739
he's made a point of cutting OT to nothing, focusing on his personal blog/LinkedIn to show off his knowledge, focusing on generic skills/abilities (at the expense of company-specific skills/technologies) and encouraging other engineers to do the same.
So let me sum this up: you told your employee that the time he invests and the skills he brings do not ...
261
That question is a hard read - I've been through similar experiences to you, although in different circumstances. The answer to your question;
How can I keep going?
DON'T
Or at least - not in the current circumstances. It's clear you've pushed yourself as far as you can go. It sounds like there's nothing else that you specifically can give that may ...
257
You should just ask your manager what you should do, as how to specifically bill your time will depend on your company policy.
Of course, you should get paid for this time. You're at work, updating a system that is required for your work. There were probably security updates, for example, that would likely be required by your IT security policies. You weren'...
245
Let me preface this by saying that I am in several "protected groups" and have dealt with workplace discrimination based on that. Including having been told that "They shouldn't be allowed to hire people like you" So, understand that I am not unsympathetic.
I then mentioned "wow, can't be that hard being a privileged white male, ...
230
I have been through this and at the time I still thought I was 12 feet tall and bullet-proof.
I didn't listen to the signs and ended up destroying my health, my career, and my family. I hope I have your attention at this point because your situation is almost EXACTLY the same as mine was, right down to the miscarriage.
Here's what you need to do:
Take a ...
226
I really want to come forward and say something among the lines of
"I'm really sorry, I meant no ill intention, it was all a mistake and
I can even offer to pay back the caterer's fee if you want.", since
I'm a very honest person.
That is exactly what you should do. You are an honest person and honest people admit their mistakes. And everyone makes ...
220
What your manager says is nonsense.
What he apparently wants is "bums on seats". A nice quote from some top manager at Microsoft: "You can make people stay in the office 80 hours a week. You can't make them work more than 40 hours a week". Working more than 40 hours a week decreases productivity, and not productivity per hour, but productivity per week. ...
219
Do not discipline him. He'll walk, and the company will have lost a very valuable asset.
It seems to me the right answer here is for you to sit down with whoever you need to sit down with to get the rules bent in this case and to make it happen. You've got what sounds like a brilliant engineer, and you're trying to force them out of the company.
The real ...
210
While I won't answer the original problem directly I wish to tackle something tangent to this. And I feel it is important enough to warrant an answer and not a comment.
From a comment (and the post) it is established that GPL'ed code is modified and distributed, without distributing also the modifications:
We are selling a product with a "custom linux ...
197
Do not sign anything more from your current employer for any reason. You’re doing well there.
Block them all on LinkedIn and social media.
Do not share any further information about your future plans, even “not the same industry”, with them. “That’s none of your business” is answer enough, and they have been unprofessional enough you’d be justified in not ...
195
This situation is spiraling out of control out of anger and frustration. I can't speak to the legal aspect, but it should not have gotten to this stage. You basically gave him nothing in negotiation and then now that he wants to leave, you are acting to trap him in his current position. He is a wounded animal fighting back.
The promotion (we'd consider ...
169
As a former retail manager, beyond the risk/safety/insurance reasons already given, there's a big one that's important: distraction.
I had several workers who cared a lot about loss prevention, to the degree you seem to. It's great that they cared about the company, and I always encouraged their feelings - so long as they stayed as feelings.
However, when ...
167
Referencing an answer I put in another question: Does having two jobs simultaneously count for twice the experience?
Your company assumes that you count each day as fully worked. You state that your employee put 15 hours a week of overtime. In four years, that's around 18 months of extra time. That could be counted toward his experience if your company ...
157
The first rule of selling yourself in these cases is Tell A Compelling Story. You cannot change the negative information that the potential employer will receive. They will search you out, and they will find it. They will then form that information together in their minds into a narrative of who you are as a potential employee, and it is that narrative ...
142
As someone who has first hand experience working with her, I'd think your input would both be desired and, as an employee of the company with first-hand knowledge, I do think you have an obligation to share what you know.
(emphasis there for a reason) With caveats -
Your professional assessment of her technical capabilities is relevant and fair.
