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How to disciipline overeager engineer
Manager surprised with request for promotionHow do future employers see recently promoted candidates applying for new jobs?Should I compare myself with other coworkers during a promotionHow to help a co-worker who wouldn't be able to get promotion due to lack of English skills?Disciplining hard-working but insubordinate engineer or his superior?How can I persuade my management to give me a clearer roadmap for promotion?
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I have a software engineer on my staff that has been very useful. He basically trains himself on new technologies on a weekly basis, and can memorize and apply the latest O'Reilly textbook over a weekend, and master the content within a month. He's been on board with our company (5000+ as of January) for a little over 4 years, and has done well with us (i.e. stocks, bonuses), puts in at least 15 hours overtime per week, etc.; and has received a promotion from intermediate engineer to senior engineer in his first year (mostly due to his hiring manager messing up and hiring him "too low").
He's had a lot of success these past 3 years, and is pushing (excessively) for a promotion to "engineering director", which is the next level up (2 levels beneath me). In his words, he's got the knowledge, drive, and mindset to make it to this level, and plans to "be a director before he's 33". While I wish that for him, the company doesn't promote people unless they've worked in a role for a least 3 years and can prove they're ready for the next level.
He's recently completed his annual review, and while he got a raise and encouragement that he's close to reaching the next level/promotion, he wasn't happy. He insisted on knowing every detail of how he's not yet ready for the next promotion, and insisted on having checkins each month to know if/when he's ready so he can be promoted early rather than having to wait another year "needlessly" to be promoted during annual reviews. I tried to encourage him to be patient, but he's insistent that "time spent in the current chair shouldn't be a factor", while management insists that it's important to "de-risk" a candidate.
We've had a serious problem with him this month: since a formal meeting where he's noted he's not happy being magically promoted on a whim, he's made a point of cutting OT to nothing, focusing on his personal blog/LinkedIn to show off his knowledge, focusing on generic skills/abilities (at the expense of company-specific skills/technologies) and encouraging other engineers to do the same. This has caused a lot of disruptions in the company, and I'm receiving recommendations to encourage this millennial to quit. How do I straighten out this formerly useful employee? He has accrued 2 years of severance in lieu of OT (due to unique circumstances), and senior management (on principal) doesn't want to pay $700,000 to "fire" someone.
united-states promotion canada discipline
asked 7 mins ago
HongHong
1
New contributor
Hong is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.
add a comment
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I have a software engineer on my staff that has been very useful. He basically trains himself on new technologies on a weekly basis, and can memorize and apply the latest O'Reilly textbook over a weekend, and master the content within a month. He's been on board with our company (5000+ as of January) for a little over 4 years, and has done well with us (i.e. stocks, bonuses), puts in at least 15 hours overtime per week, etc.; and has received a promotion from intermediate engineer to senior engineer in his first year (mostly due to his hiring manager messing up and hiring him "too low").
He's had a lot of success these past 3 years, and is pushing (excessively) for a promotion to "engineering director", which is the next level up (2 levels beneath me). In his words, he's got the knowledge, drive, and mindset to make it to this level, and plans to "be a director before he's 33". While I wish that for him, the company doesn't promote people unless they've worked in a role for a least 3 years and can prove they're ready for the next level.
He's recently completed his annual review, and while he got a raise and encouragement that he's close to reaching the next level/promotion, he wasn't happy. He insisted on knowing every detail of how he's not yet ready for the next promotion, and insisted on having checkins each month to know if/when he's ready so he can be promoted early rather than having to wait another year "needlessly" to be promoted during annual reviews. I tried to encourage him to be patient, but he's insistent that "time spent in the current chair shouldn't be a factor", while management insists that it's important to "de-risk" a candidate.
We've had a serious problem with him this month: since a formal meeting where he's noted he's not happy being magically promoted on a whim, he's made a point of cutting OT to nothing, focusing on his personal blog/LinkedIn to show off his knowledge, focusing on generic skills/abilities (at the expense of company-specific skills/technologies) and encouraging other engineers to do the same. This has caused a lot of disruptions in the company, and I'm receiving recommendations to encourage this millennial to quit. How do I straighten out this formerly useful employee? He has accrued 2 years of severance in lieu of OT (due to unique circumstances), and senior management (on principal) doesn't want to pay $700,000 to "fire" someone.
united-states promotion canada discipline
asked 7 mins ago
HongHong
1
New contributor
Hong is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.
What does "millennial" mean?
– Gregory Currie
5 mins ago
@GregoryCurrie Misguided, over educated youthful employee who seems to expect a 10% raise every 6 months, apparently.
– Hong
1 min ago
add a comment
|
I have a software engineer on my staff that has been very useful. He basically trains himself on new technologies on a weekly basis, and can memorize and apply the latest O'Reilly textbook over a weekend, and master the content within a month. He's been on board with our company (5000+ as of January) for a little over 4 years, and has done well with us (i.e. stocks, bonuses), puts in at least 15 hours overtime per week, etc.; and has received a promotion from intermediate engineer to senior engineer in his first year (mostly due to his hiring manager messing up and hiring him "too low").
