#employee performance improvement plan

[celesiosusa]

Empowering Growth with Celesios Employee Performance Improvement Plans

Are your employees reaching their full potential? Celesios can help them get there. They specialize in crafting personalized Employee Performance Improvement Plans that inspire growth and drive success. They work with employees through tailored strategies to overcome challenges, build strengths, and achieve goals. Celesios believes that every team member has the potential to excel with the right support. Trust them to foster a culture of continuous improvement where every employee can thrive. Let Celesios elevate your team's performance to new heights!

[theemployerdomain]

Why Performance Improvement Plans Matter In An Organization?

Improving your employee's performance is a need of every business organization. And for this reason, many companies or organizations prefer to use performance improvement plans.

Let's know more about it! 

What Is A Performance Improvement Plan?

If we describe this term, it is a valuable tool for organizations to monitor employee performance. As a result of identifying performance issues and providing specific goals and objectives, a PIP can help employees address performance issues and develop the skills necessary to succeed in their roles. 

Furthermore, it is salient to note that a PIP does not intend to be a punitive measure or a form of discipline. To provide employees with a clear path to improve performance and meet the organization's expectations. The process can be an opportunity for the employee to receive additional training, resources, and support to help them succeed at work.

However, if an employee fails to meet the objectives outlined in the PIP, disciplinary action, including termination, may be necessary. It is crucial that the PIP built with clear and realistic goals and that the employee turns out with regular feedback and support throughout the process.

Reasons: why Performance Improvement Plans Matter In An Organization?

Clear Expectations:

PIPs provide employees with clear expectations for their performance, outlining specific objectives and timelines for improvement. This clarity helps employees understand what expected of them and what they need to do to succeed in their roles.

Support And Resources:

PIPs often include support and resources to help employees achieve their objectives. It includes additional training, coaching, or mentoring, which can help employees develop the skills they need to succeed.

Alignment With Organizational Goals:

PIPs help align employee performance with organizational goals. By outlining specific objectives, PIPs ensure that employees are working towards the goals and priorities of the organization. Also, it helps you to increase employee productivity. 

Opportunities For Feedback:

PIPs provide opportunities for feedback and evaluation, which can help employees improve their performance and receive recognition for their accomplishments.

Retention Of Valuable Employees:

PIPs can be a valuable tool for retaining good employees. By providing a clear roadmap for improvement, PIPs can help employees stay engaged and motivated in their responsibilities.

Legal Protection:

PIPs can also provide legal protection for organizations as turns out of an employee's termination. By documenting performance issues and providing a clear path to improvement, PIPs can help organizations avoid legal disputes related to wrongful termination.

Performance Improvement Plan Template

Following are the contents that include in the PIP's templete:-

Introduction:

Explain why the employee obtained the performance improvement plan and what issues must addressed.

Performance Improvement Objectives:

List the specific performance objectives that the employee needs to achieve.

Clearly state what is logical for the employee and what they need to do to meet the objectives.

Set a timeline for achieving the objectives.

Support And Resources:

List any support or resources that be put forward to help the employee achieve the objectives. These could include training, coaching, mentoring, or other resources.

Consequences:

Outline the consequences if the employee fails to meet the objectives outlined in the plan. It could include termination, demotion, or other disciplinary action.

Review And Feedback:

Specify how progress will be monitored and evaluated. State who will provide feedback and how often.

Include opportunities for the employee to provide their feedback and suggestions for improvement. Also, this helps you in making a hybrid work schedule.

Signatures:

Have the employee and their supervisor sign the plan to indicate that they have both read and agreed to the objectives and expectations outlined in the plan.

Performance Improvement Plan Employee Rights

Right To Know Why They Are Being Placed On A Pip:

An employee has the right to know the specific reasons for being placed on a PIP. It should be communicated clearly and objectively to the employee.

Right To Participate In Developing The Pip:

An employee has the right to participate in developing the PIP. They can provide input on the specific objectives and actions outlined in the plan.

Right To Support And Resources:

Employee has the right to receive support and resources that will help them meet the objectives outlined in the PIP. It could include training, coaching, or access to additional resources.

Right To Feedback And Evaluation:

An employee has the right to receive regular feedback and evaluation on their progress towards meeting the objectives outlined in the PIP. It should be done in a constructive and supportive manner.

Right To Appeal:

An employee has the right to appeal the decision to place them on a PIP if they believe it is unjustified. They should be allowed to present their case and provide evidence to support their position.

You can also watch: You can also watch: EMP Monitor - Workforce Management Suite

Wrapping Words

At last, performance improvement plans (PIPs) are a significant tool for organizations to manage employee performance and improve productivity. They help to set clear objectives and expectations, provide support and resources, and establish a path for improvement. However, it is salient to implement PIPs fairly, while respecting the rights of employees. 

[managerapproach]

Organization's True Potential with Organizational Development!

[oliversrarebooks]

corporate retreat part 1 / 4

I went into a fugue state and wrote nine thousand words about an overworked corporate drone being brainwashed for their own good.

Masterlist > Next

tw: brainwashing, conditioning, dehumanization, drugging, humiliation, hypnosis, restraints,  corporate culture, weight insecurity mentioned, a little kinky

"Welcome to the Brainwashing Department! You must be today's test subject. We're happy to have you!"

Quinn stared in disbelief at the receptionist's guileless and strangely familiar smile. "You're awfully cheerful about this, aren't you?"

"Well, I love my job," he said without the slightest trace of malevolence. "As I'm sure you know, the Brainwashing Department is critically important to the organization. Without us, we wouldn't have sleeper agents, puppet politicians, memory erasure... and it's interesting work, too. No two subjects are the same." He glanced at Quinn's badge and then at their face. "Say, I recognize you. You're from IT, aren't you? You're the one who always unlocks my laptop when I forget my password!"

Oh, shit, that's where they remembered this guy. Quinn wasn't sure what they found more mortifying: the fact that they'd been recognized, or the idea of letting a guy who obviously didn't know how to work a laptop be in charge of human minds. Maybe he'd been a test subject, and it affected his brain... although considering what Quinn had signed up for, that wasn't at all comforting.

