241–250 of 300 posts
Earlier quoted context omitted.
They could just mean "the CIA's record, specifically". There's plenty there.
Claiming that things are their historical record leads to fighting the last war and not the next one.
They're the department with an image of white-collar intelligence collection and a huge sideline in dirty fighting to maintain American hegemony. That's who they are, have been and who they will be.
Can anyone explain how this is not a breach of employment law? It reads like an on-the-face-of-it constructive dismissal case: if your manager has future intent to sack you, has no intention of helping you improve, is kpi rewarded for sacking you for reasons which don't actually relate to your performance and doesn't inform you of your status, surely it's premeditated? I don't understand how H/R and legal can sustain…
In the US, the burden of proof in constructive dismissal cases lies with the employee. How are you going to prove that you were placed on a secretive PIP list without your knowledge?
I never understood the secretive nature of these Amazon "devplan" / "FOCUS" lists. If an employee has a performance issue, they should know. Period. If they are on a formal list, they should know that too. The only "positive" here is that it can affect the individual's moral to know you are not meeting expectations - but that has to be communicated regardless. If it's understood it has to be communicated and there is…
I have spent a lot of time on Blind where this is discussed often and I think I have an idea what is going on. At a high level, Amazon orgs have Unregretted Attrition (URA) targets/quotas for orgs. Not every manager needs to hit the exact target but under a certain level of middle management they do. Because of this built-in churn they need to have a pipeline of low performers - because once the current set of URA ta…
Its just ironic that Amazon decided to include "Strive to be Earth's Best Employer" in their (in)famous leadership principles recently.
>Strive to be Earth's Best Employer
>Leaders work every day to create a safer, more productive, higher performing, more diverse, and more just work environment. They lead with empathy, have fun at work, and make it easy for others to have fun. Leaders ask themselves: Are my fellow employees growing? Are they empowered? Are they ready for what's next? Leaders have a vision for and commitment to their employees' personal success, whether that be at Amazon or elsewhere.
Amazon is a strange company. After having spent 4 years there I am convinced that they hate their employees. They want you to burnout. Just look at the stock vesting schedule, its 5, 15, 40, 40. First two years you barely get any stock, and I believe the average time someone stays at amazon is around 1.5 years (I don't have latest data so maybe this is wrong) On top of that, you have the pathetic 401k match (50% upto…
Earlier quoted context omitted.
I can see how some small aspects of this policy could make sense objectively. Having a URA target + needing a pipeline to feed that at scale certainly makes sense - notwithstanding the proven misguided approach of having a URA target to begin with. But taken as a whole I cannot help but conclude that the program is meant to instil a culture of fear (and by extension toxicity). Considering the following: * A manager m…
Easy solution: apply the same process to management and C-level.
Amazon is a strange company. After having spent 4 years there I am convinced that they hate their employees. They want you to burnout. Just look at the stock vesting schedule, its 5, 15, 40, 40. First two years you barely get any stock, and I believe the average time someone stays at amazon is around 1.5 years (I don't have latest data so maybe this is wrong) On top of that, you have the pathetic 401k match (50% upto…
In my experience, this is justification used by many big tech companies. I have worked at a couple now that couched 1% raises with the script about stock gains and, my, look at your RSUs! Don't tell anyone, but you actually have more RSUs than most people at your level. Wink. Just because you didn't get a big raise doesn't mean we don't value you, and it doesn't mean the company is doing poorly either! Everything is great. And look at that, yeah, it's about time for my next one on one. KEep up the good work!
Amazon is a strange company. After having spent 4 years there I am convinced that they hate their employees. They want you to burnout. Just look at the stock vesting schedule, its 5, 15, 40, 40. First two years you barely get any stock, and I believe the average time someone stays at amazon is around 1.5 years (I don't have latest data so maybe this is wrong) On top of that, you have the pathetic 401k match (50% upto…
Wow, that 401k match is pathetically low. I'm surprised more number-crunching types don't put an employee group together to advocate for improvement.
A union? At Amazon?
Most successful companies I know are constantly recruiting and trying to keep people onboard - why would they be trying to actively get rid of people?
>why would they be trying to actively get rid of people? It's extremely demoralizing to work with people who are bad at their job. It makes me feel as though my hard work is unappreciated, because someone who is not working hard gets the same treatment. Sometimes the employee is slacking off, sometimes they are bad at their job. Either way, if their failure to contribute is bringing the rest of the team down, they ha…
You could have a bunch of OOPs-fanatics who will hate the functional programmer who does things differently. Toxic culture (lack of self-awareness means that 99% of people don't know they are participating/creating/perpetuating the toxicity) means this functional programmer is demoralizing the team.
That's how objective IT is. Its culture wars of this sort - misplaced fanatic sincerity and close-mindedness, or worse mean-ness. And its demoralizing to the majority. Hence the PIP. Its like a dystopian landscape.
Earlier quoted context omitted.
There is a plan, and the manager will hold employees to it, the difference is they aren't proactively saying "if you don't complete these steps, you can see yourself out." At that point the manager has usually already, for better or worse, flipped the "bozo bit" on the employee and is very unlikely to attribute any successes and instead over-index on the failures. The vast majority of employees put on a PIP do not su…
Targets the employee doesn't know about aren't a plan. The low probability of reversing the bozo bit is why the employee should know when the manager flipped it.
But yes, I agree, you should pull the ripcord as soon as you get a good sense of what's going on.
There are many types of PIPs, and Amazon seems to be trying a new flavor. This one seems to be about managers focusing (hence the name) on floundering employees, giving them the attention they need to get back ok track. And maybe telling the employee "you're getting extra attention" could make them pessimistic and less able to be improved. It's a good theory, anyway. We'll see if it works out. Of course the other, da…