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Companies without Wellness Programs
Companies without Wellness Programs: The Amazon Example
A running competition
In 2013, Elizabeth Willet, a former Army captain who served in Iraq, joined Amazon to manage housewares vendors and was thrilled to find that a large company could feel so energetic and entrepreneurial. After she had a child, she arranged with her boss to be in the office from 7 a.m. to 4:30 p.m. each day, pick up her baby and often return to her laptop later. Her boss assured her things were going well, but her colleagues, who did not see how early she arrived, sent him negative feedback accusing her of leaving too soon.
"I can't stand here and defend you if your peers are saying you're not doing your work," she says he told her. She left the company after a little more than a year.
Ms. Willet's co-workers strafed her through the Anytime Feedback Tool, the widget in the company directory that allows employees to send praise or criticism about colleagues to management. (While bosses know who sends the comments, their identities are not typically shared with the subjects of the remarks.) Because team members are ranked, and those at the bottom eliminated every year, it is in everyone's interest to outperform everyone else.
Craig Berman, an Amazon spokesman, said the tool was just another way to provide feedback, like sending an email or walking into a manager's office. Most comments, he said, are positive.
However, many workers called it a river of intrigue and scheming. They described making quiet pacts with colleagues to bury the same person at once, or to praise one another lavishly. Many others, along with Ms. Willet, described feeling sabotaged by negative comments from unidentified colleagues with whom they could not argue. In some cases, the criticism was copied directly into their performance reviews — a move that Amy Michaels, the former Kindle manager, said that colleagues called "the full paste."
Soon the tool, or something close, may be found in many more offices. Workday, a human resources software company, makes a similar product called Collaborative Anytime Feedback that promises to turn the annual performance review into a daily event. One of the early backers of Workday was Jeff Bezos, in one of his many investments. (He also owns The Washington Post.)
The rivalries at Amazon extend beyond behind-the-back comments. Employees say that the Bezos ideal, a meritocracy in which people and ideas compete and the best win, where co-workers challenge one another "even when doing so is uncomfortable or exhausting," as the leadership principles note, has turned into a world of frequent combat.
Resources are sometimes hoarded. That includes promising job candidates, who are especially precious at a company with a high number of open positions. To get new team members, one veteran said, sometimes "you drown someone in the deep end of the pool," then take his or her subordinates. Ideas are critiqued so harshly in meetings at times that some workers fear speaking up.
David Loftesness, a senior developer, said he admired the customer focus but could not tolerate the hostile language used in many meetings, a comment echoed by many others.
For years, he and his team devoted themselves to improving the search capabilities of Amazon's website — only to discover that Mr. Bezos had greenlighted a secret competing effort to build an alternate technology. "I'm not going to be the kind of person who can work in this environment," he said he concluded. He went on to become a director of engineering at Twitter.
Each year, the internal competition culminates at an extended semi-open tournament called an Organization Level Review, where managers debate subordinates' rankings, assigning and reassigning names to boxes in a matrix projected on the wall. In recent years, other large companies, including Microsoft, General Electric and Accenture Consulting, have dropped the practice — often called stack ranking, or "rank and yank" — in part because it can force managers to get rid of valuable talent just to meet quotas.
The review meeting starts with a discussion of the lower-level employees, whose performance is debated in front of higher-level managers. As the hours pass, successive rounds of managers leave the room, knowing that those who remain will determine their fates.
Preparing is like getting ready for a court case, many supervisors say: To avoid losing good members of their teams — which could spell doom — they must come armed with paper trails to defend the wrongfully accused and incriminate members of competing groups. Or they adopt a strategy of choosing sacrificial lambs to protect more essential players. "You learn how to diplomatically throw people under the bus," said a marketer who spent six years in the retail division. "It's a horrible feeling."
Mr. Galbato, the human resources executive, explained the company's reasoning for the annual staff paring. "We hire a lot of great people," he said in an email, "but we don't always get it right."
