Projekt
Registered
J. I. Castaneda
May 15, Two thousand and fourteen
A SIGN OF THE TIMES WITHIN
This is “An Open Letter†illustrating an unbiased perspective of the liabilities in our enterprise.
First a look at our Core Principles:
Clause 1. It is stated that we are to maintain the most ethical internal and external interpersonal relationships.
Clause 2. It is stated that people will be judged on the basis of their performance
Clause 5. It is stated that we must continually adjust to external market forces.
Using a priority analysis, it seems that statement one is the most important. And yet, it begs the question:
Are we just stating these things for an appearance of professionalism or are they meant to be followed?
My unsolicited answer: We are seemingly talking the talk but not walking the walk.
First things first, I am only offering this to individuals that may be interested in a little more insight and use my perspective of near twenty years of military associated service, eight years USAF and nearly 12 years as a civilian contractor serving the US ARMY, NAVY and Marine Corps within primarily Intelligence gathering operations at relative Hostile sites around the globe.
What people fail to understand having not served themselves is that the modern culture of the US Air Force is one of a professional and disciplined business model. Sexual Harassment and Military Bearing/Professional courtesy is of utmost importance in line with sense of duty for the common mission and Integrity first over all else. Therefore, I feel it my duty to communicate these points to you.
The employee handbook, last published in 2009, states a very clear policy for an employee’s conduct while carrying out official business and even addresses some personal issues that would be detrimental to a person employed here.
My humble proposal is that we take one day and begin the reset to the Compass Standard, a standard based on a very well grounded philosophy outlined in the legal jargon found within the corporate handbook. Too little emphasis is placed on going by the book. Let’s evaluate its relevance in line with our Core Principles mandate of continual adjustment to external market forces; then adapt it to the contemporary needs of this company, its people and republish it.
Everyone needs to take a look at the criteria to which they are held against. It needs to be understood, that in this professional environment, everyone will be judged equally. Nowhere does it say that certain people will receive preferential treatment due to their status here or their sense of ir-replaceability or thoughts of, position-based, De-Facto impunity.
This approach leaves little doubt about the expectations we must abide by. Also, it allows management to execute rapid, well founded, corrective measures that will only lead to greater equilibrium and improved morale. Think Logic gates and domino effect.
If your people are happy to show up and ready to work hard, you can only reap the benefits.
Quantify them as you will.
A. As I (and many-many self-silenced production workers) see it, there is an incongruity in the way that discipline is exercised. The general understanding is that key individuals in positions of leadership can do as they will without regard for the humanity of their subordinates. By this, I refer to continuously disrespectful treatment by production management LB. Combined with this, is an inordinate amount of aggression when interacting with workers over minor non-life threatening nuances. We are not in the life support business. Why then do we have a person yelling and disrespectfully admonishing people over their workmanship?
B. If you want to know why the production staff slowed down and were compelled to work overtime (at great cost to our enterprise with diminished hourly output) during the last period it took place; it was a silent protest for the daily berating and hostility they experienced and continue to experience.
C. Nowhere should it be tolerated that one person wield so much rage when simply needing to get a sit-rep and a corrective action on a particular job. Yes, we are all under stress. However, many of us manage it and still communicate courteously with our colleagues. Only, one person recently continues to express anger even after the recent training courses aimed at mitigating that unprofessional and discourteous behavior. That person brings a storm of negativity everywhere she walks and is even using that mentality to initiate trivial HR complaints.
D. Individuals have been terminated during my tenure for exhibiting that exact same behavior. I question the motives for their dismissal when the key points communicated to me where the confrontational and aggressive nature. Why then do we still have people still around running things with disregard for our principles? Why did we recently terminate Tony Tran when he is no worse that LB? Let’s just put it out there; is there a more beneficial color to be born with when being scrutinized about your professionalism? I hate, and have to emphasis HATE, to say it but we are sending a very clear message with these practices.
E. It is generally understood that the internal social dynamic is condoned to be sexually charged with great innuendo commonplace. Rumors abound about who is dating who or who may be having an affair with whom. New employees quickly learn that to survive here, we must have a thick skin and join in the innuendo to gain favor from the mostly male management staff. Our recently dismissed member MC used this type of interaction to be seen favorably by PH, who can potentially be the greatest practitioner of quasi or completely-sexual interaction. On another note, pornographic images are displayed on desktop computer screens and people giggle about it only to later be questioned so that person can receive the courtesy of a written counseling when others may expect immediate dismissal.
