Usually just before opening or just before the dinner rush. You go over specials. assign sections, etc.
Construction.
Scrum is (allegedly) inspired by the morning briefing on a construction site where the electricians warn the plumbers they are going to turn on the power to floor X.
Military.
Before every mission and daily standing orders for officer of the day, officer of the watch etc.
One has lower capacity than the other (probably due to small differences when they came off the manufacturing line resulting in them aging differently).
Or maybe the difference in distance between the AirPods and the signal source is just enough that one has to frequency hop or request retransmission of corrupted packets more often than the other, resulting in higher power consumption (I’m almost completely ignorant of the Bluetooth protocol so I don’t actually know how it handles dropped/bad packets)
Ha. I have one of those too. His wife keeps getting it wrong too, so I get emails asking my opinion on various purchases/kitchen renovations. I used to reply "wrong email address", now I just give my opinion.
I hope he likes the kitchen counters he "agreed" to.
The Fermi GRB is one of the instruments listed in the article as detecting the initial burst and would had generated a redirection request for a whole family of different telescopes, including Fermi itself.
Actually, this is a better page with both the swift and fermi images.
Longevity: The explanation on NASA's APOD page states:
" In low Earth orbit Fermi’s Large Area Telescope recorded gamma-ray photons from the burst for more than 10 hours as high-energy radiation from GRB 221009A swept over planet Earth last Sunday, October 9. "
while the second is more specific: "the afterglow of GRB 221009A faded over the course of about 10 hours."
Related interest: The Earth's atmosphere itself produces gamma flashes up to 20MeV:
You don't say where this happened; local laws and customs will prevail. In California (for example) most companies will require you to report sexual harassment (which is what you are describing). If you (or coworkers) see it and say nothing you can be fired for failing to report when it eventually gets out (which it will).
Write down everything you know personally and everything that you have been told. Take it all immediately to HR. Don't ask your colleague what they want to do, and don't take this to the manager's boss.
HR will talk to your colleague. If they say nothing happened, or that they welcomed the attention, then either the manager or the employee will be reassigned so there isn't any real or perceived power imbalance and they can continue to do whatever they both want. If your colleague says that the manager got them drunk, or made unwanted advances then HR will follow the necessary process (involving the manager's manager) to terminate the manager.
I've managed teams in California, and I'm currently in a long-term relationship with a former co-worker, so I've navigated these waters from both sides.
Document and hand off to HR. If the colleague comes to you and asks if you reported to HR then you can be honest and say you did because you were concerned for their well-being.
Talking to them doesn't really help them. It forces them to decide if they want to endorse you talking to HR or to claim it was "no big deal". HR is (supposed to be) trained to deal with this kind of situation and should be better equipped to decide how to proceed.
But that would be too much right ? I don’t have any proof that it was harassment , could be just normal drinks I also offered her one , but this guy was certainly trying to touch her shoulder hold her hand , and call out her name multiple times
The situation you witnessed and heard about made you sufficiently uncomfortable to create a throw-away account to ask HN for advice. That level of discomfort is sufficient to report it to HR. For all you know there have been other complaints made in the past and this incident will complete a picture of a pattern of troubling behavior.
It isn't your responsibility to gather proof or to make a career-impacting decision about these two people, that's for HR, legal and senior management to deal with, and they have the tools and processes to actual investigate. (Check your employee handbook, companies I have worked for in the past require employees to cooperate with HR investigations and refusing to comply can lead to termination). If there really wasn't any problem then HR will take no action (they don't want to get sued for wrongly terminating a manager either).
Assuming you are in the US, a psychiatrist isn’t going to involuntarily commit you unless you threaten to hurt yourself or someone else. (It’s fine to say that you’ve had those thoughts in past, but if you say that you are thinking of doing it now then they have to do something both because of the law and because of liability issues).
If your symptoms are “in remission” then now is a perfect time to talk to someone. They won’t feel under time pressure to prescribe medication and they can do a full work up to figure out what the issue is, and help prevent future problems.
As other people have said, many mental health issues have overlapping symptoms (my personal favorite is that chronic sleep deprivation can look almost identical to ADHD), and diagnostic techniques and treatment regimes do change over time. Leverage the massive investment someone else has made in medical school to get a reliable diagnosis.
If you get a diagnosis and are in treatment I think you’ll find it easier to honestly explain both your gap in employment history and why you are worth taking a chance on now.
That said, be aware that psychiatry does suffer from the same over-prescription problem as the rest of US medicine and that there are financial incentives for hospitals to direct you towards ECT (it’s a “procedure” so they can charge more than for a simple office visit).
So you're telling that they can apply ETC to a person reporting paranoid schizophrenia symptoms? Who on earth with some of critical thinking remaining would volouturaly give up for such a procedure?