Dick Finnegan, a consultant who advises companies on how to retain employees, warns of the costs of mandatory cuts. "If you can build an organization with zero deadwood, why wouldn't you do it?" he asked. "But I don't know how sustainable it is. You'd have to have a never-ending two-mile line around the block of very qualified people who want to work for you."
Many women at Amazon attribute its gender gap — unlike Facebook, Google or Walmart, it does not currently have a single woman on its top leadership team — to its competition-and-elimination system. Several former high-level female executives, and other women participating in a recent internal Amazon online discussion that was shared with The New York Times, said they believed that some of the leadership principles worked to their disadvantage. They said they could lose out in promotions because of intangible criteria like "earn trust" (principle No. 10) or the emphasis on disagreeing with colleagues. Being too forceful, they said, can be particularly hazardous for women in the workplace.
Motherhood can also be a liability. Michelle Williamson, a 41-year-old parent of three who helped build Amazon's restaurant supply business, said her boss, Shahrul Ladue, had told her that raising children would most likely prevent her from success at a higher level because of the long hours required. Mr. Ladue, who confirmed her account, said that Ms. Williamson had been directly competing with younger colleagues with fewer commitments, so he suggested she find a less demanding job at Amazon. (Both he and Ms. Williamson left the company.)
He added that he usually worked 85 or more hours a week and rarely took a vacation.
When "all" isn't good enough
Molly Jay, an early member of the Kindle team, said she received high ratings for years. But when she began traveling to care for her father, who was suffering from cancer, and cut back working on nights and weekends, her status changed. She was blocked from transferring to a less pressure-filled job, she said, and her boss told her she was "a problem." As her father was dying, she took unpaid leave to care for him and never returned to Amazon.
"When you're not able to give your absolute all, 80 hours a week, they see it as a major weakness," she said.
A woman who had thyroid cancer was given a low performance rating after she returned from treatment. She says her manager explained that while she was out, her peers were accomplishing a great deal. Another employee who miscarried twins left for a business trip the day after she had surgery. "I'm sorry, the work is still going to need to get done," she said her boss told her. "From where you are in life, trying to start a family, I don't know if this is the right place for you."
A woman who had breast cancer was told that she was put on a "performance improvement plan" — Amazon code for "you're in danger of being fired" — because "difficulties" in her "personal life" had interfered with fulfilling her work goals. Their accounts echoed others from workers who had suffered health crises and felt they had also been judged harshly instead of being given time to recover.
A former human resources executive said she was required to put a woman who had recently returned after undergoing serious surgery, and another who had just had a stillborn child, on performance improvement plans, accounts that were corroborated by a co-worker still at Amazon. "What kind of company do we want to be?" the executive recalled asking her bosses.
The mother of the stillborn child soon left Amazon. "I had just experienced the most devastating event in my life," the woman recalled via email, only to be told her performance would be monitored "to make sure my focus stayed on my job."
Mr. Berman, the spokesman, said such responses to employees' crises were "not our policy or practice." He added, "If we were to become aware of anything like that, we would take swift action to correct it." Amazon also made Ms. Harker, the top recruiter, available to describe the leadership team's strong support over the last two years as her husband battled a rare cancer. "It took my breath away," she said.
Several employment lawyers in the Seattle area said they got regular calls from Amazon workers complaining of unfair treatment, including those who said they had been pushed out for "not being sufficiently devoted to the company," said Michael Subit. But that is not a basis for a suit by itself, he said. "Unfairness is not illegal," echoed Sara Amies, another lawyer. Without clear evidence of discrimination, it is difficult to win a suit based on a negative evaluation, she said.
For all of the employees who are edged out, many others flee, exhausted or unwilling to further endure the hardships for the cause of delivering swim goggles and rolls of Scotch tape to customers just a little quicker.
Jason Merkoski, 42, an engineer, worked on the team developing the first Kindle e-reader and served as a t
A running competition
In 2013, Elizabeth Willet, a former Army captain who served in Iraq, joined Amazon to manage housewares vendors and was thrilled to find that a large company could feel so energetic and entrepreneurial. After she had a child, she arranged with her boss to be in the office from 7 a.m. to 4:30 p.m. each day, pick up her baby and often return to her laptop later. Her boss assured her things were going well, but her colleagues, who did not see how early she arrived, sent him negative feedback accusing her of leaving too soon.
