I had an employee review with my manager this week, at my request. She told me she wasn’t comfortable uptraining me right now even though they badly need the help in the position I asked to be crosstrained for, because they’d rather hire someone just for the role; but we could talk about it again in two months. After a little digging, I found that (A) they can’t afford to lose me from my lower-paid role and (2) they know I’m looking for another job and don’t want to train me until I demonstrate I’m planning to stay.
My response is that (A) well you’re definitely gonna lose me now and (2) I’m definitely no longer willing to stay.
Similar situation on my end awhile back. Location had begun losing people. I was in a bottom rung management position, more title than authority, and the team knew it. However, I was also the only manager willing to be consistently on later shifts. Due to pretty intense compartmentalization issues were often isolated and fixed by managers within each department. Except later on at night I was alone with a smaller team. This presented a bit of a situation:
If a problem came up I was expected to text or call a manager. As you can imagine, they did not often reply or pick up.
Many problems require rather immediate solutions.
I wasn’t being trained to receive the skills necessary to deal with many situations so I began enabling key members of the evening team and standing in front of them if mistakes were made, acting as a wall.
Due to all of this, and a lot of work being handled by a smaller team, (and some issues going consistently ignored by senior management) we saw several people leave. In the middle of all this I was isolated and made out to be the reason for some systemic issues, told I could no longer take the initiative to help, and the team caught wind.
Eventually I began looking for other jobs. When I let my bosses know boy were they surprised. By the time I left one manager had claimed to have started having anxiety attacks during their shift, the whole unreachable during situations thing became a problem for upper, and well…long story short shit and fan began to meet.
If a problem came up I was expected to text or call a manager. As you can imagine, they did not often reply or pick up.
Many problems require rather immediate solutions.
These are not your problems. If management has enacted a procedure that doesn’t work, don’t change it or you will be blamed for any failure.
Send a few emails to document your opinion that there are problems. Otherwise, do exactly what was recommended. You want the policy to fail. Don’t try to improve it without management support.
I learned this in my previous job. We were a city-owned theater, which came with all of the trappings of government bureaucracy. But we were also open after hours, and did a lot of technical work for our shows. The city’s IT would log off on Friday at 5pm, and not log back in again until 8am on Monday. We were one of the few departments that was open over the weekend and after hours, (often until 1 or 2am when loading shows out.)
So naturally, we butted heads with IT a lot. Because we didn’t have access to change things we often needed to change. Whenever we needed to urgently troubleshoot something before a show started, our hands were almost always tied by IT. And IT’s given solution was always the same. Submit a ticket, and we’ll get to it when we get to it. But when you have 2000 people waiting on a show to start at 7pm on a Saturday, you can’t wait for IT to get back into the office on Monday.
Historically, the solution was to use our own gear. Every technician had their own personal laptop, so they could use that instead of the city laptop. But this caused issues of its own, because we couldn’t connect to any of the city-controlled gear as the city network was MAC filtered, (and IT obviously wasn’t going to allow our personal devices to connect to their network.) We worked with what we had, worked around problems we couldn’t fix, and it was a lot of extra stress for no extra benefit; The higher-ups didn’t see a problem because the shows were never visibly impacted. And IT didn’t see a problem, because the higher-ups weren’t complaining.
Eventually, we just started letting it burn. Shows suddenly started 15 to 30 minutes late, (which was unheard of in a building where even 2 minutes late was considered unacceptable.) Clients didn’t get equipment they had paid for, because it was broken on Friday evening and we couldn’t troubleshoot it over the weekend. Projectors didn’t have video feeds, because techs stopped using their personal laptops for shows. Et cetera, et cetera. Instead, the techs simply started noting every time they wanted to fix something but couldn’t because their hands were tied.
And wouldn’t you know it, the system got fixed. IT was suddenly required to keep someone on call for weekend tickets. Because when people stop propping up the broken system, all of the flaws get discovered and heads roll until shit gets fixed.
I remember doing self assessments before reviews, I just gave myself 5s because they were going to change everything to 3.5 anyhow unless you invented cold fusion and sucked everyone’s dick
Well, Mr Chalupapocalypse, your breakthrough on cold fusion is really profitable for the company, but the VP of marketing was disappointed you didn’t cup his balls during last week’s blowjob session, so…best we can do is a 3.9
I asked questions during the review. My.manager was evasive but it wasn’t hard to put together. In the restaurant industry, everyone is hiring right now as they expand for patio season. That won’t be the case as much in two months and we both know it; if I’m going to leave it’ll likely be in the next two weeks.
Somewhat related, advice about being irreplaceable is bad for this exact reason. The more replaceable you are, the easier to promote you and take longer vacations. Sure you might be able to get fired more easily, but most managers won’t put forth the effort.
Not trying to be an asshole, but this is privilege in action. For low paying jobs, managers will fire you at the drop of a hat. Jobs that pay better are more secure.
If they communicated better, and offered the training/position/salary increase as incentive to stay, that would (imo) be a better course of action. This just feels rude and incompetent
Well I mean I am awful with people, but this problem even I could solve. They had about 3 possible holes to fit the peg through, but no, they just threw the toybox out of the window.
MAYBE OP is just awful at their job. But if they wanted to keep him where he was, that makes little sense.
Additional info: I typically work the least desirable shifts because of family obligations. Me leaving this position or even dropping to part time would leave a hole in the schedule, and she’s very lazy when it comes to the schedule. I’m offering to take the same shift in a different role.
