Hello Members, Greetings to all. Here is the description of the challenges:
I am part of a very renowned IT company that existed even before Microsoft, in a technical role of Server and Virtual Server Administration. The structure we follow for employees is hierarchical, like L1, L2, L3, SME, First Line Manager, and Second Line Manager. L2 is the level of support we give to our clients. In the last 5-6 months, I had a conflict with the SME, who is responsible for getting work done from the rest of the employees or resources. He tried to suppress me by overloading work on me, and I shared the challenges in formal emails, but he kept ignoring them and continued to suppress me with overburdened work. As a result, I contacted my First Line Manager via email and complained about the SME, but even he didn't pay any heed and, in fact, questioned me on email (ignoring all the facts and artifacts of the deliberate suppression). However, I didn't reply to his email because it was clear from the response that he was completely in favor of the SME.
Then the appraisal cycle came, and my performance was reviewed. It was formally written that I met the expectations, but no salary increment was awarded to me. I have gone through two appraisal cycles (two years in the organization), and no salary increment has been done to date.
Now, the SME has been promoted to First Line Manager, and I became one of his reportees. Suddenly, he issued a PIP against me, citing old challenges that were already covered by the old manager in the last appraisal cycle.
The old manager is formally out of the picture, and both the First Line Manager and Second Line Manager are new to me. The Second Line Manager is also new, having been promoted from FLM to SLM. The FLM said the SLM had asked him to issue a PIP against me; however, this is not true because it stems from personal issues he has with me.
Now a PIP has been issued to me—SLM is copied in it but not the HR, and they are seeking my acceptance on it via email.
Questions:
1. What do I do here?
2. The PIP template has a line on every page that says "*** Confidential. While the principles of managing low contributions are global, some details may be subject to local legal and other requirements. Seek advice from your local HR and legal staff." Is this line for the benefit of the manager issuing this PIP or for me?
3. HR is not in CC; should I speak to HR now?
4. What can I do to save my job, as it seems my days are numbered in this organization? We cannot step out at this point in time because the IT market is completely frozen, and there are no openings as of now.
5. The PIP issued is not regarding my technical skills; it's related to communication gaps, not being a team player, not taking ownership, etc.
Please advise.
Supreet Monga
From India, New Delhi
Acknowledge(0)
Amend(0)
I am part of a very renowned IT company that existed even before Microsoft, in a technical role of Server and Virtual Server Administration. The structure we follow for employees is hierarchical, like L1, L2, L3, SME, First Line Manager, and Second Line Manager. L2 is the level of support we give to our clients. In the last 5-6 months, I had a conflict with the SME, who is responsible for getting work done from the rest of the employees or resources. He tried to suppress me by overloading work on me, and I shared the challenges in formal emails, but he kept ignoring them and continued to suppress me with overburdened work. As a result, I contacted my First Line Manager via email and complained about the SME, but even he didn't pay any heed and, in fact, questioned me on email (ignoring all the facts and artifacts of the deliberate suppression). However, I didn't reply to his email because it was clear from the response that he was completely in favor of the SME.
Then the appraisal cycle came, and my performance was reviewed. It was formally written that I met the expectations, but no salary increment was awarded to me. I have gone through two appraisal cycles (two years in the organization), and no salary increment has been done to date.
Now, the SME has been promoted to First Line Manager, and I became one of his reportees. Suddenly, he issued a PIP against me, citing old challenges that were already covered by the old manager in the last appraisal cycle.
The old manager is formally out of the picture, and both the First Line Manager and Second Line Manager are new to me. The Second Line Manager is also new, having been promoted from FLM to SLM. The FLM said the SLM had asked him to issue a PIP against me; however, this is not true because it stems from personal issues he has with me.
Now a PIP has been issued to me—SLM is copied in it but not the HR, and they are seeking my acceptance on it via email.
Questions:
1. What do I do here?
2. The PIP template has a line on every page that says "*** Confidential. While the principles of managing low contributions are global, some details may be subject to local legal and other requirements. Seek advice from your local HR and legal staff." Is this line for the benefit of the manager issuing this PIP or for me?
3. HR is not in CC; should I speak to HR now?
4. What can I do to save my job, as it seems my days are numbered in this organization? We cannot step out at this point in time because the IT market is completely frozen, and there are no openings as of now.
5. The PIP issued is not regarding my technical skills; it's related to communication gaps, not being a team player, not taking ownership, etc.
Please advise.
Supreet Monga
From India, New Delhi
Acknowledge(0)Amend(0)
Hi Supreet, after reviewing your situation, it seems you have gone through two appraisal cycles. Despite receiving good feedback, you have not received any salary increment, which is concerning. Additionally, being placed on a Performance Improvement Plan (PIP) without clear communication is another issue. This suggests a lack of professionalism within your team, possibly influenced by personal biases rather than proper procedures. Any PIP implementation should involve communication with HR, who should be informed of all such matters. I recommend approaching HR to explain your situation. Highlight the emails you have sent regarding work pressure and task allocation.
Regards, Chandana Hyma
Acknowledge(0)Amend(0)
9Regards, Chandana Hyma
Acknowledge(0)Amend(0)
Thank you, Chandana Hyma, for your valuable inputs.
Another query I have is if I resign after a PIP is accepted (right now, the manager is waiting for my acceptance on it), in the PIP period of 60 days, if I resign, would it harm me in any case with respect to my full and final and my salary? Would they be deducting any salary, stating that PIP is still in place or something like that?
Thanking you in anticipation, Supreet Monga
From India, New Delhi
Acknowledge(0)Amend(0)
Another query I have is if I resign after a PIP is accepted (right now, the manager is waiting for my acceptance on it), in the PIP period of 60 days, if I resign, would it harm me in any case with respect to my full and final and my salary? Would they be deducting any salary, stating that PIP is still in place or something like that?
Thanking you in anticipation, Supreet Monga
From India, New Delhi
Acknowledge(0)Amend(0)
Dear Supreet, as I went through and understood your concern, if you are really performing poorly and have been put under a Performance Improvement Plan (PIP), this should be intimated to or copied to HR. I would suggest reaching out to HR, as that may yield better results.
Points to address with HR
You can address the following points with HR to educate them on your situation:
1. Show the written communication where you were informed that you met performance expectations.
2. If your supervisor has identified performance gaps, request evidence to be documented.
3. The most concerning aspect is that HR has not been informed about the situation, which excludes them from the process.
All the best.
From India, undefined
Acknowledge(0)Amend(0)
Points to address with HR
You can address the following points with HR to educate them on your situation:
1. Show the written communication where you were informed that you met performance expectations.
2. If your supervisor has identified performance gaps, request evidence to be documented.
3. The most concerning aspect is that HR has not been informed about the situation, which excludes them from the process.
All the best.
From India, undefined
Acknowledge(0)Amend(0)CiteHR is an AI-augmented HR knowledge and collaboration platform, enabling HR professionals to solve real-world challenges, validate decisions, and stay ahead through collective intelligence and machine-enhanced guidance. Join Our Platform.
Performance Improvement Plan.doc