I am facing an unexpected unique situation in current organization and need your valuable suggestions:
I joined this MNC bank in January 2017 in India. The team I joined has challenging business partners who are difficult to handle. Given that I was from non-banking background, it took me 6 months to adapt to the complicated procedures and technologies used by the team. My ex-manager and director acknowledged this during mid-year review and gave a rating of 3 of 5 (1 is best).
In May, my hiring manager left the firm and a new manager (who is with this firm since last 11 years- 5 yrs in India+ 6 yrs in US) took the charge of the team. Initially, we used to have good productive conversations regarding career development, team performance etc.
However, everything fell apart in September when I could not deliver one engagement due to unclear objective received from one of the business partner. Later on, I with my new manager realized that the objective was different when discussed with head business partner.
By that time we had lost 2 weeks and my manager was not happy about it though I had kept him in loop in all communications. An escalation mail was sent to my director from the partner about my poor performance and my manager did not defend me citing that he was not taking care of this engagement.
After this incident, our all conversations were like interrogations where he was trying to prove that I know nothing about the business and I should leave the firm. In one meeting, he asked me to look for a team/firm change as he has decided to give me 4 rating in annual review. As an implication, it may impact my career as this may lead to termination after 3 months from now.
My assessment of situation:
1. Though I was lagging in some business knowledge as compared to 11 years banking professional, such decision from my manager makes me feel that he wanted a scapegoat in this situation where he wanted to gain confidence from the partner and did not try to listen to my part of story. In such cases, usually, management takes necessary steps before terminating an employee.
2. I did a skip level with director. But he could not help me as his feedback was dependent on my 2 managers and partner (1 average + 2 poor feedback). I feel that both manager and director should have discussed my performance issue with me before taking this decision.
Next steps for me:
1. I am looking for an internal movement since I really do not want to leave this reputed firm in such short tenure though I am not going to get any increment this year.
2. Looking for external options though this will tag me as "hopper" since new firm will be 5th organization in 8 years.
Given that I have been an Average to Good performer in my career so far, such scenarios have impacted my self-confidence and confidence on management of such reputed firm. Kindly suggest me a right step for me.
From India, Bhopal
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