"Yeah, I'm from IT," said Quinn. "Can we get started? I'd prefer to get this over with."

The receptionist laughed. "You seem like you could use a vacation. Good thing you're here. No better vacation than a vacation from your thoughts, right?" He pushed a button on his phone. "Dr. Moon, your test subject has arrived."

Quinn played with their phone and tried not to look like an anxious wreck as they waited for the doctor. This was such an awful idea, but they didn't have much of a choice. 

---

"You used to be my favorite minion. I hate to see your potential go down the drain, and I'd really, really hate to have to put you on a performance improvement plan," their boss had said. "You know, just because we're in the business of underground supervillainy doesn't mean we don't value our employees' mental health. You should take a vacation, recharge yourself."

"I'm out of PTO," said Quinn.

Their boss leaned over her desk with a frightening look in her eye. "Have you happened to see the fliers the Brainwashing Department has been posting?"

Oh, they didn't like where this was headed. "The ones looking for compliant test subjects? The ones promising a $5000 bonus and a month of PTO?"

"Exactly! Doesn't that solve your problem?"

"The month of PTO is just the month you spend as their brainwashed test subject."

"Details," she said with a handwave. "You get PTO and a chance to relax --"

"-- by being drugged and hypnotized out of my skull --"

"--and you'll come back refreshed and ready to work."

"Presumably because you'll get them to brainwash me to be a better employee."

"See, everyone wins!" she said. "I highly recommend that you volunteer."

And that was that. Quinn certainly didn't have the clout to argue, especially when they were at risk of being at the bottom of the stack ranking. You didn't want to get stack ranked in this organization. It usually involved poison in your cafeteria rations.

---

"Quinn? You're a volunteer for brainwashing testing, right?"

Quinn looked up to see a middle-aged woman wearing the aquamarine jumpsuit of the higher-status employees, along with a lab coat and a pair of enormous round glasses. Her hair was pulled back in a simple ponytail and she had a strangely warm smile given her profession. 

"I'm Quinn, and yeah."

"Pleased to meet you. I'm Dr. Moon," she said, holding out her hand for a shake, and her hands felt warm as well. "Thank you for volunteering. It's critically important that we have adequate testing subjects for refining our process, before we have to use the techniques on important targets. So many employees are frightened of our department, even though our work is really quite pleasant. You don't have anything to worry about, though. I promise that your mind is good hands here."

"Good to know," they said. "Hopefully I can give you some good data." It really wasn't the competency of the Brainwashing Department that worried them -- they'd seen their results firsthand. If anything, they were perhaps a little too competent.

"I'm sure your data will be invaluable. Now, if you could follow me..." She turned and swiped her keycard at the double doors next to the reception desk, ushering Quinn inside.

They stood in a short, sterile, and blindingly white hallway with several doors on each side and another large set of double glass doors at the end. "Those doors lead to the primary brainwashing floor," Dr. Moon said, gesturing to the end of the hallway. "But first, I'm going to have you go into one of our prep rooms." 

She slid her keycard on one of the side doors, which opened up to a small room with some lockers, a shower, and a bench. "Put your uniform and any personal effects -- except your glasses and anything medically necessary -- in the locker. Then, take a shower using the provided soap and dress in the clothes you find in the locker. Make sure you clip your identification tag to the gown, so we don't lose you."

"Wouldn't want that to happen."

"When you're done, just press the button and I'll be back to guide you to the next phase," she said. "Take your time. We're in no hurry."

Quinn shut the door behind them. They stripped off their sneakers, a pair of socks adorned with little green alien heads, and the gray jumpsuit that marked their middling status in the organization. The hot water felt great as they stepped into the shower, and the soap was pleasantly scented with lavender. It would've been relaxing if the shower hadn't given them a chance to be alone with their own thoughts.

Were they really going through with this? They could've told their boss no, but that would've just ended badly. The terms of the test subject agreement guaranteed that the process would be reversed at the end, but it wasn't like they trusted that. They knew what the Brainwashing Department was capable of. They could wipe any memories they didn't want them to have, they could implant suggestions of being more loyal and eager to work, they could humiliate them in so many ways, they could simply leave them brainwashed permanently... 

Quinn sighed. This was absolutely going to suck, but there was no use worrying. It wasn't like they were going to turn back now.

The provided outfit was a soft blue cotton hospital gown and padded socks. They were quite comfortable, but made Quinn feel entirely too exposed and vulnerable without their familiar jumpsuit. The badge they clipped to the gown had their name, picture, subject number, and a series of codes designating the brainwashing procedures they were going to undergo. Quinn didn't know enough about the department's work to know what the codes meant.

They pressed the button.

A few minutes later, Dr. Moon entered the room. "I hope you had a nice shower. Let's get you into the other room to do a few necessary checks."

The next room was a bit like a doctor's office. "I'll need you to stand on that scale, please," said Quinn.

"Is that really necessary?" They fucking hated this part of the doctor's visit.

"It's not for judgement or shaming, really! We just need accurate weight to make sure the medication dosage is correct. It's for your own safety. You don't even need to look."

Somehow, even the idea of being weighed for brainwashing drugs was preferable to being shamed again. They didn't look as they stood on the scale, and Dr. Moon made no comment.

"Now, if you'll sit on the table for a minute, please," she said. "Let me just check your breathing... your eyes and ears..."

Quinn sat as still as they could as Dr. Moon pressed a stethoscope to their chest and shined a light in their eyes, but they couldn't keep their knee from bouncing.

"Any vision or hearing problems, other than your need for glasses?"

"No."

"Any disabilities we should be aware of? Here in the Brainwashing Department, we pride ourselves on our commitment to diversity. We'll adjust our procedures to accommodate any disability, mental or physical, to ensure that everyone can safely and easily fall under our control."

"Uh. Not that I know of." Quinn most certainly was not going to spill their mental health difficulties to this woman. She'd probably have access to all of Quinn's secrets soon enough... ugh, they'd rather not think about that.

"All right, then. If you're ready, I can lead you to the brainwashing floor and we can get started on your procedure."

"I'm not sure I can be any more ready than I am right now, so..."

"I know it must seem nerve-wracking, but trust me, once we get started you won't be worried at all."

"That doesn't especially ease my worries."

