Quote:
|
Quote:
|
Quote:
|
Quote:
Grading is done on a day to day basis on my side. We already know who is what grade based on daily interaction at work. Don't need to wait until one magical day to "waste time and productivity" to do grading. You mean you can't tell who is performing and who is not performing? Can't tell who come to work on time who come late everyday? Can't tell who always make mistake at work or who double check their work? Can't tell who takes 3 days to response with tai chi excuse and who actually took action to resolve the issue? Can't tell who is professional with technical knowledge and who is just ********? If can't tell, then my friend, your grading is just for $ and bonus and promotion and power. So. Get back to work. |
Quote:
How to grade those people who brrakafast until 10 am at canteen le? I still see a bunch of them sit there chit chatting... |
Quote:
No bonus so don't have to act working |
Quote:
Those who everyday slack so come to grading scared under performance... (but then should have already known it from boss feedback) Those who worked too much scared go unnoticed or unrecognised (smart abit la, this year covid-19, pay cut, freeze, work so hard for fun ah?) Basically just be as professional as you can everyday. In your work. In your interaction. In your progress. And the rest will come. And if you don't get the grade you want? Quit? Find another job? You should be finding for another job on a daily basis also. Don't wait for a grade to wake you up. |
It's very hard to work in a place where there is no work.
Everyday pretend fill paper is very tiring one... Can only use the same excuse so many times. Then can have alot of meeting but also run out of talking point. |
Quote:
|
Company got so much out of the government through JSS yet no money for bonus?
The only BUs suffering are probably Aerospace and Marine. |
All times are GMT +8. The time now is 06:33 PM. |
Powered by vBulletin® Version 3.8.5
Copyright ©2000 - 2024, Jelsoft Enterprises Ltd.
Content Relevant URLs by vBSEO 3.3.2