This is an absolutely vital process for any employee in tech to understand, especially in a world of stack-ranking and layoffs.
In the past two years, I've been employed at an Indian company in the role of Engineering Manager. However, my experience was marred by a lack of learning opportunities and a restrictive culture that limited my decision-making authority. Despite these challenges, I chose to stay due to personal commitments, particularly with a baby on the way.
Recently, I decided to transition to a Staff role at a European startup, embracing remote work and a more supportive culture (I loved this job and role). While the change has been positive, I find myself facing the challenge of underdeveloped skills and falling short of my expectations (It's my feeling).
How can I effectively overcome this situation and make the maximum impact in my new role? Specifically, I need to enhance my technological proficiency, deepen my understanding of business dynamics, and integrate seamlessly into the organizational culture. What strategies should I employ to bridge this gap swiftly and justify my position within the company?
Joined Meta 2 months ago as an E4 in a completely different tech stack and domain. Recently my manager informed me in a 1:1 and subsequent email with my skip and ERBP that I’m trending BE. It has areas I’m missing the bar on and ways to improve so I’m planning to work on those but is there anything else I can do to turn this around and be successful? Is it impossible to get a CME for H1 if this signal has been documented?
I want to highlight the good work a coworker has done for me by helping me out a lot and being really attentive and on top of things.
Per , I want to let their manager know. We don't have ThanksBot, so I'll be thanking via email.
Do I CC my peer, or just my own manager in my email to my peer's manager? Or do I address the email to my peer and CC their manager and my manager?
I was hired as a mid-level engineer, but I'm performing at the level below it. I had about a year and a half of experience coming into my company but didn't get much from it due to multiple re-orgs. In hindsight, I was a poor hire for my role and have felt this way the entire time. I am not interested in the niche and motivation is a struggle at times. I stayed because the team was really strong and I thought I could focus on the coding and grow technically. That was a mistake.
Fast forward a year and a half later (now), my manager tells me informally that my delivery is ok, but the way I go about my work needs improvement and I'm not growing, so I am performing at a level below. I need a lot of help from other engineers. And that I need fewer comments on my diffs and to do more research on problems because I'm not problem-solving well enough to be at my level. He's completely right. The team is full of high-performers and I know that I'm doing poorly by comparison. But I'm already consistently overworking into the evening and weekends.
I'm also hitting the limit with my mental health. I am putting in effort, but am being told it's not enough. For example, I spend some time understanding X and think I understand it, but teammate questions me in a way that makes me apply that knowledge and I realize my understanding is not so good or I did not think about it that way, so I am ashamed because I have spent a lot of time working on the task, but have failed to deep dive into this part. Or my teammate asks me for my thoughts on how to make something better, but nothing really comes to mind. How do I work on this behavior?
Some other questions:
It's performance review time, and I want a nice raise and bonus just as much as anyone else.
Standard procedure for getting a raise seems to be making the case for yourself: keep track of all your accomplishments during the year so you can present them to your boss when asking for a raise/bonus. Simple enough. I'm prepping that list of things right now.
It's also been the case that this past year I turned down 3 offers that each would have paid me more than my current gig - between 20% and 40%. Now, even though I'm underpaid at my current gig, it's also the case that I'm compensated for that by it being super chill - no deadlines, lots of latitude on what to work on, a nice WFH arrangement (1 day in office a week), and pleasant coworkers.
My question is, do I mention that I got the offers in addition to mentioning the things I'd accomplished over the year? There's an element of "hardball" in that, but maybe it's not a bad move. I guess the phrasing of it is the key. So instead of saying "I've got other offers, give me more money or I leave", it's "I really like working here and with you. So much so that I turned down other companies that were offering decently more. Can you see what can be done to raise my compensation?"
Finally, I'm aware that the best way to ask for a raise is :
"I really enjoy working on this team. I want to do more to increase my impact and empower my teammates - What are the steps I need to take to get to that next level?"
tldr; I am a Tech Lead working in of the big tech giants, getting burnt out due to office politics and ignorant managers.
I am one of the few people (~20) who accidentally was made remote, this was the result of one of the irresponsible move from one of the tech giant.
Anyways, I was part of a team for almost more than a year and the company culture was a bit shocking to me as my manager refused to do 1:1, lack of quality work and ignorance because of me being the remote was evident.