F. Responsibility for one’s own sexual innuendo and coquettishness should be expected to be understood without special allowances for certain individuals who may have a significant amount of time with the company. People who exhibit homosexual harassment don’t even get spoken to, seemingly because they belong to a special immune set or crew or go without being reported for fear of reprisal at least in my case and just look at my case. CM recently was said to walk by DL and blow kisses at him. Do we just laugh this off too or will it bite our proverbial rear ends?
G. My first day in the first hour was full of this type of dynamic in which I was made to feel objectified to nauseation (while cleaning my desk area standing on a stool) by a gay man and a woman who has a reputation as being chatty and sexually expressive. These people spent an excessive amount of time at PH’s desk making unprofessional commentary as a trio. This went unreported because, I thought; making waves on the first day would be a mistake.
H. When weeks later, the same woman above continuously engaged me in talk about the ladies in the back being so attracted etc, I played it off but then she said the following; “when you bent over at Junior’s desk they all admired the shape of your rear and gasped.â€Q: Is this something that we will continue to tolerate and encourage?
I. Many women here will be convinced that they were sexually harassed and should report or choose to not in order to not suffer repercussions. They need to be aware of their own contributions in practice of communications and gestures when interacting with male staff. Would you believe that a smiling beautiful albeit very married woman caressing my arm and running her finger in circles on my shoulder then down my spine to my waistline at the belt, would not lead me to believe that she may desire me? How am I to respond or choose not to respond and have that lead to a negative rapport? What if I would have said; “I don’t want you touching me because I feel that it may look inappropriateâ€. My thoughts are that I would be labeled the originator of a sexually dubious situation. When she may claim that she didn’t intend it that way or it meant nothing.
J. One possible solution to the scenario in paragraph I: Implement a “hands-off“ policy, with zero tolerance and a complete overhaul of our Sexual Harassment handling process to include retraining and development of a corporate training course that is well stocked with examples of dubious behavior and concrete communication styles that will stop things in their tracks. It will eliminate a major liability stemming from unclear guidelines and disciplinary practices regarding sexual impropriety.
K. As previously discussed, we are in a relative evolutionary period, a metamorphosis per se. Understanding that, I can gather that things will not change overnight, however, I feel compelled to make this statement. If things are not dealt with on an immediate, Magnitude of Liability Basis, we are going to be investing a lot in legal aid and mitigation. Think Proactive versus Reactive and let us focus on the business tasks at hand rather than dealing with the drama we are responsible for creating and fostering. Full stop course correction in effect.
He who hesitates is LOST.-CATO the younger
L. What I see for the future in our business in our professional home, is the very best in growth, be it output, personal relations, footprint and new business. If we want to use an aggressive angle of attack to make it happen, it would be for the benefit of all.
M. That being said, the absence of an Employee recognition program points to a disregard of the contributions of our very productive and professional team. We need to consider the immediate implementation of a monthly and quarterly employee of the month certificate with incentives for top performers, be that a complimentary dinner or some other tangible award.
N. Training is lacking. We all suffer the consequences in the form of customer rejects. Follow up with RCCA demands from our clients is a reactive measure but wouldn’t we all agree that we should pursue a proactive strategy? Doesn’t it benefit all, to include the general image of the company if we do so? If we do implement this with a “Cost-is-No-Object†mentality rather than a production output prioritized approach as we are known to do, we will very soon see the positive results.
O. Overall, it is my humble opinion that we are on the right course; guidance not pressure is what will reap the greatest effect. The object is profit and recognition as an industry leader within our niche business model which as I understand it, is diversified and stable growth as a manufacturing solutions provider.
P. It has been my opinion since prior to employ, that the general consensus based on limited publicity of our operational envelope is a negative item for the appearance of our disciplinary and termination practices. As previously stated, we have only a few completely negative reviews out there in cyberspace. Why not encourage members to post positive reviews of the work environment? It would stem the tide of desperate and under qualified applicants and roll in a Tsunami of prime talent looking at this place as a long-term option that will in turn lead to great personal development.
Q. Excuse me for seeming to make waves. This is not what I intend. I merely believe that it is the duty of everyone here to carry out the mission for the better and with an expedient approach. My hopes are to contribute to the further development of a cohesive, unified team because, Coming together, as one, under a focused and determined leadership, which leads by example, is the way we will maintain our stride and crush the opposition.
With respect, sincerity, and thanks,
Jose I. Castaneda
Manufacturing Engineer
Certified IPC and J-STD Trainer
All around team player and proud member of the Compass Team.
