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All you need to know from a new manager is whether they are looking to keep you or push you out. Any signs of tension or mistrust should be perceived as a new manager trying to test you as well put you in bad position to be demoted or marginalized.
I don't ever care about what a manager does or says until I see actions just as rewarding or marginalizing me. If a manager wants to push me out, I can play along just fine just be ready when the time comes that you may need to change jobs soon and this is not a bad time to change jobs.
Sometimes I wonder why companies allow their management to play games with employees. It's counter-production to everyone and it's a waste of money. The employee that feels betrayed by his/her manager is not going to be working hard. Companies pay millions every year due to turn overs.
If your manager has only been there three months, his manager will obviously know he was not responsible for things that happened before he arrived.
That being said, the actual end of the year performance review documentation, in my experience as a hiring manager in large corporations, is useless. People spend a lot of time documenting why they were so great; yet their manager has already decided how they will rank them. I've never seen someone change their opinion based on what the employee documented.
Exactly! I was a manager for a while, we had to make our evaluation and hand assessments to HR to keep on file, it was primarily pulled out only in the event of dismissal. My new boss and I are on the same page and I'm now on the other side of the desk, I take my "generic" assessment from the previous year and change the date, it hasn't been an issue and hasn't effected my reviews. My advice, don't waste a lot of time on these things, keep you goals simple and don't promise too much, mind your own business on things you have no control over.
UTCO94 - don't worry, I have been looking for job #7 for a while, even before this guy joined. And it's not petty to call a manager out for trying to take credit for my job. Of course I do not trust him.
How did he try to take credit for your work? That line of thinking is why you're looking for #7. Managers are generally rated based on the work product of the people that work for them. They get "credit" for "your" work anyway - I'm dumbfounded that you don't realize this.
You know how you handle it? Deal in reality, not imaginary scenarios you've created out of thin air.
How did he try to take credit for your work? That line of thinking is why you're looking for #7. Managers are generally rated based on the work product of the people that work for them. They get "credit" for "your" work anyway - I'm dumbfounded that you don't realize this.
You know how you handle it? Deal in reality, not imaginary scenarios you've created out of thin air.
Exactly! That's what management is, getting results through people. Which is why managers can also get canned for their subordinate's lack of performance. Newsflash, your CEO is judged on the entire organization's accomplishments. Do you really think he/she does all of the work - or is only rated based on the specific tasks they have done?
Exactly! That's what management is, getting results through people. Which is why managers can also get canned for their subordinate's lack of performance. Newsflash, your CEO is judged on the entire organization's accomplishments. Do you really think he/she does all of the work - or is only rated based on the specific tasks they have done?
I think that managers should use their own brainpower as to what to put in their performance evaluation forms, not copy things from their subordinates. And when they disclose to the subordinates that they are copying their achievements, that hurts their credibility.
How did he try to take credit for your work? That line of thinking is why you're looking for #7. Managers are generally rated based on the work product of the people that work for them. They get "credit" for "your" work anyway - I'm dumbfounded that you don't realize this.
You know how you handle it? Deal in reality, not imaginary scenarios you've created out of thin air.
I am looking for #7 for a lot of reasons, the one you have mentioned being just recently added to the list. Putting my goals as his own and saying that he managed the process, even though for most of the year it was somebody else, does not add to his credibility. His peers did not want to share their goals with him either, which does not help. And whatever you think, credibility of managers to their subordinates matters: as I mentioned in the original post, we just lost 25% of the team, and it's a recurring situation.
You've obviously got your mind set on making this an issue - despite the fact that it was his boss' responsibility to load objectives for your new manager.
It's readily apparent that nobody at your company really cares about these evaluations, all they're doing is filling in boxes.
Good luck with the job hunt. For your sake, I hope it's based on something more grounded in reality than this scenario you've concocted.
Your achievements are his achievements, that's the way it works. Your only job as an employee, with regards to your manager, is to make his job easier. Embrace it and spin it to your advantage.
But at this moment you have no evidence that he actually took credit for your work, right? Just a suspicion?
Keep your eyes and ears on the situation and don't prejudge.
If this guy comes to discuss stuff with you, you have a good opportunity to steer that relationship in a positive direction. Why waste it?
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