196

Ask him what he wants. Seriously, ask him what he wants. You said that the pay wouldn't change, so it's not the money. You said that he wouldn't want to manage anybody, so that's not that either. Is this only about the title? Or is it about decision making power over his work? Find out what it is. If it's only a title, give it to him. In fact, ask him ...


120

Now, I should not care. I am not their boss and their work does not directly impact mine, so objectively there is no reason for me to be annoyed by this, but the fact that I feel that I make a bigger effort than them in our small company to achieve success does bothers me. Clearly this is about your feelings, and feelings are personal. What helped me ...


115

Be happy he isn’t on his way out the door. I’ve always found it to be interesting that people in power (whether teachers, bosses, “thought leaders”, etc.) always lean on their high performers to get disproportionate performance increases but find it astonishing and unprofessional that they want disproportionate rewards for those increases. They are usually ...


106

Sounds like a win win situation. He's happier and less stressed. You're still getting the quality work done. Increasing the workload of an unhappy stressed employee is a bad idea in the long run. There is a limit to how much extra a person can do especially if they feel they're not being rewarded enough for it. Push on this and they may leave. I did 30% of ...


82

However, he wants to be promoted to the Director level (two levels below mine) and did apply for such a position. The committee rejected him because he is a star technical contributor, but seemingly has never demonstrated any real interest in management. Directors usually manage 3-5 employees. That's a bullshit reason. How much more interest in the job can ...


72

The situation you're describing is tough. Layoffs have a very real impact on both the individuals that are let go and those that remain. I'm sorry you're experiencing this. Here are some things to consider that may help you and your colleagues cope with the added stress and emotions following a layoff: Acknowledge the layoff and the feelings of your ...


68

He won’t say a word during sprint planning, “doesn’t know how” to solve certain problems, and has stopped checking other co-workers code, allowing bugs to flood into production (the dev team he is on is a mess which just revealed itself). It reads like you were not fully aware of the extent of his contribution, enough to cover for the whole dev team, and ...


62

Nothing easier. Stop presuming that you are a virtuous person Obviously, your entire position here rests on the presumption that you are a good guy, honorable and hard working. From that high horse, you judge everyone else. And you presume that judgment is also virtuous. You don't even think about this; you just take it for granted. Another person ...


50

At many employers "a salary increase of X%, the maximum the company allows" isn't really the maximum. The policy is just a negotiating ploy by the company to control their costs. Does this X% apply to your CEO's total compensation? I'd wager it doesn't. I've heard of people getting around such policies simply by asking a senior manager if they ...


39

You want a bit of an off-the-wall suggestion? Make him a Project Manager for a small-sized project. Right now, you and your employee have a disconnect and believe two diametrically different things. He believes that he'd be a good leader. You don't - and from everything you've laid out, you're very likely the one that's rooted in reality. But that's the ...


34

Jay's list is already good, I'd like to add one point from personal observation from when I was laid off: As a survivor, do not feel guilty. Assuming you did not personally pick who should stay and who should go, don't feel responsible for it. Don't feel like you have to tread lightly or be any different from the day before the layoff with the people you ...


29

If you want to keep him, and at his high-level of production, you need to come to an agreement with him about compensation. Note, compensation isn't just about money. If your company won't allow you to pay him more, find some other way, such as flexible hours, shorter hours, et cet. Level with him, and see if you can come to an arrangement, he feels ...


22

I think the root of your problem is something that's common to a lot of companies. From the viewpoint of management, managers are usually seen as much more important to the company than technical people, and are more highly compensated - not just with money, but with status, perks, and promotion prospects. From the viewpoint of technical people, managers ...


22

Some really good answers already, but I think there is one important part missing: It's up to the leadership of the company to "sell" the layoff to the rest of the employees. A layoff is an indication that something went massively wrong, so the leadership owes the employees an explanation. That explanation should include: What happened and why? What were ...


21

Well, on one hand, you've discovered that the committee was 100% correct in not promoting this engineer. On the other hand, you've discovered that your corporation lacks a technical advancement track that will allow these people to feel as if their careers are progressing. Technical tracks are a strange beast because the bulk of developers hit senior ...


20

Having been in this situation many times, the answer is as you implied: it's not your job to care, so, don't. It is your manager's job to assess performance of your colleagues, not yours. Presumably, your manager has some way of measuring performance in a consistent manner (tickets, call times, sales, something relevant to the job you do), and also less ...


19

Without writing an entire spiel, it seems that he is doing the tasks that are required of him instead of going above and beyond. He is still doing the tasks from 9-5, as you have said. However, he is spending his time to do something else. Why would you expect him to continue to literally work for your company 24/7 when you have rejected him furthering his ...


14

First answer: Don't talk about lack of motivation. Talk about wasted work. You cannot produce anything useful without guidance. That means that you going without guidance is wasting the time and money of the company. That really is the core of your problem, and it's one that will resonate better than vague stuff about motivation. Second answer: It ...


13

You know your company makes way more money off of this guy than he's paid and that he's the most productive so it absolutely does not matter if he pulled back a little or not. In fact, for all you know the other people on the team are always pulling back but you just assume that they aren't. In that case they are way more of a liability than he is. If I'm in ...


13

I am just open for ... relocation from ex ussr to Europe. mainly translates to: I do not care who I work for, as long as I get out of ex-USSR which, extra-simplified, translates to: I do not care about the company that will hire me Well, companies want you to care about them. In that way, you are likely to stay with them for a longer time, which means ...


12

Firstly, it is right and proper for experienced engineers to raise objections when they think a wrong decision has been made. That is part of the value that experience brings. By raising your objection, you did the right thing. The decision has now been made. It is not one you (or the other engineers?) like. This, unfortunately, is a part of professional ...


11

You're asking how to maintain morale and productivity, but with that, you're skipping a step that you cannot really skip. And that step is, what is, realistically, the outlook and chances for the company in the short, intermediate and long run? As in, did the company actually fix their problems, or are the problems still there? Because, you can maintain ...


11

Salary caps are not God-given. Essentially, they exist to prevent you from single-handedly increasing one of your subordinate's salary to a disproportional level. Nothing prevents this decision from being taken by involving other people. Talk to your superior and make them aware of the situation. In the end, if the guy deserves 2x the average salary and you ...


10

By you saying "no", you just slapped an "I'm Stupid" label smack in the middle of his forehead by conveying the message "your above and beyond efforts aren't what we're looking for" The short version of the solution: You need the developer to put trust/faith he lost back into the system/management again. Clarity on minimum expectations will also help, but ...


10

What He Wants +1 to @Patricia. Based on the information provided, my first guess is that he wants a new title. I would also assume that he wants a "Director" title because there are no more titles for individual contributors. Beyond "Senior", many companies have "Principal" and/or "Staff" engineering titles. Often, these are parallel in level to ...


9

This is a battle that is being fought way above your paygrade. The only thing you can really do is talk to your boss in private, preferably after work, offsite. Remember, what you are seeing are the results of disputes you have not seen. Maintain your course, and try to bring as much of a positive attitude as you can muster, make changes where you can, ...


9

I feel like we work for the same company. I just got a layoff notice and my teams morale is at an all time low and most of the ones who were "rebadged" or "retained" are still looking elsewhere because "they might be next." I actually addressed this with my boss. I think there are a number of things that can be done. Since management might benefit from this ...


9

There isn't really a question here (crtl + f "?" yields no results) but I feel like after reading the post I understand what you are trying to communicate. It sounds like you're suffering from burnout and/or depression and were fired from it taking over your life, which is understandable. This is a very difficult position to be in and you most likely wont ...


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