They followed Dr. Moon through the double doors and into the main brainwashing floor. Here, thirty of the organization's brainwashing devices were arranged in neat rows, big plush reclining chairs with restraints and screens and medical tools. They were all currently occupied by people of all ages and types undergoing procedures. Most of the people were half-asleep and watching hypnotic screens, mouthing words under their breath, hooked up to gas tanks and IV lines containing the drug cocktails that made them docile and malleable. Some were being induced, surrounded by staff monitoring their vitals as they went under. Others had a staff member drilling commands into their minds. One woman at the back was thrashing and fighting as the department staff wrangled her into restraints and into a mask.

Quinn had long been desensitized to the brainwashing floor. After all, when you worked for an organization like this one, morals flew out the window with your first paycheck. The work they did was necessary to keep the organization going, and honestly less messy and more humane than some of the other departments. Quinn had had to come here plenty of times to help troubleshoot problems with the machines, and had swiftly learned to tune out the droning hypnotic inductions and sounds of quiet struggle.

But it certainly hit differently now that Quinn knew they were destined for one of the devices. They couldn't help but imagine themselves in a chair, watching a hypnotic screen with a dazed smile and glassy eyes. The idea made their skin crawl with the fear they'd been shoving aside until now. They hated the idea of not being in control, and especially the idea of other people seeing them helpless and vulnerable. But that fate was now inevitable. They weren't kidding themselves about their ability to resist. Dr. Moon would probably turn them into a drooling, tranced-out mess by lunchtime.

At least they'd get some good sleep for a change. Chemically-induced sleep with a side of mind warping, sure, but sleep nonetheless.

Masterlist > Next

[gothiccharmschool]

Life in the workplace advice from your Goth Auntie

(Caveat: this mostly applies to the tech industry, but there are probably parts that apply elsewhere.) Now that I am on the other side of the management veil, I've learned things that I wish I'd known when I was a regular employee.

A competent or good manager doesn't want to set you up to fail. Firstly because it's the decent thing to do! Treat folks with respect! Secondly, because employees failing signals the manager is failing at their job, and managers up the chain notice. Self-serving? A bit, and anyone in a management slot should be dedicated to helping their team, but sometimes the only thing that will get not-so-competent managers to help their peeps is a sense of "Oh shit, this is going to put my own ass on the line".

A competent/good manager should be giving you feedback all the time, and help you strengthen areas you're weak at. Any annual review talk should never come as a surprise. That goes double for performance improvement plans, extra coaching, etc.

A competent/good manager also asks for feedback on themselves. I have weekly 1-on-1 meetings with all my peeps, and in every meeting I ask where I need to do better, and if I'm failing them somehow. I need to know so I can better defend them, which leads to my next point ...

A competent/good manager actively protects you. From meetings, from sudden randomization, shifting deadlines, etc. If one of my peeps says "BTW, my feature team just cut time from the deadline", I immediately set up a meeting with said feature team to set expectations of what my folks are capable of with less time. I make it clear that the original amount of work isn't possible with the new deadline, and if it has to be done, we take it higher up the chain and play project management thunderdome.

If work gets weird, deadlines get crunched, etc, a competent/good manager gets that IN WRITING from the folks responsible and gives it to you IN WRITING. No vague "Oh, we discussed it in the meeting" or DMs in Slack - in an email that can be saved. Again, actively protecting their team.

I would never have taken a management role at any other company I worked for because I didn't trust the management chain above me to let me protect my team. Because that is the number one job of a competent/good manager. If you're working for someone who doesn't tick these boxes, start doing the arduous thing known as "managing up" (oh how I hate that phrase), and ask your manager for feedback at every meeting. Ask for information in writing, give important information in writing, and (tactfully) give your manager feedback. And the moment it seems that's not helping, start figuring out an escape plan.

[max-levchin]

To build a meritocracy

About a year ago, we at Affirm decided to add an OKR to our annual planning titled “High-Performance Culture”, to help shore up the necessary means (for the necessary means) of improving our collective productivity. (Yes yes, big company stuff, whatever – we grew revenue 46% last fiscal year on essentially flat headcount, that’s pretty addictive, and it doesn’t hurt the stock price.)

We measure this OKR by asking every Affirmer a handful of questions about their experience getting work done, eg “do you feel like it’s pretty collaborative here”, etc, scoring it on a 10pt scale, and trying to improve our score quarter to quarter. Generally, our score’s pretty high, and trending gently higher, so all good then?

Maybe, but how do you do better? High-performance culture is pretty easy to define: a culture of individuals doing productive work for the company in the most efficient way possible and helping others do the same, while generally having a good time. But what do you actually do [sir] to have such a culture? And what do you not do? 

So I jotted down a few incomplete one-liners of what that means to me as Affirm’s founder and CEO. This list is neither exhaustive (I reserve the right to add and remove things here) nor is it even especially well-organized, but culture is like obscenity in Jacobellis v Ohio: you know it when you see it. 

So here’s what I see at Affirm. 

mission

morality is a key ingredient in everything we do (and don’t do)

integrity is what got us where we are today, never compromise it

consumers, merchants, and capital partners are who we serve

stay humble and be curious about the needs of each of our constituents

take pride in providing safe access to fair credit; don’t judge what consumers use it for

bleed the colors, the values, the mission

merit

Affirm is a meritocracy: your talent, skill, and willingness to put it all to work define you here

we solve multivariate optimization problems – a certain minimum intellectual capacity is required

demand excellence from yourself and from your teammates, don’t settle

work-life balance tends to take care of itself if you love your work

…remember that this is a marathon – take care of yourself and those you love

if you can’t keep up, we’ll try our best to help, but eventually you may have to leave

if you see that someone can’t keep up, you should step in to help them

leadership

we are a culture of individuals working together as teams  

once someone is a part of the team, fully accept them as one of our own

whom you hire, and how you help them be productive is your top responsibility 

be an owner, not merely an employee

do not allow “us and them” dynamics to foment anywhere at Affirm

run towards a problem; don’t assume someone else will take care of it

be a stress absorber for your team, not a stress amplifier

an occasional heroic act that helps Affirm win is a good thing, not a sign of poor planning

constant heroic acts required for Affirm to survive is a sign of poor planning

lead by example

how we work

we take calculated risks – do the calculating!

