Job ID
1695715793
Duration
3121seconds
Summary
- Boards of paper, whatever you want to do, all right? But we're going to have to keep. Some of within some boundaries. We want to put up your questions on the floor as well so we can weave that through.
- Kim is under pressure because her manager wants her to take on Charlote. Can you manage this accommodate and find a role for Charlote? What does your relationship with your manager do? Is Charlote competing for business? What is the delay?
- The manager needs to have authority to veto the appointment of an unacceptable candidate. If he's compromised in that, how can Brad hold Kim accountable for delivery? You have to remove the obstacles for Kim and just put one in his way.
- If my strategy to develop people is primarily through deployment into jobs that are going to stretch them, then there's always a risk. On one hand, risk in meeting our business needs. On the other hand, if we don't take a risk with talent and put people into roles in which we never are certain they're going to be fully capable.
- A management accountant has been appointed by his boss. The boss is having problems with a system that's not quite working. The accountant is challenged to find a workaround. The story illustrates how devari works in the workplace.
- Some organizations have agreements where the salary component is negotiated by the union. To that extent, the manager is unable to have a fully robust relationship with the employee. If you've got questions, write them down, please, so we can get to the next piece.
- Kim is under pressure because her manager wants her to take on Charlote. Can you manage this accommodate and find a role for Charlote? What does your relationship with your manager do? Is Charlote competing for business? What is the delay?
- The manager needs to have authority to veto the appointment of an unacceptable candidate. If he's compromised in that, how can Brad hold Kim accountable for delivery? You have to remove the obstacles for Kim and just put one in his way.
- If my strategy to develop people is primarily through deployment into jobs that are going to stretch them, then there's always a risk. On one hand, risk in meeting our business needs. On the other hand, if we don't take a risk with talent and put people into roles in which we never are certain they're going to be fully capable.
- A management accountant has been appointed by his boss. The boss is having problems with a system that's not quite working. The accountant is challenged to find a workaround. The story illustrates how devari works in the workplace.
- Some organizations have agreements where the salary component is negotiated by the union. To that extent, the manager is unable to have a fully robust relationship with the employee. If you've got questions, write them down, please, so we can get to the next piece.