I think it's a last resort for someone who isn't listening to a specific feedback well, it requires the manager (IME) to be crystal clear on what's not working well, and how they can improve it. And to follow up on in some cadence (every 3 days) with notes, laser focused. Giving an amount of time for the person to show they can and want to change.
In one of the cases the person who got pip'd got promoted to Staff Eng from Senior within a year, it was mostly about his attitude, not about his technical skills, and he changed completely. I think that person was just not self aware how people didn't enjoy working with him, even if the manager gave feedback, he thought it was funny or something like that.
It was a real "Am I the bad one" moment when the PIP process started. Another one was about how they always went too deep into rabbit holes and never delivered any value, to change the way they approach problems, etc.
I feel feedback from managers is extra challenging in remote environments OR in places where a person has been for too long and is too used to the status quo, and PIPs can help there.
I count myself luck that I haven't worked in companies where PIPs were used as a tool to layoff or fire people, but I also take some of those reports with a grain of salt.
> think it's a last resort for someone who isn't listening to a specific feedback well
Pretty much this at least when I've used it. What was surprising was I had an employee do a complete 180 when put on a PIP. They had been given lots of feedback, clear guidance, and even a direct, "we've talked about this, and it's putting your job in jeopardy, if this continues you will be fired" conversation prior to the PIP. I honestly expected to fire them and the end and thought I was just crossing my Ts and dotting my 'i's with HR, but to my shock the PIP seemed to shake something loose that nothing else did. All I can think is that putting a clear deadline on it finally got through. When I left a couple years later we were starting to talk about promoting them. Don't know if it ever happened.
I can't assert how other companies and managers use them, but the only time I've ever deployed PIPs is as a "we've talked about this, and this is now your last chance" with the honest intent (even if I'm not expecting it) that if the issues are resolved they are put behind us.
You and aprdm have given me a little bit of hope that some larger tech employers (I assume you're both with larger employers as I've never heard of a small employer that did PIPs) are decent when it comes to this sort of thing. It's good to know. Thank you.
In one of the cases the person who got pip'd got promoted to Staff Eng from Senior within a year, it was mostly about his attitude, not about his technical skills, and he changed completely. I think that person was just not self aware how people didn't enjoy working with him, even if the manager gave feedback, he thought it was funny or something like that.
It was a real "Am I the bad one" moment when the PIP process started. Another one was about how they always went too deep into rabbit holes and never delivered any value, to change the way they approach problems, etc.
I feel feedback from managers is extra challenging in remote environments OR in places where a person has been for too long and is too used to the status quo, and PIPs can help there.
I count myself luck that I haven't worked in companies where PIPs were used as a tool to layoff or fire people, but I also take some of those reports with a grain of salt.