361–370 of 618 posts
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Sure, I've seen plenty of very capable people put very little to no effort into their work.
If Amazon's only management stick is to mark 30% underperforms & cull 6% every year, then they need to send their managers to manager school.
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Maybe it was that the manager was being pressured to PIP a certain percentage of people, and instead pushed back really hard to retain this person because they wanted to retain them instead. Before spending their political capital, they asked the employee if they were committed to the long haul. In the end, they went to bat for the author and then ended up in the same place. They could have just PIP'd them with a lot…
If that were the case you wouldn’t even mention it to the person or strip them of their direct reports
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One thing about fat that I think is overlooked is how fat today might be muscle tomorrow, and how little companies try to convert it. Maybe a person is in a bad role, on a bad team, or simply doesn't have experience or skills fitting the specific requirements of that single point in time. I've been a high performer in the past. Now I'm a low performer (I'm slow) after the company has changed the way it treats teams/w…
Agreed that what is left unsaid in a lot of performance conversations is the person-role match. Someone isn't a high/low performer globally, just at that time in that role. Wall St firms I have worked at typically try to find different roles for people before marking them as at risk of a layoff. Not sure FAANG behaves the same, but from all these PIP discussions it seems not.
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You should file for disability accommodations. That is completely legal to ask. Sometimes you need to back it up with documentation, but i suspect that won't be a problem. They can't discriminate against you for this.
They can discriminate against you. They just need to make sure it's not obviously discrimination.
My perspective: I was your everyday ordinary CRUD developer in 2020 with leading a few projects under my belt at mostly unknown companies who had two years of AWS experience and was 46 years old. A recruiter from Amazon Retail reached out to me on LinkedIn about interviewing for a software engineering position. At 46 years old there were a number of problems I saw with that “opportunity”: - I hadn’t done a real codin…
Yep, Assuming you will be fired eventually and will have to fall back to a normal CRUD job is the right play when taking these high pressure, high salary roles. Any idea why you were PIPed after 3 years?
Do managers get PIPed too? I've only ever seen regular devs get PIPed
Although I think mandatory rankings and assuming the bottom x% should be exited isn’t great approach, I also don’t think it’s a company or managers job to coach you into being a productive employee. Yes, they should have direct feedback but overall you are expected to be a professional. This means you are accountable for your work - you do what you say you will. That you express concern early and not late in the proc…
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One thing about fat that I think is overlooked is how fat today might be muscle tomorrow, and how little companies try to convert it. Maybe a person is in a bad role, on a bad team, or simply doesn't have experience or skills fitting the specific requirements of that single point in time. I've been a high performer in the past. Now I'm a low performer (I'm slow) after the company has changed the way it treats teams/w…
Agreed that what is left unsaid in a lot of performance conversations is the person-role match. Someone isn't a high/low performer globally, just at that time in that role. Wall St firms I have worked at typically try to find different roles for people before marking them as at risk of a layoff. Not sure FAANG behaves the same, but from all these PIP discussions it seems not.
They encouraged those laid off to apply for open roles. But of course it read to employees as a monumental “fuck you.”
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If you told them clearly about the behaviors and you need to start a PIP, I assume you took a few weeks to tell them and waited at least a few more weeks until you started the PIP, and if the behavior kept going for all this time, again, I can't see how the PIP will help anything other than being "this is what we do before we fire someone".
The PIP does two important things: 1. Raises the stakes 2. Involves a 3rd party (yes, yes, we can argue that HR is not your friend, etc.), which _can_ help with the trust (it's not just you & me anymore, you not knowing how I twist my story of you) I get all the skepticism. I simply have different experience.
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Yep, Assuming you will be fired eventually and will have to fall back to a normal CRUD job is the right play when taking these high pressure, high salary roles. Any idea why you were PIPed after 3 years?
I was peripherally involved in a project that was going sideways and I was an easy target. In hindsight, while the reason for me to put “on focus”, I honestly admit was maybe 70% my fault. I could have handled a horrible customer better. On the other hand, the PIP itself was a setup. During the focus period, I met all of the criteria and had perfect CSAT scores on two customer projects I led (Professional Services) a…