31–40 of 618 posts
This seems common in American companies. I wonder how much of this is a result of lawsuit culture. For example, American companies won't tell job applicants why they get rejected, lest they get sued by the rejected candidates. And perhaps this has carried into feedback for actual employees. It sounds like the author wasn't even he was on a performance improvement plan, he had to infer it and pull it out of his manage…
Earlier quoted context omitted.
>This seems common in American companies. If that same American culture is all over companies worldwide now, is it still American culture anymore? >For example, American companies won't tell job applicants why they get rejected, lest they get sued by the rejected candidates. Same in Europe, you get ghosted or at best, you get the same bland cookie cutter politically correct copy-paste rejection massage, no matter wha…
It is absolutely not the same in Europe. Maybe it depends on the country. In Germany, you are expected to give honest (and sometimes brutal) feedback, but always with a way to improve in mind. But the idea of taking a company to court for something like this in Germany is laughable.
It is my experience across 4 EU countries and 30+ interviews. If it doesn't match your own experience there's nothing I can do about it.
>In Germany, you are expected to give honest (and sometimes brutal) feedback, but always with a way to improve in mind.
You are expected by ... law? In which case it's a legal requirement and not an expectation. Or expected by ... candidates?
Also, the devil is in the details as German culture and language is often designed to cleverly camouflage negative feedback as neutral or positive to avoid lawsuits, so you can definitely have generic cookie cutter rejection messages that legally qualify as "honest" like for example in your Arbeitszeugnis.
How would you legally challenge that if otherwise? Do you sue the company because you feel like their feedback wasn't brutally honest as per your expectations as it was too generic and "nice sounding" and had nothing bad to say about you?
IMHO you choose a bad example as German corporate culture is not as "brutally honest" as you portray it to be, quite the opposite, it's just very good at pretending to be honest.
From my personal experience across several countries, I've noticed the more difficult it is to fire someone and the more anti-discrimination laws exist in that country, then the less honest and more generic your feedback will be, if you get any feedback at all and it's not a generic automated rejection.
This seems common in American companies. I wonder how much of this is a result of lawsuit culture. For example, American companies won't tell job applicants why they get rejected, lest they get sued by the rejected candidates. And perhaps this has carried into feedback for actual employees. It sounds like the author wasn't even he was on a performance improvement plan, he had to infer it and pull it out of his manage…
Senior Manager here. This is common to any large entity and may only influenced by workers' rights and culture. 1. Large numbers In large companies, you have numbers. There are 10000 individuals so to say. There is a difference between individuals and groups. The larger the group, the more HR and controlling tend to use their understanding of statistics. This is the conflict between groups and individuals. Why take c…
This seems common in American companies. I wonder how much of this is a result of lawsuit culture. For example, American companies won't tell job applicants why they get rejected, lest they get sued by the rejected candidates. And perhaps this has carried into feedback for actual employees. It sounds like the author wasn't even he was on a performance improvement plan, he had to infer it and pull it out of his manage…
I really appreciate it and mention them since it's rare to get such helpful feedback. Though admittedly I think their takehome time estimate was optimistic. When I was at Auth0 we started checking the commit logs on candidate repos and it was clear that people were spending MUCH longer than we were asking on takehome exercises.
This seems common in American companies. I wonder how much of this is a result of lawsuit culture. For example, American companies won't tell job applicants why they get rejected, lest they get sued by the rejected candidates. And perhaps this has carried into feedback for actual employees. It sounds like the author wasn't even he was on a performance improvement plan, he had to infer it and pull it out of his manage…
Senior Manager here. This is common to any large entity and may only influenced by workers' rights and culture. 1. Large numbers In large companies, you have numbers. There are 10000 individuals so to say. There is a difference between individuals and groups. The larger the group, the more HR and controlling tend to use their understanding of statistics. This is the conflict between groups and individuals. Why take c…
That assessment is extremely short-sighted. The reason it will pay off is because other employees will see how you treat the one person. If they see you give someone who is struggling needed support, they will know that in the future, they might get that as well. Having a stable environment full of people who trust each other will pay off far more in the future.
> Also there are processes to be met officially
By "officially" do you mean legally? Because it sounds to me that a good faith law was met with a bad faith effort by that company. It wastes a candidates time, and gives false hope, while applying to the letter of the law without actually following the spirit of it. Which actually feeds into the broken legal culture of the PIPs. It also wastes HRs time, playing to make the government happy while ignoring potential workplace problems they could be addressing.
This seems common in American companies. I wonder how much of this is a result of lawsuit culture. For example, American companies won't tell job applicants why they get rejected, lest they get sued by the rejected candidates. And perhaps this has carried into feedback for actual employees. It sounds like the author wasn't even he was on a performance improvement plan, he had to infer it and pull it out of his manage…
>This seems common in American companies. If that same American culture is all over companies worldwide now, is it still American culture anymore? >For example, American companies won't tell job applicants why they get rejected, lest they get sued by the rejected candidates. Same in Europe, you get ghosted or at best, you get the same bland cookie cutter politically correct copy-paste rejection massage, no matter wha…
This seems common in American companies. I wonder how much of this is a result of lawsuit culture. For example, American companies won't tell job applicants why they get rejected, lest they get sued by the rejected candidates. And perhaps this has carried into feedback for actual employees. It sounds like the author wasn't even he was on a performance improvement plan, he had to infer it and pull it out of his manage…
Earlier quoted context omitted.
>This seems common in American companies. If that same American culture is all over companies worldwide now, is it still American culture anymore? >For example, American companies won't tell job applicants why they get rejected, lest they get sued by the rejected candidates. Same in Europe, you get ghosted or at best, you get the same bland cookie cutter politically correct copy-paste rejection massage, no matter wha…
This is absolutely not true in Europe, unless you're talking UK or a subject of an US company.
No, not UK, just Austrian companies in Austria for example. Swedish companies in Sweden. Also German companies in Germany. In Eastern Europe too. Is that enough of a sample size for my opinion on European companies?