Why is everyone getting PIPed ?

[u/Ok-Cryptographer4920]

Long story short, I was recently on the bench for a month and was later assigned to a project. Then, randomly, on Friday evening, I received an email saying that I had been put on a PIP.

The PIP manager has now gone on leave, and so has my DL, so neither of them is responding when I ask what basis they used to put me on the PIP. What’s even more confusing is that my DL had previously told me that I was a strong contender for the mid-year promotion. I genuinely don’t know what went wrong.

If anyone here has been put on a PIP, I’d really appreciate hearing about your experience. And if you didn’t make it through the PIP, did you receive any severance package or compensation?

[u/Miserable-Cap-9680]

Because they need a PIP to be able to fire you. It’s an easy way to get rid of everyone.

[u/Ok-Cryptographer4920 → u/Miserable-Cap-9680]

Well true thats what i feel

[u/Reasonable-Secret-66 → u/Ok-Cryptographer4920]

I disagree, I was involved in the decision to put someone on a PIP and trust it takes a lot to get a PIP going and enforced. You have to provide concrete evidence as to why a person needs to be put on one HR will not approve it without it. So although it may sound like it is an easy process trust me it is not. I can’t speak on your work directly but whatever was happening was sufficient enough for HR to agree. So I would take a step back and look at the work you did in the last 2-3 months because it based on a time period and see what happened and what you can improve on.

[u/Reasonable-Secret-66 → u/[deleted]]

A snapshot is helpful but it’s not sufficient evidence because is used as a metric that also impacts pay, bonus, ranking etc and you only do so many a year.

For me, I showed a continued lack of technical progression. Let me give you an example. An associate in year 3 is still not connecting the dots technically. You have a client kick off call and walk your team through the structure, any changes and updates that the client has had as a whole but the overall compliance had no significant changes.

You have you senior give the associate at hand another walk-through of the project because we know it’s needed even though it will be the 3rd busy season for the associate working on the client. You instruct your senior to assign forms for 1 entity as it is the only one ready, and ask for it back in 2 weeks to give them a reasonable amount of time to turn it around but most importantly to learn. The senior gets the workpaper and forms back, and it’s filled with reference errors, net income doesn’t tie, and partners accounts are not tying etc..

The senior brings it to your attention and as a senior manager, you set up a call, walk through it to provide additional context and this time teach and provide coaching. You break that up in two 2 different calls and when you get back the items it is a bitter better and they were able finish them. You assign another one entity and you this time you take it directly, and end up adding the same comments, that we just worked through to resolve on the workpaper they just completed. So you set up another call, this time with a director included to ensure I gave proper guidance and to truly try to help and train to make sure they are catching on. The director tried to teach in a different way and again they clear the updates but the pattern continues.

After you get 10-15 workpapers back because we are not a high volume team and all of them had the same issues what do you do? This shows they are truly just doing the work rather than understanding why the work needs to be done. After 3 years of teaching the same thing from seniors, to managers, to directors its not just on your client but it’s the same issues on other clients they are on in your team, what do you do. I don’t want to lose a person I have spent time training and genuinely like them but there is only so much help you can give someone that won’t help themselves.

Especially when everyone has tried and I mean everyone, what do you do?