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How to deal with upper management that's taking advantage of an excellent hire?
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I'm a manager at a medium-to-large corporation in Arizona. Some details have been anonymized, including the state.
We recently hired a Junior Software Engineer with about 1 year of experience several months ago who is baffling our management and other developers. In most cases, he is able to vastly outperform Senior and Principal Software Engineers without even trying.
He came here despite not knowing our technology stack, and learned to use it better than many of our current employees within a month. To make matters more interesting, he is repeatedly discovering, documenting, and fixing security holes that would've cost our business a tremendous amount of money if exploited.
We've tried to give him very difficult tasks, and even one we've deemed impossible, and he's completing them very quickly. We assign hundreds of hours for him to complete a programming task, but he's completing them as fast as 1 hour on some occasions. The hardest one, when he was still learning our technology stack, took him only two weeks; we were expecting it to take anywhere from 3 to 4 months.
His projects are finished perfectly. He's the only one merging code that actually works correctly the first time, unless there's a problem on our end. He does exactly what he's told.
Unfortunately for him, management feels the need to capitalize on his impostor syndrome so they won't have to give him a raise. He's starting to realize his value, but management is not having it.
We've even gone as far as having him work on four different teams, but he's finishing his assigned work before everyone else. The result is that he sits around doing nearly nothing all day because there is nothing for him to do. He keeps asking for projects, and we continually try to challenge him, but he's completed more than a dozen projects in just 8 months. Our average yearly workload is about 4 or 5 projects.
To make matters worse, he was recently caught watching videos on YouTube, and was written up for it. He's one of the lowest paid developers on our team, and unfortunately, upper management doesn't want to pay him more, or give him a higher, more important position.
How can I convince management to stop taking advantage of him, and let him do his own thing when there's nothing to do?
software-industry management people-management
asked Mar 9 '16 at 0:24
Joshua
13915
 |Â
show 10 more comments
up vote
27
down vote
favorite
I'm a manager at a medium-to-large corporation in Arizona. Some details have been anonymized, including the state.
We recently hired a Junior Software Engineer with about 1 year of experience several months ago who is baffling our management and other developers. In most cases, he is able to vastly outperform Senior and Principal Software Engineers without even trying.
He came here despite not knowing our technology stack, and learned to use it better than many of our current employees within a month. To make matters more interesting, he is repeatedly discovering, documenting, and fixing security holes that would've cost our business a tremendous amount of money if exploited.
We've tried to give him very difficult tasks, and even one we've deemed impossible, and he's completing them very quickly. We assign hundreds of hours for him to complete a programming task, but he's completing them as fast as 1 hour on some occasions. The hardest one, when he was still learning our technology stack, took him only two weeks; we were expecting it to take anywhere from 3 to 4 months.
His projects are finished perfectly. He's the only one merging code that actually works correctly the first time, unless there's a problem on our end. He does exactly what he's told.
Unfortunately for him, management feels the need to capitalize on his impostor syndrome so they won't have to give him a raise. He's starting to realize his value, but management is not having it.
We've even gone as far as having him work on four different teams, but he's finishing his assigned work before everyone else. The result is that he sits around doing nearly nothing all day because there is nothing for him to do. He keeps asking for projects, and we continually try to challenge him, but he's completed more than a dozen projects in just 8 months. Our average yearly workload is about 4 or 5 projects.
To make matters worse, he was recently caught watching videos on YouTube, and was written up for it. He's one of the lowest paid developers on our team, and unfortunately, upper management doesn't want to pay him more, or give him a higher, more important position.
How can I convince management to stop taking advantage of him, and let him do his own thing when there's nothing to do?
software-industry management people-management
asked Mar 9 '16 at 0:24
Joshua
13915
40
Don't try. Make friends with this kid, and see if he will give you a good recommendation for any job openings when he lands a job worthy of his talents.
– Wesley Long
Mar 9 '16 at 0:34
8
Probably the other managers and staff want him gone. This happens often in mediocre shops with experienced developers who aren't terribly quick. Some young guy comes in with more than one tool in his belt and a deeper vision and runs circles around them. The old hands will get defensive, the young guy gets frustrated and bored and leaves. Or he discovers thedailywtf.com and realizes he is living it. Or someone else leaves and then recruits him away for 50% more money.
– kevin cline
Mar 9 '16 at 0:54
5
Reminds me of csd.uwo.ca/~magi/personal/humour/Computer_Audience/…. Companies that lose guys like him eventually fail as they are out-competed by the companies that recognize and reward talent. If I were you, I would be looking for my next position.
– kevin cline
Mar 9 '16 at 1:00
7
Just forward me his resume, and I'll take care of it. I'll give you the same finders fee I give recruiters. If he's really this good, I'll take you both for a raise.
– jimm101
Mar 9 '16 at 3:28
3
@Frisbee: Maybe you don't buy it, but I have done similar, solving problems in an afternoon that IT swore would take months.