make reversible decisions fast

bring the bad news to the team early – we’ll rally to help

use our product and understand its value to our customers

care about how we make things — mind the quality of the invisible parts

…do not let perfect be the enemy of shipping and iterating

time is the scarcest resource we have, be mindful of how you use yours, and your team’s

we are a writing culture, favor short, pithy n-pagers to novels or live rants

post-mortem everything: the successes, the failures, and the near-misses – and learn

we take our work extremely seriously — but not so much ourselves 

how we disagree

if you disagree, you must speak up, even escalate – especially before a decision is made

fear of being wrong is not an acceptable reason for not speaking up

never accept an unexplained “no” for an answer – ask why

challenge ideas! good ones can handle the scrutiny, bad ones need to die on the vine

even the harshest critique of your idea is not an attack on you, don’t take it as such

no matter how brilliant you are, being a jerk is a ticket out of Affirm

know our business well, and know your area of the business cold

argue using facts whenever possible, but give your gut a voice too

once the decision is reached, commit 

sometimes, Monday starts on Saturday

[rageprufrock]

Hi Pru, this is a career question... I am in my mid-twenties, female, not quite the most junior employee at my organization but treated often as one. The workplace is highly male-dominated, competitive, the older supervisors sometimes hilariously old-boys'-club, and the younger men (my age) mean well (feminist, etc.) but have their own territories to defend. For complicated reasons I cannot leave. I knew some of this coming in but am ashamed to say that

You’ll love this: my response is so late because I too girlbossed too close to the sun and have accidentally reached mid-senior leadership status at my organization and the past month has been the most hilarious cluster of fucks. Insert clown emoji herey.

ANYWAY.

I have a few thoughts on this one, and hopefully one, or some, of these are helpful as you're navigating your early career.

To address your most immediate question: is it meant to be this hard? I think "is it meant" or "is it always" are two different questions, and each with branching answers completely dependent on your field and profession. Some are notorious for early career hazing--banking, medicine, etc--and then the answers are that the suffering is a feature, not a bug, for these industries (this can be debated ad nauseum but you know what I mean), and then for many, many other professions, the answer is that while it's not meant to be this difficult, it still is, and that it's all we can do to survive it.

But setting aside the macro issues, of whether the role itself is objectively hard or if the environment you're in is objectively sub-optimal, the more nebulous and inescapable thing is that each one of us, individually, in our early career are undergoing one of many puberties and all its attendant implied indignities. I find it weird that culturally we don't talk about this much--at least not in Western or the Eastern cultures with which I'm most conversational--but think about it: in the first five to ten years of your working life, you're often simultaneously navigating a staggering number of life-changing systemic shifts that have a tectonic impact on your lived experience. I

For a lot of us, beginning your life as a working adult means you're likely moving out of your parents' home, which adds a huge amount to your mental load and financial burden.

For a lot of us, these early professional jobs are also the first time we're operating in a performance-reward system for which there is no clear rubric or understandable progression monitoring--there aren't any grades, and I can't tell you the number of people who I've spoken to in my career who have been shocked when they're told they're being put on performance improvement plans even though they thought they were doing fine.

It's like being sent to college with no class list, textbooks hidden in eight different departments run by varyingly helpful people, while trapped in an inescapable group project run by someone who seems just as frazzled as you are, and told "okay well you should need to bring me your completed degree by EOD Thursday." This doesn't even take into account your genetic assignment to play this entire game on hard mode by failing to be a cisgendered man in the dominant cultural demographic.

People who've had multiple jobs and career changes can attest, every new job, no matter how seasoned you are, is fucking exhausting. It's almost a joke among my friends at this point how often I change jobs, and every single time I do, there's at least a six month run where at the end of every day, I'm fucking spent. I couldn't calculate 1+3 if my life depended on it, because I've spent my working day so furiously trying to read the professional tea leaves and figuring out what the actual fuck I'm supposed to be doing--which, funnily enough, is never as clear as you would think! Even if you are at increasingly senior levels of responsibility! It's really fun and good! Your boss's boss's leadership team meetings? Surprisingly similar to when I used go get coffee during my break working at an ice cream shop to complain about our customers and equipment and boss! It's amazing how no matter how much changes, everything stays the same!

So I think in the end, my answer to your question is this:

Is it meant to be this hard? Depending on what you do, maybe.

But should it be this hard? Of course not. Life is short and lush and wonderful, but already so filled with challenges, and it's a shame that being rooted in capitalism, we're all forced to participate in a system that's so unbending and unforgiving.

But does that mean it's going to be forever? Or that you can't survive and thrive and have fun in the process? Absolutely not.

However awful you feel, however bad the job is, it doesn't have to be forever. This role you're in now may be just what you need to find your next, better, better paid opportunity. And maybe that one won't be the ideal for more than a year, maybe two, but that's why you keep an eye out and a keen focus on what you want, and what's most important, and like a shark, you continue to move and grow as you get clearer on where you want to move and how you want to grow. The person I was at 24 could not have imagined the person I am at 38, and I'm guessing that the woman I am today can't fathom who I'll be in another 10 years. Whoever she is, I hope she's still choosing to do hard things and--to the very best of her ability--having a good time in the process.

It's okay to cry about work. It's okay to cry at work, even though I strongly recommend that you do this huddled in a restroom in privacy because otherwise it gets messy--fairly or otherwise. It's okay and normal to do these things. It's okay and normal to feel like a fucking disaster, to feel--or to in actuality!--be categorically failing. It is okay and normal to hate and love your job, and to love money and hate the work. There is no right way to do this, and the only wrong way is to give up on yourself, or to create a situation where you cannot have the freedom of your choices or your future.

It's also going to get easier with time. Even if you don't feel it, every day you're getting more experienced, more confident, more discerning. Those microscopic, atomic changes in you accrue, and I'm sure if you're honest with yourself you can already identify how even today, you are a stronger, more capable person in your professional context than you may have been just a year or two ago. Even if you don't mean to do it, just the experience, the bruises, the callouses from throwing yourself at the brick wall over time will rewrite the person you are--if you do this with your eyes open and intentionally, all the better.

