Comment by jmpman

I work in a prestigious group within my company. The solutions architects across the company aspire to this group. As such, the cream rises to the top, and I work with amazing engineers. Unfortunately the 6% yearly PIP quota must be met, even within this group. So, you end up with the best of the best in the company fighting to stay off the PIP list. Recently my company started forcing this 6% PIP quota to be met within each band. So now, at the principal solutions architect level, you have the best solutions architects in the company, at the highest level, working on the most prestigious accounts, who must be PIPed at 6%. On my account alone, with roughly 3 SAs, over 5 years, 3 have been PIPed. Each one would have been the top SA on a lower tier account. The management has their favorites, and bring in new SAs as backfill. Those SAs are now PIP fodder. Each time we get a new SA on the team, I have a one on one with them, and explain the history of our team. The wise ones understand the situation and jump elsewhere in the org. It’s become this revolving door of exceptional talent, who our customers adore, who keep getting PIPed. It’s not good for the customer, and not good for the company. The engineers who survive have taken an offense approach to the situation, setting other SAs up for failure. Ultimately the roles are filled with a collection of scheming back stabbers who are more skilled at politics than delivering results.

In my own role, I’ve realized that getting promoted is more likely to put me in competition with a more elite set of engineers, so I continue to decline the promotion offer. I happily perform at top of band in my current role, and avoid the PIP stress. I’m likely sacrificing $100k/year for this peace of mind, but also expect to work another 7 years in this role at this level, as opposed to maybe 3 years at the higher level before getting PIPed.