO, welcoming them into the company. Once an employee is on board, she can give a shout out to a colleague saying, "Thanks for helping me feel welcome. " The system uses technology, but the words and sentiments exchanged among employees are crafted by individuals. This platform, which Pellman says is used by 80% of employees at least once a month, "creates a culture of recognition" because everyone in the company sees all the accolades posted. How can managers gain trust With all the excitement about AI and advanced technologies, it's fair to ask if managers can win over employees and be perceived as more trustworthy than machines. The answer is definitely yes. Humans have capabilities that the new technologies don't have. According to the Oracle and Future Workplace study, respondents said their managers are better than robots at "understanding my feelings" (45%), "coaching me" (33%), "creating or promoting a work culture" (29%), and "evaluating team performance" (26%).