– jamesqf
Mar 9 '16 at 5:05
 |Â
show 10 more comments
up vote
27
down vote
favorite
up vote
27
down vote
favorite
I'm a manager at a medium-to-large corporation in Arizona. Some details have been anonymized, including the state.
We recently hired a Junior Software Engineer with about 1 year of experience several months ago who is baffling our management and other developers. In most cases, he is able to vastly outperform Senior and Principal Software Engineers without even trying.
He came here despite not knowing our technology stack, and learned to use it better than many of our current employees within a month. To make matters more interesting, he is repeatedly discovering, documenting, and fixing security holes that would've cost our business a tremendous amount of money if exploited.
We've tried to give him very difficult tasks, and even one we've deemed impossible, and he's completing them very quickly. We assign hundreds of hours for him to complete a programming task, but he's completing them as fast as 1 hour on some occasions. The hardest one, when he was still learning our technology stack, took him only two weeks; we were expecting it to take anywhere from 3 to 4 months.
His projects are finished perfectly. He's the only one merging code that actually works correctly the first time, unless there's a problem on our end. He does exactly what he's told.
Unfortunately for him, management feels the need to capitalize on his impostor syndrome so they won't have to give him a raise. He's starting to realize his value, but management is not having it.
We've even gone as far as having him work on four different teams, but he's finishing his assigned work before everyone else. The result is that he sits around doing nearly nothing all day because there is nothing for him to do. He keeps asking for projects, and we continually try to challenge him, but he's completed more than a dozen projects in just 8 months. Our average yearly workload is about 4 or 5 projects.
To make matters worse, he was recently caught watching videos on YouTube, and was written up for it. He's one of the lowest paid developers on our team, and unfortunately, upper management doesn't want to pay him more, or give him a higher, more important position.
How can I convince management to stop taking advantage of him, and let him do his own thing when there's nothing to do?
software-industry management people-management
asked Mar 9 '16 at 0:24
Joshua
13915
I'm a manager at a medium-to-large corporation in Arizona. Some details have been anonymized, including the state.
We recently hired a Junior Software Engineer with about 1 year of experience several months ago who is baffling our management and other developers. In most cases, he is able to vastly outperform Senior and Principal Software Engineers without even trying.
He came here despite not knowing our technology stack, and learned to use it better than many of our current employees within a month. To make matters more interesting, he is repeatedly discovering, documenting, and fixing security holes that would've cost our business a tremendous amount of money if exploited.
We've tried to give him very difficult tasks, and even one we've deemed impossible, and he's completing them very quickly. We assign hundreds of hours for him to complete a programming task, but he's completing them as fast as 1 hour on some occasions. The hardest one, when he was still learning our technology stack, took him only two weeks; we were expecting it to take anywhere from 3 to 4 months.
His projects are finished perfectly. He's the only one merging code that actually works correctly the first time, unless there's a problem on our end. He does exactly what he's told.
Unfortunately for him, management feels the need to capitalize on his impostor syndrome so they won't have to give him a raise. He's starting to realize his value, but management is not having it.
We've even gone as far as having him work on four different teams, but he's finishing his assigned work before everyone else. The result is that he sits around doing nearly nothing all day because there is nothing for him to do. He keeps asking for projects, and we continually try to challenge him, but he's completed more than a dozen projects in just 8 months. Our average yearly workload is about 4 or 5 projects.
To make matters worse, he was recently caught watching videos on YouTube, and was written up for it. He's one of the lowest paid developers on our team, and unfortunately, upper management doesn't want to pay him more, or give him a higher, more important position.
How can I convince management to stop taking advantage of him, and let him do his own thing when there's nothing to do?
software-industry management people-management
asked Mar 9 '16 at 0:24
Joshua
13915
edited Mar 9 '16 at 0:49
asked Mar 9 '16 at 0:24
Joshua
13915
asked Mar 9 '16 at 0:24
Joshua
13915
asked Mar 9 '16 at 0:24
Joshua
13915
13915
40
Don't try. Make friends with this kid, and see if he will give you a good recommendation for any job openings when he lands a job worthy of his talents.
– Wesley Long
Mar 9 '16 at 0:34
8
Probably the other managers and staff want him gone. This happens often in mediocre shops with experienced developers who aren't terribly quick. Some young guy comes in with more than one tool in his belt and a deeper vision and runs circles around them. The old hands will get defensive, the young guy gets frustrated and bored and leaves. Or he discovers thedailywtf.com and realizes he is living it. Or someone else leaves and then recruits him away for 50% more money.
– kevin cline
Mar 9 '16 at 0:54
5
Reminds me of csd.uwo.ca/~magi/personal/humour/Computer_Audience/…. Companies that lose guys like him eventually fail as they are out-competed by the companies that recognize and reward talent. If I were you, I would be looking for my next position.
