Not sure what was the point of her arguing though. Just for the Tik Tok video?
It's not like you will argument yourself out of being terminated.
I also find her argument forced. "Just because I haven't closed anything, it doesn't mean my performance hasn't been good", that's nonsense, it's sales, performance is valued on sales.
Not closing a single sale in 5 months does not qualify as good performance, and you don't need 1v1s with your manager to find this.
and, if every 1:1 with a manager has been glowing and then you get fired 'for performance', there's been a massive failure somewhere.
Sales can be hard because you have to build relationships with companies/people. If you compare a green sales agent against an entrenched veteran they will always look bad. The veteran sales person has contacts, revolving sales from existing companies and people they can hit up to drive new sales. The newb has none of that. The amount of time she was employed was not enough to determine that.
While that's true, it does sound like her direct manager was outright misleading her.
Telling someone they're doing well when they're very much not (to the point their job is at risk) isn't constructive, and doesn't help anyone.
Well, not unless the manager was purposely sabotaging the employee for some reason.
It's more likely the manager is just an idiot though, and tells everyone they're doing great regardless of the reality.
Seen that before :( though I have no idea if that's the case here.
I've had multiple coworkers or subordinates living in their own world and not understanding crystal clear feedback.
This should be able to be easily answered.
E.g.
"Your performance review on November 17th we discussed concern that you weren't closing any sales."
"Your peers close 20 tickets per week, you close 12."
"You made mistakes on X, Y, and Z deals costing us clients."
"A sales associate normally closes 3 deals in the first month after their 3-month onboarding."
Basically, anything concrete at all. Either tell someone they're laid off (cost savings) or if you're going to cite a cause then you should back that cause up. You can't claim at-will-employement-fired-for-no-reason when you half-ass it and state a reason with no data or facts or any management chain present to speak to the reality of the situation.
That's right, he was being put on a PIP (at risk of termination) and internalized it that this was a perq/reward program for outstanding performance.
