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Common Core: Are You A Good Switch Or A Bad Switch? Part I

24 Tuesday Mar 2015

Posted by Paul Kiser in Aging, College, Education, Ethics, Generational, Government, Government Regulation, Higher Education, History, Information Technology, Internet, parenting, Politics, Pride, Public Image, Public Relations, Taxes, Universities, US History

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classroom, college graduates, Common Core, Education methods, federal mandates, George W. Bush, graduation rates, high school graduates, job standards, K-12, NCLB, No Child Left Behind, President Barack Obama, Race to the Top, school districts, school vouchers, students, teachers, Teaching, Teaching methods, Teaching standards

School's should welcome diversity of ideas but shouldn't tolerate political agendas

School’s should welcome diversity of ideas but shouldn’t tolerate political agendas

PART I: A Primer in American Education

Who’s Afraid of Common Core?
Education in America is often the centerpiece of someone’s agenda, and the newest chapter of the how-to-fix-our-schools controversy is called Common Core. Conservatives have apparently decided that Common Core is the path to Satan. Liberals have reservations about Common Core because it smacks of a factory-like environment that assumes every student and school is the same.

The problem is that the most vocal critics of Common Core have no authority to speak on effective educational methods. Common Core is a significant paradigm shift in education, and opinions of untrained, uneducated, unhelpful ‘experts’  do nothing to move forward the debate on how best to prepare our children for Life 3.0.

The Cost of Achievement
In 1950, only one-third of the population in the United States had a high school degree or better, and only six percent had a college degree or better. In 2010, almost ninety percent of Americans had at least a high school degree, and thirty percent had at least a college degree. That increase is impressive, but what is astounding is that in the same sixty year time frame, America’s population doubled. 

To accomplish that feat cost money. A lot of money. As the bandwagon to attack government spending gained steam, education loomed large in the sights of conservatives. The real cost of the success of American educational achievement has been to become a target of the post-Reagan  agenda.  

Public school in Panama: Seeking to achieve the American dream

Public school in Panama: Seeking to achieve the American dream

A Historical Perspective
In the pre-Information age, schools were isolated in their own districts. How well the students of any given school performed was a local issue, not a state or national issue. In addition, a relatively small percentage of students sought out a college degree, and there were few school districts keeping track of college bound students.

The goal for most school districts in the 1960’s, 70’s, and 80’s was graduate as many students as possible, which sometimes opened the door to unethical practices, such as giving diplomas to students who clearly did not meet reasonable expectations (ability to read, write, etc.) to graduate.

However, by the 1990’s, the idea that all schools in the United States should be able to measure academic success through a unified set of academic standards began to take hold. As the Internet became the backbone of our society, the resulting information explosion forced us to accept that adequate math and reading skills were vital for success as an adult in a technologically advanced society. 

First Generation of Educational Standards
By the beginning of this century, plans had been put into motion to establish a set of educational standards for all schools and testing of all students to determine a school’s success or failure. Under President George W. Bush, the No Child Left Behind Act of 2001 (NCLB,) was mandated and it required States to establish standardized testing, teacher qualifications, and annual academic progress reporting. This was one of the most sweeping federal intrusions into public education. The primary focus of NCLB was to improve reading, writing, and mathematics in schools nationwide, while allowing States to establish the educational standards that would have to be met.

The catch was that rather than investing in those schools that needed help, No Child Left Behind focused on punishing schools that didn’t meet the artificial standards. Almost ever reputable educational review of NCLB  has given it a failing grade. Some of the reasons are as follows:

  • The emphasis on reading, writing, and math during a time when States were cutting funds for kindergarten through twelfth grade (K-12) created a shearing effect on other programs (language, history, music, arts, etc.) as money had to be reallocated to the studies under the NCLB Act.
  • Politicians had little understanding of education and the variables in a classroom environment and they attempted to apply factory-like operations to school systems that failed to address the real issues that impact the ability to learn.
  • NCLB assumed that teachers were mostly at fault for poor educational performance and politicians sought to intervene by imposing punishments for schools rather than actually acting in the best interest of the students.
  • The education of higher performing students was sacrificed in order to devote more resources for the poorer performing students.
  • Students with special needs were not excluded from the testing standards creating a population of students that automatically counted as failing against the school.

