I'm hearing from more and more people they've been put on a PIP. While I'm sure some of them are justified, some of them have me stumped. These are some of the people I know work the hardest and I know they do a good job. Why they would be put on a PIP is beyond me. Are they trying to find ways to fire people and avoid severance costs?
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Honeywell is indeed a very strange place for a senior engineer to try and find solace in just being the best engineer possible. Unless you lick and cow tow to all the very abnormal culture that some how places process and checklists over superior engineering talent you are screwed. They treat their engineering talent like kindergarteners filling out nonsensical metrics and forcing them to 5S their workspace like they are a bunch of mo--ns. Truly a demeaning experience for senior engineering talent with impeccable engineering degrees and credentials. Honeywell is a really a horrible place to pursue engineering excellence where they expect the same yet treat engineers like a repugnant toe fu---s.
Why stay with this sorry excuse of an engineering talent when they only soil and stain true engineering talent?
No one is more than one new manager away from being walked out the door at Moneyhell. The PIP-POP game is the latest excuse for ruining aerospace. They seriously think they can transfer the entire load to their low-cost-country of choice then manage everything from the new ivory tower. Typical MBA school thinking.
The PIP quota is still very much a requirement. Every manager has a quota to meet even if a PIP isn't justified. If you're put on a PIP, use that time to find another job because your time with the company is coming to an end.
The hardest worker on my team was unjustly put on a PIP due to these quotas. He immediately found another job. After laying of 25% of the domestic workforce (which presumably included the majority of "poor" performers), they increased the PIP target to 10% from 5% this year. This is pure terrorism, and makes no sense from a business standpoint.
I can’t believe people would want to be a manager there. That’s just soulless. How can they live with themselves. I hope Honeywell will have their backs. I know they’re not welcome where I work. If you have a long career ahead of you, don’t burn bridges to other companies by becoming a manager there.
I heard the india folks have created a bot to do both pip’s and hpd reviews. To gain some idea of how that would work I have started letting GPT3 generate my weekly status reports. Just feed it the nexthink spy logs and my email and I get pretty usable reports. Most say something like “spent twenty hours this week writing software about cat videos.” My manager hasn’t noticed. Hoping that pipbot will be equally entertained.
@egz - Point is PIP doesn't always = lowest 10%. I have personally know people that are very technically competent and put in a lot of hours get PIP'd. It has nothing to do with your work really. I don't see how it can be anything but a way to push out more expensive employees, or a manager just doing what he is told to hit a metric, or a personality clash with an employee. It is f*¢k'd up process. A waste of time, energy and resources.
Honeywell should end PiP quotas immediately. HR should put in place strict justifications for placing someone on a PiP backed up with data.
I was placed on a surprise unjustified PiP by a new to me manager without warning. This, even though I was performing well with proven metrics. New manager just didn't like me or wanted to bring in their own crew. I'll never know.
Managers and HR supporting unjustified PiPs or quotas should feel shame and should work to end this unethical malicious life ruining process immediately. Shame.
True, there are outer L quotas. I know because I was a manager for 15 years and placed my staff there; typically 1 person per year. I pushed back 90% of the time and never won a fight. My arguments against the entire 9-block philosophy was fact based on companies that moved out of this 9-block 2001 - 2006 timeframe. It will take a strong Honeywell president to push back hard against a CEO. FYI - I'm no longer at Honeywell; tired of poor quality HR personnel.
My PiP was pure nonsense. They already made up their mind I was a dead man walking. Use PiPtime to find new gig. Then double dip severance and new gig.
You can push back against writing unjustified PIPs, but the damage you take for it is huge. I knew 3 managers who pushed back hard against the PIPs, all were out of management shortly thereafter.
That yearly statistical requirement will bite these mo--nic managers, they can’t even get new people to come in, heard the stories and not drinking the kool-aid, people are happily leaving, everyone has an exit plan these days, just wait for the good-bye email.
All previous posts are true but that’s vicious game or tactic that a Manager must use or as a tool to bully or discriminate.
Every manager must put people on PIPS every review cycle. Even if you laid off the lowest 25% of your team, you must assign some average employees to the outer L.
Some managers simply cycle employees to the outer L every few years regardless of actual performance. Others use it to try and align salaries when you have someone making much more than the average.
And some use it on younger, or recent, hires to protect the boys club so when there is a layoff they always have someone to offer up. The entire hire to fire scenario.
Got to show bottom 10% just in case they need a RIF. Folks on PIPS are usually the first to go as they have documentation for HR.
There may be other major reasons, but I know that one of my colleagues was placed on PIP because his manager felt threatened with his technical skills and they won’t get along. Occasionally managers also use PIP for their personal vendettas.