Rockabilly
GAFF LAD. "Open your knees and feel the breeze"
You’re very lucky you haven’t dated a Geordie.
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Financial Fair Play (FFP)
- Thread starter Hawkeye1947
- Start date
Rockabilly
GAFF LAD. "Open your knees and feel the breeze"
Ow do Dessie.
Arsebishop Desmond TwoTwo
Touching Cloth
Rockabilly
GAFF LAD. "Open your knees and feel the breeze"
All is good here, ta very much.
MaxiRobriguez
Bob McKinlay
Beastiality is illegal Rocka.You’re very lucky you haven’t dated a Geordie.
Carlos
Massive Member
4ft 10?
Get in there
ARedChester
First Team Squad
This would all just turn out like the Saudi League. And the global respect of the hardest and best league would disappear. It would solely be the place for money grabbing tw*ts
I've seen a lot of comments like "I hope Nick De Marco is going to use this in the appeal" regarding Everton's inconsistent points deduction, covid losses, etc.
However, I remember Kaveh on SSN saying that the appeal process is just the same set of evidence as before but to a different panel. Is that right? Surely not?
However, I remember Kaveh on SSN saying that the appeal process is just the same set of evidence as before but to a different panel. Is that right? Surely not?
PlayedOnGrass
First Team Squad
You can add supporting evidence to argue/negotiate your position
Has the appeal date been set yet?
I thought the epl deadline to set the date was 8th April - 2 weeks after we announced we were appealing?
If it was 40 years ago...
I am reminded of a (mis) quote from the insanely likeable Tom Baker of Dr Who fame:
"I enjoy visiting people I once knew, in the churchyard. I stand at their graves and think ' I'm doing better than you, you old bogger! '"
Sent from my moto g53 5G using Tapatalk
IdiotTricky
First Team Squad
I'm assuming it's because they're all fairly new to the role; they were only QC's until quite recently.
Incidentally, out of interest:
Were you managing these folks, or were they working for you?
I only ask as I don't know the first thing about management, but my own workplace has undergone a massive restructuring and culture change in the past 18 months and the number of managers has - literally - tripled. And I can't say anything has changed for the better, as yet.
What I do know is that the existing management team - who had successfully grown the company up to that point - have either moved on, been on extended sick leave (very sadly in one particular case), or are being increasingly marginalised.
Notcher
Stuart Pearce
Apologies in advance for the long post.
Depending on the point in my career some I managed and later on others worked for me.
Without knowing the slightest thing about your company but from the little bit you have mentioned, I'm going to guess that the culture change is being driven by HR? A department that has not got the slightest clue about how to recruit people into the right areas and has increasingly and rapidly become more concerned with box ticking than actually recruiting based on meritocracy. There's been a huge overreach on equal opportunities and it's become about equality of outcome, which is not only impossible considering our demographic but self harming.
There are other factors, for instance, one of the main reasons people leave or fail in their jobs is down to poor training initially as well as being underpaid or undervalued.
Unfortunately it sounds like your previous successful leadership are being slowly squeezed out of the business and rather than leaning on their knowledge and expertise their seems to be a reason for them being moved aside until they fall off the cliff. The culture move could be the reason again, and would account for them being marginalized as there is a clash in values and/or that these people are again seen as a threat to the new regime of leaders.
Some of the worst companies I worked for earlier in my career wre just as good to have been in at in terms of learning how not to do things. I worked at one blue chip company in the mid 2000's which sounds like yours now in terms of turnover and culture. From there I vowed when I became a senior manager/director I would never allow my staff to be treated like I witnessed. They were just another ticket number on the meat counter, the training was setting people up to fail and goalposts were constantly moving on targets. That company quickly starts to go sideways once you have farmed and geographical area of potential employees and it's now got a poor reputation for turnover. Genuinely promising, experienced and achieving staff were always overlooked for rookie graduates who were inserted half way up the corporate ladder (always a big mistake)
You could always see the next companies that were going to fail or struggle by the fact that they had a recruitment ad in the local papers every single week. I've always said that good staff are hard to find, look after them when you do.
Unfortunately you're going to see a a lot more of this HR nonsense for the short to mid term, there's a generation of indoctrinated graduates that are hell bent on playing identity politics which has become their focus rather than what it takes to drive and lead successful businesses.
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Rather famously, the gentleman who founded my employer once said:
„I don’t pay good wages, because I have a lot of money“.
„I have a lot of money, because I pay good wages“.
And, as we are rather keen to value and nurture our colleagues, you often find a high retention-rate amongst our associates, because we look after them.
„I don’t pay good wages, because I have a lot of money“.
„I have a lot of money, because I pay good wages“.
And, as we are rather keen to value and nurture our colleagues, you often find a high retention-rate amongst our associates, because we look after them.
MaxiRobriguez
Bob McKinlay
Noble.
My employer prefers the motivational "If you don't like it, leave." approach.
(Yes, that was our CEO on an all hands call)
Edit: To finish this story, our attrition rate since then is sitting around 60%, so people took him up on that offer.