Five years from now, ten years from now, you might still find yourself crying about work. But hopefully you'll share the good fortune I have been privileged enough to have, and find yourself the type of good friends who say, "don't care during work hours, it's beneath you to give them the satisfaction--cry later," and actually have the wherewithal to follow that extremely correct guidance.

So anyway, it shouldn't be this hard, but it is. The good thing is, you're better and stronger than it is, and you can look forward to the day you get to look over the shoulder at all the worlds you've conquered as you get ready to do it all over again.

💖

[covid-safer-hotties]

Also preserved on our archive

"In California, Democratic Gov. Gavin Newsom proposed cutting the state’s public health funding by $300 million. And the Department of Health in Washington state slashed more than 350 positions at the end of last year and more than 200 this year." Tell me again that the Democrats are damage control: They can't even do the right thing in the states where they have absolute majorities. You should be livid, not complacent or complicit.

Analysis by Jazmin Orozco Rodriguez and McKenzie Beard

Good morning. I’m Jazmin Orozco Rodriguez, a KFF Health News correspondent based in Elko, Nev., which is about as high in elevation as Denver, the Mile-High City. Email me about your experiences with health care in rural America at jorozco@kff.org.

Today’s edition: The Harris-Walz campaign rolled out a plan to improve rural health care. Nebraska voters are set to weigh in on two conflicting abortion-related ballot initiatives. But first …

The boom-and-bust funding cycle for public health hits states

During the coronavirus pandemic, states received a rush of funding from the federal government to bolster their fight against the disease. In many cases, that cash flowed into state and local health departments, fueling a staffing surge to handle, among other things, contact tracing and vaccination efforts.

But public health leaders quickly identified a familiar boom-and-bust funding cycle as they warned about an incoming fiscal cliff once the federal grants sunset. Now, more than a year since the federal Department of Health and Human Services declared the end of the coronavirus emergency, states — such as Montana, California and Washington — face tough decisions about laying off workers and limiting public health services.

In California, Democratic Gov. Gavin Newsom proposed cutting the state’s public health funding by $300 million. And the Department of Health in Washington state slashed more than 350 positions at the end of last year and more than 200 this year.

Public health experts warn that losing staff who perform functions like disease investigation, immunization, family planning, restaurant inspection and more could send communities into crisis.

“You cannot hire the firefighters when the house is already burning,” said Brian Castrucci, president and CEO of the de Beaumont Foundation, an organization that advocates for public health policy.

In late September, HHS Secretary Xavier Becerra declared a public health emergency for states affected by Hurricane Helene, allowing state and local health authorities in Florida, Georgia, North Carolina, South Carolina and Tennessee to more easily access federal resources. Last week, ahead of Hurricane Milton’s landfall in Florida, Becerra declared another public health emergency to aid the state’s response.

If states don’t have robust public health resources ready when disasters like this hit their communities, it can have devastating effects.

Local health department staffing grew by about 19 percent from 2019 to 2022, according to a report from the National Association of County and City Health Officials that examined 2,512 of the nation’s roughly 3,300 local departments. The same report found that half of those departments’ revenue in 2022 came from federal sources.

But in some places, the pandemic cash did little more than keep small health departments afloat. The Central Montana Health District, a public health agency serving five rural counties, received enough money to retain a staff member to help handle testing, contact tracing and rolling out the coronavirus vaccines. It wasn’t enough to hire extra workers, but it allowed officials to fill a position left empty when a staffer left the department, said Susan Woods, the district’s public health director.

Now, five full-time employees work for the health district — enough to scrape by, Woods said.

“Any kind of crisis, any kind of, God forbid, another pandemic, would probably send us crashing,” she said.

Adriane Casalotti, chief of government and public affairs for the national health officials’ group, said she expects layoffs and health department budget cuts to intensify. Those cuts come as health officials work to address issues that took a back seat in the pandemic, such as increases in rates of sexually transmitted infections, suicide and substance misuse.

And rural health departments deserve more attention, Casalotti said, as they are likely to be the most vulnerable and face compounding factors such as hospital closures and the loss of services including maternity and other women’s care.

KFF Health News is a national newsroom that produces in-depth journalism about health issues and is one of the core operating programs at KFF — an independent source of health policy research, polling and journalism.

[quartings]

Thoughts on fan backlash: The Good and the Evil.

With the recent massive Pokemon leak bringing a lot of internal Gamefreak correspondance to light, I wanted to just give a stream of consciousness on my thoughts about people's reaction to fan backlash, and how it can have both really good and completely evil impacts.

I think the Pokemon fanbase has speculated for a long time that low Gen 5 sales caused Gamefreak to begin their excessive Kanto pandering in Gen 6, 7, and early Gen 8 in an attempt to increase profit.

And while I understand the apprehension about fans being unhappy with the Unova dex restriction, I think a sales dip was only inevitable as Pokemon's initial overseas fanbase entered their cringy teen years. Blaming it on foreigners and the entire Unova dex was a gross overreaction. And as someone who was in their early teens when BW launched and only had good things to say about it, it baffles me that the controversy even existed in the first place.

But later controversies had even kid me upset with Gamefreak- the low difficulty of the games (which comes and goes nowadays), games coming out with missing/underdeveloped features, severe performance errors, and of course, Dexit (when I was an adult). BW only having Unova Pokemon in their regional dex was fine, since all the older Pokemon were still in the postgame and game data ready for transfer. So when is fan outrage justified, and when isn't it?

I guess the main problem here is making a series for children, wanting to keep it for children (nothing wrong with that), but trying to get all your feedback from teenagers and adults online, since most kids (at least back in the 2010s) can't access social media as easily to enunciate their thoughts. Because meaningful feedback (Make the stories better paced, make the games at least as tough as they were in Gens 3-5, improve competitive custom games, improve continuity between games, bring back the Battle Frontier, etc) conflict with Gamefreak's backwards mindset of "kids are stupid and want easy games, boring characters, and flashy features we'll scrap next gen". Which leaves the only criticism they can respond to being "Let's appeal to the shallow Genwunners by focusing way too much on Kanto Pokemon."