I had an employee review with my manager this week, at my request. She told me she wasn’t comfortable uptraining me right now even though they badly need the help in the position I asked to be crosstrained for, because they’d rather hire someone just for the role; but we could talk about it again in two months. After a little digging, I found that (A) they can’t afford to lose me from my lower-paid role and (2) they know I’m looking for another job and don’t want to train me until I demonstrate I’m planning to stay.
My response is that (A) well you’re definitely gonna lose me now and (2) I’m definitely no longer willing to stay.
Similar situation on my end awhile back. Location had begun losing people. I was in a bottom rung management position, more title than authority, and the team knew it. However, I was also the only manager willing to be consistently on later shifts. Due to pretty intense compartmentalization issues were often isolated and fixed by managers within each department. Except later on at night I was alone with a smaller team. This presented a bit of a situation:
If a problem came up I was expected to text or call a manager. As you can imagine, they did not often reply or pick up.
Many problems require rather immediate solutions.
I wasn’t being trained to receive the skills necessary to deal with many situations so I began enabling key members of the evening team and standing in front of them if mistakes were made, acting as a wall.
Due to all of this, and a lot of work being handled by a smaller team, (and some issues going consistently ignored by senior management) we saw several people leave. In the middle of all this I was isolated and made out to be the reason for some systemic issues, told I could no longer take the initiative to help, and the team caught wind.
Eventually I began looking for other jobs. When I let my bosses know boy were they surprised. By the time I left one manager had claimed to have started having anxiety attacks during their shift, the whole unreachable during situations thing became a problem for upper, and well…long story short shit and fan began to meet.
These are not your problems. If management has enacted a procedure that doesn’t work, don’t change it or you will be blamed for any failure.
Send a few emails to document your opinion that there are problems. Otherwise, do exactly what was recommended. You want the policy to fail. Don’t try to improve it without management support.
I learned this in my previous job. We were a city-owned theater, which came with all of the trappings of government bureaucracy. But we were also open after hours, and did a lot of technical work for our shows. The city’s IT would log off on Friday at 5pm, and not log back in again until 8am on Monday. We were one of the few departments that was open over the weekend and after hours, (often until 1 or 2am when loading shows out.)
So naturally, we butted heads with IT a lot. Because we didn’t have access to change things we often needed to change. Whenever we needed to urgently troubleshoot something before a show started, our hands were almost always tied by IT. And IT’s given solution was always the same. Submit a ticket, and we’ll get to it when we get to it. But when you have 2000 people waiting on a show to start at 7pm on a Saturday, you can’t wait for IT to get back into the office on Monday.
Historically, the solution was to use our own gear. Every technician had their own personal laptop, so they could use that instead of the city laptop. But this caused issues of its own, because we couldn’t connect to any of the city-controlled gear as the city network was MAC filtered, (and IT obviously wasn’t going to allow our personal devices to connect to their network.) We worked with what we had, worked around problems we couldn’t fix, and it was a lot of extra stress for no extra benefit; The higher-ups didn’t see a problem because the shows were never visibly impacted. And IT didn’t see a problem, because the higher-ups weren’t complaining.
Eventually, we just started letting it burn. Shows suddenly started 15 to 30 minutes late, (which was unheard of in a building where even 2 minutes late was considered unacceptable.) Clients didn’t get equipment they had paid for, because it was broken on Friday evening and we couldn’t troubleshoot it over the weekend. Projectors didn’t have video feeds, because techs stopped using their personal laptops for shows. Et cetera, et cetera. Instead, the techs simply started noting every time they wanted to fix something but couldn’t because their hands were tied.
And wouldn’t you know it, the system got fixed. IT was suddenly required to keep someone on call for weekend tickets. Because when people stop propping up the broken system, all of the flaws get discovered and heads roll until shit gets fixed.
I remember doing self assessments before reviews, I just gave myself 5s because they were going to change everything to 3.5 anyhow unless you invented cold fusion and sucked everyone’s dick
Well, Mr Chalupapocalypse, your breakthrough on cold fusion is really profitable for the company, but the VP of marketing was disappointed you didn’t cup his balls during last week’s blowjob session, so…best we can do is a 3.9
Woah check out this guy’s resume
I do this shit all the time haha
Nice, how did you do your digging? Some key relationships in the company?
I asked questions during the review. My.manager was evasive but it wasn’t hard to put together. In the restaurant industry, everyone is hiring right now as they expand for patio season. That won’t be the case as much in two months and we both know it; if I’m going to leave it’ll likely be in the next two weeks.
Hope you secure something likely to be slightly or WAY better soon buddy 🔥
Somewhat related, advice about being irreplaceable is bad for this exact reason. The more replaceable you are, the easier to promote you and take longer vacations. Sure you might be able to get fired more easily, but most managers won’t put forth the effort.
Not trying to be an asshole, but this is privilege in action. For low paying jobs, managers will fire you at the drop of a hat. Jobs that pay better are more secure.
To be fair (2) is kinda understandable, but this has to be the most incompetent management ever.
Nope. Just standard corporate management.
If they communicated better, and offered the training/position/salary increase as incentive to stay, that would (imo) be a better course of action. This just feels rude and incompetent
Well I mean I am awful with people, but this problem even I could solve. They had about 3 possible holes to fit the peg through, but no, they just threw the toybox out of the window.
MAYBE OP is just awful at their job. But if they wanted to keep him where he was, that makes little sense.
Additional info: I typically work the least desirable shifts because of family obligations. Me leaving this position or even dropping to part time would leave a hole in the schedule, and she’s very lazy when it comes to the schedule. I’m offering to take the same shift in a different role.
She’s thoroughly mid. She has strengths but connecting with her supervisees is not one of them. I’ve had worse.
At this point, you don’t fucking care. Go to their manager and tell them about it.
Saving that for my exit interview.