– kevin cline
Mar 9 '16 at 1:00
7
Just forward me his resume, and I'll take care of it. I'll give you the same finders fee I give recruiters. If he's really this good, I'll take you both for a raise.
– jimm101
Mar 9 '16 at 3:28
3
@Frisbee: Maybe you don't buy it, but I have done similar, solving problems in an afternoon that IT swore would take months.
– jamesqf
Mar 9 '16 at 5:05
 |Â
show 10 more comments
40
Don't try. Make friends with this kid, and see if he will give you a good recommendation for any job openings when he lands a job worthy of his talents.
– Wesley Long
Mar 9 '16 at 0:34
8
Probably the other managers and staff want him gone. This happens often in mediocre shops with experienced developers who aren't terribly quick. Some young guy comes in with more than one tool in his belt and a deeper vision and runs circles around them. The old hands will get defensive, the young guy gets frustrated and bored and leaves. Or he discovers thedailywtf.com and realizes he is living it. Or someone else leaves and then recruits him away for 50% more money.
– kevin cline
Mar 9 '16 at 0:54
5
Reminds me of csd.uwo.ca/~magi/personal/humour/Computer_Audience/…. Companies that lose guys like him eventually fail as they are out-competed by the companies that recognize and reward talent. If I were you, I would be looking for my next position.
– kevin cline
Mar 9 '16 at 1:00
7
Just forward me his resume, and I'll take care of it. I'll give you the same finders fee I give recruiters. If he's really this good, I'll take you both for a raise.
– jimm101
Mar 9 '16 at 3:28
3
@Frisbee: Maybe you don't buy it, but I have done similar, solving problems in an afternoon that IT swore would take months.
– jamesqf
Mar 9 '16 at 5:05
40
40
Don't try. Make friends with this kid, and see if he will give you a good recommendation for any job openings when he lands a job worthy of his talents.
– Wesley Long
Mar 9 '16 at 0:34
Don't try. Make friends with this kid, and see if he will give you a good recommendation for any job openings when he lands a job worthy of his talents.
– Wesley Long
Mar 9 '16 at 0:34
8
8
Probably the other managers and staff want him gone. This happens often in mediocre shops with experienced developers who aren't terribly quick. Some young guy comes in with more than one tool in his belt and a deeper vision and runs circles around them. The old hands will get defensive, the young guy gets frustrated and bored and leaves. Or he discovers thedailywtf.com and realizes he is living it. Or someone else leaves and then recruits him away for 50% more money.
– kevin cline
Mar 9 '16 at 0:54
Probably the other managers and staff want him gone. This happens often in mediocre shops with experienced developers who aren't terribly quick. Some young guy comes in with more than one tool in his belt and a deeper vision and runs circles around them. The old hands will get defensive, the young guy gets frustrated and bored and leaves. Or he discovers thedailywtf.com and realizes he is living it. Or someone else leaves and then recruits him away for 50% more money.
– kevin cline
Mar 9 '16 at 0:54
5
5
Reminds me of csd.uwo.ca/~magi/personal/humour/Computer_Audience/…. Companies that lose guys like him eventually fail as they are out-competed by the companies that recognize and reward talent. If I were you, I would be looking for my next position.
– kevin cline
Mar 9 '16 at 1:00
Reminds me of csd.uwo.ca/~magi/personal/humour/Computer_Audience/…. Companies that lose guys like him eventually fail as they are out-competed by the companies that recognize and reward talent. If I were you, I would be looking for my next position.
– kevin cline
Mar 9 '16 at 1:00
7
7
Just forward me his resume, and I'll take care of it. I'll give you the same finders fee I give recruiters. If he's really this good, I'll take you both for a raise.
– jimm101
Mar 9 '16 at 3:28
Just forward me his resume, and I'll take care of it. I'll give you the same finders fee I give recruiters. If he's really this good, I'll take you both for a raise.
– jimm101
Mar 9 '16 at 3:28
3
3
@Frisbee: Maybe you don't buy it, but I have done similar, solving problems in an afternoon that IT swore would take months.
– jamesqf
Mar 9 '16 at 5:05
@Frisbee: Maybe you don't buy it, but I have done similar, solving problems in an afternoon that IT swore would take months.
– jamesqf
Mar 9 '16 at 5:05
 |Â
show 10 more comments
2 Answers
2
active
oldest
votes
up vote
22
down vote
You can't, and honestly, probably shouldn't.
It's inevitable that he'll figure out his worth (or at least figure out that he's worth a lot more than you guys are paying him) and move on to somewhere that appreciates his abilities and will pay him commensurate to his abilities. The fact that it should be a no-brainer for your company to see his value doesn't alter the case - if anything, it makes the situation harder to resolve the way you want. If, in fact, they're trying hard not to see or acknowledge his value, any attempt to change that will result in a lot of pushback, at a minimum. So, even if you succeeded, you'd end up fighting a battle for a guy who's inevitably going to leave anyway, and that's not good for you. It also sounds like staying there isn't good for him either, so the only benefit would be to the company that's not treating him right in the first place.