"I can't stand here and defend you if your peers are saying you're not doing your work," she says he told her. She left the company after a little more than a year.
Ms. Willet's co-workers strafed her through the Anytime Feedback Tool, the widget in the company directory that allows employees to send praise or criticism about colleagues to management. (While bosses know who sends the comments, their identities are not typically shared with the subjects of the remarks.) Because team members are ranked, and those at the bottom eliminated every year, it is in everyone's interest to outperform everyone else.
Craig Berman, an Amazon spokesman, said the tool was just another way to provide feedback, like sending an email or walking into a manager's office. Most comments, he said, are positive.
However, many workers called it a river of intrigue and scheming. They described making quiet pacts with colleagues to bury the same person at once, or to praise one another lavishly. Many others, along with Ms. Willet, described feeling sabotaged by negative comments from unidentified colleagues with whom they could not argue. In some cases, the criticism was copied directly into their performance reviews — a move that Amy Michaels, the former Kindle manager, said that colleagues called "the full paste."
Soon the tool, or something close, may be found in many more offices. Workday, a human resources software company, makes a similar product called Collaborative Anytime Feedback that promises to turn the annual performance review into a daily event. One of the early backers of Workday was Jeff Bezos, in one of his many investments. (He also owns The Washington Post.)
The rivalries at Amazon extend beyond behind-the-back comments. Employees say that the Bezos ideal, a meritocracy in which people and ideas compete and the best win, where co-workers challenge one another "even when doing so is uncomfortable or exhausting," as the leadership principles note, has turned into a world of frequent combat.
Resources are sometimes hoarded. That includes promising job candidates, who are especially precious at a company with a high number of open positions. To get new team members, one veteran said, sometimes "you drown someone in the deep end of the pool," then take his or her subordinates. Ideas are critiqued so harshly in meetings at times that some workers fear speaking up.
David Loftesness, a senior developer, said he admired the customer focus but could not tolerate the hostile language used in many meetings, a comment echoed by many others.
For years, he and his team devoted themselves to improving the search capabilities of Amazon's website — only to discover that Mr. Bezos had greenlighted a secret competing effort to build an alternate technology. "I'm not going to be the kind of person who can work in this environment," he said he concluded. He went on to become a director of engineering at Twitter.
Each year, the internal competition culminates at an extended semi-open tournament called an Organization Level Review, where managers debate subordinates' rankings, assigning and reassigning names to boxes in a matrix projected on the wall. In recent years, other large companies, including Microsoft, General Electric and Accenture Consulting, have dropped the practice — often called stack ranking, or "rank and yank" — in part because it can force managers to get rid of valuable talent just to meet quotas.
The review meeting starts with a discussion of the lower-level employees, whose performance is debated in front of higher-level managers. As the hours pass, successive rounds of managers leave the room, knowing that those who remain will determine their fates.
Preparing is like getting ready for a court case, many supervisors say: To avoid losing good members of their teams — which could spell doom — they must come armed with paper trails to defend the wrongfully accused and incriminate members of competing groups. Or they adopt a strategy of choosing sacrificial lambs to protect more essential players. "You learn how to diplomatically throw people under the bus," said a marketer who spent six years in the retail division. "It's a horrible feeling."
Mr. Galbato, the human resources executive, explained the company's reasoning for the annual staff paring. "We hire a lot of great people," he said in an email, "but we don't always get it right."
Dick Finnegan, a consultant who advises companies on how to retain employees, warns of the costs of mandatory cuts. "If you can build an organization with zero deadwood, why wouldn't you do it?" he asked. "But I don't know how sustainable it is. You'd have to have a never-ending two-mile line around the block of very qualified people who want to work for you."
