I was just put on a PIP of only two weeks, has anyone fought back using or not using an attorney? I only want to delay things, have the chance at looking for another job or transfer to another department, or get a severance. I am over fifty, and this came about three weeks after a new manager was assigned to my department. I was threatened with one before, but performed in a way that they never went thru with it because I met the metrics. This was not done in this case, and was leveled on me Friday. A bone of contention is that this is happening 2 weeks after I took a vacation, and because of that I did not make the metrics. I was told that we still have to make them regardless. However, I met with another manager and she told me that vacation can not ne used against, and only time spent on the job would count towards metrics. In addition, I met with a lower level manager and she reviewed my performance and said it was fine. At the meeting, for the pip, there was an about face in addition, they lied and upped my metrics to another level, making it all but impossible to make. Over all my performance is in the middle, I am clearly being singled out. Secondly, is there anyway to file for FMLA ? From what I understand I have work related stress ,is this usually denied from the insurance carrier for short term leave?
No lower level manager would contradict another manager. This fairy tale is so full of holes it's 2 FUNNI ......
I recall hearing of PIP's less than 30 days, but don't know anyone who has ever been on one. Could be hearsay. If they're done, it would be rare. Can't think of a reason why a 14 day PIP would be useful. PIP's are intended to put in place a set of conditions that, on the surface, appear reasonable and justified, based upon specific shortfalls or behaviors that have been documented over a period of time, and in which all other coaching and other management action have failed. The employee is given a reasonable period of time to not only make corrective actions, but also demonstrate that they can sustain their corrected behavior. That's what 60 days are typical, but 30 days are also used. Usually the 30 day PIP is to make a point, more like breaking a horse. They are also used to get rid of someone all agree has to go quickly. My guess here is, if this is legitimate, the 14 day is a "bogus" PIP, where the manager wants to escalate the seriousness of the situation to the employee short of doing an actual PIP. I have seen managers make up their own PIP-like document as a management technique. These are bogus in that they are not official, via HR, but rather just between the manager and employee. For a bogus PIP, the manager has to be careful with the document they give to the employee. They cannot misrepresent. A PIP is an official HR process, with formal policies to support it. Compliance with all of that is critical to maintained the PIP's validity for documentation: PIP's are intended to provide supporting documentation for termination. A manager would be in serious trouble if they were caught misrepresenting a PIP. They would likely be terminated on the spot. That's why the typical give-away that a PIP is "unofficial" is that there is no "PIP" document: the manager has a meeting or call with the employee, where they can freely use there word PIP, but what they hand to the employee is just the set of requirements and dates, but no where does it say "PIP". Sometimes the hand out is just a warning letter. I have heard of employees saying they got put on a PIP, but when asked say they were never given any document. This gives the manager deniability: " I told the employee the next step would be a PIP; they must have been confused". I have used the bogus PIP technique a few times, when a good employee, or someone who I know can be good, looses their way or needs a push, or a kick in the pants. I call it an "Improvement Plan", not PIP. Sometimes even giving an "extension" if the employee is starting to improve, and I think they are going to in the right direction. Unlike a formal PIP, mine is realistic, direct and actionable, and positive vs negative in tone. I plan to spend a lot of time with the employee: I want them to succeed; if I didn't, I wouldn't bother. When I've done this, at the end, I always meet in person with the employee, get them to talk about what they have learned and how they feel about their work while on the PIP, which is if done well, positive. I complimented them on their hard work, and then in front of them rip up the document, letting them know this was between us, no HR, and not in their file.
Retired Abbott Global Human Resources here ...The above poster is even more clueless than the OP....What in the hell are people with no knowledge giving HR advice and pretending they are actually in HR ? Sorry the above post is a joke like this whole thread
********************* Semi-retired, super doubte-secret, international HR "Man of Mystery" here: I recall putting you on a 14 day PIP; you failed, and were terminated ("early retirement"). How's that working out for you? *********************
****************** Under cover, quadruple-secret, PIP Black belt, HR Manager here: We allow managers a great deal of flexibility when discipling the employees. Practically anything goes, even fake PIP's, as long as, in the end, the employee either completely broken and subservient, resigns, or is terminated. Good luck, ********************