Educational Standards – Second Generation
Soon after taking office, the Obama administration began to move away from NCLB by introducing “Race to the Top.” This program flipped NCLB by seeking to reward States for adopting standardized programs rather than punishing them for not meeting federal standards. States competed for additional federal education funding; however, not every State rushed to play the game that offered no guarantee of financial carrot at the finish line.

The most searing problem with Obama’s Race to the Top program may have been the requirement that a teacher’s performance had to be linked to the student’s test scores. This concept of Pay For Performance suggests that teaching professionals must be threatened with a financial stick, forcing teachers to teach students to be successful on the tests by sacrificing all other educational values. It also discourages teachers from working with groups of challenging students who will not be able to produce the test results of more privileged and economically stable students.

NEXT:  Part II:  What is Common Core?
To be published Wednesday, 25 March, 0700 PDT/1400 UTC

NEXT NEXT:  Part III:  An Answer to the Question – Good? or Bad?
To be published Wednesday, 25 March, 1200 PDT/1900 UTC

Mega Executive Pay Leads to Poorer Performance

31 Monday May 2010

Posted by Paul Kiser in 2020 Enterprise Technologies, Branding, Customer Relations, Human Resources, Management Practices, Public Relations, Re-Imagine!, Rotary, Science, Social Media Relations, Women

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Blogging, Dan Pink, Employee evaluations, Employment, Executive Compensation, Executive Pay, HR, job standards, LinkedIn, Management Practices, MIT, New Business World, performance reviews, Public Image, Publicity, Re-Imagine!, Rotary, Value-added, YouTube

by Paul Kiser [Twitter: ] [Facebook] [LinkedIn] [Skype: kiserrotary or 775.624.5679]

Paul Kiser - CEO 2020 Enterprise Technologies

Mega executive pay and bonuses do not work. Mega executive pay and bonuses do not work. Mega executive pay and bonues do not work. Got it? No? Then watch this RSA Animate video by theRSAorg posted on YouTube featuring Dan Pink discussing pay and motivation:

Dan Pink: Drive and Purpose YouTube Video

In research and the real world the idea that mega pay makes for mega profit has been proven wrong over and over, yet we still have corporate directors handing out millions of dollars to single individuals…even when that person has led the company to failure. Why? Let’s go back to cognitive dissonance.

We are conditioned to believe that the more we pay, the better the quality. That is drilled into us. Value is determined by how much money we pay for a product or service. How could it possibly be different in paying an executive? So when MIT research, or Goldman Sachs, or BP, or Massey Energy, or General Motors , or Washington Mutual, or Merrill Lynch (the list goes on) demonstrate that mega pay does not equal mega performance…or even good performance, then people overlook the evidence and begin to use irrational logic to justify mega executive pay. Earlier in May, Bill Virgin wrote a piece for The News Tribune in Tacoma, WA to justify corporate exec pay where he said:

“Corporate CEOs have employees, labor unions, investors, customers and government regulators to worry about.”

One might think that CEO’s were alone on a white horse fighting off evil with a shiny silver sword according to Mr. Virgin.  The fact is that often the workers under the CEO have a much more stressful environment and in some cases lives hang in the balance, so the CEO’s typical responsibilities fail to be a good reason to pay them hundreds of times more than the workers under them.

The surprise is how little is written in support of mega pay for executives. I believe this is due to the people who make the decision (corporate directors) having no reason to adopt executive pay policies that are based in common sense and every reason to maintain the status quo, but they also have no reason to justify their reasons to anyone.  Massive pay means the appearance of importance and if you are the person handing out the massive pay you are even more important. From a corporate director’s boardroom chair the investors aren’t revolting and the customers are still buying, and Republicans are still protecting the practice, so there is no issue to discuss publicly.

But the practice has to change. Not only is it ineffective, it is immoral. Many years ago I worked in a retail store and I learned that the corporate CEO was making $4 million per year and each store was only making an average of less than $250,000 net profit per year. That meant that the work of thousands of employees in over 16 stores were dedicated to providing the salary of one person…and I can tell you, he wasn’t worth it.

If you watched the Dan Pink video you’ve learned that human motivation is based on many factors. I think the important thing to remember is that ‘satisfaction‘ is the most fleeting of all our emotions. Money is junk food in the world of motivation and performance. Too much just makes you sick.