Many women at Amazon attribute its gender gap — unlike Facebook, Google or Walmart, it does not currently have a single woman on its top leadership team — to its competition-and-elimination system. Several former high-level female executives, and other women participating in a recent internal Amazon online discussion that was shared with The New York Times, said they believed that some of the leadership principles worked to their disadvantage. They said they could lose out in promotions because of intangible criteria like "earn trust" (principle No. 10) or the emphasis on disagreeing with colleagues. Being too forceful, they said, can be particularly hazardous for women in the workplace.
Motherhood can also be a liability. Michelle Williamson, a 41-year-old parent of three who helped build Amazon's restaurant supply business, said her boss, Shahrul Ladue, had told her that raising children would most likely prevent her from success at a higher level because of the long hours required. Mr. Ladue, who confirmed her account, said that Ms. Williamson had been directly competing with younger colleagues with fewer commitments, so he suggested she find a less demanding job at Amazon. (Both he and Ms. Williamson left the company.)
He added that he usually worked 85 or more hours a week and rarely took a vacation.
When "all" isn't good enough
Molly Jay, an early member of the Kindle team, said she received high ratings for years. But when she began traveling to care for her father, who was suffering from cancer, and cut back working on nights and weekends, her status changed. She was blocked from transferring to a less pressure-filled job, she said, and her boss told her she was "a problem." As her father was dying, she took unpaid leave to care for him and never returned to Amazon.
"When you're not able to give your absolute all, 80 hours a week, they see it as a major weakness," she said.
A woman who had thyroid cancer was given a low performance rating after she returned from treatment. She says her manager explained that while she was out, her peers were accomplishing a great deal. Another employee who miscarried twins left for a business trip the day after she had surgery. "I'm sorry, the work is still going to need to get done," she said her boss told her. "From where you are in life, trying to start a family, I don't know if this is the right place for you."
A woman who had breast cancer was told that she was put on a "performance improvement plan" — Amazon code for "you're in danger of being fired" — because "difficulties" in her "personal life" had interfered with fulfilling her work goals. Their accounts echoed others from workers who had suffered health crises and felt they had also been judged harshly instead of being given time to recover.
A former human resources executive said she was required to put a woman who had recently returned after undergoing serious surgery, and another who had just had a stillborn child, on performance improvement plans, accounts that were corroborated by a co-worker still at Amazon. "What kind of company do we want to be?" the executive recalled asking her bosses.
The mother of the stillborn child soon left Amazon. "I had just experienced the most devastating event in my life," the woman recalled via email, only to be told her performance would be monitored "to make sure my focus stayed on my job."
Mr. Berman, the spokesman, said such responses to employees' crises were "not our policy or practice." He added, "If we were to become aware of anything like that, we would take swift action to correct it." Amazon also made Ms. Harker, the top recruiter, available to describe the leadership team's strong support over the last two years as her husband battled a rare cancer. "It took my breath away," she said.
Several employment lawyers in the Seattle area said they got regular calls from Amazon workers complaining of unfair treatment, including those who said they had been pushed out for "not being sufficiently devoted to the company," said Michael Subit. But that is not a basis for a suit by itself, he said. "Unfairness is not illegal," echoed Sara Amies, another lawyer. Without clear evidence of discrimination, it is difficult to win a suit based on a negative evaluation, she said.
For all of the employees who are edged out, many others flee, exhausted or unwilling to further endure the hardships for the cause of delivering swim goggles and rolls of Scotch tape to customers just a little quicker.
