Any managers here who can answer how management views PIP?
For the employee, PIP is a trap, you are asked to do more, more, and more, once you are out of PIP, they will ask to increase velocity to the death, once you are exhausted you are done anyway.
But how does management stay sane through the BS pretending?
27 replies (most recent on top)
@17f
Just as an FYI- HR will always take the side of the manager. They have to. Management represents the company so the company will side with them.
PIPs don't do sh-t. You have to be on NGS for it to matter. If you didn't sign anything, it's basically not worth anything. I've had managers literally write BS PIPs where I didn't sign anything or get any discussion, but it was "somehow" in my workday. It's in my best interest to never ever acknowledge it, until they bring it up to me.
Those managers all quit BTW, so it turns to even more worthless junk just sitting around workday.
As an associate manager, PIPs didn't do sh-t sales performance wise. I would spend time writing PIPs if an employee needed it, but my managers and district managers never looked into it. I also believe it needed to be 90 days or more of poor performance. Either way fu-k Tmobile
When I was there as a manager I didn't ever PIP anyone. If you hire the right people, you don't have to PIP.
Unfortunately by the time most people end up on a PIP the only thing they are really contributing to the workplace is carbon dioxide.
Many managers are too pooped to PIP.
@14d Contact MyHR and ask to schedule a meeting with your HR person and get your concerns in writing. The first contact will probably just skim over the issue but ask to set up an appt with your Org HR person.
@v1 Because they don't have to pay Unemployment when someone is let go for cause under a PIP. You also, typically, won't get the headcount back.
@tx
Sadly, you are probably correct in most circumstances with slicker managers who knew how to play the Machiavellian personnel power game to wield a PIP as an executioner's axe. Or if an employee was truly underperforming and negatively impacting the bottom line or team dynamic and morale.
My actual real work performance was clearly not an issue and was never mentioned in the PIP. He just wanted to assert his "authority" by going "nuclear" with a PIP strictly on a single penny ante picayune issue: my reports that were strictly for him and him only and never distributed further were late. I had a very large project load as did my teammates. Which we all self managed without any assistance or input from him other than assigning the work. There was no way he was going to take away any much less all of my real workload and dump them on my teammates without causing a major revolt. And he didn't have the budget or authority to hire anyone new to take on my workload. Which would have been an abject failure anyway (and he knew it) if he hired someone brand new, internally or externally to take over while I twiddled my thumbs on "reports". It was strictly used to p-e on and mark his brand new fire hydrant. It was easily remedied. With or without a need for the howitzer level PIP. But he got his power trip hard on I guess.
@vs Disagree all you want, that’s fair. I said “under a good leader.” Those leaders are rare, but they exist.
Here’s the difference: strong contributors don’t end up on PIPs. People who’d rather vent in forums and look for validation usually do. That mindset gap is exactly what separates top performers from the ones who don’t make it.
@ve I do not agree.
Read @tx+1k5z6ef7n below
A PIP isn’t a trap under a good leader. It’s clarity. It says: Here’s what good looks like. Here’s where you’re missing. Here’s the timeframe to prove you can close the gap.
If it feels like “extra work,” that usually means you weren’t contributing at the baseline level your peers already are. That’s not punishment. That’s a wake-up call.
Yes, some managers misuse PIPs as an exit ramp. But when done right, it’s one of the most transparent chances you’ll ever get: either level up to what the role and team demand, or accept you’re misaligned and move on.
The hard truth? Most employees who fail a PIP don’t fail because it’s unfair. They fail because they never recalibrate their standards and own their performance.
At TMO my leadership was always disappointed to hear when my reports were making progress on a PIP. They want turn & burn.
@tt
I have to admit this is the only thread where I see people claiming to have survived a PIP. But I am new and in my previous company PIP meant you were marked.
You won’t get assigned new work because you had to focus on your improvement area. This kept you out of meetings and colleagues could not send you information because that would distract you. Because you would be out of the loop, you would be working on things that were outdated weeks ago. Then you would be called out for wasting time and getting the team behind, you will go into a depression spiral and (do what ever you want it wouldn’t matter ) eventually you will be gone.
@ew “ Why would you even worry about a PIP?”
I think OP hinted at the problem. Maybe he/she saw colleagues got pushed out at other companies ? and is just associating PIP with companies telling you they want you out but don’t want to pay severance.
@k0
I agree this is the case most of the time. But we can’t deny PIP as a tool when boss wants her nephew to land a role.
PIP can be a legitimate tool to "fix" an underperforming employee or it can be used as a we-pon by an a-hole manager. I was put on a PIP by a then new manager after 15 years of stellar service. Reason? My weekly reports to him were consistently late. No complaints about my job performance. You know, the (real) work that keeps the company running and customers happy? My previous boss who was promoted and became his boss (and created an opening for the a-hole) never had an issue even though my reports to her were consistently late also. She also promoted me and put me in for award that sent me to Miami. Despite said consistently late reports. Someone had their priorites straight. So judge for yourself.
Anyway, point of the story is, it is not necessarily a death sentence. I did have to waste more time on reports to make him happy until he he eventually moved on (& up of course). I lasted another 10 years (with not one single subsequent PIP) until I voluntarily retired. Because I was done dealing with a-hole bosses.
If you have an off month PIP is no big deal. If you are a poor sales person or employee PIP is a big problem.
PIPs don't matter if you fix the problem. I had a couple while Frontline. Didn't stop me from promoting once I got myself together and fixed the problem.
How can you view a PIP as a trap? You clearly don't have an understanding of a PIP and you should go read your employee handbook and talk to your manager. Why would you even worry about a PIP? Do your job, do it right and you won't need to worry about a PIP.
I did a PIP once (as a manager). It's a pain in the butt, and I'd much rather the entire issue stops before I have to start writing out formal docs. Any performance doc in your workday is a death sentence, long term. You'll never be promoted and you'll be the first for layoff.
Work with your manager, get feedback very often. It starts with that so you can avoid any formal writeups. If they aren't working with you, then go to their manager.
@cn Check the employee handbook. They discuss PIP there.
Is there anything in Magenta NO-Pulse or workday that puts forth the PIP process for TFB?
# Display the PIP details
pip1.display_pip_details()
🐍
@a8 performance improvement plan. Basically you get in trouble for some reason and you get on a performance improvement plan to get back on track
@OP if you’re on PIP AKA R.I.P. you better start getting your resume ready, it’s just a matter of time and a necessary step to fire you. The management mind is set, and you will need Jesus to be saved.
Python?