@anemone@7666@s8n@sun@nyanide barrows-wheeler is one of the companies where they try really hard not to fire people. they invite you to transfer to another department or take training courses, or try to find you a new job somewhere else, unless you are actively sabtaging workers
@sun@s8n things are smooth until they're not then you really wish you had the call log from when corporate told you not to work on sensitive tasks so you can nail their dicks to the wall in a lawsuit when they claim you were a bad worker
@sun@s8n the job i got from fedi taught me to never believe in the mission and don't trust people just because you know them. absolute siege mentality at all hours when corpos are near.
it's fine if its not (they like analysts) but when you're directly responsible for people living and dying its something you don't really want on a lark
i would put them to a competency test and randomly pull a passing subset to be trial by fired live and then either dumped or kept on probation. the general HR method doesn't seem to be worth anything.
to some extent this is inevitable. people die, people quit, people take vacations, get pregnant, whtaever. the show goes on. you need succession plans.
> VIP workers being treated fairly
admittedly management chronically forgets to include many hidden costs.
some of those errors are well documented by now (they tend not to include the cost of onboarding, familiarizing someone to the environment, whatever "duct taping" [graeber] that person does, knowledge taken when they leave)
i'm not sure where in all this really addresses the concept of iterative systems in an engineering sense. toyota is a famous case of such an iterative system: the plant convenes once a month to pick a metric to improve and a strategy to do it, and then re-convences later to see if the plant runs better or not.
Read your fedi timeline in mutt: https://git.sr.ht/~icedquinn/pleromaboxlocal Nim stan. post-human. ploopy trackball enjoyer (thanks @mia@movsw.0x0.st)The ginger elf with the cold, dead heart.