317
Your supervisor has told you that there is no technician available for this month. You are not lying if you tell your customers exactly that.
Why there is no technician available, whether they are all busy or the whole crew was fired or it's not economically viable for the company to send one this month is none of your business (your supervisor did not tell ...
219
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. ...
201
Stick to the facts.
How do you know it is their religion that is causing the issue? It could very well be some form of issue with their home life, or maybe they lost "the spark" and are not happy with their career. As long as you don't focus on the religion I don't see how it could be related.
Don't comment on when these issues have been happening, just ...
191
Therefore, if my new salary is between A and (A+$950), should I
request (A-$0.01)?
Assuming you are able to request raises, it would seem to make a lot more sense to request (A+$1300).
You can use your argument about the net loss due to higher insurance costs to bolster your request.
164
Talk to your academic adviser. That is a person in your home department who is responsible for helping students progress.
Come prepared with:
initial scope of work
timeline / schedule / something that says initial scope of work is almost finished
email from your manager saying "hey, there is more work, and I know that's a lot, but you can finish it from ...
answered Apr 30 '19 at 19:16
aaaaa says reinstate Monica
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133
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 there may be some workplaces in which the PIP is actually used to improve an employees performance, it's usually management's way to provide documentation to justify an employee's termination in a way that pre-emptively invalidates any claim to wrongful termination.
No one has a crystal ball that can tell you what is going to happen or really what to ...
128
Stop selling yourself short: the positive feedback is deserved.
The expectations for junior developers hired fresh out of university are generally very low, you're a single step above an intern on the totem pole. Most companies hire them as a bit of a gamble, expecting that they'll be dead weight for a year or more, but will with some luck blossom into ...
123
This is a very unfortunate situation but since you can't change it anymore, make it a valuable experience.
Do I have to report in daily scrum?
Yes! If you are scared of telling this to your team, start with your scrum master or product owner. Transparency and honesty is one of the key elements of scrum. You are responsible for the team and the team is ...
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 ...
106
Based on your statements in the question, I'm going to write the answer(s)
How to cope with this situation?
If you want monetary benefits, shift your priority to produce quantity rather than quality. If you can manage to retain same quality as of now, without burning yourself out, that's added benefit - but focus should be on quantity.
Reason: You said ...
92
OK, let go through this point by point:
Mr A is almost one year experience now. He joined as fresher.
So this person has come in with no experience.
The problem is he is not having his concepts clear, so we have asked him to go under various trainings
OK, but how much training was given up front? Depending on what you do I would expect some ramp up ...
answered Jun 28 '13 at 8:31
The Wandering Dev Manager
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92
No, do NOT seek a lawyer. The last thing you need is expensive litigation that will only result in large legal bills and being blackballed in your industry as being one who sues employers.
Yes, you should be concerned. I have NEVER known anyone to survive a PIP. Update your resume, and blast it out. Take careful note of what they say in the PIP and ...
91
If you want to actually take the promotion, discuss the problem with the manager suggesting you for the promotion.
I would love to accept right now, but I have calculated that if I accept now, it would actually be a loss to me due to how we are changing to the new system next year. As I am committed to stay in the company long-term, that works out to a ...
86
I think you should not touch religious ground here at all. One, because it is totally irrelevant, two, because you can get yourself into all kinds of legal difficulties.
Why is it irrelevant? Because all that is of interest to you is the performance of the employee. Why the performance is not adequate is not your problem, that's your employee's problem.
...
85
Are they allowed to force me to do overtime at no extra pay?
This really depends on your local laws, your employment contract, and your status as an employee, none of which can really be determined here. Your best bet, should you really want an answer for this, is to consult a lawyer.
What is more concerning is that your employer appears to have no concern ...
79
Go to your performance review and address it as if you were staying with your company. You never know what can happen in a few months.
NEVER under any circumstances should you reveal plans to leave unless you have an offer in hand, and a start date for the new place, nor should you ever allow an intent to work elsewhere affect your performance. Giving an ...
78
No. In general, avoid revealing your disabilities and shortcomings unless they grant you legal protection.
In an ideal world, the employer will understand you and handle this in a perfectly professional manner.
But in reality, disabilities, especially mental ones come with a plethora of stigmas, exaggerations, misinterpretations and misunderstandings. Your ...
75
Use fact. Objectively discussed what you've accomplished, and what you've done. "I'm really super valuable and an excellent employee!" is subjective and not very useful. "I designed ProductABC" or "I performed an audit of ProgramXYZ" is more concrete; it shows what you have done, which is why you are valuable (or at least why you were valuable this past year)...
74
I'm going to take the alternative approach to the problem and solve it at the source instead of letting it become your problem. Pay your interns at a competitive rate. If you don't like that, skip to the end of my answer for additional methods.
I have friends who work unpaid internships; I work a paid internship. Their motivation is almost 0 because they ...
67
"...in the meetings, my manager wants everyone to be 'me'..."
This is a vital detail that should be the lede in your question and not buried in a comment to an answer. This is the one thing that distinguishes your question from all the other complaints about unappreciated extra effort at work. It is also the one thing that you can use as leverage.
"Our ...
65
they don't know the basic tools we use like Git, agile development, etc.
I think this is an unrealistic expectation for unpaid interns half way through college. Git and agile may be popular in the tech industry, but they are not academic topics, the purpose of their time with you is to get a basic introduction to these concepts, so of course they will start ...
63
Standard caveat - I'm not a lawyer and therefore can't even begin to advise on any potential legal outcomes (speak to a lawyer or ask on Law.SE if you need any guidance there).
It's a very, very tricky situation - anything that carries even the barest whiff of religious discrimination in the UK is a minefield of potential HR and legal issues.
The way to ...
60
While the other answers are good, I like to take a different approach to performance reviews. This situation used to happen all the time when I was in the military. Performance review time would be up, and boom, supervisor is on remote temporary duty for 6 months or you get assigned a new supervisor because of an organizational restructure (happens all the ...
58
Update your resume and start putting it out as a defensive move.
Then ask your manager for specific areas to improve, and get cracking.
Germans have a saying: Early is on time, on time is late, and late is unforgivable.
Make that your motto and you won't have any problems with future tardiness.
What concerns me is the gap in how you did and how you ...
57
I work in management at a law firm and have experience with PIPs. In the meeting, you should expect to receive a list of what the firm considers to be your deficiencies and a list of ways for you to rectify the deficiencies against a specific timeline. The people giving the PIP do not want you to try to defend yourself. They've already determined that there ...
53
Get this straight - A review is not a criticism. It also captures the success stories - more importantly, which actions lead to success for certain person / scenarios.
Remember, all feedback are constructive:
Negative feedback provides us with the action points to work upon to improve
Positive feedback recognizes the efforts that went in and sets examples ...
51
Last time that happened at my company, we have negotiated to officially raise the salary to A - 0.01, but keep track of the intended salary C (being A < C < A + 950), so next raise would be based on C instead of A - 0.01.
That way, the affected employee kept the best salary they could, as the company couldn't pay A + 950 or higher, but the employee ...
50
Float the idea of a Performance Improvement Plan by your boss.
Ask if you two can decide on a set list of goals and progress improvement areas for the AM.
When/if the AM fails to improve those things listed in a set amount of time, then you and your boss agree the AM should be removed from duty.
If your boss outright shoots this idea down, perhaps freshen ...
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