Six months before I, including my team, was transferred to another team with a greenfield project (with little or no prior info), we worked really hard but after 3-4months, another reshuffling happened and most of the team was moved to other projects/team. After couple of months the team was finally dismantled, I thought we will go back to our original team but to my surprise, instead of retaining me, they hired two new lead engineers in their location. In between all of this I was surprised to know that my manager (previous) didn't fill my annual review, when I tried to contact him I didn't get any response. I also scheduled a meeting with him but he didn't show up.
Few weeks before, I was moved to another team, which I found was in the mid of big release. The Principal engineer who was responsible for the design and architecture of the system was moved out before I joined so there was no knowledge sharing per se. I tried to contact him but he is too busy to entertain me now. During the first couple of days, my new manager briefed me that I am the owner of this new project and I have to look after each and everything. The project in itself is very huge: It was in design phase since last 1 year, and it depends on 2-3 teams. Everyday I am pulled into random meetings where there is a lot of alignment going on with some crucial decision making as the project is going to be live in new few months. In the daily sprint the manager wants to make sure I have enough work assigned to me as well. In two weeks I am almost burnt out as I have little or no time left after hours of meeting and going through the random documents.
Recently I came to know that there will a week long in-person workshop to get an alignment on the various decisions on the current project and I am not invited, I pinged my manager for the same but there is a long silence.
As of now, I have little or no breathing space to prepare for the interviews and almost on the verge of burnout.
Few important points:
I had recently joined as an entry-level engineer 6 months ago, and I have been told now that I will be basically working as part of two teams, with half of my time devoted to each one. So I will essentially continue to deliver some work to my current team, while learning a new tech under the same org and delivering to them as well.
The new team I will be working with is still unsure, I have been given two options and have been told about the scope of each of them, I have to revert back with an answer in a few days. I have been told that priorities might change, and adjustments will be made accordingly. So everything is a bit dicey at the moment.
My concern relating to this is:
Just wanted to know if anyone here has faced this before, or have any insights on this. Also since the market is bad, I am a bit concerned that this change might not be an excuse for a future layoff or something like that.
A common question in performance review is "What blockers or challenges did you experience that impacted your ability to achieve goals or meet expectations?". If there was a health emergency or a family situation but one was able to meet and go beyond expectations, what is the take on stating these as 'blockers' in performance review and in promo doc?
Even though I performed at "beyond expectations" level on my assigned projects, I feel I could have taken on more and delivered more if I was not constantly distracted for most parts of the year. I am wondering if it would be appropriate to state this as a blocker and how should one do it.
Any feedback would be much appreciated.
I am a senior software engineer in my company. We are an R&D company who work for the retail industry. I work in the Computer Vision and systems area.
I joined this company as a senior software engineer. Initially, the project that I was hired for had C++ work but that project was scrapped and we worked on a new product where everything was Python and lots of DevOps tools.
Now the problem that I am facing is all my colleagues who are software engineers know a lot about Python and these tools. I have never used them so far. For me, it was exciting that I was using these new tools which were very necessary in the current industry but I was anyways slow and my code quality and the way I designed things never matched the team's ways of things. I know everybody says that the fundamental principles are the same but I found there are some pythonic ways which are way better than a person who is learning it. Additionally, I was a Senior Engineer, so the manager and lead always came to me and said that they expected more from me. I was not contributing enough.
I feel it is normal to expect things from me as I am a senior. The main problem that I face is I don't feel myself important to the team. Most of the development or coding is done by the rest of the team. I even see they are given more design and senior role work too. I am given very small things. Honestly, even I don't know if I will be able to work on designing systems using these technologies. It affects my confidence and so I am never confident in my work, I have a constant fear that I can lose my job anytime. I don't feel proud of my work anymore now. I have learnt the new tools from last 1 year but I am unable to lead the team in any direction. There are some new concepts in Computer Vision world now like Embeddings which is completely new to me I am struggling to catch up on anything.
Our product is going live very soon, so the issues and pressure have started to grow. I am not even able to build any relationships with the real stakeholders in the team. They all love my other teammates and thus keep giving them work. Whenever I try to talk to them about any issues I do not get any encouraging reply, it feels like I am giving very basic suggestions.
Can anyone advise me on how to handle and perform well in the team and above all feel recognized in the team and organization? I am pretty sure many people here would have changed technology and should have faced similar situations , many would have recovered from this situation.
I always have very high standards for myself and have always been recognized as so in my previous companies. Lately, I feel I am not feeling very proud about my work, and I feel that is the main issue. I need some advice to improve in my field and in a consistent way.