Nothing happens to anyone that he is not fitted by nature to bear- Marcus Aurelius
May 15, Two thousand and fourteen
A SIGN OF THE TIMES WITHIN
This is “An Open Letter†illustrating an unbiased perspective of the liabilities in our enterprise.
First a look at our Core Principles:
Clause 1. It is stated that we are to maintain the most ethical internal and external interpersonal relationships.
Clause 2. It is stated that people will be judged on the basis of their performance
Clause 5. It is stated that we must continually adjust to external market forces.
Using a priority analysis, it seems that statement one is the most important. And yet, it begs the question:
Are we just stating these things for an appearance of professionalism or are they meant to be followed?
My unsolicited answer: We are seemingly talking the talk but not walking the walk.
First things first, I am only offering this to individuals that may be interested in a little more insight and use my perspective of near twenty years of military associated service, eight years USAF and nearly 12 years as a civilian contractor serving the US ARMY, NAVY and Marine Corps within primarily Intelligence gathering operations at relative Hostile sites around the globe.
What people fail to understand having not served themselves is that the modern culture of the US Air Force is one of a professional and disciplined business model. Sexual Harassment and Military Bearing/Professional courtesy is of utmost importance in line with sense of duty for the common mission and Integrity first over all else. Therefore, I feel it my duty to communicate these points to you.
The employee handbook, last published in 2009, states a very clear policy for an employee’s conduct while carrying out official business and even addresses some personal issues that would be detrimental to a person employed here.
My humble proposal is that we take one day and begin the reset to the Compass Standard, a standard based on a very well grounded philosophy outlined in the legal jargon found within the corporate handbook. Too little emphasis is placed on going by the book. Let’s evaluate its relevance in line with our Core Principles mandate of continual adjustment to external market forces; then adapt it to the contemporary needs of this company, its people and republish it.
Everyone needs to take a look at the criteria to which they are held against. It needs to be understood, that in this professional environment, everyone will be judged equally. Nowhere does it say that certain people will receive preferential treatment due to their status here or their sense of ir-replaceability or thoughts of, position-based, De-Facto impunity.
This approach leaves little doubt about the expectations we must abide by. Also, it allows management to execute rapid, well founded, corrective measures that will only lead to greater equilibrium and improved morale. Think Logic gates and domino effect.
If your people are happy to show up and ready to work hard, you can only reap the benefits.
Quantify them as you will.
A. As I (and many-many self-silenced production workers) see it, there is an incongruity in the way that discipline is exercised. The general understanding is that key individuals in positions of leadership can do as they will without regard for the humanity of their subordinates. By this, I refer to continuously disrespectful treatment by production management LB. Combined with this, is an inordinate amount of aggression when interacting with workers over minor non-life threatening nuances. We are not in the life support business. Why then do we have a person yelling and disrespectfully admonishing people over their workmanship?
B. If you want to know why the production staff slowed down and were compelled to work overtime (at great cost to our enterprise with diminished hourly output) during the last period it took place; it was a silent protest for the daily berating and hostility they experienced and continue to experience.
C. Nowhere should it be tolerated that one person wield so much rage when simply needing to get a sit-rep and a corrective action on a particular job. Yes, we are all under stress. However, many of us manage it and still communicate courteously with our colleagues. Only, one person recently continues to express anger even after the recent training courses aimed at mitigating that unprofessional and discourteous behavior. That person brings a storm of negativity everywhere she walks and is even using that mentality to initiate trivial HR complaints.
D. Individuals have been terminated during my tenure for exhibiting that exact same behavior. I question the motives for their dismissal when the key points communicated to me where the confrontational and aggressive nature. Why then do we still have people still around running things with disregard for our principles? Why did we recently terminate Tony Tran when he is no worse that LB? Let’s just put it out there; is there a more beneficial color to be born with when being scrutinized about your professionalism? I hate, and have to emphasis HATE, to say it but we are sending a very clear message with these practices.
E. It is generally understood that the internal social dynamic is condoned to be sexually charged with great innuendo commonplace. Rumors abound about who is dating who or who may be having an affair with whom. New employees quickly learn that to survive here, we must have a thick skin and join in the innuendo to gain favor from the mostly male management staff. Our recently dismissed member MC used this type of interaction to be seen favorably by PH, who can potentially be the greatest practitioner of quasi or completely-sexual interaction. On another note, pornographic images are displayed on desktop computer screens and people giggle about it only to later be questioned so that person can receive the courtesy of a written counseling when others may expect immediate dismissal.
