问HN：在FANG公司中，PIP（绩效改进计划）因非绩效原因被实施的情况有多普遍？
最近，一位亲密的朋友向我倾诉，他们正被迫离开一个团队。给出的选择是更换团队或进入绩效改进计划（PIP）。所引用的理由模糊不清。他们最近经历了一次管理层更换，之前的经理给予了积极的反馈（表现良好，对当前状态感到满意），但在新经理接手的下一个季度，反馈却变成了表现不佳，然而并没有给出具体原因（这一切都很模糊且主观，这意味着可以有不同的解读，而这是经理对下属的解读）。
这个人比较年轻，我能看出这对他们的心理造成了影响。我从未担任过经理，所以不太了解大型组织（如FANG）的动态，但我很好奇你们中有多少人经历过类似的情况，或者被迫对一名员工进行绩效管理，尽管他们的表现并不差，但由于组织压力或其他情况，你们还是不得不这样做？
作为一名技术领域的个人贡献者（IC），在当前的环境下，我想保护自己，避免类似的事情发生。有什么好的方法可以做到这一点吗？
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A dear friend confided recently that they are being forced out of a team. The options given were change teams or go on PIP. The reasons cited were hand wavy. They went through a manager change recently and prior manager gave positive feedback (solid performance and happy with current state) and suddenly next quarter with new manager feedback was performance is suboptimal however no specific causes given (its all hand wavy and subjective which means it’s open to interpretation and it’s the managers interpretation against the subordinates)<p>This person is junior and I can see it’s taking a toll on them psychologically. I have never been a manager so I don’t know the dynamics of a large organization (fang) but am curious how many of you have experienced something similar or were forced to performance manage a employee when they really didn’t have bad performance but you had to do it anyways due to organizational pressures/circumstances?<p>I am an IC in tech given the current climate want to protect myself from something like this happening. What’s the best way to do so?