A part of me worries for the dark potential future where Gamefreak listens to fan backlash about Gen 8's Dexit, and makes a game with all 1100+ Pokemon available. But due to internal pressures and overworking their employees on a poorly planned schedule, the game runs awfully and has next to no postgame. As a result, reception to this game is naturally negative, but both dimwitted Gamefreak executives and a small handful of especially stupid fans think "Oh, this happened because we had all the Pokemon in the game- we should never do this again, and blame fans who want basic features in the games from now on!" instead of the obvious lesson "We shouldn't overwork our employees and instead take our time to make a functioning and fun game."

And for anyone who has followed my blog since its early days, you'd know I am (was?) a huge amourshipping fan, partly because I love the XY anime, partly because I really enjoy Serena as a character, and partly because I had a foolish hope that the anime would try to properly progress Ash as a character instead of what they wound up doing in Gens 7-8. And apparently The Pokemon Company limited Serena's screentime in Journeys because they were too scared of fan backlash at the risk of handling her wrong, with the former XY director getting threats over such issues (I won't comment on what kind of fans were making the threats as they weren't specified in the leak) in her only return episode. And I know this may come across as naiive or insensitve, but... who cares? There's always going to be a handful of crazy fans trying to stan or hate a certain character- what do YOU as a creator think is best for YOUR character and YOUR story? And as long as the overall public is fine with your story, who cares what the few psycho fans think one way or the other? Why sabotage your own story not to appease the majority, not even to please a minority, but to silence a minority? I think more fans both casual and hardcore would be happy to see Ash and Serena get together than the amount who would be upset by it. It just feels like cowardice.

But when it comes for stories made for older audiences, listening to feedback becomes a more complex story. On the opposite end, a lot of fanbases like to bootlick for big companies when they make blatantly discriminatory decisions. For a non-Pokemon example, I'll cite The Mandarin in Iron Man 3. Marvel changed the character from an offensive Chinese sterotype to a self-aware vague Middle Eastern stereotype played by a goofy British man in-universe in order to avoid hate from Chinese audiences.

And there was a lot of fandom drama from this choice naturally, between fans who wanted a real villainous and Chinese Mandarin, and fans who enjoyed the twist and appreciated Marvel's choice to not risk an offensive Chinese stereotype. I was a bit too young to participate in any of this drama at the time, but I generally enjoyed the twist Marvel did, while also sympathising with fans who liked the comic storylines.

Well apparently, the fan backlash to Iron Man 3 was enough to compel Marvel to make a short film called "All Hail the King" in the same year, where they confirmed there was indeed a real East Asian villainous Mandarin somewhere in the MCU. And eventually in Shang Chi (8 years later), the real Mandarin did appear as Xu WenWu, an incredibly cool and compelling villain who wasn't harmfully stereotypical at all! I know the extremely racist Marvel executive Ike Perlmutter getting fired after Iron Man 3 and before Shang Chi probably contributed, but I can't help but wonder if fan backlash was the main cause for us getting WenWu eventually? In the alternate universe where everyone agreed to shut up and happily accept the Iron Man 3 version of the Mandarin, would there be no WenWu? Would that universe be all the worse as a result?

And then, there's the difference between "fans" and "fandoms". Sometimes I think both creators and fans forget that the main audience for a show does indeed love it, but rarely do they "obsess" over it. I've always said that children love good stories, while adults find excuses to love bad stories. Take my brother for example- he loves many cartoons, and has a lot of valid points to say about their storytelling, but I would never at all say he's a "fandom" kind of guy. Meanwhile, myself and all my animation colleagues are very much in fandoms, or at least aware of them. So one of my fellow animator friends was very surprised when they found out my brother and his friends had no idea what a "tumblr sexyman" even was, but still enjoyed cartoons and their stories nonetheless. You mean you can enjoy a cartoon for the actual content it has, without obsessively thirsting over characters or getting attached to completely fictitious ships and headcanons? No way!!

It's important to remember that when making stories for kids, the shipping/thirst/drama opinions of fandoms never really matter as long as you've put genuine thought and care into your characters and story. You don't have to deliberately insult, offend, or repel fandoms (though with enough skill and tact it could be funny I guess), just pay them no mind as you try and make the best show you can. Which is a lesson I'd like to take in making my own stories. As I make content on Youtube and beyond, I keep reminding myself that the most important viewers I have are the ones I'll hear from the least- kids with very little social media presence. And if I barely hear from that audience, the best I can do isn't to pander to my adult fans (though I still hope they like what I do if it suits them), but to keep having faith in my own content, and to be open to constructive criticism when it arrives (obviously different from insults and threats, which I've thankfully never gotten anyways)

[nenelonomh]

human resource management pt.4

woah! part four!

currently revising for my business exam on 28-05-24, so i'm writing and scheduling some revision posts. in these posts, i copy my chaotic notes into tumblr post format - it's a fun way for me to revise.

this post will focus on the hrm topics of training and development, discipline and grievances, and workforce planning. it will be the last part of my hrm revision series. below are links to the other three posts.

part 1 | part 2 | part 3

training and development

this hrm topic refers to the process of acquiring skills, knowledge and attitudes to enhance employees' job performance. some features of training and development are addressing training needs, and evaluating both the process and outcomes of the training.

examples of this include onboarding programs, skill-specific training, leadership development, and performance management.

advantages of a business investing in training and development for it's employees include error minimization, and enhanced product or service quality. due to this, customer satisfaction is likely to increase. there is also likely to be reduced employee turnover, as the employees will feel as if they matter to the organization.

some disadvantages include the costs of time and finance. a company may feel the need to stay updated with the latest training methodologies, which can add to the costs. additionally, if a business does not evenly distribute training and development programs, a skill gap may arise between trained and untrained employees.

discipline and grievances

discipline is the act of an employer addressing and possibly punishing employee behaviour or performance issues. it can be used to correct and prevent future misconduct among employees. an employer may reprimand an employee's behaviour through verbal warnings, warnings in writing, suspension, demotion, or termination. of course, the severity of the punishment depends on the severity of the misconduct.

discipline helps to establish clear expectations for behaviour and performance, also creating a culture of accountability and professionalism. however, excessive discipline without room for employee input or improvement can lead to disengagement.

