Being managed out after 11 years please help

[YIiii]

I can’t face going into all the detail but I’ve had no support for the last 18 months with various changes to management and this latest manager has taken a dislike to me. He’s picked up on all sorts of things and I am now looking at something called a PIP. He absolutely wants me gone, I have two children and needed my income, what can I do to argue for a settlement, if anything? I feel so broken and burnt out that I can barely think anymore

It sucks. It’s horrible. I’ve not gone through it personally but witnessed it. Do you have KPIs and are you achieving them? If not, the terms of the PIP do you feel you can achieve them? If you are getting unrealistic tasks, targets etc, ensure you confirm them by email. Ensure you save your emails. Do everything you can to document any unfair treatment.

I don’t say this to give you any false hope, but the last time I witnessed similar, the new staff member who was essentially bullying one of his team was basically made to leave. The PIP process in place was thrown out the window and apologies were given to the chap who the new manager (IMO) used to cement himself as a hard ass. But documenting issues were key to it.

Hi I had been feeling like I was being managed out and this has come to fruition. It started with a PIP. I had no measurable goals so argued the toss And that took a few months to negotiate! My work handled that really badly. I fought back against it but now in midst of restructuring my job is at risk and performance concerns gone out the window! You have options:

raise a grievance and asked to be moved to a different LM (do this sooner rather than later)
start a without prejudice conversation with HR to agree a settlement
Look for other jobs

you shouldn’t suffer in silence.
i have done and so wished I’d raised a grievance!

This happened to a friend, she requested her HR file ( I think under a freedom of Information request) and it was an absolute shitshow - incorrect information, conflicting kpi's plus notes alluding to the fact that her salary was higher due to lengh of service.
She got the union involved and requested a meeting with the head of HR - she accepted a settlement.

As others have said. you need to keep meticulous records, but I won't hold out false hope - if you are correct that they want you gone, then it is very unlikely this will end any other way, so I would be doing a good amount of job searching.

Performance is often a difficult one to argue against, but I noticed that you said that you have been picked up on all sorts of things. So my question would be, is he right to have done so? Is there a performance issue to be addressed? Because the other side of the coin is that people do pass performance reviews - some of the time they are absolutely about what they are supposed to be about, which is identifying areas of work for improvement, identifying any help needed to get to that point, and achieving changes in performance.

If all that is irrelevant and you just want to leave, I wuld caution you to be realistic about your chances of getting much of a settlement. You haven't demonstrated any grounds here to suggest that they need to worry about you "having something on them", so they may be unwilling to offer much, if anything.

It's pretty much a waste of time and energy raising a grievance against a PIP, but if the manager has crossed any lines in showing the dislike you describe you may have some grounds there.

Sorry, that's all a bit generic, but without specifics it's hard to know what to suggest.

You say that the new manager has "picked up on all sorts of things". What kind of things? Are the points being raised reasonable in any way?

A lot of people rush to allege bullying and submit grievances when confronted about concerns regarding their performance, as evidenced by some of the advice that you've had on this thread. However, the vast majority of managers don't put people on capability procedures for fun, nor do they do it out of sheer vindictiveness. There are, of course, exceptions, but managing a capability process is actually incredibly stressful and time consuming from the manager's point of view, so most managers won't do it unless they have genuine concerns about performance. Frankly, many avoid it even then.

In the majority of cases, rather than getting all confrontational about it, I think employees in this situation would be well advised to at least try to engage with the process, understand what their manager is asking them to change and make a concerted effort to change it. Yes, there might be times when someone simply doesn't have the ability to do what the manager has asked for, but often, they could if only they invested as much effort in improving their performance as they do in fighting to defend themselves. Ask for guidance on exactly what is required. Ask for support or training if needed. But demonstrate a willingness to work with your manager to meet their expectations and you might actually find that the problem resolves itself.