Anecdotal evidence: I've run numerous PIPs as a manager. The most recent one was successful in that both employee and company are now happy. The credit for that

Anecdotal evidence: I've run numerous PIPs as a manager. The most recent one was successful in that both employee and company are now happy. The credit for that outcome was 100 percent the employee's. All I contributed was honesty and an genuine effort too give them a shot. It's the PIPs where the attitude is what you describe that are doomed to fail. And if everyone has that perception to begin with, I can't reach for PIPs as a tool anymore because the outcome is determined already. Vicious cycle. This being said, I get where you're coming from. PIPs can be used to let people go. For good and not so good reasons. One way we try to defend against that is that if things aren't working, we do our best to move the employee you a different manager with an as-clean-as-possible shot after giving clear feedback and before the PIP. After all, people leave managers, not jobs. PS: Not github. Also Europe, not US.