This topic contains 1 reply, has 1 voice, and was last updated by 
josh August 24, 2021 at 9:07 pm.
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joshHearing & seeing some good feedback on the recruiting search front mentioned above.
Applying similar concepts to management, roster placement & human resources is more variegated & complex. A high level framework might be a place to start.
Say a level is 1 manager/supervisor/contact person and N colleagues that they interface with. These can stack & lay out in different ways among sets of people in multiple roles – i.e. we are talking about an analysis unit rather than a rigid org chart.
Dimensions of responsibility to optimize include a) security, b) performance, c) edu/skill growth, d) happiness, and e) a sense of constructive connection to the broader organization – making progress on commmon goals. Optimizing performance & along with some of the other dimensions involves making resources & good working conditions/crews available, maitaining good/timely communications, seeking expert advice where relevant, etc. Guarding against icy abductions and unwanted MP interactions are obviously key elements of security
Things that the level supervisor may be doing include a long list of possibilities, many of which are not naturally captured in any digital or archive form. In order to monitor how things are going, we need digital, archivable material. Conceptually, the material is i. either reports/summaries created for that purpose by focused activity (an extra burden, other things being equal), ii. formatted info that is automatically obtained for suitable purpose or else transformed into a suitable summary form – e.g. transformations of sales records/phone calls/code commits/security camera id tags/…, iii. recognized digital output products or stories that correlate with constructive achievements, iv. absence of complaints/incidents – people may be encouraged to report problems or issues & the gaps or lack of reports may be interpreted in a positive way.
The Abstract Meta Reporting Problem – Design continuous assessment of a)-e) for each of the colleagues (in their partial role being analyzed) based on stream overview & categorization of the digital streams. In parallel to this, the design focuses on collecting info about how the supervisor is assessing these elements in his/her colleagues, what predictions are being made about future changes, & what actions are being taken to support the goals.
The abstract design should specify the kind of extra reporting that should be added & how much of it is needed. Perhaps some reporting functions are regular & random samplying is sometimes involved. The Meta Reporting Design is explicitly some kind of a compromise between the problem of being an extra burden or pain & the problem of lack of insight into how things are going & whether positive directions are being appropriately optimized.
The Meta Reporting Managerial Scientists are implementing/adjusting the Abstract Meta Reporting Problem and trying to look objectively at both supervisor performance wrt to the overall set of issues & the design performance wrt to the overall issues.
Amplify work by having another level of experts assessing best practices among both the managers & the meta reporting managerial scientists…
That’s very abstract. It’s not a recipe for doing. But hopefully it will find some advocates for the position that there should be a recipe for doing & they will try to create & advocate for that. Compare their proposals to current practice & looking for an improving synthesis. Some links below to prior discussions of related issues.
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