Best option for you is to be one of the managers who mentors and helps this kid out while he's there - when he does move on to bigger, better and higher-paying things, that will put you in a position to personally benefit from his career advancement as well. (Maybe he brings you over with him, maybe you can get a referral fee from a shop that's a better fit for him, maybe he just opens up doors and provides connections you wouldn't otherwise have, but there's a lot of ways this could be advantageous to both you and him... just not at your current company.)
answered Mar 9 '16 at 6:21
HopelessN00b
9,78041753
suggest improvements |Â
up vote
-10
down vote
How to deal with upper management that's taking advantage of an excellent hire?
Just because he's doing an excellent job doesn't mean he should get special treatment on things like youtube. Rules are rules, if there is a policy against it, he deserved the reprimand.
If he has nothing to do and he's as bright and keen as you portray him, then suggest to management that he attends some upskilling courses at company expense to maximise what they can get out of him. Say that it's an investment that will pay off longterm and they might be able to expand their business in more directions if they keep this guy.
Many people react very well to this and as long as they're becoming more qualified and learning so they don't get bored, you get excellent value for money.
I pay for any exams my people want to take, and I'll even buy the training materials if I think they're worth it. With some common sense restrictions of course. This helps me retain good achievers so my tiny company has no problems competing.
answered Mar 9 '16 at 5:56
Kilisi
94.6k50216376
11
Just because he's doing an excellent job doesn't mean he should get special treatment on things like youtubeWhyever not? Is the job to write code, or to sit at his desk looking busy for 8 hours a day? You're right that the better approach is paying to get him credentialed or skilled-up, but if the problem is that he doesn't have enough to do because he's doing his actual job so well, that's the company's fault, not his. Sounds like his work output is exceptional, so why shouldn't he get special treatment? Seems like a textbook example of someone who should get special treatment to me.
– HopelessN00b
Mar 9 '16 at 6:26
10
@Kilisi Not rewarding an excellent job is also bad for morale.
– Sjoerd
Mar 9 '16 at 7:08
4
Rewarding and relaxing protocols for one staff member are not the same thing: nobody said those are the same thing - you're using a false dilemma. I still think that relaxing a protocol can be a reward for excellence.
– Sjoerd
Mar 9 '16 at 8:23
4
@Kilisi That's not "so simple" at all. If the guy sitting next to me was able to complete a task that takes me a day in an hour, I wouldn't have anyting against him slacking off for an hour while management finds him something else to do. The point of the workplace is to produce things, not to look like you are. If there's nothing to do, there's nothing to do.
– Demonblack
Mar 9 '16 at 9:11
5
@Kilisi It is perfectly relevant. Compensation isn't just money. An extra hour off, a nicer desk, the ability to watch youtube videos at will - these are all part of the compensation a company can give to an employee. You wouldn't complain if someone was payed more for a good job, would you? But it seems you believe letting someone watch a youtube video is the same as letting him break the law and harass people. Got it, you're someone who doesn't understand simple logic. I just hope you never get to be manager of anything more important than a bathroom stall. Godspeed.
– Demonblack
Mar 9 '16 at 15:39
 |Â
show 10 more comments
2 Answers
2
active
oldest
votes
2 Answers
2
active
oldest
votes
active
oldest
votes
active
oldest
votes
up vote
22
down vote
You can't, and honestly, probably shouldn't.
It's inevitable that he'll figure out his worth (or at least figure out that he's worth a lot more than you guys are paying him) and move on to somewhere that appreciates his abilities and will pay him commensurate to his abilities. The fact that it should be a no-brainer for your company to see his value doesn't alter the case - if anything, it makes the situation harder to resolve the way you want. If, in fact, they're trying hard not to see or acknowledge his value, any attempt to change that will result in a lot of pushback, at a minimum. So, even if you succeeded, you'd end up fighting a battle for a guy who's inevitably going to leave anyway, and that's not good for you. It also sounds like staying there isn't good for him either, so the only benefit would be to the company that's not treating him right in the first place.
Best option for you is to be one of the managers who mentors and helps this kid out while he's there - when he does move on to bigger, better and higher-paying things, that will put you in a position to personally benefit from his career advancement as well. (Maybe he brings you over with him, maybe you can get a referral fee from a shop that's a better fit for him, maybe he just opens up doors and provides connections you wouldn't otherwise have, but there's a lot of ways this could be advantageous to both you and him... just not at your current company.)
answered Mar 9 '16 at 6:21
HopelessN00b
9,78041753
suggest improvements |Â
up vote
22
down vote
You can't, and honestly, probably shouldn't.