He's had a lot of success these past 3 years, and is pushing (excessively) for a promotion to "engineering director", which is the next level up (2 levels beneath me). In his words, he's got the knowledge, drive, and mindset to make it to this level, and plans to "be a director before he's 33". While I wish that for him, the company doesn't promote people unless they've worked in a role for a least 3 years and can prove they're ready for the next level.
He's recently completed his annual review, and while he got a raise and encouragement that he's close to reaching the next level/promotion, he wasn't happy. He insisted on knowing every detail of how he's not yet ready for the next promotion, and insisted on having checkins each month to know if/when he's ready so he can be promoted early rather than having to wait another year "needlessly" to be promoted during annual reviews. I tried to encourage him to be patient, but he's insistent that "time spent in the current chair shouldn't be a factor", while management insists that it's important to "de-risk" a candidate.
We've had a serious problem with him this month: since a formal meeting where he's noted he's not happy being magically promoted on a whim, he's made a point of cutting OT to nothing, focusing on his personal blog/LinkedIn to show off his knowledge, focusing on generic skills/abilities (at the expense of company-specific skills/technologies) and encouraging other engineers to do the same. This has caused a lot of disruptions in the company, and I'm receiving recommendations to encourage this millennial to quit. How do I straighten out this formerly useful employee? He has accrued 2 years of severance in lieu of OT (due to unique circumstances), and senior management (on principal) doesn't want to pay $700,000 to "fire" someone.
united-states promotion canada discipline
asked 7 mins ago
HongHong
1
New contributor
Hong is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.
I have a software engineer on my staff that has been very useful. He basically trains himself on new technologies on a weekly basis, and can memorize and apply the latest O'Reilly textbook over a weekend, and master the content within a month. He's been on board with our company (5000+ as of January) for a little over 4 years, and has done well with us (i.e. stocks, bonuses), puts in at least 15 hours overtime per week, etc.; and has received a promotion from intermediate engineer to senior engineer in his first year (mostly due to his hiring manager messing up and hiring him "too low").
He's had a lot of success these past 3 years, and is pushing (excessively) for a promotion to "engineering director", which is the next level up (2 levels beneath me). In his words, he's got the knowledge, drive, and mindset to make it to this level, and plans to "be a director before he's 33". While I wish that for him, the company doesn't promote people unless they've worked in a role for a least 3 years and can prove they're ready for the next level.
He's recently completed his annual review, and while he got a raise and encouragement that he's close to reaching the next level/promotion, he wasn't happy. He insisted on knowing every detail of how he's not yet ready for the next promotion, and insisted on having checkins each month to know if/when he's ready so he can be promoted early rather than having to wait another year "needlessly" to be promoted during annual reviews. I tried to encourage him to be patient, but he's insistent that "time spent in the current chair shouldn't be a factor", while management insists that it's important to "de-risk" a candidate.
We've had a serious problem with him this month: since a formal meeting where he's noted he's not happy being magically promoted on a whim, he's made a point of cutting OT to nothing, focusing on his personal blog/LinkedIn to show off his knowledge, focusing on generic skills/abilities (at the expense of company-specific skills/technologies) and encouraging other engineers to do the same. This has caused a lot of disruptions in the company, and I'm receiving recommendations to encourage this millennial to quit. How do I straighten out this formerly useful employee? He has accrued 2 years of severance in lieu of OT (due to unique circumstances), and senior management (on principal) doesn't want to pay $700,000 to "fire" someone.
united-states promotion canada discipline
united-states promotion canada discipline
asked 7 mins ago
HongHong
1
New contributor
Hong is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.
asked 7 mins ago
HongHong
1
New contributor
Hong is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.
asked 7 mins ago
HongHong
1
New contributor
Hong is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.
asked 7 mins ago
HongHong
1
asked 7 mins ago
HongHong
1
1
New contributor
Hong is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.
New contributor
Hong is a new contributor to this site. Take care in asking for clarification, commenting, and answering.
Check out our Code of Conduct.
What does "millennial" mean?
– Gregory Currie
5 mins ago
@GregoryCurrie Misguided, over educated youthful employee who seems to expect a 10% raise every 6 months, apparently.
– Hong
1 min ago
add a comment
|
What does "millennial" mean?
– Gregory Currie
5 mins ago
@GregoryCurrie Misguided, over educated youthful employee who seems to expect a 10% raise every 6 months, apparently.
– Hong
1 min ago
What does "millennial" mean?
– Gregory Currie
5 mins ago
What does "millennial" mean?
– Gregory Currie
5 mins ago
@GregoryCurrie Misguided, over educated youthful employee who seems to expect a 10% raise every 6 months, apparently.
– Hong
1 min ago
@GregoryCurrie Misguided, over educated youthful employee who seems to expect a 10% raise every 6 months, apparently.
– Hong
1 min ago
add a comment
|
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What does "millennial" mean?
– Gregory Currie
5 mins ago
@GregoryCurrie Misguided, over educated youthful employee who seems to expect a 10% raise every 6 months, apparently.
– Hong
1 min ago