Recently, due to health concerns, I consulted a doctor who advised me to take a medical leave for about 4 to 6 weeks, depending on my recovery. As I write this in January, my manager rates my performance at 3 or 4 out of 5. Having worked diligently throughout the year, I am eager to achieve a rating of 4, which will be finalized in August, though typically decisions are made by April.
However, I question the wisdom of deferring my health needs for the sake of a rating, especially since the financial and promotional benefits are not significant. Additionally, I have been contemplating a move to a FAANG or similar company for a better role and salary.
Despite the uncertain job market, I don't want to jeopardize my current position. There are also personal matters I need to address during my medical leave.
I'm seeking advice on how to balance pursuing a favorable performance rating with taking my medical leave, possibly in February. Is there a strategy to achieve both objectives?
what I am leaning towards is prioritizing health & starting the medical process by February. If a company penalizes me by giving me a sh*t rating for taking care of my health, then it’s not a good fit. I haven’t taken a long vacation > than 4 days in 2 years.
I am currently deciding whom to ask for feedback for my performance reviews (due in a couple of weeks). We are usually asked to give 2-3 names. I am trying to choose among the following: a TPM (he oversees most of the projects I have worked on and I have a good rapport with him), a staff scientist (he led a project in which I delivered a key result), a senior staff scientist (I worked with him recently in a project and I helped him with a quick task) and the Director of the GTM team (I worked with her nearly a year ago. I got good feedback from her earlier and I continue to work with her team).
Does it make sense to ask someone with whom you have worked with nearly a year back but are sure to give you a highly positive feedback compared to someone with whom you have worked with recently but might not be strongly positive? Also, are there any general strategies to follow in terms of seniority of the reviewers, how frequently you have worked with them, etc?
I have been at my present job for a year now and I have been doing pretty well at my work. I have never had a discussion about the next level of responsibilities with my manager due to the fact that we have never had a one-on-one before (he has around 150 reportees and is always busy).
I am very keen on moving to the next level and I have a chance to ask for it in an upcoming one-on-one. I would not want to sound demanding or cocky but at the same time I would like to show that i deserve it. Apart from talking about my work, what would be the best way to convey to him that I am ready to move to the next level or at least to ask him to keep me on the radar and to help me grow so that i can get promoted soon.
I was put on PIP today. The PIP period is from 01/2024 till end of 01/2024. He said unsatisfactory performance & had to do this to be fair to others in the team. I think I was being benchmarked against others who work on weekends as outlined in my previous question: .
Yesterday I asked my manager for a 1-week remote and 3 weeks PTO (the company has unlimited PTO) from end of January to 3rd week of February. Do you think this was one of the reasons leading to me being PIP during the month of January?
What should I do now? Should I strive to overcome the PIP or should I find a new job? Anyone successfully overcame the PIP? How do I balance PIP and finding new job?
For more information, my 1st-year stock won't be vested till 06/2024 (so 25% of my RSUs won't be vested till end of the 1st year working for them). I think I'm out looking for a new job, but don't want to lose the RSUs.
For the sake of extreme ownership what could I have done better? If you need more info from me I can definitely provide in the threads below.
Seeking Medical Leave Assistance in the Bay Area
I'm experiencing significant stress and anxiety but can't afford to be unemployed. I don't currently have a primary care physician (PCP), and therapists won't provide a letter for medical leave.
Has anyone here used Zocdoc to obtain medical leave? Do you know of any one in the Bay Area who can assist with getting such a letter?
How would this impact my current job?
I joined my current company (known in our industry for not-so-good WLB) 6 months ago as a Senior Software Engineer and have been doing side hustle in the evening and weekends over past 6 months beside my main job. This means I still completed the 9am to 6pm work schedule before doing my side hustle.
Now my manager is saying I have low bug fix count and my team consists of some weekends workaholics which I suspect I’m being benchmarked against. My upcoming performance review is due end of December 2023 (1 month away). The expectation for my level is ramping up in 3 months which means the last 3 months are no longer considered ramp-up period.
What should I do in this last 1 month leading to the performance review? Should I go all in on the weekends too or should I keep the pace I’m working (I’ve started working in the evening from 7PM to 10PM since receiving this feedback 2-3 weeks ago but on weekends I still hustle). Was I wrong in doing side gigs / projects while ramping up for my full time job and should have instead pushed weekends to ramp up? What could have I done better in the past 6 months and moving forward in 1 month ahead?
