Perspective I was a prosecutor. People who can maintain a pretty repetitive review process, can stay motivated in their routine, enjoy rarely interacting with other humans, are decisive, and work very quickly through their cases are most likely to thrive. Management should get off their chairs and actually do something that matters. Cons Your supervisor is not subject to the rigors of the free market and neither was their supervisor when they were selected. In fact, they create more problems. When will the patent office provide a fully functioning IT system for patent examiners to do their job every bi-week?
Home page of the United States Patent and Trademark Office's main web site.
Both acknowledge that supervisors have limited access to records that could prove suspected time fraud, resulting in negligible disciplinary action. But the original one describes a culture of fraud that is overlooked by senior leaders, lax enforcement of the rules and the resulting frustration of many front-line supervisors. Steckler wrote both versions of the report, Elmer said.
In addition to the approximately 3, patent examiners who work full time from home, about 2, telework on a part-time basis. The investigation found that managers gave the paralegals limited assignments as they waited for new judges to be hired to handle a backlog of appeals. But because of a hiring freeze, the judges were not brought on until last year. The examiners, the focus of the internal probe launched in , review applications and grant patents on inventions that are new and unique.
The investigation grew out of complaints by four whistleblowers to the inspector general alleging systemic abuses by patent examiners. Zinser referred the matter to the patent office, which appointed an internal review team of four human resources officials, two associate general counsels and an accountant.
It cited several detailed cases of time and attendance abuse. Despite warnings, this examiner kept cheating and was caught twice but not fired. Management up and down the line is generally mediocre. They tend to take the production-oriented attitude that makes a good examiner and apply that directly to management leading to a completely numbers-oriented management.
Go back to examining. You were probably OK as an examiner, but you're likely not a competent manager. Excellent flexibility as to schedules. Lots of availability for overtime. Work is soul sucking. The very epitome of a cubicle dwelling, bureaucratic life. Great for IP professionals who want to stay engaged in IP. Representing the US in patent and trademark determinations. Intellectually demanding and enough to feel challenged.
World class platform for ip services determinations. Schedule flexibility, benefits, telework option, gym on campus, independent work environment. People who can maintain a pretty repetitive review process, can stay motivated in their routine, enjoy rarely interacting with other humans, are decisive, and work very quickly through their cases are most likely to thrive.
It's too production driven, which makes quality of cases suffer and could cost inventors down the road. It's a bit consequence oriented on the Examiners. Quality driven people might struggle and need to work more voluntary overtime if they can't handle production demands. Takes a lot of effort to recover production numbers if you've had a couple of biweeks with a low production.
Listen to your examiners, provide much more time per case in the mechanical arts, focus on quality, encourage more communication between employees, stop behaving like you don't trust the examining core it's horrible for morale , provide better recourse for examiners dealing with medical issues. When will the patent office provide a fully functioning IT system for patent examiners to do their job every bi-week? Every time the IT system is down, the union says they will compensate examiners for the missed other time.
But as a fact in never happens. Why don't they take proactive steps at having an IT patent system works? The SPEs are immediately responsible for supervising examiners. The report contains several examples of situations in which SPEs suspected examiners of time fraud but couldn't pursue discipline because they couldn't even get the needed records. She served a day suspension. Of the five assistant deputy commissioners, three didn't even know whether teleworkers had to log in to the agency's virtual private network when they started work.
There's no way for bosses to tell whether teleworking employees are at their desks or not. The report says that allegations of time fraud can't be substantiated. But that's largely because management at the USPTO is making access to the needed records impossible. Asked whether they have the needed tools to address timesheet abuse, 44 percent of SPEs said they don't.
They also found that management was dissuading supervisors from asking employees about time discrepancies.
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