Jason Merkoski, 42, an engineer, worked on the team developing the first Kindle e-reader and served as a t
0/5000
Companies without Wellness Programs: The Amazon ExampleA running competitionIn 2013, Elizabeth Willet, a former Army captain who served in Iraq, joined Amazon to manage housewares vendors and was thrilled to find that a large company could feel so energetic and entrepreneurial. After she had a child, she arranged with her boss to be in the office from 7 a.m. to 4:30 p.m. each day, pick up her baby and often return to her laptop later. Her boss assured her things were going well, but her colleagues, who did not see how early she arrived, sent him negative feedback accusing her of leaving too soon."I can't stand here and defend you if your peers are saying you're not doing your work," she says he told her. She left the company after a little more than a year.Ms. Willet's co-workers strafed her through the Anytime Feedback Tool, the widget in the company directory that allows employees to send praise or criticism about colleagues to management. (While bosses know who sends the comments, their identities are not typically shared with the subjects of the remarks.) Because team members are ranked, and those at the bottom eliminated every year, it is in everyone's interest to outperform everyone else.Craig Berman, an Amazon spokesman, said the tool was just another way to provide feedback, like sending an email or walking into a manager's office. Most comments, he said, are positive.However, many workers called it a river of intrigue and scheming. They described making quiet pacts with colleagues to bury the same person at once, or to praise one another lavishly. Many others, along with Ms. Willet, described feeling sabotaged by negative comments from unidentified colleagues with whom they could not argue. In some cases, the criticism was copied directly into their performance reviews — a move that Amy Michaels, the former Kindle manager, said that colleagues called "the full paste."Soon the tool, or something close, may be found in many more offices. Workday, a human resources software company, makes a similar product called Collaborative Anytime Feedback that promises to turn the annual performance review into a daily event. One of the early backers of Workday was Jeff Bezos, in one of his many investments. (He also owns The Washington Post.)The rivalries at Amazon extend beyond behind-the-back comments. Employees say that the Bezos ideal, a meritocracy in which people and ideas compete and the best win, where co-workers challenge one another "even when doing so is uncomfortable or exhausting," as the leadership principles note, has turned into a world of frequent combat.Resources are sometimes hoarded. That includes promising job candidates, who are especially precious at a company with a high number of open positions. To get new team members, one veteran said, sometimes "you drown someone in the deep end of the pool," then take his or her subordinates. Ideas are critiqued so harshly in meetings at times that some workers fear speaking up.David Loftesness, a senior developer, said he admired the customer focus but could not tolerate the hostile language used in many meetings, a comment echoed by many others.For years, he and his team devoted themselves to improving the search capabilities of Amazon's website — only to discover that Mr. Bezos had greenlighted a secret competing effort to build an alternate technology. "I'm not going to be the kind of person who can work in this environment," he said he concluded. He went on to become a director of engineering at Twitter.Each year, the internal competition culminates at an extended semi-open tournament called an Organization Level Review, where managers debate subordinates' rankings, assigning and reassigning names to boxes in a matrix projected on the wall. In recent years, other large companies, including Microsoft, General Electric and Accenture Consulting, have dropped the practice — often called stack ranking, or "rank and yank" — in part because it can force managers to get rid of valuable talent just to meet quotas.The review meeting starts with a discussion of the lower-level employees, whose performance is debated in front of higher-level managers. As the hours pass, successive rounds of managers leave the room, knowing that those who remain will determine their fates.Preparing is like getting ready for a court case, many supervisors say: To avoid losing good members of their teams — which could spell doom — they must come armed with paper trails to defend the wrongfully accused and incriminate members of competing groups. Or they adopt a strategy of choosing sacrificial lambs to protect more essential players. "You learn how to diplomatically throw people under the bus," said a marketer who spent six years in the retail division. "It's a horrible feeling."Mr. Galbato, the human resources executive, explained the company's reasoning for the annual staff paring. "We hire a lot of great people," he said in an email, "but we don't always get it right."Dick Finnegan, a consultant who advises companies on how to retain employees, warns of the costs of mandatory cuts. "If you can build an organization with zero deadwood, why wouldn't you do it?" he asked. "But I don't know how sustainable it is. You'd have to have a never-ending two-mile line around the block of very qualified people who want to work for you."Many women at Amazon attribute its gender gap — unlike Facebook, Google or Walmart, it does not currently have a single woman on its top leadership team — to its competition-and-elimination system. Several former high-level female executives, and other women participating in a recent internal Amazon online discussion that was shared with The New York Times, said they believed that some of the leadership principles worked to their disadvantage. They said they could lose out in promotions because of intangible criteria like "earn trust" (principle No. 10) or the emphasis on disagreeing with colleagues. Being too forceful, they said, can be particularly hazardous for women in the workplace.Motherhood can also be a liability. Michelle Williamson, a 41-year-old parent of three who helped build Amazon's restaurant supply business, said her boss, Shahrul Ladue, had told her that raising children would most likely prevent her from success at a higher level because of the long hours required. Mr. Ladue, who confirmed her account, said that Ms. Williamson had been directly competing with younger colleagues with fewer commitments, so he suggested she find a less demanding job at Amazon. (Both he and Ms. Williamson left the company.)He added that he usually worked 85 or more hours a week and rarely took a vacation.When "all" isn't good enoughMolly Jay, an early member of the Kindle team, said she received high ratings for years. But when she began traveling to care for her father, who was suffering from cancer, and cut back working on nights and weekends, her status changed. She was blocked from transferring to a less pressure-filled job, she said, and her boss told her she was "a problem." As her father was dying, she took unpaid leave to care for him and never returned to Amazon."When you're not able to give your absolute all, 80 hours a week, they see it as a major weakness," she said.