It's inevitable that he'll figure out his worth (or at least figure out that he's worth a lot more than you guys are paying him) and move on to somewhere that appreciates his abilities and will pay him commensurate to his abilities. The fact that it should be a no-brainer for your company to see his value doesn't alter the case - if anything, it makes the situation harder to resolve the way you want. If, in fact, they're trying hard not to see or acknowledge his value, any attempt to change that will result in a lot of pushback, at a minimum. So, even if you succeeded, you'd end up fighting a battle for a guy who's inevitably going to leave anyway, and that's not good for you. It also sounds like staying there isn't good for him either, so the only benefit would be to the company that's not treating him right in the first place.
Best option for you is to be one of the managers who mentors and helps this kid out while he's there - when he does move on to bigger, better and higher-paying things, that will put you in a position to personally benefit from his career advancement as well. (Maybe he brings you over with him, maybe you can get a referral fee from a shop that's a better fit for him, maybe he just opens up doors and provides connections you wouldn't otherwise have, but there's a lot of ways this could be advantageous to both you and him... just not at your current company.)
answered Mar 9 '16 at 6:21
HopelessN00b
9,78041753
suggest improvements |Â
up vote
22
down vote
up vote
22
down vote
You can't, and honestly, probably shouldn't.
It's inevitable that he'll figure out his worth (or at least figure out that he's worth a lot more than you guys are paying him) and move on to somewhere that appreciates his abilities and will pay him commensurate to his abilities. The fact that it should be a no-brainer for your company to see his value doesn't alter the case - if anything, it makes the situation harder to resolve the way you want. If, in fact, they're trying hard not to see or acknowledge his value, any attempt to change that will result in a lot of pushback, at a minimum. So, even if you succeeded, you'd end up fighting a battle for a guy who's inevitably going to leave anyway, and that's not good for you. It also sounds like staying there isn't good for him either, so the only benefit would be to the company that's not treating him right in the first place.
Best option for you is to be one of the managers who mentors and helps this kid out while he's there - when he does move on to bigger, better and higher-paying things, that will put you in a position to personally benefit from his career advancement as well. (Maybe he brings you over with him, maybe you can get a referral fee from a shop that's a better fit for him, maybe he just opens up doors and provides connections you wouldn't otherwise have, but there's a lot of ways this could be advantageous to both you and him... just not at your current company.)
answered Mar 9 '16 at 6:21
HopelessN00b
9,78041753
You can't, and honestly, probably shouldn't.
It's inevitable that he'll figure out his worth (or at least figure out that he's worth a lot more than you guys are paying him) and move on to somewhere that appreciates his abilities and will pay him commensurate to his abilities. The fact that it should be a no-brainer for your company to see his value doesn't alter the case - if anything, it makes the situation harder to resolve the way you want. If, in fact, they're trying hard not to see or acknowledge his value, any attempt to change that will result in a lot of pushback, at a minimum. So, even if you succeeded, you'd end up fighting a battle for a guy who's inevitably going to leave anyway, and that's not good for you. It also sounds like staying there isn't good for him either, so the only benefit would be to the company that's not treating him right in the first place.
Best option for you is to be one of the managers who mentors and helps this kid out while he's there - when he does move on to bigger, better and higher-paying things, that will put you in a position to personally benefit from his career advancement as well. (Maybe he brings you over with him, maybe you can get a referral fee from a shop that's a better fit for him, maybe he just opens up doors and provides connections you wouldn't otherwise have, but there's a lot of ways this could be advantageous to both you and him... just not at your current company.)
answered Mar 9 '16 at 6:21
HopelessN00b
9,78041753
answered Mar 9 '16 at 6:21
HopelessN00b
9,78041753
answered Mar 9 '16 at 6:21
HopelessN00b
9,78041753
answered Mar 9 '16 at 6:21
HopelessN00b
9,78041753
9,78041753
suggest improvements |Â
suggest improvements |Â
up vote
-10
down vote
How to deal with upper management that's taking advantage of an excellent hire?
Just because he's doing an excellent job doesn't mean he should get special treatment on things like youtube. Rules are rules, if there is a policy against it, he deserved the reprimand.
If he has nothing to do and he's as bright and keen as you portray him, then suggest to management that he attends some upskilling courses at company expense to maximise what they can get out of him. Say that it's an investment that will pay off longterm and they might be able to expand their business in more directions if they keep this guy.
Many people react very well to this and as long as they're becoming more qualified and learning so they don't get bored, you get excellent value for money.
I pay for any exams my people want to take, and I'll even buy the training materials if I think they're worth it. With some common sense restrictions of course. This helps me retain good achievers so my tiny company has no problems competing.
answered Mar 9 '16 at 5:56
Kilisi
94.6k50216376
11
Just because he's doing an excellent job doesn't mean he should get special treatment on things like youtubeWhyever not? Is the job to write code, or to sit at his desk looking busy for 8 hours a day? You're right that the better approach is paying to get him credentialed or skilled-up, but if the problem is that he doesn't have enough to do because he's doing his actual job so well, that's the company's fault, not his. Sounds like his work output is exceptional, so why shouldn't he get special treatment? Seems like a textbook example of someone who should get special treatment to me.
