上个月一次开会,是讨论greater resilience,共6个人,就是我们ABC三个部门(都是一个经理管一个小兵,就是:经理A,小兵A - 我,经理B,小兵B,经理C,小兵C)怎么能互相cover另外部门的工作。
与会的B部门经理说: 不会给我提供培训,因为怕培训完后,我就跳槽走了。
当时我反驳她说: 如果你部门的小兵B一个月后就跳槽走了你怎么办?(我的潜台词是:那你再重新招人,耗费时间、经历,不比你给人training少)
B经理和我的经理A都当做笑话……
下班回家后,想不通,觉得她这种想法/说法太离谱了,于是就心血来潮在facebook上发了条:
In a meeting I attended today a manager said she won’t provide staff with training or development because she’s afraid the staff will leave after being trained.
So treating the staff like robots/machine is the way to retain the subordinate and make them work for you?
得到各种回复:
JH: If they were that worried, they could write a clause in your contract saying that if you left within a certain amount of time then you’d have to pay the training back. Simple!
DM: You should challenge it, they shouldn’t be allowed to do that. If you’re in the Union, talk to them, else maybe HR?
DGS: The best way to manage a team is to train them so they can leave but treat them so they never want to! That manager is rubbish!!
几天后,我的经理找我谈话,说往social media上发此类不利于公司的负面消息属于misconduct,不会对我采取正式的discipline。而且她否认当时开会时听到经理B说过这个话 (此处是不打自招的感觉,我在facebook上并没有提到是谁说的)。但是会记入我的supervision notes,于是我当天从facebook上删了这条。
等我看到的supervision notes的时候,我经理写的是: 在facebook上发表不利于其他同事的言论。
我是不同意她的这个说法的,我本身发的内容是对事不对人。
其次,我仍然坚持认为经理B的言论有问题,impact behaviour circle,她的不当言论导致了我做出了“错误的”举动。
有这样的经理真的是很无奈……