In the interests of the core Splunk value of transparency, here is one transcript of many which will show exactly what happens if you go to Splunk HR with documented evidence that your senior manager has lied to HR multiple times in order to attempt to get you written up and fired.

[EMPLOYEE1]:    Hello?

[HR1]:    Hey [EMPLOYEE1], are you there?

[EMPLOYEE1]:    Yes I am.

[HR1]:    Hey [EMPLOYEE1]?

[EMPLOYEE1]:    Yes I am.

[HR1]:    Okay, thank you. Sorry about that. We got the new Zoom conferencing that we're trying to get set up in San Francisco. This particular Zoom message has some technical issues. So, I'm just gonna use my cell phone if that's okay. But, let me know if you can't hear me.

[EMPLOYEE1]:    I can hear you fine.

[HR1]:    Okay. I'm gonna turn you up a little bit, 'cause I can barely hear you. Okay. All right. Well, sorry about the little delay there, but I just wanted to thank you for making the time to connect.

[EMPLOYEE1]:    Not a problem.

[HR1]:    Did I lose you?

[EMPLOYEE1]:    No, still here.

[HR1]:    Okay, yeah. It's a little hard to hear you. I just wanted to check in, see how things are going on your end. It's a lot easier to talk live, then email. So, I just wanted to check in.

[EMPLOYEE1]:    There hasn't been any changes from the last time I spoke with you, if that's what you're asking about.

[HR1]:    I don't think we've ever actually talked before.

[EMPLOYEE1]:    The last time I emailed you.

[HR1]:    Okay. Well, I mean, do you wanna just start from the beginning? I just wanna give you some time to just talk and connect, and see how I can help.

[EMPLOYEE1]:    You want me to start from what brought this all on?

[HR1]:    I mean, really [EMPLOYEE1], I just wanna kinda understand what's going on, what I can do to help, what you would like to see.

[EMPLOYEE1]:    What's currently going on, is I don't have the resources I need to do my job. What brought this on, it was the bad meeting that we had on the offsite that [DIRECTOR1] prompted for us to speak about what went wrong, and ever since then things on the team had been strained.

[EMPLOYEE1]:    Nothing has gotten better, only change to the issue is [MANAGER1]  is now not in my direct line of management, it did not fix anything. I'm not sure you saw my documentation. If you have questions, I'll be happy to answer. But, if you want me to start from the very beginning, we're gonna be need a little bit more than 30 minutes.

[HR1]:    I mean, I think going back to your concern, I think that's where I'd like to focus.

[EMPLOYEE1]:    Okay.

[HR1]:    So, maybe we just start there.

[EMPLOYEE1]:    Okay. My concern is, I'm working for a senior director, who is creating conflict where there is none. Which, multiple times now, she has made accusations. She has come to me to try to ding me on performance, and imaginary issues that she's sees, but nobody else around sees it and I'm not sure how I argue basic logic.

[HR1]:    Okay, and maybe just backing up a second. When you said she creates confrontation, what does that look like? What does that mean?

[EMPLOYEE1]:    Well, every two weeks I get a nice little email that accuses me of something that I did not do, without any specifics. I ask for specifics, I receive none. But, yet as she's complaining about my performance, she's barely in the office, barely knows what I'm doing on day to day basis.

[EMPLOYEE1]:    So, it's really interesting. I don't know how else to describe it.

[HR1]:    So, would you like more time with her? Would you like more one on one with her in person in the Seattle office? Would that be helpful?

[EMPLOYEE1]:    I tried to have a one on one directly with her in the Seattle office on I believe Monday. We were both in the office, she left. I don't know if that's gonna fix the situation. If [DIRECTOR1] is not going to be willing to listen when me, as her employee, tell her I don't have the resources to do something she asked.

[EMPLOYEE1]:    I'm not sure that's helpful, but if you think it's gonna help, I'll be happy to drive into the office to have the one on one meeting with her.

[HR1]:    Okay. I mean, I think it would be a great start. Especially with ... I think you mentioned you felt like you didn't have certain resources on your laptop.

[EMPLOYEE1]:    I still don't have certain resources, and-- [cut off]

[HR1]:    I think that would be great if you both could be in that office, to just one, if there's a request that you need to put in a service ticket, or anything like that-

[EMPLOYEE1]:    How does that fix the situation? I'm sorry, but I'm failing to understand how having her in the office is going to fix the issue of my computer not having the necessary resources.

