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2标题
中文标题： 只有我没涨薪，还炒了整支团队吗？
English Title： Episode 500: Am I the only one not getting raises and firing my whole team
节目信息（欢迎去订阅源 podcast）
Name： 软技能工程 | Soft Skills Engineering
源节目标题： Episode 500: Am I the only one not getting raises and firing my whole team
源节目地址： softskills.audio
源 RSS： https://softskills.audio/feed.xml
源发布时间： 2026-02-16T12:00:00+00:00
本期节目内容
今天这期节目是 Soft Skills Engineering 的第 500 期，主持人一边调侃大家对“500期纪念”的期待，一边解释在工程师眼里 500 只是个毫无意义、还让人联想到 500 服务器错误的数字，真正值得庆祝的是像 512 这种“二进制友好”的里程碑；。
Show Notes 中文翻译
在本期节目中，Dave 和 Jamison 回答了以下问题：
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我在目前的公司已经待了 5 年多了。我喜欢这家公司，整体来说在这里工作的体验也不错。
但是，过去这几年来，除了标准的「绩效加薪（merit raise）」之外，我几乎没有拿到任何加薪，而这个绩效加薪甚至赶不上通货膨胀，所以实际上这几年我的实际收入是年年在缩水的。我把这件事提给了我的 EM（工程经理），他说公司绝不会提高绩效加薪幅度来跟上通胀，除非我能升职。然而，他也同时说，目前没有任何可用的晋升名额。
我不知道这意味着公司认为当前的就业市场很艰难，所以他们不需要付我们那么多钱，还是说公司本身财务状况非常糟糕，根本无力让工资跟上通胀。
现在的求职市场很艰难，我不知道找到一份新工作要花多长时间，但我肯定还是会去找的。我的问题基本上是：我要怎么做，才能让我的经理帮我「升级」、提升自己，让我在将来找工作时更有竞争力，同时又不至于暴露我正在找工作这件事？
一方面，我猜他也能想到我可能会在看机会。另一方面，如果公司情况很差，又来一轮裁员（过去几年已经有好几轮了），我不想因为看起来「脚已经跨到门外」而成为第一批被裁掉的人。
我只是在想，我应该在多大程度上向 EM 明确表达自己的目标，让他和我一起努力？还是应该把这些打算藏在心里？
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我是一名有大约 12 年经验的软件工程经理。几个月前刚刚加入一家中等规模的非上市公司。结果在我入职当天，我才发现所有 Staff 级以下的 IC（个人贡献者）全都是海外合同工！惊喜！
我的团队大部分是签约的「高级开发（Senior developers）」。但没有任何一个人接近我心目中「高级工程师」的标准。公司有一种非常激进的绩效考核文化。然而，在我看来，周围这些 IC 和其他经理，相比我以前在科技行业待过的公司，整体水平都明显低了一截。我经常从总监 / CTO 层面收到各种模糊的压力，要我「提高标准」，并且快速清退达不到标准的人。我已经因为绩效和行为问题开除过一个人了，但现在我感觉自己进退两难。
如果我真的要根据我自己的标准以及公司公开公布的绩效指标来要求团队，我应该把整个团队都开了。这显然不太好。另一种选择是，我在绩效评估里「做点手脚」，把数据美化一下，让我的上级相信大家都达标了。这也不是什么好事，但看起来好像其他人都是这么干的。
另外，对合同工搞这种激进的解雇和绩效考核，让我有点不安。公司在实际操作上是把他们当成全职员工在用（包括下班后的值班要求等等），我不确定地球上的律师们会怎么看这种情况。
救命！
最后再加一个小问题——我前两份工作都没干满一年就离职了。我不是被炒掉的，只是最近一直没能找到真正合适的职位。我担心如果这份工作我再干不到 6 个月就离职，我的简历看起来就会变得很可疑。
源 Show Notes (EN)
In this episode, Dave and Jamison answer these questions:
I have been with my current organization for 5+ years. I like the company and have generally had a good experience working here. However, the last several years I have not really gotten a raise except for the standard “merit raise”, which does not cover inflation, so effectively the last several years I have made less money than the year before. I brought this up to my EM who said there is no chance of the company increasing the merit raises to meet inflation, unless I get a promotion. However, my EM also said there are no promotions available.
I don’t know if this means the company knows the job market is tough and they don’t have to pay us as much, or if the company is in dire financial straits and unable to keep salaries up with inflation.
This job market is tough and I don’t know how long it would take me to find a new job, but certainly I will look. My question is basically, how can I go about getting my manager to help me level up to make myself a more attractive candidate for a future job without necessarily tipping my hand that I am job searching.
On one hand I assume he knows that I might be looking. On the other hand if the company is in a bad position and we have another round of layoffs (we have had several over the past few years), I don’t want to be first on the chopping block because it looks like I have my foot out the door.
I’m just wondering how much I should make it clear what my goals are to have my EM work with me, or play it close to the vest.
I am a Software Engineering Manager with about 12 years of experience. I am a few months into a new role at a medium sized private company. The day I joined I found out that all ICs under Staff-level are international contractors! Surprise!
My team is mostly contracted “Senior developers”. Nobody is anywhere near what I consider “Senior”. The company has a culture of aggressive performance reviews. However, I’m seeing ICs and other Managers around me who are all seriously below the bar compared to other places I’ve worked in the tech industry. I get a lot of vague pressure from the Director/CTO level to “raise the bar” and quickly exit people who aren’t meeting it. I already fired one person for performance and behavior issues, but I feel like I’m between a rock and a hard place.
If I’m truly going to hold my team accountable to my and the company’s own published performance metrics, I should fire the whole team. That’s probably not good. Alternately, I can pad performance evaluations to convince my boss that everyone is meeting expectations. This also isn’t good, but feels like what everyone else is doing.
Also, I’m a little queasy doing aggressive firing and performance reviews for contractors. The company treats them as full time employees (after hours on call expectations, etc) and I’m not sure how Earth lawyers would look at this situation.
Help!
Final wrinkle - my last two jobs I’ve lasted less than a year. I wasn’t fired but just haven’t been able to find a good fit for a little while. I’m worried that if I just leave this job 6 months in, it’ll start to look suspicious on my resume.
源音频信息
源音频地址： dts.podtrac.com
本节目由工作流自动生成学习版音频，仅供英语学习使用。
