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Hire Fast, Fire Slow?
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<blockquote data-quote="Vespidae" data-source="post: 868489" data-attributes="member: 2957"><p>You might want to brush up on your statistics. Average employee tenure in most F500 organizations is < 3 years. For executives, it's < 2. In the business I ran, turnover averaged 100% every 18 mos. Recruiting was a way of life, so was training. As my ME professor, S Peter Kezios said, "Identify the constraints and deal with them." One by one. </p><p></p><p>I was fortunate (or unfortunate) to have been involved in probably at least 20 different businesses in my 35 year career. Some large (very large), some small. Short cycle, long cycle. B2B, B2C. Every one of them said, "That stuff doesn't work here. We're different." Really? Setting a vision and goal for the organization doesn't work? Installing KPI's and dashboards? Installing feedback mechanisms and milestone checks? Looking at process and how functions support the long-term goal? Replacing underperforming personnel? Obviously, I disagreed. </p><p></p><p>One story illustrates this that IS sports. Gene Stallings, former head coach at Alabama, where he won the natty in 1992 ... was asked to what did he attribute his coaching style. Interestingly enough, he did NOT mention Bear Bryant, for whom he had served. No. It was Tom Landry and the Dallas Cowboys. Gene explained that Tom was an ENGINEER by training and set up a system with goals, objectives, KPI's, dashboards for players by position, week and trend. He said that ... is where he truly learned how to coach. And who learned from Gene? Dabo Swinney.</p><p></p><p>Flame all you want. But I don't see ANY organizational skills with Geoff and a barely modest amount with TStan. If Dabo were our coach (not likely), I'm sure the first thing he would do is install a management system. My two cents ...</p></blockquote><p></p>
[QUOTE="Vespidae, post: 868489, member: 2957"] You might want to brush up on your statistics. Average employee tenure in most F500 organizations is < 3 years. For executives, it's < 2. In the business I ran, turnover averaged 100% every 18 mos. Recruiting was a way of life, so was training. As my ME professor, S Peter Kezios said, "Identify the constraints and deal with them." One by one. I was fortunate (or unfortunate) to have been involved in probably at least 20 different businesses in my 35 year career. Some large (very large), some small. Short cycle, long cycle. B2B, B2C. Every one of them said, "That stuff doesn't work here. We're different." Really? Setting a vision and goal for the organization doesn't work? Installing KPI's and dashboards? Installing feedback mechanisms and milestone checks? Looking at process and how functions support the long-term goal? Replacing underperforming personnel? Obviously, I disagreed. One story illustrates this that IS sports. Gene Stallings, former head coach at Alabama, where he won the natty in 1992 ... was asked to what did he attribute his coaching style. Interestingly enough, he did NOT mention Bear Bryant, for whom he had served. No. It was Tom Landry and the Dallas Cowboys. Gene explained that Tom was an ENGINEER by training and set up a system with goals, objectives, KPI's, dashboards for players by position, week and trend. He said that ... is where he truly learned how to coach. And who learned from Gene? Dabo Swinney. Flame all you want. But I don't see ANY organizational skills with Geoff and a barely modest amount with TStan. If Dabo were our coach (not likely), I'm sure the first thing he would do is install a management system. My two cents ... [/QUOTE]
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