A woman who had thyroid cancer was given a low performance rating after she returned from treatment. She says her manager explained that while she was out, her peers were accomplishing a great deal. Another employee who miscarried twins left for a business trip the day after she had surgery. "I'm sorry, the work is still going to need to get done," she said her boss told her. "From where you are in life, trying to start a family, I don't know if this is the right place for you."
A woman who had breast cancer was told that she was put on a "performance improvement plan" — Amazon code for "you're in danger of being fired" — because "difficulties" in her "personal life" had interfered with fulfilling her work goals. Their accounts echoed others from workers who had suffered health crises and felt they had also been judged harshly instead of being given time to recover.
A former human resources executive said she was required to put a woman who had recently returned after undergoing serious surgery, and another who had just had a stillborn child, on performance improvement plans, accounts that were corroborated by a co-worker still at Amazon. "What kind of company do we want to be?" the executive recalled asking her bosses.
The mother of the stillborn child soon left Amazon. "I had just experienced the most devastating event in my life," the woman recalled via email, only to be told her performance would be monitored "to make sure my focus stayed on my job."
Mr. Berman, the spokesman, said such responses to employees' crises were "not our policy or practice." He added, "If we were to become aware of anything like that, we would take swift action to correct it." Amazon also made Ms. Harker, the top recruiter, available to describe the leadership team's strong support over the last two years as her husband battled a rare cancer. "It took my breath away," she said.
Several employment lawyers in the Seattle area said they got regular calls from Amazon workers complaining of unfair treatment, including those who said they had been pushed out for "not being sufficiently devoted to the company," said Michael Subit. But that is not a basis for a suit by itself, he said. "Unfairness is not illegal," echoed Sara Amies, another lawyer. Without clear evidence of discrimination, it is difficult to win a suit based on a negative evaluation, she said.
For all of the employees who are edged out, many others flee, exhausted or unwilling to further endure the hardships for the cause of delivering swim goggles and rolls of Scotch tape to customers just a little quicker.
Jason Merkoski, 42, an engineer, worked on the team developing the first Kindle e-reader and served as a t
A woman who had thyroid cancer was given a low performance rating after she returned from treatment. She says her manager explained that while she was out, her peers were accomplishing a great deal. Another employee who miscarried twins left for a business trip the day after she had surgery. "I'm sorry, the work is still going to need to get done," she said her boss told her. "From where you are in life, trying to start a family, I don't know if this is the right place for you."
A woman who had breast cancer was told that she was put on a "performance improvement plan" — Amazon code for "you're in danger of being fired" — because "difficulties" in her "personal life" had interfered with fulfilling her work goals. Their accounts echoed others from workers who had suffered health crises and felt they had also been judged harshly instead of being given time to recover.
A former human resources executive said she was required to put a woman who had recently returned after undergoing serious surgery, and another who had just had a stillborn child, on performance improvement plans, accounts that were corroborated by a co-worker still at Amazon. "What kind of company do we want to be?" the executive recalled asking her bosses.
