I’m over 60 and can retire any time.
Couple weeks ago my mgr wrote me a pip for not having and maintaining an adequate succession plan. They pointed out that every mentee I have worked with for the last two years has left the company regrettably.
Strange, what could be the problem? All of them received outstanding hpd reviews.
I’m sure my boss will be shown this by HR.
Your Xmas wishes for my mgr appreciated.
This is @OP
You guys really made me feel better.
Can't wait for my first 1:1 with the realization that I am the only person in that room who makes decisions that matter to me. '21 is going to be great. Sure has me planning.
I'm also a former HON senior level individual and the succession plan was a joke. You'd recommend/train individuals for succession and someone on the ALT or in HR would decide who got the job. It's just an excuse to PIP you as part of the 5% annual requirement. Play along, take the 26 weeks, and laugh all the way to the bank.
Your manager needed to check a box.
You were the path of least resistance.
Someone ready to retire isn't going to raise a big stink.
If you want to quit behind that, do so.
I would go thru the motions of the pip, then continue working, also just going thru the motions.
When they decide to rif you take the severance. That's your parting gift.
If they don't rif you leave on your own will at your chosen time.
Ask around to see if your company applied to TAA. You can contact them and if it gets approved you get extra months of unemployment and training benefits. https://www.doleta.gov/TradeAct/petitioners/taa_search_form.cfm
https://www.doleta.gov/TradeAct/petitioners/taa_search.cfm
https://www.irs.gov/credits-deductions/individuals/hctc ( you get 72.5% of your cobra health care money back).
Since you're close to being 62 years of age, and if you qualify for TAA and HCTC, then I think you're all set.
They would have to run that pip off on the xerox in aero. The only talent left is either brand new ( less than two years) or a baby boomer. With virtually zero opportunity to advance or grow technically ( no support for conferences, no funding to do technical publications, zero training budget for as long as I’ve been here, draconian tuition reimbursement policies) why would anyone stay.
Most technical companies encourage their employees to grow. Honeywell glues them in place and promises that someday...
How many people have “grow in place” mention on any of their last two HPD reviews? Ie... no way no how you get promoted.
If your boss doesn't know who he could replace his direct reports with, what the heck DOES he know about the people who work for him? And if he doesn't know that, how well is he minding the business in general?
As someone else mentioned, in the end HR will decide who gets what according to their current parameters. I feel bad for those of you who invested all or most of your working years to this farce of a company.
Adding insult to injury, they now require you train your replacement (technically unqualified but cheap) from scratch. You're already overworked, they add one more task of you teaching and training your supposed assistant. Disgust, indifference, resignation, anger. Don't go looking for that merit increase.
I'm an aerospace senior-level retiree.
Historically (during my time), if they're nitpicking, they're documenting performance to determine where you fit in the layoff hierarchy and what "package" you'll be offered. I got offered money to stay while high-quality fellow employees were laid off. I retired and got another position – who wants to work for a company that's deceptive with people's livelihood?
they are giving you a gift! play the game and take the 26 weeks!!!
Hahaha......I was with HW aero for 13years and never saw the succession plan actually used and I was a people manager. It was always HR that pushed back when it was time to actually use the succession plan. Just another check the box process, sorry this was the excuse that took you out.
As an ex manager, I can tell you that it is the manager's responsibility to have a succession plan. He can only PIP you if you refuse to implement it by not providing guidance, refusing to write work instructions, etc. Or if the past employees list list you as the reason they left in the hr exit interview.
I would ask to have in your PIP the specific list of behaviors or deliverable snot being met, and the exact measurable deliverable to get off the PIP.
If it is written vaguely, then your manager just made a b. S . reason to pip someone.
You could make his life difficult by refusing to sign it until you have a new meeting with hr participating to rewrite the pip with clear deliverables, but it will not help in the long run.
Lmao sounds like you got piped for not helping them replace you fast enough
Just out of curiosity what site or function of you in op?
Isn't it his job as your manager to discuss this with you at some point during the year, like MMR time in June, rather than just leave you with this (perceived) deficiency and blindside you with it at the end of the year when it's too late to fix it?
Sounds like he was asleep at the wheel and knee-jerked to save face by cascading the punishment down to you. Good managers won't be fooled by his actions, but it is unlikely that there are any in his upline. Malignant culture.
Our site denied several experienced/near retirement people that volunteered and rif-ed the people training to replace them. Between that and rif-ing our best inovators, none of their decissions made sense this year if you want a viable product line on the other side of the down turn.
You are almost there. Do the minimal on the PIP and hang in there until they RIF you. Take the severance and do not look back.
Looks like you did a fine job of mentoring the younger generation. I am sure that they are much better off.
Isn’t it the manager’s task for succession planning?