grievances refer to statements or complaints raised by an employee against a fellow employee/employer. grievance procedures are put in place to deal with formal complaints in an unbiased manner.

possible topics for grievances include pay and benefits, bullying, harassment, working conditions, and workload. grievances help to pinpoint problems within a company, promoting a feeling of fairness and serving as a feedback system for the business.

workforce planning

workforce planning refers to the overall management of an organization's workforce. it is a systematic process that will assess the needs or an organization's workforce and does what is necessary to meet these human resource needs. it is the backbone of human resources management.

most importantly, this planning anticipates the future needs of a business's staff, working on the future needs of the staff of a company.

workforce planning benefits all staff by predicting possible future problems, which allows the issue to be resolved swiftly when it does occur. there are fewer resource risks involved in workforce planning when a workforce plan is reactive to change.

one problem associated with workforce planning is that it can be very time-consuming. it takes a long time to develop and implement a workforce plan and can diverge attention away from other business activities.

///

i've finally explored all the hrm topics in tumblr post form. i hope you were able to learn something!

i look forward to any feedback or questions from other ibdp business students, or anyone interested in business topics.

❤️ nene

image source: pinterest

[khalid-albeshri]

How to manage a company's workflow?

Managing workflow in a company ensures efficiency and productivity. Here are key steps:

1. Define Clear Processes and Procedures

Document Workflows: Outline each step and develop Standard Operating Procedures (SOPs).

2. Assign Roles and Responsibilities

Role Clarity: Ensure team members understand their roles and tasks.

3. Utilize Workflow Management Tools

Project Management Software: Use tools like Trello or Asana.

Automation: Implement automation for repetitive tasks.

4. Set Clear Goals and Priorities

SMART Goals: Define Specific, Measurable, Achievable, Relevant, and Time-bound goals.

Prioritization: Focus on high-priority tasks.

5. Monitor and Measure Performance

KPIs and Metrics: Establish Key Performance Indicators.

Regular Reviews: Conduct performance reviews to identify bottlenecks.

6. Foster Communication and Collaboration

Communication Tools: Use Slack or Microsoft Teams.

Regular Meetings: Hold team meetings for updates and discussions.

7. Continuously Improve Processes

Feedback: Encourage employee feedback.

Optimization: Regularly review and update workflows.

8. Manage Resources Efficiently

Resource Allocation: Allocate resources effectively.

Capacity Planning: Plan resource needs in advance.

9. Ensure Training and Development

Skill Development: Provide ongoing training.

Knowledge Sharing: Encourage knowledge sharing within the team.

10. Address Challenges Proactively

Problem-Solving: Quickly address issues.

Flexibility: Adapt workflows as needed.

Example Workflow Management Approach

Initiation: Identify tasks and assign a leader.

Planning: Break down tasks, assign them, and identify resources.

Execution: Perform tasks and monitor progress.

Monitoring and Controlling: Track progress, hold status meetings, and adjust plans.

Completion: Review tasks, gather feedback, and document lessons learned.

[protect-namine]

mitsuki's role in weekend lesson is so interesting, because... there's no challenge for him? why doesn't the mean casting director in neji want to challenge him?

(disclaimer that I'm on suzu's route and have only done kisa's route before this)

like, okay, so neji finds out that amber isn't participating in univeil's summer performance. his strategy would be something like a mix of fall and winter: aim to win, but also use the opportunity to train your new actors. since there isn't a chui to beat in this scenario, he and fumi can relax and risk a bit of the performance to train the new guys. alright, makes sense, cool cool.

so neji writes the characters and assigns the roles, right. the third years have some inner conflicts to overcome, and the first years have some growing to do. we have fumi playing the talented genius who quit competitive dancing, and kai who plays as someone that limits himself or is otherwise unambitious for the sake of supporting others. okay, same conflicts, let's see if the character development transfers from role to actor.

we have suzu playing louis who has pages and pages of monologue specifically, because suzu is bad at memorizing lines unless it's built around a conversation with another person (opposite of sou, who can memorize lines on his own). and also he has to do it while dancing, which he also needs to improve on. sou plays a jeanne who is cheerful, sociable, literally acts as the glue that binds everyone together through instigating the competition -- a departure from sou's own personality (plus sou, at this point I think, still wanted to play jack roles, though idk if neji knew this, or if it mattered to him). kisa plays a jack role for the first time, while also dancing and singing, and had to deal with neji sending her off to spy/steal ideas from other classes for her own improvement (in the guise of letting other classes try to poach her from quartz). neji always pushes a little harder on kisa, because he's always amazed that kisa will just do any of his own unreasonable demands (he says something to this effect if you let kisa choose neji to help her during one of the rehearsals).

so, okay, we've got a training plan down for everyone... except mitsuki. mitsuki doesn't get a challenge. shiroma is a side character, a prize to be won, very flat compared to even mukai (who has more depth to his personality even without the last minute improv). neji even throws in the random jazz lounge singer just so mitsuki can sing, which ends up looking more like a favor to mitsuki (since he only likes singing) and a "might as well use your talents somewhere" scenario.

(lmao shut up mitsuki, you got an easy role. sou has to dance both the great galleon and the random social dance kanna does in the background in andou's studio, and the dance she does with louis. the only characters who don't dance as much are mukai and employees A and B).

neji seems to place mitsuki in the same category as otori and himself: reliable in the roles they're good at, with no need to push for improvement compared to the others. but that's so interesting to me because like... why wouldn't he push mitsuki more? why wait until late into the year during the winter performance? and even then, initially, he wanted mitsuki as al jeanne more so to train kisa and fumi, rather than mitsuki himself. like, this is the scriptwriter who has no problems using other people's own inner conflicts as inspiration for his writing. neji can be a mean casting director when he wants to be. there's no reason why mitsuki is an exception.