I know Rahul talked about doing side contract gigs and Alex talked about doing side projects while both are still at Meta (a very demanding big tech company). How did you guys handle the pressure and what are your schedules like? (Wake up @ 4AM, work on side hustle till 6-7AM, then go to sleep at night around 12AM LOL)? I'm curious about how people organize their side gigs schedule.
Thank you for your advices. I really appreciate it.
I know there are a lot going on approaching the end of year in the company/team for everyone, across different levels people are busy with retrospection and planning for next year. For year-end check-in with my manager, I plan to talk about performance as usual, discuss the promotion timeline/expectations, possibly ask about the bonus I should expect to receive? I am hesitating about asking questions on Bonus which should have settled based on my performance in the past year, is it meaningful to mention Bonus in our conversation, or just show your interest in how to perform better rather than how much bonus you are getting this year and how much more you expect to get.
Besides above topics, what else should we cover in Year-End Conversations? Or probably with whom should we have conversations except our managers, so that we can have better understanding on what we did really well or needs improvements on, and lay out action plans for next year? Thank you!
My TL recently became my TLM at the start of this quarter and we've had communication/expectation issues before. My previous manager indicated through check-ins that I was on track to receive a Significant Impact (SI) rating ("Meets All Expectations") for the last 9 months and now my TLM is hinting that I only meet partial expectations.
The feedback is that I meet my delivery and impact expectations but only with a lot of guidance and help and at my level I need to show more independence.
Even when I ask them what rating they have in mind they don't have a straight answer and it's stressing me out not knowing if it could also be an NI or a PIP in the near future. I'm ashamed because this isn't how I wanted my career to progress at Google and because my friends and family (and team) definitely expected more from me but at this point in the year there isn't much time left.
I'm stressed out of my mind and it doesn't help that I also have anxiety and ADHD that make the situation worse than it actually is due to a recent family issue. The options I see forward are
(1) take the M rating and work harder next year to get promoted
(2) take short-term leave for 1-2 months due to burnout and "freeze" my performance for this year instead of making it worse.
What would you recommend I do?
I got feedback on the last two quarters since I joined the company on three things:
Impact - E; Teamwork - M+; Technical Skills - M
Except for that, something that I was lacking was leadership & ownership.
Current Level: Mid-level.
I wanted here to discuss my struggles in improving my technical skills & leadership. And what mindsets & behaviors I need adopt.
My focus is more about getting a good rating & having a good bonus. And less about promotion at the moment.
Would love feedback on
Hello, I just wanted to get some advice last month I was terminated from my job after being placed on PIP/probation. When I first joined the company I had successfully completed training in React but was put on the team that didn’t use it. When the first review cycle came one of my teammates described my learning as flat and my technical skills as inadequate. There was even a time when I was ignored and tasks were passed over and one where I couldn’t come up with a plan. The junior who they assigned it afterward had the same issue couldn’t find and also didn’t need to come up with a plan but was allowed to work on it. Also, I was given noncoding tasks for a time or generic unit test tickets for functions that didn’t need it.
Eventually, I and the other junior got a task that was basic and miscommunication led to a delay and they complained about us both because of how it took. Then the assignment that sealed my fate was I had to implement a microservice and node API with a unit test in 2 weeks. There was a reference code but we couldn’t ask for help from senior developers. When my manager saw my progress he PIP'ed me and then when saw the demo he was underwhelmed and said I couldn't justify the code had a poor understanding of restful API concepts and my test didn’t meet functional requirements he wrote up the paper to basically have me fired.
I have a question around how to manage a direct report who I’m receiving performance complaints about.
For context, I’m the team lead for a team that works distributed across vertical teams. We have a new hire who’s been working with us for around 3 months now. He’s working with Team A and has recently been helping them to write App X, a brand new application.
Recently the PM for Team A has reached out to me with some general complaints/concerns about his output. The work this new hire is doing blocks most work for Team A, and the PM feels like they should have finished their work by now, and apparently other members of Team A have raised similar complaints.
Additionally, this new hire has a reputation for working very long hours/late into the night after work. On several occasions he’s posted slack messages at 1am, and the PM is concerned that he’s trying to spend long hours after work to try and make up for his lack of progress.
Myself and my manager have both already had casual conversations with him about his late night work to try and put a stop to this, and myself and other team members have tried to help him with his tasks where we can. We’re in a very small company so while I can try shuffling him around to a different vertical, it’s not like there’s limitless possibilities there.
I’ll be bringing this up with my manager today during our 1:1, but I was also very interested in hearing what the Taro community thinks here.
This is my first time as a manager so I’m very much out of my depth here.