An EM is not a king. The process for shedding an engineer is typically long and arduous - a quarter for coaching, then another for a "soft performance plan," and then another quarter for a PIP are not uncommon standard HR practices. God help you if your under-performer is based in, say, Germany.
Regarding a hiring bar, typically an EM may have gotten some say in some of their people, but for the most part not. The suggestion that an EM "giving feedback" is sufficient to improve all employees to a high technical bar is hilarious.
An EM needs to understand the organizational, political, and HR climate of their org. Use what leverage you have to deliver the most impact. Often, that means not going out of your way to expel mediocre engineers, but rather using your resources to propel the rest of your team members to success.
An EM is not a king. The process for shedding an engineer is typically long and arduous - a quarter for coaching, then another for a "soft performance plan," and then another quarter for a PIP are not uncommon standard HR practices. God help you if your under-performer is based in, say, Germany.
Regarding a hiring bar, typically an EM may have gotten some say in some of their people, but for the most part not. The suggestion that an EM "giving feedback" is sufficient to improve all employees to a high technical bar is hilarious.
An EM needs to understand the organizational, political, and HR climate of their org. Use what leverage you have to deliver the most impact. Often, that means not going out of your way to expel mediocre engineers, but rather using your resources to propel the rest of your team members to success.