– HopelessN00b
Mar 9 '16 at 6:26
10
@Kilisi Not rewarding an excellent job is also bad for morale.
– Sjoerd
Mar 9 '16 at 7:08
4
Rewarding and relaxing protocols for one staff member are not the same thing: nobody said those are the same thing - you're using a false dilemma. I still think that relaxing a protocol can be a reward for excellence.
– Sjoerd
Mar 9 '16 at 8:23
4
@Kilisi That's not "so simple" at all. If the guy sitting next to me was able to complete a task that takes me a day in an hour, I wouldn't have anyting against him slacking off for an hour while management finds him something else to do. The point of the workplace is to produce things, not to look like you are. If there's nothing to do, there's nothing to do.
– Demonblack
Mar 9 '16 at 9:11
5
@Kilisi It is perfectly relevant. Compensation isn't just money. An extra hour off, a nicer desk, the ability to watch youtube videos at will - these are all part of the compensation a company can give to an employee. You wouldn't complain if someone was payed more for a good job, would you? But it seems you believe letting someone watch a youtube video is the same as letting him break the law and harass people. Got it, you're someone who doesn't understand simple logic. I just hope you never get to be manager of anything more important than a bathroom stall. Godspeed.
– Demonblack
Mar 9 '16 at 15:39
 |Â
show 10 more comments
up vote
-10
down vote
How to deal with upper management that's taking advantage of an excellent hire?
Just because he's doing an excellent job doesn't mean he should get special treatment on things like youtube. Rules are rules, if there is a policy against it, he deserved the reprimand.
If he has nothing to do and he's as bright and keen as you portray him, then suggest to management that he attends some upskilling courses at company expense to maximise what they can get out of him. Say that it's an investment that will pay off longterm and they might be able to expand their business in more directions if they keep this guy.
Many people react very well to this and as long as they're becoming more qualified and learning so they don't get bored, you get excellent value for money.
I pay for any exams my people want to take, and I'll even buy the training materials if I think they're worth it. With some common sense restrictions of course. This helps me retain good achievers so my tiny company has no problems competing.
answered Mar 9 '16 at 5:56
Kilisi
94.6k50216376
11
Just because he's doing an excellent job doesn't mean he should get special treatment on things like youtubeWhyever not? Is the job to write code, or to sit at his desk looking busy for 8 hours a day? You're right that the better approach is paying to get him credentialed or skilled-up, but if the problem is that he doesn't have enough to do because he's doing his actual job so well, that's the company's fault, not his. Sounds like his work output is exceptional, so why shouldn't he get special treatment? Seems like a textbook example of someone who should get special treatment to me.
– HopelessN00b
Mar 9 '16 at 6:26
10
@Kilisi Not rewarding an excellent job is also bad for morale.
– Sjoerd
Mar 9 '16 at 7:08
4
Rewarding and relaxing protocols for one staff member are not the same thing: nobody said those are the same thing - you're using a false dilemma. I still think that relaxing a protocol can be a reward for excellence.
– Sjoerd
Mar 9 '16 at 8:23
4
@Kilisi That's not "so simple" at all. If the guy sitting next to me was able to complete a task that takes me a day in an hour, I wouldn't have anyting against him slacking off for an hour while management finds him something else to do. The point of the workplace is to produce things, not to look like you are. If there's nothing to do, there's nothing to do.
– Demonblack
Mar 9 '16 at 9:11
5
@Kilisi It is perfectly relevant. Compensation isn't just money. An extra hour off, a nicer desk, the ability to watch youtube videos at will - these are all part of the compensation a company can give to an employee. You wouldn't complain if someone was payed more for a good job, would you? But it seems you believe letting someone watch a youtube video is the same as letting him break the law and harass people. Got it, you're someone who doesn't understand simple logic. I just hope you never get to be manager of anything more important than a bathroom stall. Godspeed.
– Demonblack
Mar 9 '16 at 15:39
 |Â
show 10 more comments
up vote
-10
down vote
up vote
-10
down vote
How to deal with upper management that's taking advantage of an excellent hire?
Just because he's doing an excellent job doesn't mean he should get special treatment on things like youtube. Rules are rules, if there is a policy against it, he deserved the reprimand.
If he has nothing to do and he's as bright and keen as you portray him, then suggest to management that he attends some upskilling courses at company expense to maximise what they can get out of him. Say that it's an investment that will pay off longterm and they might be able to expand their business in more directions if they keep this guy.
Many people react very well to this and as long as they're becoming more qualified and learning so they don't get bored, you get excellent value for money.
