They don’t really exist. I’m mid career management and hire these types of roles. You go above $200k and you’re just wasting money. There may be a few random openings above this but nothing sustainable once folks realize the talent curve.
753 karma · joined April 27, 2014
I have a second profile that only gets shared with actual people that I have actual relationships with.
I would say about the only way to get past that filter is via some kind of content marketing that gets shared by folks or an actual direct person to person introduction.
Instacart has been generally top notch in their logistics and customer service. Small issues now and then, but rectified quickly and pro-actively.
Amazon PrimeNow and their Amazon restaurant delivery has been a total mess. Cancelled orders hours after placing them, unexplained delivery glitches where a courier attempts a delivery and leaves with all the merchandise if we don't answer the door knock immediately, etc.
I'm not shy in letting customer service know when there are problems and even the refund process is a mess - we've had charges refunded 3, 4, 5 times (like I spend $100 and they end up refunding me $300 dollars!). Tried to explain to Amazon and get in to crazy unintelligible email threads with offshore service centers.
Finally just gave up on the whole thing with them. Will try again in a couple years and see if things have improved.
Our internal 'recruitment services' dept is all outsourced/contracted. They mask this internally through cheap tricks (don't present the staff in exactly the same manner as contractors in our internal system, etc), but do a little research and you'll figure out what's going on. I'm guessing they have hundreds, possibly thousands of contractors on the payroll running the operation.
They literally don't give a shit how it all goes down. I've escalated situations up the chain multiple hops and get nothing back, just silence. No acknowledgement, nothing. Talk to other Director/VP level friends in HR and they don't even know who to talk to.
I run a small to mid size department (think around 50 FTEs and some contract/consultant staff) and when we get openings posted, we run the recruiting ourselves and just instruct the internal recruitment team when we're ready to write/extend offers. They are usually still working on the initial candidate screen doing who knows what, dicking people around with video interviews and stupid phone screens.
Corporate HR and recruiting is totally broken - avoid at all costs.
Total clown show.
Take this as a lesson in risk management and don't fuck it up again.
-One wash cycle in warm water using no soap.
-One wash cycle in hot water using soap.
-Dry
Every couple weeks we would put white vinegar in the no-soap cycle. This helps cut the smell down.
Every couple months we would put a small amount of bleach in the no-soap cycle. Any more frequent than this and we found the diapers then irritated our son's skin.
If I had to do it all over again, not sure how I would choose. As you call out, there are additional costs to the cloth diaper approach (water, detergent, etc) that add up, plus it takes quite a bit of time.
One advantage that we found is that our son, and other folks we know who used cloth diapers, all had kids who ended up potty training sooner (anywhere from a couple months to 6+ months earlier) than kids wearing disposables.
UBI feels like a tactic with too many complications and opportunities to distort incentives, motivations, etc.
This is called a 'business opportunity'.
Seriously, people are going to ask you for free stuff all the time.
Sometimes they'll be up front about it (as in, "we don't have budget for that, but can you still help us out?"), and sometimes they just won't specify initially if they are willing to pay or not (ie, they'll just make a demand).
Every interaction is a negotiation, even if you are led to believe otherwise.
Ding, ding, ding! We may have a winner.
Here's my guess - the guys that got fired were more than technically competent (basically experts going off what I've read), but probably were pushing the envelope in terms of what Salesforce, or more specifically Salesforce's large enterprise customers, felt comfortable having discussed out in the open.
Technical foundation appears solid to all their stuff, but their enterprise sales/account folks seem very green - unsure of how to navigate large enterprises, not connecting with the right folks at the right level within the org, not understanding who or how decisions are getting made, etc.
We see this alot - deals with tens or potentially hundreds of millions of dollars at stake where potential vendors have a couple sales folks working the deal, not getting traction. Get a few more folks working the deal and figuring out the right angles and they could have it locked down in a matter of months, but they never seem to figure this out and a year later they're still dicking around with the wrong people at the wrong level not making progress.
Pretend is a city bigger than New York, bigger than all the cities at once.
Compare to Netsuite and other similar platforms.
Curious if it is a financial decision, technical, or something else.
I don't hire programmers, but have been a hiring manager, running fairly technical business teams now for 10+ years, and have found that initiative is often the deciding factor in any given employee's success.
There are other ways to select for it, and clues you start to pick up on over the years, but once you've figured out how to gauge relative levels of initiative across different people, I've found it makes hiring/resourcing questions quite a bit easier.