I guess shiroma being a prize to be won and nothing more does mimic how mitsuki is valued for being a tresor and nothing more. but there is no space in the play for shiroma or mitsuki to do anything about that, unlike fumi and kai whose characters (andou and hasekura) both change throughout the play. mitsuki himself realizes very late into rehearsals (like, around a week before the performance) how he can connect with shiroma

and I mean, sure, that sounds compelling, but I don't think that's what neji intended nor do I think mitsuki is just talking about shiroma at this point, but hey this is the "theater is a metaphor" game sooooooo

anyway. I just think it's so odd that neji doesn't push mitsuki that much... but then I think about otori. I'd bet if otori wasn't so hilariously antagonistic to suzukisasou, he would also get the mean director neji treatment. not because of otori himself but more like. neji writes around actor chemistry and otori's rapport with the other actors is just less inspiring for drama and more inspiring for comedy LMAO (sorry otori). chui himself had a missing takihime bc he didn't really vibe with anyone on the stage.

and maybe that's it? mitsuki is also a person who distances himself from other people, and doesn't really put in the effort until later in the game. and before he even makes the effort for quartz (that neji sees), he really only made an effort for kisa. (I still maintain that mitsuki cares a lot about quartz even from the beginning, but whatever, I guess early game mitsuki that wasn't compelling enough for neji)

and I think it makes more sense why neji couldn't write anything for mitsuki. early game mitsuki doesn't have interesting relationships that neji could see. neji could write fumi and kai together and let their own internal conflicts be reflected in their relationship onstage. hasekura lets andou shine. mary jane wanted an equal (some form of it, a "friend" in the play) and that's why she created jacob. neji sees suzu and sou fighting in the hallway and in the next play writes jire and fugio fighting over chicchi. neji sees otori... being otori, and either writes him as funny side character A or a small-time antagonist to kisa.

which makes it extra hilarious why neji didn't understand oh rama havenna. neji wanted to experiment with fumi as a jack and kisa as a lead role. and mitsuki finally, coincidentally slots in as someone who could fill in the gaps left by fumi not being the al jeanne, and as someone who has a good relationship with kisa. and yet. mitsuki excels above and beyond during oh rama havenna, precisely because he makes rukiora his own character (as opposed to how neji initially wrote rukiora based on a younger version of himself; hence rukiora's relationship with domina) and rukiora's chemistry with chicchi reflects mitsuki's own relationship with kisa.

idk, I think all of this is just neat. kinda wish neji pushed mitsuki a little bit earlier, but also I think it's cute that he kept giving mitsuki easy roles for a while. he can push and prod the other actors, but he's making sure the princess doesn't have too much to complain about.

[wouldadepressedpersonmakethis]

Name: Christopher Lawrence ♦ - (Armie Hammer) - from The Man from U.N.C.L.E. and On the Basis of Sex ♦ Hotel Employee ♦ Age: (34) ♦ Relationships: ♦ Description: ♦ Secret: OPEN.

Name: Lawrence ♦ - (Margot Robbie) - from Pan Am ♦ Hotel Employee/Thief ♦ Age: (28) ♦ Relationships: Armie Hammer, Saoirse Ronan (siblings), Jonathan Lawrence, ALICIA VIKANDer (partners) ♦ Description: ♦ Secret: OPEN.

Name: Lawrence ♦ - (Saoirse Ronan) - from Brooklyln ♦ Hotel Employee ♦ Age: (23) ♦ Relationships: ♦ Description: ♦ Secret: TAKEN BY LIZZY.

Name: Jonathan "Ren" Lawrence ♦ - (Austin Butler) - from The Bikeriders ♦ Hotel Employee/Thief ♦ Age: (28) ♦ Relationships: Armie Hammer, Margot Robbie, Saoirse Ronan (cousins), Alicia Vikadir (partner), Grace Young (interest) ♦ Description: ♦ Secret: Ren only took this position for the summer to gain access to the hotel as part of the heist planned by ALICIA VIKANDIR & co. OPEN.

Name: Rebecca Montfort ♦ - (Ana de Armas) - from Marylin ♦ Guest ♦ Age: (27) ♦ Relationships: Matthew Goode (husband), Matt Smith (ex-boyfriend) ♦ Description: Hollywood's favorite darling, Rebecca Montfort, is back at it again. Following her recent Oscar win for her performance in War and Peace, Rebecca is set to start shooting her newest film, The Day After while she is a guest at the Regency Grand Hotel. ♦ Secret: Her marriage to longtime producer, MATTHEW GOODE, is not the fairytale that they'd managed to sell to the press. TAKEN BY KATE AA.

Name: Thomas "Tommy" Norton ♦ - (Timothee Chalamet) - from Call Me By Your Name ♦ Employee ♦ Age: (23) ♦ Relationships: ♦ Description: Dad/uncle/grandfather??? owns the hotel?? ♦ Secret: OPEN.

Name: Amelia Porter ♦ - (Felicity Jones) - from On The Basis of Sex ♦ Guest ♦ Age: (29) ♦ Relationships: Florence Winters, ???? (cousins) ♦ Description: Amelia fits the "absent-minded professor" trope a bit too well, at times. An avid reader, writer, philosopher, and historian, Amelia is in the middle of obtaining her PhD so that she might one day teach history at her alma mater, Oxford University. Amelia is one of the most intelligent young ladies you'd ever happen to meet, but her social skills and street smarts definitely need some improvement. Years of spending hours upon end in the library has not prepared her for the world outside of it. Amelia is much more at home surrounded by classic literate and ancient history than she is at a party. It was only by chance that her academic schedule aloud her to take a break just long enough to go to the coast with her cousins for a few weeks where both Florence and ????? hope she will put down a book for once and enjoy life for once. While Amelia is looking forward to spending time with her cousins, she knows she will happy when she's back at school where she belongs. ♦ Secret: TAKEN BY KATE AA.

Name: Florence Winters ♦ - (Juno Temple) - from Wonder Wheel ♦ Guest ♦ Age: (27) ♦ Relationships: ???? (cousins) ♦ Description: Good-humored, spirited, and, at times, a bit unorthodox, Florence Winters is the creative assistant costume designer for The Day After. ♦ Secret: OPEN.

Name: Grace Young ♦ - (Elizabeth Olsen) - from Kill Your Darlings ♦ Guest ♦ Age: (26) ♦ Relationships: Florence Winters, ???? (cousins) ♦ Description: ♦ Secret: TAKEN BY LIZZY.