FTE^contractor: choose 1 to let go

There are individual differences, but I now feel majority of manager-decision-makers (U.S./Singapore) do feel a higher resistance to let go an FTE rather than a contractor. Deterrence:

  • expectation of affected employee that the job is long-term. Most managers won’t ignore your feeling. They are worried about your complaints
  • reflection on her own record as a manager
    • they often prefer an internal transfer
  • formal performance improvement process is not required for non-performing contractor
  • severance
  • official complaints
  • litigation (in the U.S.)

The deterrences are a form of protection for the FTE, but paradoxically, I hate these deterrences, as they lengthen the slow death.

 

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mgr position stress: project delay #cf FTE/contractor

contractor is most care-free. Even As an employee, the pressure to deliver is lower than the mgr.

As a junior VP (perhaps a system owner) you could still stay behind a shield (defend yourself) — “I did my best given the limitations and constraints”. However, As mgr, you are more expected to own the task and solve those problems at a higher level of effectiveness, including negotiations with other departments.

“Results or reasons?” … is the manager’s performance review.

Recall Yang, Stirt-risk …

  • —- past barometer due to project delivery pressure —-
  • GS – 10/10,  “if i quit GS I may have to quit this country; I must Not quit”
  • Stirt – 8
  • Mac – 7
  • OC – 5, largely due to fear of bonus stigma
  • 95G, Barc – 3, due to mgr pressurizing
  • Citi – 2