All I’m saying is that the schedule of payments for medical care in the US is largely driven by what Medicare pays for each treatment code. The Medicare payment schedule is set by a board that is largely dominated by “procedural” doctors (surgeons). The only procedure in psychiatry is ECT, so a psych dept can charge a lot more for ECT than (say) a course of CBT.
I’m not trying to imply that psychiatry is coin-operated, but if ECT is “funding the department” there is an incentive to propose ECT, even if the science doesn’t support that.
Stack ranking is a terrible way to measure performance. If managers can’t figure out how to objectively measure performance using tools like skill matrices then they are just bad managers.
I’ve left companies because they used stack ranking. When I’ve been in a position of authority I’ve crushed any attempt to introduce stack ranking (or “calibration” or any other variant).
First line managers should be able to determine if an individual is performing at, below, or above expectations on their own merits. If they can’t you should fire the second line manager for failing to train the first line manager.
Jack Welch introduced stack ranking as a way to force managers to terminate poor performers who were being kept around too long. That’s a distinct issue (under empowered or gutless managers) that should (again) be fixed by training and holding managers accountable.
It’s mostly a benefit for employers. It reduces the penalty for underpaying people. No one is going to up and quit because they get paid more than people on the team who they perceive as equals (or even if they get paid less than people they clearly perceive as more senior), but they’ll certainly bail if they feel relatively underpaid.
The only thing keeping salaries secret can possibly achieve is paying people less than their peers (in the same company or the same industry).
In other counties salaries (or at least relatively narrow bands) are well known and the world hasn’t ended.
One of the things I was most proud of my time at Second Measure (and this is due to the cofounders) is that we had 11 “levels” for engineers and data scientists and everyone at a given level was compensated (pay and equity) exactly the same. If you figured out the level of someone on the team (and we were transparent about the criteria used for leveling) you could pretty much work out their comp by extrapolating from your own.
World didn’t end. People didn’t quit en mas. Some people left because they felt under compensated. They were wrong; they weren’t as good as they thought and I’m fine they decided to leave. (Some people also left because they got insanely good offers elsewhere and I genuinely congratulated them and wished them well).
Talk about your compensation with your coworkers. Then use that information to demand fair compensation.
As an employer in a small company (circa 50 employees), salaries are one of the harder things to get right.
Firstly, most everyone rates themselves relative to their peers higher than they rate them. Anecdotally I had 3 staff, "doing the same job" all (individually) complain to me that they were better than the other 2, and thus deserved more.
Of course at this level there's no such thing as "the same job" and a myriad of factors come into play. Some emps are quiet, but effecient - some appear to get more done but ultimately their work needs more oversight and correction.
Some put in hours at home (leading others to think they work longer). Some used to be effective, but have lost motivation etc.
(bear in mind that it's hard to reduce salaries, so some end up being overpaid for a while before remedial action is seen. Most of that action, while ongoing, is also not advertised to other staff.)
Some people offer value to the whole outside of the formal work parameters. They help their peers get unstuck, they are good teachers, they create cohesiveness and model our desired culture and so on. Customer support is a job, and two people can do it, and solve the problem, but customers might perceive it differently based on other softer skills.
All of this to say, when it comes to salaries we do yhd best we can.
We don't advertise because if we did we'd be explicitly inviting people to compare themselves in a success / failure way. Ie a zero sum game. And doing that means most of the staff will perceive failure, even the ones who get more. It creates unnecessary psychological input which has mostly downside to everyone.
Everyone has value. It's unnecessary to start ranking people explicitly based on salary.
Edit: We have no problem with people comparing salaries, and people can an do ask for raises.
Correct. Atherton isn't a great example. There's literally no downtown, so any homeless people would have to set up camp right outside some (very rich) person's (giant) single family home on a street with no sidewalk. Even in less affluent parts of the Bay Area unhoused people typically cluster in business or industrial districts rather than residential neighborhoods filled with single family homes.
You see unhoused people in downtown Menlo Park, Palo Alto, and Los Altos which are almost as wealthy as Atherton, and there was temporary outrage last year when it was reported that Menlo Park PD had paid for a one-way cab ride for one of the regular unhoused residents up to Pacifica (they claimed that she asked them to get her there so she could get her hair cut by a friend).
South Bay homelessness has adapted to car culture. A lot of South Bay homeless live in cars or campers permanently parked on city streets adjacent to parks, school fields, and/or business parks. I think most South Bay cities have a "you have to move a vehicle that's parked on the street every 3 days" law intended to discourage this, but it doesn't seem to be enforced.
Usually just before opening or just before the dinner rush. You go over specials. assign sections, etc.
Construction.
Scrum is (allegedly) inspired by the morning briefing on a construction site where the electricians warn the plumbers they are going to turn on the power to floor X.
Military.
Before every mission and daily standing orders for officer of the day, officer of the watch etc.