81–90 of 108 posts
What do you mean is "hasn't happened"? You didn't ask for it? Or your manager ignored your requests for several months?
If it's the former you should grow some balls and ask for one, if it's the latter you should GTFO right now
I’m blown away by some of the other comments here. There’s no value in having a victim mentality. Have you openly spoken to your manager about your concerns? How it doesn’t feel fair? How you feel you’re being treated? There’s a chance they have no idea. Maybe they’re not that experienced and are just working things out themselves. Or if they seem like the wrong person, is there someone above them you can voice your…
For OP: don't voice it. Write down what your manager is failing to do, send it in a nice little email. Create a paper trail
Definitely time to go. As to whether it's the standard Canadian culture, I'd say from personal experience and what I've seen with friends/family it is more common in the crown corps and tech oligopolies (i.e., Bell, Telus). So when you say Top 5, I'm not surprised the manager did this and got away with it. That, and I know I'll be accused of Québec bashing, but when a company in Montreal is franco-dominated, there is…
People hire from their own network. If you were educated outside of Canada or have religious groups or other common cultural groups, then you'll tap into that network to hire. I've worked at companies with less than 100 people to companies with more than 10,000 people and team composition tends towards the manager's background.
Earlier quoted context omitted.
I agree with all of this except 1:1s; they are a natural part of healthy management. If you don't have regular 1:1 with your direct manager, and if managers don't have regular 1:1s with all their direct reports, your company doesn't know how to manage. It's table stakes for competent management, at all levels except perhaps C-level to C-level.
I disagree here. If you have a functional environment you can have a team meeting, clarify everything there openly and have 1:1 once you need them due to privacy. Regular 1:1 create the risk of micromanaging people and foster secrecy. It is good for developing people, but once they are developed what purpose do they have. Maybe this is a culture thing (German here ... we fight in public ;)). My experience is: the lay…
Earlier quoted context omitted.
This is good advice in general but the big give away with this issue is the “hired a friend” part. Unfortunately this person has been relegated to the “out” group and no logical business practices will change that. Your boss/manager hired their friend and unless you go over their head and can call this behavior out and demonstrate that this is clearly nepotism then you’re out of luck. Get your your resume together, s…
Bringing on a friend, telling them to learn everything the smartest and best engineer on the team knows, and them succeeding at it, honestly sounds like some dream situation. I wish I could just magically have people become a copy of the best engineer on my team When people talk about nepotism its usually how the underperforming person with personal ties to a manager isn't getting fired, or getting promoted, despite…
But if the manager short-circuited the typical hiring process and just stuck his friend on the team then it's clear-cut nepotism and OP can't escape it without sidelining their manager within the organization.
It's easy to sacrifice one's happiness in an effort to validate one's effort. I saw myself becoming a cancer and also recognized that I had done all I could to to course correct and the organization has moved on, so it was time for me to move on too.
Don't be somewhere that doesn't want you. Breaking up is hard, but if the relationship isn't working it's best for all parties.
Bonne chance, mon gar.
I’m blown away by some of the other comments here. There’s no value in having a victim mentality. Have you openly spoken to your manager about your concerns? How it doesn’t feel fair? How you feel you’re being treated? There’s a chance they have no idea. Maybe they’re not that experienced and are just working things out themselves. Or if they seem like the wrong person, is there someone above them you can voice your…
Talking with your manager can be a fine avenue, and can even be successful if your manager is an advocate to the upper administration for you, but most of the time it will be useless without using some sort of leverage to make management listen. Management's charter is to extract as much value from employees while minimizing expenditures. The ideal employee is one that does not ask for any more resources to do the job they were hired to do and then can be let go without fuss when not needed.
Employers have much of the power and when they don't actively try to keep their employees happy, through raises or other benefits, this is tantamount to them giving a clear message that they expect you to move on if you're able. There's a reason why most raises in a technology setting come from moving jobs.
For the OP, when management is bringing in someone for you to train, that's usually a signal that a re-org is coming and they want to make you redundant.
Upper management and administration in corporations may be made out of people but privilege blinds people in power to the repercussions of their decisions and actions to their employees that don't have that power. I have a little sympathy for people who haven't recognized the dynamic but I have less sympathy for those that understand the dynamic but don't do anything about it. The relationship is, by it's nature, antagonistic and should be treated as such.
I’m blown away by some of the other comments here. There’s no value in having a victim mentality. Have you openly spoken to your manager about your concerns? How it doesn’t feel fair? How you feel you’re being treated? There’s a chance they have no idea. Maybe they’re not that experienced and are just working things out themselves. Or if they seem like the wrong person, is there someone above them you can voice your…
Taken at face value, this is bad advice. You've buried the lede which is that you used leverage in the form of threatening to quit and a competing job offer to renegotiate your position at the company. Talking with your manager can be a fine avenue, and can even be successful if your manager is an advocate to the upper administration for you, but most of the time it will be useless without using some sort of leverage…
> "Management's charter is to extract as much value from employees while minimizing expenditures."
Burning out a valued employee that can probably do work 10x better and faster than a brand new employee is not extracting value.
I’m blown away by some of the other comments here. There’s no value in having a victim mentality. Have you openly spoken to your manager about your concerns? How it doesn’t feel fair? How you feel you’re being treated? There’s a chance they have no idea. Maybe they’re not that experienced and are just working things out themselves. Or if they seem like the wrong person, is there someone above them you can voice your…
> I realize how easy it is to think everything that happens at the company and how it operates is deliberate and intentional. There's a culture that ascribes intent --sometimes characterized as evil--, greed and other negative qualities to businesses. This often comes from people who have never done anything non-trivial in business and sometimes those who have been subjected to ideological indoctrination in school. I…
I don't have a good barometer on what is typical. I do think it's probably the wrong approach in most cases to assume malintent and not even try to have a conversation, and just leave. That's my main point. That sounds like a cowardly approach, sounds like victim mentality that will just continue into future roles unless addressed, and it sounds like it assumes the employee holds no power at all in the relationship, which is very possibly invalid in many cases including this one. The employer has likely invested a lot in the employee, the employee probably has ownership and responsibilities, and it's a pain as a manager to have to deal with someone leaving and figuring out how to cover for the loss.
I haven't worked for a FAANG or similar silicon valley giant and so maybe things are different at those places and devs are treated as a faceless commodity, but I haven't had that impression (curious to hear someone's input on this).
I’m blown away by some of the other comments here. There’s no value in having a victim mentality. Have you openly spoken to your manager about your concerns? How it doesn’t feel fair? How you feel you’re being treated? There’s a chance they have no idea. Maybe they’re not that experienced and are just working things out themselves. Or if they seem like the wrong person, is there someone above them you can voice your…
Terrible advise. They obviously don't value him anymore. Just find another job and give notice ASAP.