The mother of the stillborn child soon left Amazon. "I had just experienced the most devastating event in my life," the woman recalled via email, only to be told her performance would be monitored "to make sure my focus stayed on my job."
Mr. Berman, the spokesman, said such responses to employees' crises were "not our policy or practice." He added, "If we were to become aware of anything like that, we would take swift action to correct it." Amazon also made Ms. Harker, the top recruiter, available to describe the leadership team's strong support over the last two years as her husband battled a rare cancer. "It took my breath away," she said.
Several employment lawyers in the Seattle area said they got regular calls from Amazon workers complaining of unfair treatment, including those who said they had been pushed out for "not being sufficiently devoted to the company," said Michael Subit. But that is not a basis for a suit by itself, he said. "Unfairness is not illegal," echoed Sara Amies, another lawyer. Without clear evidence of discrimination, it is difficult to win a suit based on a negative evaluation, she said.
For all of the employees who are edged out, many others flee, exhausted or unwilling to further endure the hardships for the cause of delivering swim goggles and rolls of Scotch tape to customers just a little quicker.
Jason Merkoski, 42, an engineer, worked on the team developing the first Kindle e-reader and served as a t
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บริษัท โดยไม่มีโปรแกรมสุขภาพ : ตัวอย่าง Amazon
แข่งวิ่งใน 2013 , อลิซาเบธ วิลเล็ต อดีตทหารกัปตันที่ให้บริการในอิรักกับ Amazon เพื่อการจัดการผู้ขาย housewares และตื่นเต้นที่จะพบว่าบริษัทขนาดใหญ่อาจรู้สึกกระปรี้กระเปร่า และผู้ประกอบการ หลังจากที่เธอมีลูก เธอจัดการกับเจ้านายของเธออยู่ในสำนักงานจาก 7 โมงเช้าถึง 16.30 น. ของแต่ละวันรับลูกและมักจะกลับไปที่แล็ปท็อปของเธอทีหลัง เจ้านายของเธอ มั่นใจ สิ่งที่เธอกำลังไปได้ดี แต่เพื่อนร่วมงานของเธอที่ไม่ได้ดูว่าก่อนเธอมาถึง ส่งเขาแง่ลบว่าเธอจะไปเร็วเกินไป .
" ฉันไม่สามารถยืนที่นี่ และปกป้องคุณ ถ้าเพื่อนของคุณบอกว่าคุณไม่ได้ทำงานของคุณ " เขาบอกเธอ เธอออกจากบริษัทหลังจากกว่าปี .
คุณวิลเล็ตของผู้ร่วมงาน strafed ของเธอผ่านทุกความคิดเห็นเครื่องมือ เครื่องมือใน บริษัท ไดเรกทอรีที่ช่วยให้พนักงานส่งคำสรรเสริญหรือคำวิพากษ์วิจารณ์เกี่ยวกับเพื่อนร่วมงานเพื่อการจัดการ ( ในขณะที่ผู้บังคับบัญชาทราบที่ส่งความคิดเห็น สถานะของพวกเขาไม่มักจะใช้กับเรื่องของความเห็น เพราะสมาชิกทีมมีอันดับ และที่ด้านล่าง ตกรอบทุกปีมันอยู่ในความสนใจของทุกคนดีกว่าทุกคน .
เครก Berman , Amazon โฆษกกล่าวว่าเครื่องมือเป็นเพียงอีกวิธีหนึ่งที่จะให้ข้อเสนอแนะ เช่น การส่งอีเมล์ หรือเดินเข้าห้องทำงานของผู้จัดการ ความคิดเห็นที่ส่วนใหญ่เขาบอกว่าเป็นบวก .
