> “Realistically, there are probably a bunch of people at the company who shouldn’t be here,” Zuckerberg said during the meeting, according to Reuters.
I'd probably start looking for another job. It's one thing to fire poor performers, it's another to make vague allusions to "people who shouldn't be here". If they shouldn't be there, fire them. Otherwise, this just sounds like management has no clue.
No, you set clear performance expectations, give them feedback, and then hold them accountable if they don't meet those performance expectations. Which seems to be what Meta is doing here.
I honestly can't believe so many people in this thread would prefer that Meta just slash and burn employees instead of giving them expectations and a chance to meet them.
I honestly can't believe you'd trust this kind of management to give fair expectations.
Let's be honest. They know who they're going to get rid of. Now they just have to create the pre-text.
Some people might just think those are weasel words to cover an impending large-scale RIF.
At a previous job the management team got all excited about KPIs and made each dept come up ~5 of them and then report on them weekly (or maybe it was monthly). I fought it tooth and nail arguing that it was both silly that we were coming up with them and how easily it would be gamed. My concerns fell of deaf ears and instead we wasted upwards of 4-6 person-weeks of time building tools to extract data from Jira to serve as our KPIs. We wrote the damn code to calculate it, of course we know how to juice the numbers. It was a huge waste of time, nothing interesting came out of it (for us or any department), and "management" patted themselves on the back for "taking action".
I'm not say all metrics suck and are a waste of time but you better have a very good reason for them before you go all-in.
A friend of mine's company started requiring all their developers to track their time, down to the 15min interval. I'd be looking for a new job within a week. Don't even get me started on how asking your employees to track their time is essentially asking them to lie which means the stats you get are worthless, worse than worthless because time tracking takes time on it's own to do.
Coming up with a new idea, researching its feasibility, and executing on it isn't really doable with rigidly monitored metrics, because a lot of the productive work on novel things looks like thinking about things and trying things that don't work out.
As a field we have yet to find good metrics for coding performance, anyone who tells you otherwise just wants to have an excuse to fire you when they suddenly decide that you no longer serve their purposes, even if those purposes is just to have a cool social club that validates their fragile ego.
Are you implying managers don't directly contribute to a product? Because wow, you're really either horribly naive or wildly narcissistic. As a someone who managed programmers for almost 20 years, only a fraction were hands-off. Why do you think all the 10x engineers become managers? A high performing manager hits targets, ships products, and makes customers happy. If you think a hot shot programmer on a team can do this all by themselves, I don't know what to tell you. You'll have to learn the hard way.
I've been a high (if not the highest) performer at companies I've worked at (albeit much smaller companies Meta), if they suddenly want me to log my hours, do a bunch of metric-related BS, or grade me on KPIs that have no basis in reality then I'm leaving.
To me it means: "Nice job you have here, would be a shame if something happens to it!"
I had senior level managers communicating along those lines and squandered my respect in about 3 seconds.
Not that it really matters, but still.
While this is true (working in a company that doesn't value high performers over slackers is infuriating for the former), it's really unlikely that you'll be able to change your company's culture in the right direction at will (if rewarding high performers and kicking the butt of low performers was that easy why weren't you doing so all along ?!), so what's usually happening is:
- the management starts monitoring some KPI some consulting firm told them to monitor
- they start annoy everyone in the company based on these BS arbitry “holly metrics”, which are indeed poor performance indicators and are easily gameable
- top performers will be pissed off and leave
- low performers will do all they can to maximize their metrics instead of doing actual work, reducing their productivity even more
- congrats you've destroyed your company's talent pool and have now turned Meta into IBM. Too bad you don't even have a sales department on par with IBM's, so you'll probably end up like AOL or Yahoo!
For example, I have an optimal load which I can work almost indefinitely and performing very well (in my own scale), when the load shots up, I lock up.
This is why I'm automating as much as I can, so I can keep in that optimal zone which I perform really well.
It's a win-win for companies to hold employees to high standards. Either they sacrifice health, family, relationships, hobbies, etc. to meet unsustainable demands or they "self-select" and the company no longer has to pay their salary, healthcare, benefits, etc. In the economic climate we're living in, it just makes economic sense to squeeze as much productivity as possible out of your workers. This includes pushing already high performing workers to do more than they already are.
What's your solution here for engineers? Counting the lines of code they write?
On the contrary, the best talent is probably already performing to these higher expectations and won't be impacted. Their peers who weren't keeping up are the ones who will be impacted.
Holding employees accountable for high performance standards is generally welcomed by high performers.