Making things difficult for an employer

_Brian

Augme wrote: »

Genuinely always amazed at how easily people are willing to be bent over by their employer. Embarrassing tbh.


If there is potentially 100k on the table he would be nuts to leave and simply go find another job. Out in the gdpr request and take it from there. Very likely nothing interesting will come of it but at least it sets a clear signal that he is not done lightweight mug who will easily back down.

Nope, op will be seen as no1 priority to be managed out the door. they would have him on a pip within six months and out the door within another 12.
Guaranteed an employee with that attitude is leaving gaps in performance somewhere that a pip could be applied.

Mic 1972

Augme wrote: »

Genuinely always amazed at how easily people are willing to be bent over by their employer. Embarrassing tbh.
If there is potentially 100k on the table he would be nuts to leave and simply go find another job. Out in the gdpr request and take it from there. Very likely nothing interesting will come of it but at least it sets a clear signal that he is not done lightweight mug who will easily back down.

100K is the potential redundancy package, a company can use many ways to get rid of an employee, redundancy inst the only option and it also exposes to the risk of unfair dismissal. Waiting for a potential redundancy while going through strees can affect your mental health in the long term

It is very cheap to make someone redundant. Could be done with two months wages.
Unless they are on very high wages their wish to be made redundant could come through but they wouldn't be getting anywhere close to 100k.
If they aren't happy with the token amount they get paid then they have to fight in the labour court to argue they weren't made redundant fairly and have to give back whatever redundancy payment they were given in exchange for hopefully a bigger penalty on their former employer.
If they are made redundant on a small amount and challenge it then they can't sit around idly waiting for a big payout. They have to mitigate their loss and if they mitigate their loss then the amount their former employer is obliged to pay is reduced. The Labour Court aren't in the habit of paying exceptional damages. That is something that happens in other courts, not the Labour court.
Also there is a tax concern for being made redundant from another position a few years later.

Not that I've ever sought to be made redundant I've been through this to the bitter end so your Friend should get some sense and start looking elsewhere for work if they are not happy where they are now.

Augme

The PIP will need to be rock solid and and they will need very good proof. What the friend of the OP should do is start getting everything in emails from now on. Any meeting in person that hsppe, send a follow up email that outliens what was discussed and actions that were taken etc.

They should also start expressing in emails the lack of resources available how outline how that has shifted.

However, realistically the company won't be bothered spending a year managing him out of the company.

This is why not upping and leaving is so crucial. Organisations treat people like this because they know most people are too spineless and they will just leave themselves. If you stand up to then from the beginning and they realise you won't simply go quietly they will just pay you to leave. Whether it's the full terms or 2 months etc it is still better than nothing.

Never tuck your tail and run at the first opportunity in these situations.

Sticking it out and you end up with an employment gap and your employer who you supposedly left on good terms unwilling to give any sort of reference to the recruiting HR department severely limits re-employment options.

_Brian

Augme wrote: »

The PIP will need to be rock solid and and they will need very good proof. What the friend of the OP should do is start getting everything in emails from now on. Any meeting in person that hsppe, send a follow up email that outliens what was discussed and actions that were taken etc.

They should also start expressing in emails the lack of resources available how outline how that has shifted.

However, realistically the company won't be bothered spending a year managing him out of the company.

This is why not upping and leaving is so crucial. Organisations treat people like this because they know most people are too spineless and they will just leave themselves. If you stand up to then from the beginning and they realise you won't simply go quietly they will just pay you to leave. Whether it's the full terms or 2 months etc it is still better than nothing.

Never tuck your tail and run at the first opportunity in these situations.

I think you underestimate the planning that goes into managing an employee out of a company. A year wouldn’t be unusual, I’ve seen it take three.

When senior managers get their teeth into the notion of managing an employee out there is no time limit on their vengeance, I’ve seen it and indeed I’ve been instructed to implement it on occasions.

The bigger the dick the employee makes of themselves the more people get behind the push.

If HR, an immediate supervisor and more senior managers desire it then it’s all but guaranteed to happen. And as it happens the employee will be on at least one PIP and likely missing pay rises and bonuses.

OP needs a new job and to move the focus of their life onto something positive and not this petty attempt to manipulate a payoff