แต่คนงานมากมายเรียกว่า แม่น้ำวางอุบายและจอมวางแผน พวกเขาอธิบายให้เงียบลงกับเพื่อนร่วมงานจะฝังคนๆ เดียวกันพร้อมกันหรือจะชมคนอื่นอย่างใจกว้าง คนอื่น ๆพร้อมกับคุณ วิลเล็ต อธิบายรู้สึกกับความเห็นเชิงลบจากเพื่อนร่วมงานได้กับผู้ที่พวกเขาไม่อาจโต้แย้งได้ ในบางกรณี การวิจารณ์ถูกคัดลอกโดยตรงในการทำงานของบทวิจารณ์ - ย้ายที่เอมี่ ไมเคิล อดีตผู้จัดการจุด กล่าวว่า เพื่อนร่วมงานเรียกว่า " วางเต็ม . "
เร็วเครื่องมือ หรือสิ่งที่ปิด
แข่งวิ่งใน 2013 , อลิซาเบธ วิลเล็ต อดีตทหารกัปตันที่ให้บริการในอิรักกับ Amazon เพื่อการจัดการผู้ขาย housewares และตื่นเต้นที่จะพบว่าบริษัทขนาดใหญ่อาจรู้สึกกระปรี้กระเปร่า และผู้ประกอบการ หลังจากที่เธอมีลูก เธอจัดการกับเจ้านายของเธออยู่ในสำนักงานจาก 7 โมงเช้าถึง 16.30 น. ของแต่ละวันรับลูกและมักจะกลับไปที่แล็ปท็อปของเธอทีหลัง เจ้านายของเธอ มั่นใจ สิ่งที่เธอกำลังไปได้ดี แต่เพื่อนร่วมงานของเธอที่ไม่ได้ดูว่าก่อนเธอมาถึง ส่งเขาแง่ลบว่าเธอจะไปเร็วเกินไป .
" ฉันไม่สามารถยืนที่นี่ และปกป้องคุณ ถ้าเพื่อนของคุณบอกว่าคุณไม่ได้ทำงานของคุณ " เขาบอกเธอ เธอออกจากบริษัทหลังจากกว่าปี .
คุณวิลเล็ตของผู้ร่วมงาน strafed ของเธอผ่านทุกความคิดเห็นเครื่องมือ เครื่องมือใน บริษัท ไดเรกทอรีที่ช่วยให้พนักงานส่งคำสรรเสริญหรือคำวิพากษ์วิจารณ์เกี่ยวกับเพื่อนร่วมงานเพื่อการจัดการ ( ในขณะที่ผู้บังคับบัญชาทราบที่ส่งความคิดเห็น สถานะของพวกเขาไม่มักจะใช้กับเรื่องของความเห็น เพราะสมาชิกทีมมีอันดับ และที่ด้านล่าง ตกรอบทุกปีมันอยู่ในความสนใจของทุกคนดีกว่าทุกคน .
เครก Berman , Amazon โฆษกกล่าวว่าเครื่องมือเป็นเพียงอีกวิธีหนึ่งที่จะให้ข้อเสนอแนะ เช่น การส่งอีเมล์ หรือเดินเข้าห้องทำงานของผู้จัดการ ความคิดเห็นที่ส่วนใหญ่เขาบอกว่าเป็นบวก .
แต่คนงานมากมายเรียกว่า แม่น้ำวางอุบายและจอมวางแผน พวกเขาอธิบายให้เงียบลงกับเพื่อนร่วมงานจะฝังคนๆ เดียวกันพร้อมกันหรือจะชมคนอื่นอย่างใจกว้าง คนอื่น ๆพร้อมกับคุณ วิลเล็ต อธิบายรู้สึกกับความเห็นเชิงลบจากเพื่อนร่วมงานได้กับผู้ที่พวกเขาไม่อาจโต้แย้งได้ ในบางกรณี การวิจารณ์ถูกคัดลอกโดยตรงในการทำงานของบทวิจารณ์ - ย้ายที่เอมี่ ไมเคิล อดีตผู้จัดการจุด กล่าวว่า เพื่อนร่วมงานเรียกว่า " วางเต็ม . "
เร็วเครื่องมือ หรือสิ่งที่ปิด
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