454

I find it interesting that your company has devalued patents significantly, and then seemed surprised when some of your engineers have decided it's not worth their time. You talk about trust, but it's evident that the engineer does not trust you, as he opted to lie about forgetting, rather than saying "No thank you. I do not wish to share this work.". I ...


378

Key points: He has always been a dependable employee So, you started with a good man, now what happened. but since being overlooked for a promotion to principal engineer. Your company screwed him.... (which would have been a large pay increase) AND you hit him in the paycheck Let's stop here for a moment. Your company disrespected a key ...


370

Just send an email to everybody involved saying that, after hours, you found (and fixed) the bug. "It is so and so in AB." Maybe with a link to something. Don't mention any person. That should be enough. You don't have to point a finger at anybody. The others will look into this and soon they will find out who was/is responsible for that bug, and next time ...


358

30 patents in two years is roughly $75k a year that's been changed to $15k. So he's been given a $60k a year in pay reduction. So, yeah, he's probably going to quit and go work for someone else. Further everyone is acting like that's the case. The company's relationship with him is broken, it can't be fixed. How can I resolve this? In terms of ...


329

I think you made your own bed, here. You passed up the ONLY qualified candidate (so far as you have said) for a "Boss's Nephew." You (collective, as in the whole company) need to either go to him, hat-in-hand, and make this right, or pay whatever you need to in order to get a qualified replacement. I know how hard those qualifications are to come by. I ...


319

Continue to work for this company as a consultant. Conspire with that friendly manager to enlarge your contribution until it is essentially full time or even more. Charge three times what you would have made as a permanent employee. Every time you pass the door to HR shake your head sadly and chuckle to yourself.


314

Slovakia is an EU member since 2004. What your boss wants to do is illegal anywhere in the EU. We can ignore all your arguments why it took longer, fact is you were employed for three weeks, therefore he must pay for three weeks. That's all that counts legally: you were employed, therefore he must pay. So tell him this, don't enter any discussions, and if ...


262

When threatened with dismissal, the first step is to consult a lawyer. After you did this, follow the advice given. Most likely it will include talking to your seniors about the fact that they gave you an impossible task. Either way, start looking for a new job. A company that you need a lawyer to not get fired is not a company you want to work at.


252

You cc'd the wrong person. It's your manager's job role to make sure his/her teams work gets done efficiently. Your manager is the one who should have been cc'd. This ensures that your manager knows what is going on, knows that you're not being aggressive and can therefore defend you. Any interaction with their manager should be done by your manager, or ...


251

While I congratulate you for standing up for your beliefs, but it seems that you've entered a rather sticky situation. Clearly, this person is a bully, and I'm sorry to say that these sort of conflicts rarely end well for any of the people involved. Right now the whole thing is a "he said, she said" situation. He went and complained to HR first, so unless ...


249

Respond with an email laying out all the things you tried, up unto calling the supervisor and leaving the problem with them. If there's some kind of "how-to-fix" checklist, read over it and check if you've done all the steps. Then close with an honest question about what more he would have liked you to do. This will either with your boss realizing you did ...


224

How do I handle this? Professionally and while doing your utmost to remain calm and dispassionate. How do I stop her from exploding? You can't. She probably will based on the past interactions you described. Simply hand in your notice and remain professional. Your goal is to hand in your notice, be clear on your final day and nothing else. How to I ...


215

You have not been paid for services provided. You are under no obligation to continue to provide services with no expectation of payment. You can still do as you wish, but if I'm not getting paid, I'm not even showing up.


202

I faced this same problem for many years. You have to constantly reinforce that you're "Increasing our capacity." Then if pressed, explain that the human component is the most valuable part, and that the company is currently wasting that value by assigning humans to repetitive tasks. Emphasize that if the company can increase capacity, then there will be ...


193

View this from your tech lead's side. You've just joined the company, have given him a bunch of tasks that he's clearly unhappy with, complained that he's taken annual leave that he's entitled to(*), and then told him that even though overtime is voluntary, you're going to make him work it anyway. Hate to say it, but that's pretty much a recipe for making ...


