Ask HN: 问 HN：在 FANG 公司中，出于非性能原因部署 PIP 的情况有多常见？
3 分•作者: quietthrow•6 个月前
一位亲爱的朋友最近向我倾诉，他们正被迫离开团队。给出的选择是换团队或接受绩效改进计划（PIP）。给出的理由含糊不清。他们最近经历了经理更换，之前的经理给出了积极的反馈（表现出色，对目前的状态满意），但突然之间，在新经理的季度反馈中，表现却不尽如人意，然而却没有给出具体原因（一切都含糊不清且主观，这意味着可以任人解读，而且是经理对下属的解读）。
这个人是初级员工，我能看出这正在对他们造成心理打击。我从未当过经理，所以不了解大型组织（FANG）的运作方式，但我很好奇，你们当中有多少人经历过类似的事情，或者因为组织压力/环境，被迫对一个实际上表现并不差的员工进行绩效管理？
我是一名技术领域的普通员工，鉴于当前的市场环境，我想保护自己免受类似情况的发生。最好的方法是什么？
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A dear friend confided recently that they are being forced out of a team. The options given were change teams or go on PIP. The reasons cited were hand wavy. They went through a manager change recently and prior manager gave positive feedback (solid performance and happy with current state) and suddenly next quarter with new manager feedback was performance is suboptimal however no specific causes given (its all hand wavy and subjective which means it’s open to interpretation and it’s the managers interpretation against the subordinates)<p>This person is junior and I can see it’s taking a toll on them psychologically. I have never been a manager so I don’t know the dynamics of a large organization (fang) but am curious how many of you have experienced something similar or were forced to performance manage a employee when they really didn’t have bad performance but you had to do it anyways due to organizational pressures/circumstances?<p>I am an IC in tech given the current climate want to protect myself from something like this happening. What’s the best way to do so?