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Relationships and Thin Slicing: Why the Other Person Knows What You’re Really Thinking

28 Friday May 2010

Posted by Paul Kiser in 2020 Enterprise Technologies, Book Review, Branding, Communication, Customer Relations, Human Resources, Lessons of Life, Management Practices, Membership Retention, parenting, Public Relations, Relationships, Rotary, Science, Social Media Relations, The Tipping Point, Violence in the Workplace

≈ 7 Comments

Tags

Blink, Blogs, Club Members, Employee evaluations, Employee privacy, Employment, Four-Way Test, HR, job standards, John Gottman, Malcolm Gladwell, Management Practices, Membership Retention, negative relationships, New Business World, performance reviews, positive relationships, Public Image, Public Relations, Rotarians, Rotary, Rotary Club, Rotary District 5190, Rotary International, Social Media, Social Networking, The Power of Thinking Without Thinking, Thin-slicing

by Paul Kiser [Twitter: ] [Facebook] [LinkedIn] [Skype: kiserrotary or 775.624.5679]

Paul Kiser - CEO of Enterprise Technologies, inc.

You’ve been warned about ‘this person’ and now you’re being introduced to them. You smile and shake his hand and say, “nice to meet you.” Visibly, you are polite and friendly; however, inside your hoping to be able to move on because even though you’ve never met him before you are preconditioned to not like him. The introduction ends and you move on believing that went things went smoothly. He walks away knowing that you dislike him and he begins to form a negative impression of you. In less than five seconds you have cemented a negative relationship…and you didn’t even know it. What happened?

Malcolm Gladwell

In Malcolm Gladwell’s book, Blink: The Power of Thinking Without Thinking, it is called it thin-slicing and it is based on solid research. Gladwell uses many examples of how the human brain picks up seemingly unseen and unheard clues and can accurately identify what is going on in a given situation. In one example, researcher John Gottman and his team coded conversations between married couples using 14 emotional identifiers (1=contempt, 2=anger, etc.) and found that they could accurately predict whether or not the couple was heading for a divorce by the subtle clues that betrayed the inner thoughts and attitudes of each person. Most of these signals lasted a second or less, but the signal clearly indicated the inner feelings of the person and the pattern of their relationship.

Gladwell argues that in a thin-slice experience we usually do not know what we know, nor why we know it, but the evidence is conclusive, we do know it. It is often described as a ‘feeling’ and people usually cannot explain it to others, so it is usually dismissed as being oversensitive. Gladwell‘s research suggests that the feeling is real and that our unconscious mind is the source of the analysis that creates a tangible, and accurate feeling and/or assessment of the situation.

Conversations Are Never Just Casual

Based on the information in Blink one can conclude that when someone has a dislike for someone, or when people discuss someone else behind their back, the attitudes felt or expressed privately will be exposed in subtle hints the next time we meet the subject of the gossip. We are taught as children to not gossip about others, which was a valuable lesson based on what we now know; however, in the business world people often discuss work performance of subordinates with their peers or superiors. Those discussions then shape our attitudes about the subordinate, which are then revealed in our next interaction with the worker. The same can be said of any relationship, whether it be a superior/subordinate, peer/peer, Club member/member, parent/child, spouse/spouse, or any interaction between two people. Simply put, strong attitudes and opinions about another person can and will be read by that person at the next meeting.

But what is worse is once a negative relationship is formed it is almost impossible to revert it to a positive relationship. Gladwell says that if a person has contempt or other negative attitudes towards someone, even a kind or reconciliatory gesture will be misread as manipulation or motivated by a hidden agenda. That idea is reinforced by the theory of cognitive dissonance, which suggests that once we have an opinion or belief about something we will reject evidence that contradicts our opinion or belief and will even go so far as to manufacture evidence or examples to support our version of the truth.

Do We Have to Like Everyone?
Certainly we don’t have to have a positive relationship with everyone, but negative relationships tend to expend more of our energy and time. This is especially true for people in positions of leadership. Consider the time spent on emails, meetings, phone calls, and emotional stress that involve interactions with people who we have an adversarial relationship versus the support and positive reinforcement we receive through friendly relationships. It is obvious that a negative relationship that is based on our preconditioning to dislike them is not only counterproductive, but also an unnecessary waste of time and emotion.