F. Responsibility for one’s own sexual innuendo and coquettishness should be expected to be understood without special allowances for certain individuals who may have a significant amount of time with the company. People who exhibit homosexual harassment don’t even get spoken to, seemingly because they belong to a special immune set or crew or go without being reported for fear of reprisal at least in my case and just look at my case. CM recently was said to walk by DL and blow kisses at him. Do we just laugh this off too or will it bite our proverbial rear ends?
G. My first day in the first hour was full of this type of dynamic in which I was made to feel objectified to nauseation (while cleaning my desk area standing on a stool) by a gay man and a woman who has a reputation as being chatty and sexually expressive. These people spent an excessive amount of time at PH’s desk making unprofessional commentary as a trio. This went unreported because, I thought; making waves on the first day would be a mistake.
H. When weeks later, the same woman above continuously engaged me in talk about the ladies in the back being so attracted etc, I played it off but then she said the following; “when you bent over at Junior’s desk they all admired the shape of your rear and gasped.â€Q: Is this something that we will continue to tolerate and encourage?
I. Many women here will be convinced that they were sexually harassed and should report or choose to not in order to not suffer repercussions. They need to be aware of their own contributions in practice of communications and gestures when interacting with male staff. Would you believe that a smiling beautiful albeit very married woman caressing my arm and running her finger in circles on my shoulder then down my spine to my waistline at the belt, would not lead me to believe that she may desire me? How am I to respond or choose not to respond and have that lead to a negative rapport? What if I would have said; “I don’t want you touching me because I feel that it may look inappropriateâ€. My thoughts are that I would be labeled the originator of a sexually dubious situation. When she may claim that she didn’t intend it that way or it meant nothing.
J. One possible solution to the scenario in paragraph I: Implement a “hands-off“ policy, with zero tolerance and a complete overhaul of our Sexual Harassment handling process to include retraining and development of a corporate training course that is well stocked with examples of dubious behavior and concrete communication styles that will stop things in their tracks. It will eliminate a major liability stemming from unclear guidelines and disciplinary practices regarding sexual impropriety.
K. As previously discussed, we are in a relative evolutionary period, a metamorphosis per se. Understanding that, I can gather that things will not change overnight, however, I feel compelled to make this statement. If things are not dealt with on an immediate, Magnitude of Liability Basis, we are going to be investing a lot in legal aid and mitigation. Think Proactive versus Reactive and let us focus on the business tasks at hand rather than dealing with the drama we are responsible for creating and fostering. Full stop course correction in effect.
He who hesitates is LOST.-CATO the younger
L. What I see for the future in our business in our professional home, is the very best in growth, be it output, personal relations, footprint and new business. If we want to use an aggressive angle of attack to make it happen, it would be for the benefit of all.
M. That being said, the absence of an Employee recognition program points to a disregard of the contributions of our very productive and professional team. We need to consider the immediate implementation of a monthly and quarterly employee of the month certificate with incentives for top performers, be that a complimentary dinner or some other tangible award.
N. Training is lacking. We all suffer the consequences in the form of customer rejects. Follow up with RCCA demands from our clients is a reactive measure but wouldn’t we all agree that we should pursue a proactive strategy? Doesn’t it benefit all, to include the general image of the company if we do so? If we do implement this with a “Cost-is-No-Object†mentality rather than a production output prioritized approach as we are known to do, we will very soon see the positive results.
O. Overall, it is my humble opinion that we are on the right course; guidance not pressure is what will reap the greatest effect. The object is profit and recognition as an industry leader within our niche business model which as I understand it, is diversified and stable growth as a manufacturing solutions provider.
P. It has been my opinion since prior to employ, that the general consensus based on limited publicity of our operational envelope is a negative item for the appearance of our disciplinary and termination practices. As previously stated, we have only a few completely negative reviews out there in cyberspace. Why not encourage members to post positive reviews of the work environment? It would stem the tide of desperate and under qualified applicants and roll in a Tsunami of prime talent looking at this place as a long-term option that will in turn lead to great personal development.
Q. Excuse me for seeming to make waves. This is not what I intend. I merely believe that it is the duty of everyone here to carry out the mission for the better and with an expedient approach. My hopes are to contribute to the further development of a cohesive, unified team because, Coming together, as one, under a focused and determined leadership, which leads by example, is the way we will maintain our stride and crush the opposition.
With respect, sincerity, and thanks,
Jose I. Castaneda
Manufacturing Engineer
Certified IPC and J-STD Trainer
All around team player and proud member of the Compass Team.
Nothing happens to anyone that he is not fitted by nature to bear- Marcus Aurelius
