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Honestly anyone who is consistently terrible at their job needs the chop, ESPECIALLY managers.
True
I think yes, but it is complicated. I have seen poor management drive turnover, but HR often lacks the backing to act. Without leadership support, authority on paper does not mean much.
Agreed
We had a horrible green manager who assisted in my org losing one of their most experienced staff members (more experienced than the manager). Because of pressure from the poor managers supervisors, I could not mitigate the situation without putting my job in jeopardy.
Understandable
Chief
More authority? No. It's not my job to fire anyone who isn't on my staff, it's their manager's job.
More respect? Absolutely. If I'm able to show how a bad manager is affecting revenue, turnover, and productivity, I need to have upper management listen and take heed, and do something, whether it's coaching, a PIP, or termination.
In my experience holding on to a questionable manager has much less to do with leadership dynamics and much more to do with external factors, namely the job market.
Red tape, cliques, or whatever? Zero attention. I've had some upper management dig in heels before, but could usually curb it with a report for a director's meeting. A compilation of how much the department is spending on turnover, exit interview findings, employee engagement surveys and department output are good metrics that can point straight at one person with clearly labelled consequences. Especially if there's high discrepancy between them and every other department. I've always found that I just need something to substantiate my claims/instincts and there's been follow-up in one way or another.
Manager has a unique skillset that is incredibly hard to replace because the number of qualified people is tiny, nevermind additional factors like geography, wage equity and living accommodation? That's a real challenge.