If they want to improve things at the IC level, here are some ideas:
- Cap manager raises at 1% annually for 3 years
- Implement a 3 year ban on promotions for anyone in management. They need to focus on doing their current job better
- Funnel the savings into raises and (backlogged) promos for ICs
- Solicit feedback from all current and past employees on all current managers with an eye toward identifying toxic managers. Include within the review scope managers who periodically are reverted to a temporary IC role because they repeatedly show they are lousy managers
- When sufficient evidence is amassed from the feedback (+ records already in HR) that points to a manager having a pattern of toxicity, terminate them.
- Get rid of the BE/IR quota. Learn to figure out which ICs truly need to get axed. If a group has no slackers, keep everyone. If 20% are hopeless slackers, get rid of the 20%.
- If good workers are inhabiting unimportant roles, work with them to get them into important roles. Don’t punish them for doing a good job in a role that was sanctioned and approved by Intel, but is now of a lower importance (unbeknownst to them)
Taken from @dfye+19jUUDEf, bumped into a thread so more people could see it.