Your ...
134
Clearly, you are not managing these interns the way they need to be managed. It may well be unfair that they need to be managed so differently from typical employees, who want to accomplish, but this is the hand you were dealt. Here is what I would do.
First, I would gather them all together for an intern meeting. I would give them the following information,...
130
While I also think your mails are reasonable, I'd like to provide a different perspective:
You are telling them that they failed to reply. While true that might be considered rude, no one likes accusations.
Instead of emphasizing that they didn't complete their task, I'd simply ask for an update on the issue. This is less accusatory. Something along the ...
130
I'm kinda surprised that you're surprised by this.
Gust has personal working relationships with people that maintain that open-source software. You don't think Gust has vented about your company's handling of his job and duties? You don't think each of those contributors has heard Gust's complaints about how you admittedly underpaid and unleveled him? ...
129
I think you need to readjust your view point on the matter. These employees aren't leaving because they were trained, they're leaving because they aren't being targeted for retention.
To solve this, you're going to cut the training program, possibly fire or reprimand their mentor, and are willing to rebuild an entire branch office.
I'm impressed, that's a ...
125
I don't see an overeager engineer, I see a disgruntled one.
In this answer, I addressed a similar problem, but one that had gotten worse
How can I deal with troublesome Professional Engineer?
You have taught your formerly eager engineer that effort doesn't matter. He's put in 700K worth of overtime which he has not taken, and you think the problem lies ...
124
everything I have read online says not to take minutes/notes at the daily stand up because that is not the purpose of the stand up meeting
This advice is usually about an official and formal text summary of the meeting, which is then published or sent to all participants. This is discouraged because:
Stand-up meetings are supposed to be informal. Having ...
124
What is the normal rate of turnover among developers
You turnover rate looks insane to me. It's more what I´d expect with callcenter-agents.
If you really mean you need to source 35 employees to keep your steady 25 active developers level you'd have a fluctuation rate of 140%. Should be somewhere between 10 and 20%. (In 2017 in the IT sector I found an ...
119
I know you did not ask anything on behalf of yourself but humanitarian considerations compel me to strongly advise you to avoid hanging around anywhere near the ass end of your company because that is where it is about to be badly bitten.
Your company has made some serious blunders. Not only have they irreparably mangled their relations with their ...
116
Should I tell him I'll quit or just do it without giving an
explanation?
Don't bother.
Threatening to quit is extremely unlikely to cause the company to abandon the fingerprint scanner. And you were thinking of quitting anyway. Finally, you indicated that you don't want to get into a discussion about the issue anyway.
Just find a new job, give your notice, ...
111
We can't tell you whether it's legal or not. But to answer your other question...
Yes. Go to HR. Don't delay, do it tomorrow. Say you're just checking on if this is normal, standard policy and is it company policy.
I would also check with some Canadian privacy groups and I'm sure there's a provincial or federal labor department as well.
Yes! It defeats ...
110
The fact that you can't read cursive is going to be hard to hide so you might as well just be up front about it and get the discomfort out of the way. If you disclose it yourself then that gives you more control of the narrative than if they find out.
As for whether or not you should be embarrassed... some schools (in the United States) don't even teach ...
104
For your case, don't bother. Better to leave on good terms and get a reference. It sounds like it's not a good place to work, and you're better off finding a better job.
As an aside:
Nighfillers at a retail store I worked took exception to a finger print scanner.
They tried all sorts of ways to get it removed, including complaining that it was sticky and ...
102
Go see a lawyer.
My employer has informed me that this was a mistake (they won't communicate it in writing)
As a general rule, when companies have the force of law on their side (and even when they don't) they send demands in writing. When they don't, it is usually because they are doing something they don't want someone to see.
Who that someone maybe ...
101
I'm with you, Matthew - this would be a red flag for me as well. As long as you handle the situation tactfully and respectfully, it's always OK to end an interview quickly. In this case, it's best not to mention the alcohol. You could say, for example, "Thanks for your consideration, but I don't think this is going to be a good fit for me. I don't want ...
Only top voted, non community-wiki answers of a minimum length are eligible