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437

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 ...


364

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 ...


344

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 ...


316

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 ...


306

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.


261

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.


251

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 ...


249

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 ...


243

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 ...


243

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 ...


226

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 ...


221

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 ...


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 ...


191

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 ...


175

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. ...


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 ...


169

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 ...


152

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 ...


143

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'...


140

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 ...


130

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 ...


129

Ask for a meeting with your boss. In the meeting say you wish to discuss why you didn't get a raise as you are unclear. Hopefully he mentions that you are not working hard enough (the reason he gave before. That Stacy was working hard(er than you) is a reason that Stacy got a raise, not a reason you did not. You want him to say, directly or indirectly, ...


127

We all encounter this kind of conflict. The only thing you can do is DOCUMENT EVERYTHING There's nothing wrong with the boss being the boss until he tries to push his mistakes off on others. The most effective way to push back is to do the following. Document the flaws you see in his approach Document the consequences you foresee in taking his approach ...


120

Cut all communication with them and only talk via email. Do not approach their desk. Be as civil as you can whenever you have to talk to them. If they complain that you're not friendly to them, say that you will only talk as much as necessary due to past complaints. Now, for the email: CC your manager. This establishes paper trail if the task gets delayed ...


119

Avoid the blame game There's always going to be issues, mistakes happen, circumstances arise that means that service X is no longer happy with service Y. What everyone needs to concentrate on is solving the issue without getting drawn into the blame game. Let the subject matter expert look into and diagnose the problem and work things out from there. The ...


119

How can I convince my district manager to let me fire my assistant manager? I think your best bet is to build up a written paper trail of each occurrence, where you sit down with the asst. manager and have them sign it. Be sure its clear what the issue was, and what your expectations are going forward. Make the improvements measurable when possible. Do ...


111

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 ...


108

At this point I do not know what to do next. The manager wants me to get on board and I have a strong track record of references that can prove I can do what HR in a 3 hours evaluation deemed me unable to. What would be the correct course of action? Talk to the manager. Explain what you think happened with HR and that you'd still like to work for the ...


106

You need to establish who is the boss, NOW. The faction have got you by the short and curlies. They think they are irreplaceable and are damaging your authority, possibly permanently (and stealing from you). You need to crack down on this, make them know that they need to shape up or ship out, and mean it. The orders to fulfill can't stop you following ...


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