Hello everyone, I am Mingming~
I came across an outrageous workplace resignation post:
A colleague received a C rating for performance twice in a row, and when he proposed to resign, the leader refused to let him go, painting a rosy picture and claiming he was valued. However, behind the scenes, he told others, “If he leaves, who will take the blame?”
After working hard, is my role just to be the scapegoat for the team’s performance?
What happened to fair assessments? Why has it turned into a workplace drama?In fact, many companies’ performance evaluations have long since lost their original meaning.
Take my previous company, for example, where they enforced a forced distribution system, requiring each department to have 10% of employees rated as C (which directly deducts 20% of performance pay).
On the surface, it seems to encourage competition, but what is the reality?
It has directly evolved into a blame-shifting conference!
This quarter you get a C, next quarter you get an S to make up for it, blatantly turning evaluations into a child’s game.
They know very well which employees are easy to manipulate: for example, those who are honest and do not know how to take credit; or those who lack resources and find it hard to switch jobs.
A programmer friend I know is a typical example: he has been responsible for core projects for three consecutive years but has been rated C every year. It wasn’t until he overheard a conversation in the break room that he realized he had been labeled as the scapegoat since he joined, simply because he never dared to ask for a raise!The most ironic part is that many scapegoats are actually quite capable.
Just like a friend who works in an advertising company as a planner, he stayed up late to revise a proposal 20 times, yet still received a C for performance.
The leader casually dismissed him with, “Your communication skills are lacking,” and then turned around to assign the same task to a favored employee, calling it training for newcomers. This double standard is truly frustrating!The long-term consequence of being a scapegoat is that it drives normal people to become depressed in the workplace.
I have a colleague who initially worked hard and reported proactively to prove himself. However, after being rated C three times in a row, he directly switched to a laid-back mode: leaving work on time, refusing overtime, and ignoring the leader’s empty promises.
In his words: “No matter how hard I try, it’s all in vain; it’s more important to preserve my life!”The more terrifying thing is that this unfairness can infect the entire team.
Previously, our department competed fiercely for projects, but once we discovered that the leader used fixed employees to take the blame for performance, everyone started to hold back.
No one wants to take on important projects for fear of becoming the next victim. The once united team has turned into a scene of mutual suspicion.Some might say: leaders have it tough too, with pressure from above; what else can they do?
Actually! I know an HR director from a certain company who privately complained: “To put it bluntly, it’s just lazy governance! They want to meet targets without offending favored employees, so they find a few honest people to take the fall.”But is there really no better way?
There really is!
Ultimately, it’s not that the system is unsolvable, but that some leaders don’t want to put in the effort!Even more absurd is that some managers know this is wrong but still deceive themselves. Some leaders, while shouting about fairness and justice at employee meetings, privately tell their confidants, “Someone has to make sacrifices.”
This double standard is truly disheartening.Guide for Workers to Save Themselves:
1. Evidence is King!
Don’t believe in the saying “doing well is not as good as saying well”; the iron law of the workplace is:Evidence is the hard truth!▫️ 3 Types of Evidence You Must Keep::✅ Work Results Package: At the end of each project, package the final documents, data reports, and screenshots of client praise, naming format:<span><span>ProjectName+YourRole+CompletionTime</span></span> (e.g., 2025Q2 Promotion Plan_Zhang San’s Execution Version).✅ Communication Record Screenshots: When the leader assigns tasks verbally, send a message to confirm: “Brother Wang, the proposal due next week should include competitive analysis and budget, right?” If the other party replies “Yes,” this is your golden ticket to avoid blame!✅ Meeting Minutes: Take the initiative to record minutes, and after writing, @everyone for confirmation, especially noting responsibilities: “Xiao Li is responsible for risk assessment, to be completed by May 25,” making it clear who slacks off and who takes the blame!
2. Proactively Take Credit!
Don’t be like an old workhorse, just plowing ahead!
▫️ Advanced Techniques: When discussing results, include data visuals! For example, “The conversion rate of the community I am responsible for increased from 5% to 8%, which translates to an additional 30 customers per month,” numbers are 10 times more impactful than empty words.⚠️ Pitfall Reminder: Don’t wait until evaluations to speak up; at least reach out to the leader once a month, or they might think you’re slacking off!
3. Look for Better Opportunities!
When you see these 3 signals, immediately start your job-hopping plan:🔴 Leaders are outrageously double-standard: Resources are fully allocated to favored employees, your projects are always short-staffed and underfunded while you take the blame;🔴 The team atmosphere resembles a palace drama: Colleagues are shifting blame to each other, no one dares to take on important tasks, and every workday feels like walking on thin ice;🔴 Evaluations are based on whim: Doing well is not as good as having a good relationship with the leader; honest people always get C, while slackers get S.
Honestly, the workplace should not be a hell where “honest people suffer losses”.
When performance evaluations turn into a power game for leaders, and effort leads to PUA, we must learn to say “no”.
After all, your value should never be defined by someone else’s blame!
● When I was earning 8000 a month, a new colleague directly started at 9500, then jumped to another company for 10000, and my former boss called me back, offering 13000 and claiming to value me highly.
● After negotiating a 40K monthly salary offer, just because I submitted a pay slip of 25K from my previous company, they wanted to lower it to 30K.
● A former Huawei employee revealed: after the company did not renew the contract, he received compensation of N + 1, an additional three months’ year-end bonus, and over 100,000 in overtime pay, totaling 560,000!
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