457

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 ...


365

My question is: how to address underperformance and mistakes with an employee who's a poor performer anyway but it is at "breaking point" due to religious fasting? Don't treat it as a fasting problem, just as any other performance issue. Charlie is using it as an excuse. I fast regularly, it does not impact on my work performance because I don't let it.


359

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 ...


314

In my opinion, your biggest problem is not Charlie or his fasting, it's this: we are short staffed anyway and typically working in "overclocked" mode to meet deadlines. We are a team of 3 including me as the team leader / line manager but should really be more like 5 It seems that you haven't considered that operating in perpetual crisis mode could be ...


204

Don't confront them. Here's why: If they say they aren't going to lay you off, will you believe them? You shouldn't. So you are no closer to resolution or closure. If they say they are letting you go. Then what? If they are truly magnanimous, which is unlikely, they will give you time to figure things out. So what should you do? Go figure things out. ...


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 ...


183

Your post really struck a chord with me as it is very similar to how I felt at my last job. My previous job involved working in a very corporate environment on a complex system. The work involved a lot of maintenance on this system and essentially I was struggling. My colleagues seemed to get things that I didn't, they worked faster and produced better ...


178

The first sign that you're not is the fact that you're concerned that you might be. Give me someone who's a little insecure over a know-it-all any day. It means you're going to ask questions, double check things, ask for opinions, and look for ways to improve. Another sign is that you're not getting feedback. I tend to not give feedback if something ...


176

There is no way to “turn around” these devs. Short of some come-to-Jesus experience where they decide to work hard for no good reason, they are doing the reasonable thing for the position they are in. They know the company is trying to offload them, what possible reason do they have to work hard? And given your company’s policies, which you seem to be in ...


173

This is pure and simple a management problem. It's one of the tasks of management to set goals in such a way that by achieving their goals and getting praise and recognition, employees will also benefit the company. If management fails at that, then of course all the employees will do what is best for them (they will do that anyway), even if it is ...


151

Never just present a problem I took a quick look at your profile and noticed you've been around the StackExchange community for a while. You will undoubtedly have noticed here that the questions which receive the best responses around here are the ones that present the problem and the reasoning that they've taken already in an attempt to answer the question. ...


150

Please don't mislead yourself, you are nothing more than an external contractor to the company. You are NOT part of the company, so there is no legal or moral reason to grant you anything more than you already have. You don't belong to the company, you are not their human resources, you work as a provider-client relationship. You have been paid, right? ...


133

This observation (which I have seen myself) has been one of the most unexpected thing I've experienced in my professional life, as opposed to university or school. This is a such a complicated issue, and I'd say there are very few large companies which don't have this problem. KPIs: First, you need to start with the premises that it isn't a question of ...


130

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 ...


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

Prepare for the worst case: This situation reads like your manager is laying the groundwork to fire you. In your position, I would expect that in 30 days, you'll be called into your manager's office and will be fired. Yes, even if you improve, and no, there's probably nothing you can do at this point to change that. At the very least, your manager has ...


126

You want favours from those you tried to get rid of but couldn't. You openly admit that these people would be out the door but for company hiring rules. You know it. They know it. Everyone knows that a PIP is just paperwork collection for future termination, so in their position I would be putting my work last in favour of interviewing and networking. Put ...


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 ...


105

There are a couple of points here to unpack. I assumed everybody else at a tech company liked talking about technology... Not necessarily. Many technical people will talk about technology that is relevant to the task they are doing now, but may have absolutely no interest in anything else. I think you may be getting confused between this and: I was ...


104

Document specific mistakes and the effect they have on the business. Treat this employee the way you would any employee that was not delivering the level of performance required by the job.


97

I think you should double down on effort AND interview for other roles. I was once put on a PIP, it was shocking at the time and I didn't totally agree with it but I realised it wasn't totally unfair. My solution was for the next three months I worked my butt off to improve and impressed the management enough I was able to hand in my notice on the same day ...


94

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 ...


93

Instead of defending your teammates, who act reasonably, like the other posts, I will give you advice. This is the part of your post we need: Extracting work from people who are on PIPs but who we also cannot fire? For the 5 of us trapped on this team, we stand to lose a lot of money because of this and a lot of possibility for advancement as well. Any ...


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

Your best alternative really sounds like it is for you to walk away; You are throwing good time after bad trying to entice/squeeze your employee for the new patent. Giving it to you now is an admission that he was lying and opens up his legal exposure. His employment agreement states that any and all intellectual property he generates while employed ...


82

So my question: is asking for lower salary an option? How it will be perceived by my boss? How to formulate it? What to avoid? Did someone successfully pulled it off? You can ask, but it's almost certainly a waste of time. Particularly since you received only a 1.3% raise, then money is most likely not the issue here. People are put on a PIP for ...


82

I just needed to know what am I doing wrong in my job after 2 years of minuscule improvements at my performance. It's not clear from your question what you have done so far. If you haven't already done so, you should discuss this with your boss. Perhaps there is training that could help. Perhaps restructuring your work could help. Perhaps you need some ...


77

This strongly sounds to my like "inner resignment" has already happened. This is a tragedy personally as well as from a management perspective as this is also lost "human capital" which is undervalued in most company's. It is very hard to recover someone from this state. Luckily, you seem to be a very considerate and open leader. From his perspective the ...


75

This engineer has filed over 30 successful patents over the past 2 years, and all of these inventions are used in our products. This was indication enough for your senior management to not call off the patent encouragement program. The management was somehow unwise enough to change that and put a new policy in place which reduces the benefits of investing ...


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