I pay for any exams my people want to take, and I'll even buy the training materials if I think they're worth it. With some common sense restrictions of course. This helps me retain good achievers so my tiny company has no problems competing.
answered Mar 9 '16 at 5:56
Kilisi
94.6k50216376
How to deal with upper management that's taking advantage of an excellent hire?
Just because he's doing an excellent job doesn't mean he should get special treatment on things like youtube. Rules are rules, if there is a policy against it, he deserved the reprimand.
If he has nothing to do and he's as bright and keen as you portray him, then suggest to management that he attends some upskilling courses at company expense to maximise what they can get out of him. Say that it's an investment that will pay off longterm and they might be able to expand their business in more directions if they keep this guy.
Many people react very well to this and as long as they're becoming more qualified and learning so they don't get bored, you get excellent value for money.
I pay for any exams my people want to take, and I'll even buy the training materials if I think they're worth it. With some common sense restrictions of course. This helps me retain good achievers so my tiny company has no problems competing.
answered Mar 9 '16 at 5:56
Kilisi
94.6k50216376
edited Mar 9 '16 at 9:52
answered Mar 9 '16 at 5:56
Kilisi
94.6k50216376
answered Mar 9 '16 at 5:56
Kilisi
94.6k50216376
answered Mar 9 '16 at 5:56
Kilisi
94.6k50216376
94.6k50216376
11
Just because he's doing an excellent job doesn't mean he should get special treatment on things like youtubeWhyever not? Is the job to write code, or to sit at his desk looking busy for 8 hours a day? You're right that the better approach is paying to get him credentialed or skilled-up, but if the problem is that he doesn't have enough to do because he's doing his actual job so well, that's the company's fault, not his. Sounds like his work output is exceptional, so why shouldn't he get special treatment? Seems like a textbook example of someone who should get special treatment to me.
– HopelessN00b
Mar 9 '16 at 6:26
10
@Kilisi Not rewarding an excellent job is also bad for morale.
– Sjoerd
Mar 9 '16 at 7:08
4
Rewarding and relaxing protocols for one staff member are not the same thing: nobody said those are the same thing - you're using a false dilemma. I still think that relaxing a protocol can be a reward for excellence.
– Sjoerd
Mar 9 '16 at 8:23
4
@Kilisi That's not "so simple" at all. If the guy sitting next to me was able to complete a task that takes me a day in an hour, I wouldn't have anyting against him slacking off for an hour while management finds him something else to do. The point of the workplace is to produce things, not to look like you are. If there's nothing to do, there's nothing to do.
– Demonblack
Mar 9 '16 at 9:11
5
@Kilisi It is perfectly relevant. Compensation isn't just money. An extra hour off, a nicer desk, the ability to watch youtube videos at will - these are all part of the compensation a company can give to an employee. You wouldn't complain if someone was payed more for a good job, would you? But it seems you believe letting someone watch a youtube video is the same as letting him break the law and harass people. Got it, you're someone who doesn't understand simple logic. I just hope you never get to be manager of anything more important than a bathroom stall. Godspeed.
– Demonblack
Mar 9 '16 at 15:39
 |Â
show 10 more comments
11
Just because he's doing an excellent job doesn't mean he should get special treatment on things like youtubeWhyever not? Is the job to write code, or to sit at his desk looking busy for 8 hours a day? You're right that the better approach is paying to get him credentialed or skilled-up, but if the problem is that he doesn't have enough to do because he's doing his actual job so well, that's the company's fault, not his. Sounds like his work output is exceptional, so why shouldn't he get special treatment? Seems like a textbook example of someone who should get special treatment to me.
– HopelessN00b
Mar 9 '16 at 6:26
10
@Kilisi Not rewarding an excellent job is also bad for morale.
– Sjoerd
Mar 9 '16 at 7:08
4
Rewarding and relaxing protocols for one staff member are not the same thing: nobody said those are the same thing - you're using a false dilemma. I still think that relaxing a protocol can be a reward for excellence.
– Sjoerd
Mar 9 '16 at 8:23
4
@Kilisi That's not "so simple" at all. If the guy sitting next to me was able to complete a task that takes me a day in an hour, I wouldn't have anyting against him slacking off for an hour while management finds him something else to do. The point of the workplace is to produce things, not to look like you are. If there's nothing to do, there's nothing to do.
– Demonblack
Mar 9 '16 at 9:11
5
@Kilisi It is perfectly relevant. Compensation isn't just money. An extra hour off, a nicer desk, the ability to watch youtube videos at will - these are all part of the compensation a company can give to an employee. You wouldn't complain if someone was payed more for a good job, would you? But it seems you believe letting someone watch a youtube video is the same as letting him break the law and harass people. Got it, you're someone who doesn't understand simple logic. I just hope you never get to be manager of anything more important than a bathroom stall. Godspeed.
