• Supersonic Tumbleweed (unregistered)

    s/first/frist/g

  • trwtf (unregistered)

    "View all 1 comments »"

  • TheCPUWizard (unregistered)

    Why do people allow such long delays for feedback? Especially with a new hire, I would think 30-45 minutes would be the upper limit - not a day or more....

  • MiserableOldGit (unregistered)

    Does it say John was actually a new hire?

    Either way, your point is valid.

  • William Crawford (google)

    Maybe because she had been let go and was much more concerned with finding a new job than training her replacement? She did more than what was required of her for those 2 weeks.

    I can't fault her for that at all. In fact, I was surprised she hadn't just checked out sooner than that, and did the bare minimum to get the pay for those 2 weeks.

    Had they given her more notice I'd feel differently, but suddenly dropping a bomb in her lap like that just isn't nice.

  • Quite (unregistered) in reply to TheCPUWizard

    Standard industry practice. Never reply immediately, leave it till completely the last minute, so then when the closing gate comes crashing down, the ball is in the other person's court, nyer nyerdy nyer nyer.

    Currently in exactly that position. Just posted back a status report. "Waiting for a, b, c, d. Reminders sent every Friday with the weekly status report, and every Monday with the weekly progress meeting. To other communications I get replies along the lines "Too busy with x, y, z" or "Oh yes, sorry I forgot, I'll get on with it tomorrow."

    "I'm still awaiting replies to questions," is my plaint. "What questions are those?" asks the project manager. "You know, the questions in my status report." "Okay, so let me know who hasn't sent replies and I'll get onto them." "Er, you." "Okay, so send me the questions again." And round and round in circles we go.

    Fortunately I have enough stuff to do, and as soon as I get those modules I'm waiting for, I'll be able to just plug them in -- and of they don't work that won't be my fault.

  • snoofle (unregistered)

    Whether you give notice or you get told that you're going, either way the onus is on the people taking over your work to get up to speed and chase you for information. Personally, I tend to pre-document what needs documenting before I give notice. Once the clock is counting down, I absolutely refuse to chase people and beg them to take information: if they can't be bothered, it's their headache, and they don't get to call me afterward if they didn't bother when I was there.

  • nb (unregistered) in reply to snoofle

    "if they can't be bothered, it's their headache, and they don't get to call me afterward if they didn't bother when I was there."

    Heh, I've fielded calls from previous co-workers that I was on excellent personal terms with as a courtesy to my friend. I also follow those up with a polite note that I don't work there anymore and I may be giving inaccurate information. If management calls that's a whole 'nother story. I was shafted by a manager who flatly promised I had nothing to worry about (yeah right) and blocked my ability to transfer, only to give me layoff papers dated a week prior to delivery and effective in 5 days. When that manager called I politely informed them of my consulting rate (5x my prior OT rate). A co-worker alter called with the same question and I politely told them that it was up for contract bidding. Since I was already employed elsewhere I had no need for the income, but I wasn't about to hand it over free to that asshat.

  • Brian (unregistered) in reply to snoofle

    Having recently changed jobs, I was in a similar boat. I used the months that I was job-hunting to attempt to train other folks in my work (subtly enough to not spill the beans that I was leaving) and of course documenting everything I did in as much detail as I could. Then when I finally did give my notice, it took until almost my very last day in the office for my boss to get around to talking about a transition. I sure hope that documentation and training was good enough, because they never got anything else from me.

  • Zenith (unregistered)

    Ah, yes, "unprofessional." I hear that constantly during code review. Well, you know, if you'd learn how to program (or follow your own rules - depends what side of the review I find myself on), I wouldn't have to keep harping on the same issues over and over and over.

  • snoofle (unregistered) in reply to nb

    Internal transfers are an interesting topic. I once applied for a transfer and the rule was that the old manager can delay it up to 6 months so that you may complete whatever you are working on. Once THAT task is complete, the transfer occurs. In that instance, I finished the task in about two months and told old & new managers I would transfer the next week. The old manager insisted he could give me new work for up to 4 more months, jamming up both me and the new manager. Senior management let him get away with it. The following week I found another job and quit without any notice. They complained that I was unprofessional and should give notice. I pointed out that they had 2 MONTHS notice and didn't play by their own rules, and so deserved the same consideration as they had shown me. I then walked out.

    Four years later when I was at another company, a peer in another department came to ask me if I knew an applicant he had interviewed - as the applicant and I had both worked at the same company, It turned out to be the 'old' manager. I simply relayed what he had pulled on me and asked the guy if he wanted to bring that sort of mentality onto his team (he didn't).

    As many companies/departments/teams as there are, it's a small world. When you jerk someone around, it always seems to come back at you (karma?)

  • DrPepper (unregistered)

    Often companies are worried that you will sabotage the work or walk off with company property or trade secrets if you're given adequate notice. In my experience, Friday afternoon you're told that you're done; basically "can you come to my office" and that's the last work you'll do for the company.

  • Dr. λ the Creator of Variables, Binder of Variables, Applicator of Terms and β-Converter of Redexes (unregistered)

    ANOTHER VERY EMPOWERING STORY I GET THIS ALL THE TIME MEN ARE SO DUMB GOOD THING WE EMPOWERED WOMYN DEVELOPERS ARE THERE TO HELP THEM (OF COURSE THEY WOULD BE BEST HELPED BY KILLING THEM SINCE THAT WOULD PUT THEM OUT OF THEIR AND OUR MISERY)

  • David (unregistered)

    That brings back memories of when I was made redundant from /big long-established telecoms company/. The company was making a loss and part of the cost reduction was to halve the size of the department I was in. I had built the system that did all their traffic reporting, but management thought they could outsource its support to a company in India. I was given 3 month notice (this was quite normal in the UK), and spent the time updating the documentation to include all the failure cases and what to do about them (e.g. "Go see Dept X and ask them to restart the link from system Y"). Turned out I needn't have bothered. After I left, I had a couple of easy questions from /Indian company/ which I answered, then a third, with a much more complex issue. So I said no problem, I can fix that, just send me a PO. I never heard from them again - and I later found that my system had been switched off. It no longer mattered as the remaining staff were too busy fire-fighting to be able to use my data to manage the network as they used to do. 2 big mistakes, adding to the obvious WFT: -Company: the department they cut managed network economy, and every year saved about 10 times what the staff cost - until they cut the staff and lost all future savings. -Mine: I had some shares in the company, which I DIDN'T sell as soon as I left. They only went down from then.

    P.S. That company no longer exists.

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