Sep 27 2025, 03:42 AM
QUOTE(hoonanoo @ Sep 26 2025, 07:18 PM)
So don't you think its masterful ?
Friend A has engineered his own safeguards to prevent himself from getting PIP.
Firstly Friend A, knowingly took up the position at Subsidiary A to get more better job exposure even though Friend A knew that does not have the necessary experience and skillset to perform the role but wants to learn on the job.
However, if learning on the job did not work, and suddenly Friend A has gone into a toxic working environment and Subsidiary A wants to launch a trap, Friend A has to take the back escape route:
1) Org chart with blurred lines: Friend A used to have a head of department, however, HOD was abruptly transferred leaving no clear route. HR of subsidiary A incompetently communicated to Friend A verbally that Friend A is the unofficial HOD. Friend A suddenly has to administrate a bunch of revolting and mutiny staffs.
So without this HOD, makes the chain of command even more confusing.
2) Friend A having job contract with Group HQ which insulates from getting PIP from Subsidiary A
3) Friend A once detected early warning of PIP, when was told of complain from staffs, quickly transfer back to Group HQ
4) Even though the bosses wanted Friend A to be imposed PIP at Group HQ, how to impose PIP when Friend A already started a different role ?
Was there a contractual signed binding contract friend A, which his employment role&responsibility to work in Subsidiary, which salary is paid by HQ?Friend A has engineered his own safeguards to prevent himself from getting PIP.
Firstly Friend A, knowingly took up the position at Subsidiary A to get more better job exposure even though Friend A knew that does not have the necessary experience and skillset to perform the role but wants to learn on the job.
However, if learning on the job did not work, and suddenly Friend A has gone into a toxic working environment and Subsidiary A wants to launch a trap, Friend A has to take the back escape route:
1) Org chart with blurred lines: Friend A used to have a head of department, however, HOD was abruptly transferred leaving no clear route. HR of subsidiary A incompetently communicated to Friend A verbally that Friend A is the unofficial HOD. Friend A suddenly has to administrate a bunch of revolting and mutiny staffs.
So without this HOD, makes the chain of command even more confusing.
2) Friend A having job contract with Group HQ which insulates from getting PIP from Subsidiary A
3) Friend A once detected early warning of PIP, when was told of complain from staffs, quickly transfer back to Group HQ
4) Even though the bosses wanted Friend A to be imposed PIP at Group HQ, how to impose PIP when Friend A already started a different role ?
If yes, then it is contractual binding that he didn’t perform, thus required to be under PIP.
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