FW: Employee experience dilemma....

["Giordano, Connie" <Connie -dot- Giordano -at- FMR -dot- COM>]

-----Original Message-----
From: Giordano, Connie 
Sent: Thursday, May 11, 2000 5:54 PM
To: 'Guy A. McDonald'; TECHWR-L
Subject: RE: Employee experience dilemma....


Perhaps that's because Atticus made it clear that the new writer is there,
like it or not.  He never even mentioned whether the product had a steep
learning curve, or if he perceived that she was a quick or slow study.  Hard
to make a decision on investing in a new writer without knowing those two
factors.  As well as the circumstances you rightly mentioned, that affect
the company as a whole.

If management moved her there, they plan to invest at least a minimal amount
in her (salary and benefits).  If she is perceived as a strong, but
entry-level writer, then the other comments would apply. And if she is quick
study, then with training/mentoring, she would be worth the investment.
Sometimes the greatest treasures appear when the pressure is on.   She could
surprise everyone with how fast she turns around the manual, but only if
given the proper feedback in a timely fashion.

MTC

Connie Giordano 

-----Original Message-----
From: Guy A. McDonald [mailto:guy -at- nstci -dot- com]
Sent: Thursday, May 11, 2000 3:52 PM
To: TECHWR-L
Subject: RE: Employee experience dilemma....


A cursory review of this thread did not yield my first question.

__Can the company afford to invest in the new writer?__

I love how most respondents jumped on the "Yah, give her a chance ... do
right by her and mentor her" bandwagon. Great stuff and a commendable
attitude. However, there are situations where this is not practical.
Consulting agencies staffed with hired guns, start-up companies, pre-IPOs in
trouble, etc. come to my mind as fair examples where overcoming steep slopes
on a learning curve may not be practical.

Guy McDonald
guy -at- nstci -dot- com