The first step in avoiding the downward spiral of negative relationships is to recognize that our internal dislike for someone is not hidden from that person. Our actions, behaviors, and responses will be picked up and will, in turn, dictate their response to us. Gossip, whether it is causally done with friends, or professionally sanctioned as part of ‘assessment’ of subordinates is dangerous to our relationship with that person and will ultimately make our life more difficult. Most of us were taught at some point to never say anything about anyone unless you are prepared to say it to their face….it is a good rule in the home, at work, or anywhere else.

Rotary's Four-Way Test

Rotary has a Four-Way Test that is a guide to any relationship. It is meant to take Rotarians to a higher standard in business and in life. The ‘test’ is as follows:

  • First, is it the Truth?
  • Second, is it fair to all concerned?
  • Third, will it build goodwill and better friendships?
  • Fourth, will it be beneficial to all concerned?

Great words that can help us to build great relationships…even when sliced thin.

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Management by Coup 2: Eliminate Job Standards and Job Descriptions

24 Wednesday Mar 2010

Posted by Paul Kiser in Human Resources, Management Practices, Passionate People, Public Relations, Random, Re-Imagine!, Rotary, Tom Peters

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Tags

employee morale, HR, job descriptions, job standards, performance standards

Being the Boss is more than wearing a suit and looking important

by Paul Kiser

It seems like a very rational idea. Create job (or performance) standards for every employee that dictate their responsibilities and define the expectations (or for performance standards, defines  ‘does not meet’, ‘meets’, or ‘exceeds’) for all aspects of every job.   That is the only way an employee knows what is expected of them and the only way a manager can “objectively” measure performance.

Very rational…very, very rational….

News Flash: We don’t live in a rational, sterile world where we can put down on a piece of paper an adequate description of intangible concepts like:

  • Taking care of the customer.
  • Thinking outside of the box.
  • Anticipating unforseen problems

Paul Kiser - CEO - 2020 Enterprise Technologies, inc.

I used to think that I could write objective performance standards that covered the intangibles of the business world, but it is really like the Schrödinger’s Cat paradox.  The more objective a set of performance standards, the more impossible it is to accurately and appropriately measure.  Likewise, the more subjective the performance standards, the less accurate the measurement tools and the more a manager’s personality, mood, bias, etc. will influence an employee’s score.

In my first Management by Coup blog I proposed that employee evaluations could and should be eliminated.  Now I want to go further and propose that performance standards are also unnecessary….But wait there’s more.

I propose that companies can also eliminate job descriptions as well.

Someone is saying “You CAN’T do that!!  Job Descriptions are required by LAW, you idiot!!!”  To that I say, BS.  There is no Federal mandate for an employer to have a job description.

There are some caveats to this statement:

  • In certain situations (government contracts, state government positions, etc.)  job descriptions are required.
  • Job descriptions are also often subpoenaed as evidence in an employee relations case.
  • If you have job skills, educational requirements, licensing, etc., then that needs to be listed in some type of job description.

However, all the other things in a job description (job duties, reporting to, etc.) are all optional. So maybe you can’t realistically eliminate a job description, but you can slice it down to the bare bones, and I recommend doing so.  Why?

First, anything a company puts in a job description can and will be held against them.  Like employee evaluations, the job description is often more useful to the employee’s lawyer than it is to the employee or the employer.

Second, like performance standards, job descriptions can’t possibly describe everything an employee does 2080 hours a year.  For this reason almost every job descriptions has the phrase, “Other duties as assigned,” in it.  So why not have a one line job description: “Other duties as assigned” and skip the hours wasted on writing and re-writing job duties?

Third, management is about talking to your staff.  When a piece of paper is more critical to your company than talking to the employee on a regular and frequent basis, then that is the moment to close up the business and let your competitors take over the market.

Here’s a test.  Write a job description for the expectations you have of your child (if you don’t have a child, try a pet, or your significant other).  Then at the end of a week measure how well the job description improved your relationship and if the job description had any value over just not writing it up in the first place.

I rest my case.