What an absolute idiot that CEO is.
Notcher
Stuart Pearce
Something I've always said to my staff, not quite as eloquent as yours is "the shitty days aren't quite as shitty when you're getting paid well".
Not one I'm expecting to see written down in future scriptures, nonetheless I stick by it and the staff appreciate it.
EmmersonForest4
Steve Chettle
Another popular one he said:
„Leadership is not about being in charge; it's about taking care of those in your charge.“
I have always remembered that one and use it myself, frequently.
Notcher
Stuart Pearce
Wow, 60%!! Or as I'd call it in any business I've worked in "f***ing unacceptable".
I once worked with a company that had a department that went from a similar rolling figure to zero in the 4 years I worked there. The only people that left the department got promotions within the business. I said the only conveyor belt of staff I'll accept is ones that move into the the business.
I had to wrestle full recruitment control away from HR in order to achieve that though.
Rockabilly
GAFF LAD. "Open your knees and feel the breeze"
Me neither.A
I’m not….
Notcher
Stuart Pearce
Yeah I like that. I find some of these things to be really cringe, but ones like that are genuinely good ones to remember and fully commit to.
IdiotTricky
First Team Squad
Wow, I really appreciate your taking the time to post all that.
I don't want to derail the thread, I was mainly after the context of your earlier posts.
But what you say is incredibly accurate without your having known any of the details.
We're London-based, making high-end furniture, mostly in metal. Given the nature of the work, most of the techicians, myself included, have either engineering or fine-arts based backgrounds and - especially on the arts side - the workforce has historically been overwhelmingly white British/European (you know, middle-class kids doing MA's in sculpture - I'm one of the exceptions having a more "modest" background).
The owners have taken more of a backseat since acquiring a new CEO (to the extent that former management now have to formally go through the CEO to reach the owners). The old HR Director has gone and been replaced and, perhaps coincidentally given your post, around 80+% of the new recruits in management positions, including HR, have a South Asian background.
I don't have a problem with that, in itself, but whereas before, the culture, including management, was firmly wedded to the "artisanal" nature of our products, the systems that have been put in place since the CEO's arrival are more appropriate to mass-production, rather than bespoke.
Productivity is down around 50%, largely due to awkwardness of new systems and procedures. Staff turnover among technicians is up, to the extent that the "old guard," myself included, spend more of our time training the fresh recruits. Correspondingly, there's been a stress on hiring younger, less experienced staff. Personally, I really enjoy training people - most of us do - but morale among even our longest serving and most knowledgeable technicians is in the toilet.
I know, from speaking to some of the remaining management, that the attitude amongst the new upper-management to the increased turnover at all levels, is largely indifferent. Like they simply expect to weather the storm.
Personally, I fail to see how anyone can successfully implement changes to how a company operates whilst simultaneously shedding much of it's existing expertise. But, again, I don't know anything about management. A couple of years ago, I would have recommended it to any prospective employee but, sadly, I'm wondering how much longer I can stay there myself ...
Anyhow, apologies for temporary derailing and, again, many thanks for taking the time to post.
I don't want to derail the thread, I was mainly after the context of your earlier posts.
But what you say is incredibly accurate without your having known any of the details.
We're London-based, making high-end furniture, mostly in metal. Given the nature of the work, most of the techicians, myself included, have either engineering or fine-arts based backgrounds and - especially on the arts side - the workforce has historically been overwhelmingly white British/European (you know, middle-class kids doing MA's in sculpture - I'm one of the exceptions having a more "modest" background).
The owners have taken more of a backseat since acquiring a new CEO (to the extent that former management now have to formally go through the CEO to reach the owners). The old HR Director has gone and been replaced and, perhaps coincidentally given your post, around 80+% of the new recruits in management positions, including HR, have a South Asian background.
I don't have a problem with that, in itself, but whereas before, the culture, including management, was firmly wedded to the "artisanal" nature of our products, the systems that have been put in place since the CEO's arrival are more appropriate to mass-production, rather than bespoke.
Productivity is down around 50%, largely due to awkwardness of new systems and procedures. Staff turnover among technicians is up, to the extent that the "old guard," myself included, spend more of our time training the fresh recruits. Correspondingly, there's been a stress on hiring younger, less experienced staff. Personally, I really enjoy training people - most of us do - but morale among even our longest serving and most knowledgeable technicians is in the toilet.
I know, from speaking to some of the remaining management, that the attitude amongst the new upper-management to the increased turnover at all levels, is largely indifferent. Like they simply expect to weather the storm.
Personally, I fail to see how anyone can successfully implement changes to how a company operates whilst simultaneously shedding much of it's existing expertise. But, again, I don't know anything about management. A couple of years ago, I would have recommended it to any prospective employee but, sadly, I'm wondering how much longer I can stay there myself ...
Anyhow, apologies for temporary derailing and, again, many thanks for taking the time to post.
My Brother in Christ, this is LTLF; it is a rare event indeed when a thread doesn’t go off on a random tangent, and the forum is so much the better for that.