4 ms·

Triplebyte are about interviewing and being middleman. This requires a certain churn rate. So imagine that now you're employed but didn't get it from triplebyt

by kwdc 5y ago

Triplebyte are about interviewing and being middleman. This requires a certain churn rate. So imagine that now you're employed but didn't get it from triplebyte, one day you get called into the bosses office: "We've noticed youre listed on triplebyte as seeking another position..." This may be detrimental if in fact you want to stay. Eg raises, bonuses. Automatic listings to me are privacy violations.

AlexCoventry 5y ago
Wouldn't it increase your odds of a raise/bonus, if you're valued by your current company?
- travisjungroth 5y ago
  Either could happen. Normally the choice to reveal this information is up to the employee, not some other company.
- slownews45 5y ago
  Not at many places. Your boss will generally try to hire someone in advance to cover for your departure. If you don't depart they may ask you to (fired). Fine if you were looking / interviewing, not great if you were not.
  - cortesoft 5y ago
    As a hiring manager, I find this hard to believe. It is so hard to find good talent, we would never push someone out over this. In fact, I always encourage everyone on my teams to keep an eye out for opportunities. You never know when you will need them.
    - dvtrn 5y ago
      As a hiring manager, I find this hard to believe. One doesn't have to participate in organizational tactics that favor replacing employees over negotiating the conditions that makes notions of loyalty an inherent trait of the workforce to at least acknowledge that there are questionable actors in positions of power in the employer/employee dynamic who aren't willing to make the emotional and capital investment in their people. Brings to mind something I saw on someone's wall once "pay people well enough they'll never need to leave, and treat them well enough they'll never want to". Our experiences aren't universal. I'm also a hiring manager, and I don't find it hard to believe at all. Very early in my career I gave two weeks notice to a job I worked at for four years, offering to train up a junior on the team. I was walked out the same day.
      - cortesoft 5y ago
        The part I found hard to believe is the idea that “not many places” would work to keep a good employee that was looking for work elsewhere. I don’t doubt that places exist that would immediately fire someone in this situation, I just find it hard to believe that is the majority of places.
        pseudalopex 5y ago
        "Not at many places" can mean most would but many wouldn't.
    - lumost 5y ago
      This one has a ton of complex incentives. As a manager it's expensive to invest in growing an employee and promoting them. This requires setting them up in the right projects, helping them navigate situations they weren't prepared for and ultimately risk if they prove unable to handle it/your promotion case wasn't strong enough. It's only really worth the risk as a manager if people stay with the company for a significant period of time, at least long enough to make it through to promotion. If you see that someone may be looking, then you aren't going to invest in them and will focus on someone else in your team. All this is balanced on the turnover rate of our industry at ~18 months to 3 years median tenure.
    - slownews45 5y ago
      Hiring managers I think are often out of touch then with supervisors. As a supervisor, you want to invest in folks who will be staying for the longer term - and doing what you can to reduce turnover (generally). There are also folks who like to job hop. If I'm supervising a team, and 9 of 10 have given me the sense they are staying, and one is on his way out the door - I'm focused on the team that is staying, finding additional capacity to cover if the guy walks, and definitely not investing much in guy walking out the door. I think it is often a mistake to counter someone who is leaving. Stay on top of compensation, progression etc, and keep and reward the folks who stick it out with you.
- kwdc 5y ago
  Shouldn't I be in charge of that decision?
- DavidPeiffer 5y ago
  Varies a lot by manager, company, and culture. If they are determining raises and have enough for 3% per team member, allocating 6% to someone who is a flight risk is risky. If that person leaves, 3 people who got 2% raises are now getting paid less for a strategy that didn't pan out. As a manager, you may be able to get an out of cycle raise for them, or you might not. If the other employees start looking for a job because of the low raise, you will have more positions to fill and more headaches trying to transition projects between people, reprioritizing, taking on additional work to fill in the gaps, training the new employees, etc.

by kwdc 5y ago

AlexCoventry 5y ago

Wouldn't it increase your odds of a raise/bonus, if you're valued by your current company?

travisjungroth 5y ago
Either could happen. Normally the choice to reveal this information is up to the employee, not some other company.
slownews45 5y ago
Not at many places. Your boss will generally try to hire someone in advance to cover for your departure. If you don't depart they may ask you to (fired). Fine if you were looking / interviewing, not great if you were not.
- cortesoft 5y ago
  As a hiring manager, I find this hard to believe. It is so hard to find good talent, we would never push someone out over this. In fact, I always encourage everyone on my teams to keep an eye out for opportunities. You never know when you will need them.
  - dvtrn 5y ago
    As a hiring manager, I find this hard to believe. One doesn't have to participate in organizational tactics that favor replacing employees over negotiating the conditions that makes notions of loyalty an inherent trait of the workforce to at least acknowledge that there are questionable actors in positions of power in the employer/employee dynamic who aren't willing to make the emotional and capital investment in their people. Brings to mind something I saw on someone's wall once "pay people well enough they'll never need to leave, and treat them well enough they'll never want to". Our experiences aren't universal. I'm also a hiring manager, and I don't find it hard to believe at all. Very early in my career I gave two weeks notice to a job I worked at for four years, offering to train up a junior on the team. I was walked out the same day.
    - cortesoft 5y ago
      The part I found hard to believe is the idea that “not many places” would work to keep a good employee that was looking for work elsewhere. I don’t doubt that places exist that would immediately fire someone in this situation, I just find it hard to believe that is the majority of places.
      - pseudalopex 5y ago
        "Not at many places" can mean most would but many wouldn't.
  - lumost 5y ago
    This one has a ton of complex incentives. As a manager it's expensive to invest in growing an employee and promoting them. This requires setting them up in the right projects, helping them navigate situations they weren't prepared for and ultimately risk if they prove unable to handle it/your promotion case wasn't strong enough. It's only really worth the risk as a manager if people stay with the company for a significant period of time, at least long enough to make it through to promotion. If you see that someone may be looking, then you aren't going to invest in them and will focus on someone else in your team. All this is balanced on the turnover rate of our industry at ~18 months to 3 years median tenure.
  - slownews45 5y ago
    Hiring managers I think are often out of touch then with supervisors. As a supervisor, you want to invest in folks who will be staying for the longer term - and doing what you can to reduce turnover (generally). There are also folks who like to job hop. If I'm supervising a team, and 9 of 10 have given me the sense they are staying, and one is on his way out the door - I'm focused on the team that is staying, finding additional capacity to cover if the guy walks, and definitely not investing much in guy walking out the door. I think it is often a mistake to counter someone who is leaving. Stay on top of compensation, progression etc, and keep and reward the folks who stick it out with you.
kwdc 5y ago
Shouldn't I be in charge of that decision?
DavidPeiffer 5y ago
Varies a lot by manager, company, and culture. If they are determining raises and have enough for 3% per team member, allocating 6% to someone who is a flight risk is risky. If that person leaves, 3 people who got 2% raises are now getting paid less for a strategy that didn't pan out. As a manager, you may be able to get an out of cycle raise for them, or you might not. If the other employees start looking for a job because of the low raise, you will have more positions to fill and more headaches trying to transition projects between people, reprioritizing, taking on additional work to fill in the gaps, training the new employees, etc.