Other Blogs

  • Management by Coup 1:  Eliminate Employee Evaluations
  • Social Media 2020:  A Primer for Rookies and Non-Believers
  • Social Media 2020:  Keep it Personal
  • Social Media 2020:  Who Shouldn’t Be Teaching Social Media
  • Social Media 2020:  Public Relations 2001 vs Social Media Relations 2010
  • Social Media 2020: Who Moved My Public Relations?
  • Publishing Industry to End 2012
  • Who uses Facebook, Twitter, MySpace & LinkedIn?
  • Fear of Public Relations
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Management by Coup 1: Eliminate Employee Evaluations

11 Thursday Mar 2010

Posted by Paul Kiser in Human Resources, Management Practices, Re-Imagine!, Rotary, Tom Peters

≈ 8 Comments

Tags

Employee evaluations, HR, job standards, performance reviews, Tom Peters

by Paul Kiser

Paul Kiser - CEO of Enterprise Technologies, inc.

I have worked many years in Human Resources and at one time my job was to help managers write employee job standards and performance evaluation tools. I would like to now publicly apologize for playing a role in the dark side of management.

HR people can give you dozens of reasons why employee evaluations are absolutely necessary. You need to give the employee feedback, you need to let the employee know your expectations, evaluations are documentation of the employee performance, documentation is needed for disciplinary actions, blah, blah, blah, blah…it’s all BS. Here are four myths about employee evaluations:

Myth #1: Employees need periodic feedback
WRONG! Employees need
constant feedback. Respectable HR people will tell you that there should be nothing discussed during the employee evaluation that they were not already aware of; however, in actual practice the employee evaluation is the moment many managers use the GOTCHA Management Technique by dredging up hearsay and listing new expectations that the employee has never heard before the evaluation.

Tom Peters discussed a technique known as MBWA or Management by Walking Around. The basic idea is the manager stops wasting time sitting in an office and spends it by interacting with his or her employees and customers. This brilliant 21st Century management technique was first discussed in the book, In Search of Excellence by Tom Peters and Robert H. Waterman in 1982! For over 25 years managers have been told to get out of her or his office to manage and yet some people still don’t get it.

Myth #2:  Evaluations are needed to support disciplinary action
While some managers use the evaluation as a GOTCHA moment, others will minimize a negative performance issue in order to maintain a positive working relationship; therefore, an employee’s evaluation often fails to support disciplinary action taken against them.  Time after time an employee’s lawyer seizes on a lack of evidence in the employee’s evaluation to justify disciplinary action by the employer.  A manager is better off having written documentation of a problem at the time of the incident rather than trying to use the evaluation to document an issue regarding the employee’s performance.

Myth #3:  Evaluations are needed to determine pay increases.
Pay increases need to be fair and equitable, but many organizations find that withholding a pay increase based on performance causes more potential legal problems than is solves, and punishment destroys employee morale rather than improves an individual’s performance.  Pay for performance was a novel idea that never delivered on the promises of improved productivity by the HR department.

Myth #4:  If a manager is not required to do periodic employee evaluations they will never give the employee the information they need to excel at their job.
An evaluation does not a good manager make!  If a manager is not giving constant feedback to their team, then what good are they?

Life Without Evaluations
I know it seems unthinkable for some, but evaluations are an HR imposed control system that is completely unnecessary.  In fact, evaluations do more harm to teamwork because they create a formal “Us vs Them” situation between the manager and the worker.  Evaluations can make a manager feel superior and that is not a good foundations for positive employee relations.

Other Blogs

  • Management by Coup 2:  Eliminate Job Standards and Job Descriptions
  • Social Media 2020:  A Primer for Rookies and Non-Believers
  • Social Media 2020:  Keep it Personal
  • Social Media 2020:  Who Shouldn’t Be Teaching Social Media
  • Social Media 2020:  Public Relations 2001 vs Social Media Relations 2010
  • Social Media 2020: Who Moved My Public Relations?
  • Publishing Industry to End 2012
  • Who uses Facebook, Twitter, MySpace & LinkedIn?
  • Fear of Public Relations
  • Facebook, Twitter, LinkedIn…Oh My!
  • Does Anybody Really Understand PR?

Other Pages of This Blog

  • About Paul Kiser
  • Common Core: Are You a Good Switch or a Bad Switch?
  • Familius Interruptus: Lessons of a DNA Shocker
  • Moffat County, Colorado: The Story of Two Families
  • Rules on Comments
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