– Demonblack
Mar 9 '16 at 15:39
11
11
Just because he's doing an excellent job doesn't mean he should get special treatment on things like youtube Whyever not? Is the job to write code, or to sit at his desk looking busy for 8 hours a day? You're right that the better approach is paying to get him credentialed or skilled-up, but if the problem is that he doesn't have enough to do because he's doing his actual job so well, that's the company's fault, not his. Sounds like his work output is exceptional, so why shouldn't he get special treatment? Seems like a textbook example of someone who should get special treatment to me.– HopelessN00b
Mar 9 '16 at 6:26
Just because he's doing an excellent job doesn't mean he should get special treatment on things like youtube Whyever not? Is the job to write code, or to sit at his desk looking busy for 8 hours a day? You're right that the better approach is paying to get him credentialed or skilled-up, but if the problem is that he doesn't have enough to do because he's doing his actual job so well, that's the company's fault, not his. Sounds like his work output is exceptional, so why shouldn't he get special treatment? Seems like a textbook example of someone who should get special treatment to me.– HopelessN00b
Mar 9 '16 at 6:26
10
10
@Kilisi Not rewarding an excellent job is also bad for morale.
– Sjoerd
Mar 9 '16 at 7:08
@Kilisi Not rewarding an excellent job is also bad for morale.
– Sjoerd
Mar 9 '16 at 7:08
4
4
Rewarding and relaxing protocols for one staff member are not the same thing: nobody said those are the same thing - you're using a false dilemma. I still think that relaxing a protocol can be a reward for excellence.– Sjoerd
Mar 9 '16 at 8:23
Rewarding and relaxing protocols for one staff member are not the same thing: nobody said those are the same thing - you're using a false dilemma. I still think that relaxing a protocol can be a reward for excellence.– Sjoerd
Mar 9 '16 at 8:23
4
4
@Kilisi That's not "so simple" at all. If the guy sitting next to me was able to complete a task that takes me a day in an hour, I wouldn't have anyting against him slacking off for an hour while management finds him something else to do. The point of the workplace is to produce things, not to look like you are. If there's nothing to do, there's nothing to do.
– Demonblack
Mar 9 '16 at 9:11
@Kilisi That's not "so simple" at all. If the guy sitting next to me was able to complete a task that takes me a day in an hour, I wouldn't have anyting against him slacking off for an hour while management finds him something else to do. The point of the workplace is to produce things, not to look like you are. If there's nothing to do, there's nothing to do.
– Demonblack
Mar 9 '16 at 9:11
5
5
@Kilisi It is perfectly relevant. Compensation isn't just money. An extra hour off, a nicer desk, the ability to watch youtube videos at will - these are all part of the compensation a company can give to an employee. You wouldn't complain if someone was payed more for a good job, would you? But it seems you believe letting someone watch a youtube video is the same as letting him break the law and harass people. Got it, you're someone who doesn't understand simple logic. I just hope you never get to be manager of anything more important than a bathroom stall. Godspeed.
– Demonblack
Mar 9 '16 at 15:39
@Kilisi It is perfectly relevant. Compensation isn't just money. An extra hour off, a nicer desk, the ability to watch youtube videos at will - these are all part of the compensation a company can give to an employee. You wouldn't complain if someone was payed more for a good job, would you? But it seems you believe letting someone watch a youtube video is the same as letting him break the law and harass people. Got it, you're someone who doesn't understand simple logic. I just hope you never get to be manager of anything more important than a bathroom stall. Godspeed.
– Demonblack
Mar 9 '16 at 15:39
 |Â
show 10 more comments
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40
Don't try. Make friends with this kid, and see if he will give you a good recommendation for any job openings when he lands a job worthy of his talents.
– Wesley Long
Mar 9 '16 at 0:34
8
Probably the other managers and staff want him gone. This happens often in mediocre shops with experienced developers who aren't terribly quick. Some young guy comes in with more than one tool in his belt and a deeper vision and runs circles around them. The old hands will get defensive, the young guy gets frustrated and bored and leaves. Or he discovers thedailywtf.com and realizes he is living it. Or someone else leaves and then recruits him away for 50% more money.
– kevin cline
Mar 9 '16 at 0:54
5
Reminds me of csd.uwo.ca/~magi/personal/humour/Computer_Audience/…. Companies that lose guys like him eventually fail as they are out-competed by the companies that recognize and reward talent. If I were you, I would be looking for my next position.
– kevin cline
Mar 9 '16 at 1:00
7
Just forward me his resume, and I'll take care of it. I'll give you the same finders fee I give recruiters. If he's really this good, I'll take you both for a raise.
– jimm101
Mar 9 '16 at 3:28
3
@Frisbee: Maybe you don't buy it, but I have done similar, solving problems in an afternoon that IT swore would take months.
– jamesqf
Mar 9 '16 at 5:05