192

He might be correct that the code needs fixing, but he's going about it the wrong way for any code review I've ever seen. Code reviews should fail for very specific, addressable points, eg: Inconsistent indentation in ScoreHandler.cpp, lines 45-50. Violates style guidline #8. getConsistentReview() in Foo.java is not thread safe as required, synchronizing on ...


190

Unless you are a supervisor of someone involved (which you are not), your role is to provide physical security (which it is not), or someone is at risk of severe personal harm (discretionary): DO NOT GET INVOLVED You should at all times act in a professional manner. The behaviour of others is no excuse to act in an unprofessional (and criminal) manner. ...


179

The other posters have brought up excellent points. I can provide more insight into the P.Eng. related concerns and reporting this engineer to his certification agency. But first things first: Things normally run smoothly... This engineer is the sole engineer... ...we depend on him... He has always been a dependable employee Remove the filler, and we see ...


174

He is sending a message. You already know why he's doing it and you seem to grasp the gravity of the situation. Your job is to pass the message where it's addressed: up. Explain to your boss how screwed the company is. Explain why. Ask him/her to pass the message up. Eventually, it'll reach someone who can resolve the situation, that is someone capable of ...


170

Do not try to manage your peer. Your manager may even know the details and choose not to share them with you. I can't imagine how you know whether she's using vacation or leave time, or not - but it's none of your business anyway. Perhaps she has made arrangements to make up the time later. Anyway, none of this matters to you, leave it to the manager. What ...


168

I wouldn't try to dictate his style of coding, let him do it the way he wants. If performance is an actual documented business requirement and he fails to fulfil it call him out on that. If he carries on failing to meet business requirements then he is failing to do his job, start giving him official verbal warnings, then written warnings and then let him ...


153

Managing IT people is like herding cats. Make them mad enough, and you'll get the claws. Another analogy is that managing IT projects is like holding water, the tighter the grip, the more it escapes your control. Let me start out with a word of caution to you. Our last project manager tried the same tactics with me, and he ended up right out the door. I ...


148

In contrast to Fattie's answer, I think it may be more appropriate to begin with a less aggressive tone, if this is the first occasion on which the matter is being raised. For example, "I've received feedback from our clients that they do not clearly understand our respective levels of responsibility, and I think inconsistent and inappropriate use of ...


146

tl;dr This is not a technical problem it's a people problem. Treat it as such. I ain't changin' anything! You are off to a really bad start and it has nothing to do with the code. It sounds like your people skills are lacking. You don't start charging into a new job telling the current team how bad they are. People don't like change. And they really don't ...


145

You must make an ironclad rule that if a person commits code that breaks the build, the commit is instantly reverted and that person's work is not completed. If you don't have the authority to make and enforce such a rule, then you must convince the party who does have that authority. Document completely the actual costs of breaking the build. Until this ...


141

While it may be that you have to go to your boss and announce you're not getting anywhere, I wouldn't give up until I managed to try one more thing. About an hour spent together with this other person. In the same room with both your laptops if covid permits, otherwise on a voice and share-screens platform. You do a test. You say "I'm expecting to see ...


139

The bridge is burned. He will likely leave the company once he finds another job. Your company can be happy he is not in a financial position to walk out - I WOULD. The moment I am f**** over, I walk out and let my lawyers handle the rest. I do not work one second for people that betray me. Your word is your bond - and you just defaulted on purpose. BAD. ...


136

While it is noble for you to want to meet what you feel are your obligations, the company has not paid you for what they are asking you to do. You only have an obligation to provide the service they paid for. Given how shady they are, I wouldn't give them any help at this point. Also, while I am not a HUGE fan of unions, this is a legitimate job action by ...


134

The easiest way to address this is to start doing what you should have been doing all along. You need to be having occasional 1-on-1 meetings with everyone you supervise. They should last about 10 minutes, and be confidential. Depending on the size of the group you supervise, these should happen once every week or so. In these, keep the tone light, at ...


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