I’ve been on pip - does anyone know how it works? Is it basically 30 days, then you meet with HR and if your manager doesn’t take you off pip, you do another 30 days with a HR person and then after that you’re fired?
Any thoughts would help here
@38a Gartner was a DEI SE manager from jnpr. Be very careful around him.
@381 who is Gartner?
when will gartner get a pip? waiting. . .
Stfu manager clowns
@j3 you are wrong in every single way. you know nothing about how the PIP process works. Everything is run through legal, and you can't put someone on a PIP without documentation supporting the performance issue. I would take responsibility for your comments, and refrain from responding on things you don't have knowledge of. I have delivered a half dozen PIPs at HPE, over 20+ years of management. We do everything we can to avoid it, its far to much work and effort.
@OP Let’s clear the air on PIPs at HPE. As a manager who has been here for decades, I can tell you the unvarnished truth: putting someone on a PIP is an immense amount of administrative exhaustion. No manager wakes up wanting extra paperwork, and with annual layoffs, there are far easier ways to exit people if that were the goal.
A PIP never happens for sketchy reasons—it wouldn't survive HR or legal review. To even get a plan approved, you have to provide 100% documented proof of performance gaps backed by hard reporting. It is strictly performance-based and always a last resort.
While the expectation is to hit 100% of your metrics, every employee who isn't there should have a clear path forward. If you can articulate where you are missing the mark and proactively present a plan to make up the gap, I don't think you'd even be on a PIP—any manager would much rather work the plan together.
What people missing their metrics fail to understand is that team goals are weighted across our headcount. When an under performer misses goals that gap doesn't just vanish—it brings the entire team down. Others are forced to overproduce and take up the slack. Missing our business goals directly impacts how much headcount we will have the next year. It's unfair to put others on the team at risk of lay off, when as a manager you can see who is or is not producing.
If I'm honest, as managers, we have to either get you producing or fill the seat with someone who can. Doing nothing means the team shrinks next year, and carrying non-performers is fundamentally unfair to the rest of the team and our shareholders.
This is the truth, like it or not. Sadly, many replies are untruthful. I am sorry you found yourself on a PIP, rest assured there is likely clear documentation that supports the decision. Feel free to reach out to People Care if you think you are being treated unfairly, it will be investigated.
so many Stacys, all they care about it their perception and their bags
@m8 Stacy is the worst has done nothing for HPE.
@kx . . . they keep Stacy and Gartner. mind boggling.
and then gets hpe lays off the really competent people, the good talent and keep corporate Stacy
@ak That is untrue. PIPs are used to target people who don’t toe the line or are considered too expensive or just because someone’s fragile ego is bruised. This is not to say PIPs are not used for poor performers, but it gets misused by management. To paraphrase a 20th century philosopher, “They (bosses) want you just smart enough to run the machines and fill out the paperwork.” If you are unique in anyway, someone will try to push you out.
@j3 -That is one of the best explanations of what a PIP really is. Unless you can fight the PIP from the start, consider it a sign to get out. PIPs have nothing to do with performance and everything to do with politics. It is incredibly subjective and awful experience.
PIP is practically a trap that gives HR more ammunition to pull the trigger on your termination.
Smart people on PIP will start looking for a job elsewhere and not even worry about their deliveries.
Determined people on PIP will complete their deliveries and hope that there's light at the end of the tunnel.
Lazy people on PIP won't do either.
It's a psychological game. If you didn't understand the expectations that were put upon you or if it was never communicated properly, chances are that it won't improve during a PIP because you're going to be paranoid about whether the work you're doing is considered an improvement to your performance. Then on top of that, you have other tasks that weren't mentioned in your PIP that you're expected to deliver. That creates another anxiety about time management. Then when you have your mandated check-in meetings with your manager and you're afraid to really say anything that shows that you're "trying your best" to meet these deadlines and deliveries.
Overall, PIPs su-k. Most of the time, people think it's a waste of time and move on to their next career move.
@b9 this is exactly how i feel is going to happen to me
our org is growing super fast like we’ve hired so many people though
i wonder why they didnt just lay me off vs being on PIP?
I was on a PIP and beat it, but I was first to be laid off
I really didnt even read my pip; just the financials. More time SE manager wasted typing it up.
You will never beat the PIP. You'll simply survive it. I mean, the people I know that survived it, were never taken off, but they were never fired, either. They were in limbo and never got bonuses or normal raises. They left on their own after like 12-18 months. no lie...
@ac while it's the exception to beat a PIP, it's happened. not sure about HPE since i have only been here a bit over a year. in any case, i definitely would recommend readying yourself for a job hunt if you're so inclined.
also, if you suspect in any way the PIP is due political crossfire, there's no way of beating that other than switching teams (which might be impossible during a PIP).
good luck!
You gotta royally fu-k up to get on a PIP. What in the world did you do? Stop working?
Everything I've heard is that no one beats a PIP.