[HR1]:    I think right now there's just some confusion. So, I think.

[EMPLOYEE1]:    There is ... I mean, there is a screenshot ma'am. I'm not certain it can get more direct than that. There is a screenshot, there is a screenshot from the document that they sent me from the vendor, that they want me to test with the requirements listed.

[EMPLOYEE1]:    Those are in the --- [cut off]

[HR1]:    I think there's just some confusion. So, I think it would be good to just ... The two of you to just sit down. So she can understand what it is you need, put that service ticket in, and then just make sure that you can do the job you need to do, and have all the resources you need.

[EMPLOYEE1]:    I'll be happy to try your way, but sounds unhelpful to me to be quite honest. I'll be happy to try if that's your stop, and that's your suggestion I don't see any way out of that. But I personally find it not logical, and I find it as that's not necessarily an issue for addressing the problem.

[HR1]:    Well, I think the biggest thing is, we wanna make sure that everybody at Splunk feels they can be productive, and is doing their job. So, the one hurdle that I'm seeing is you don't feel like you have the resources that you need to do you job.

[EMPLOYEE1]:    I don't have the resources, not I don't feel like, I technically don't have it. You can post that to anybody in the company, and they'll tell you the same thing.

[HR1]:    Okay, so that's why I'm recommending the two of you meet in that office. So, we can get that resolved, and so then that will be no longer a hurtle.

[EMPLOYEE1]:    How are you proposing we resolve this exactly. Because I have said what I need, I have been told it has not been approved. So, how exactly, me being face to face asking for same thing will solve anything.

[EMPLOYEE1]:    Because I'm not following the logic.

[HR1]:    I'm getting just a sense there's just confusion, and so I think by her seeing your configuration, you sitting with her side by side, then you guys can just quickly see. Okay, here's the issue and then we can get that resolved.

[HR1]:    So, then you can be productive moving forward.

[EMPLOYEE1]:    Okay, so you're solution is for her to tech support me. If I'm understanding it right. Because I don't think that's a solution. I don't think that's a even viable solution. I think that's you, once again, putting me in a position where I'm front to front with my boss, and confronting her over something I don't have.

[EMPLOYEE1]:    I don't ... Did anybody, other than me, read the document of in a ticket that they have patched? Let's start there. If you read it-

[HR1]:    So, that's where there's ... I'm hearing from multiple people, multiple other managers, that they believe you have the resources that you need to do your job.

[EMPLOYEE1]:    What other managers are those, apart from [MANAGER1], and [DIRECTOR1]?

[HR1]:    So, I have [EXECUTIVE1] reviewing it as well.

[EMPLOYEE1]:    [EXECUTIVE1] said I can do it on my machine as is?

[HR1]:    I'm checking with [EXECUTIVE1]. He's actually traveling right now.

[EMPLOYEE1]:    Oh, I thought you said that you had checked with him. Because that's what you were implying. That you had multiple managers who stated that I have the resources, and when I'm asking you which other managers did that, apart from those two, you mentioned [EXECUTIVE1]'s name. So, did [EXECUTIVE1] say that I have the resources?

[HR1]:    As I said, I have [EVECUTIVE1] reviewing that.

[EMPLOYEE1]:    Okay, then do you wanna get back to me once he has had an opportunity to review it?

[HR1]:    So, I trust [DIRECTOR1] and [MANAGER1], they're senior managers, we trust our senior managers. So, again [EMPLOYEE1], I mean, really we wanna make you productive.

[EMPLOYEE1]:    I don't think you do. I think right now, you seem to be a little bit unaware of what's happening, and I understand that your job is to facilitate the communication between me and my manager. I appreciate that. If you think that a one on one in the office will fix that, I'm happy to try.

[EMPLOYEE1]:    What I am not willing to try, is to going into the office, to have a tech support one on one discussion over something that is basic mathematics.

[HR1]:    Okay, well let's start with the one on one. I think sometimes just emails, things get lost.

[EMPLOYEE1]:    Oh nothing got lost, I have everything documented. I promise you that.

[HR1]:    Okay. I still think it would be beneficial for the two of you. No one is asking you to do any type of confrontation. It's really just, hey let's just spend some time together, understand what [DIRECTOR1]'s decision is for the team.

[HR1]:    The work that she's got planned, and the longer term plan.

[EMPLOYEE1]:    With all due respect, that should've been her job when she first came in, and explained the vision to the team. The reason she did not do that, is because she had no vision for the team when she came in. She's been more- [cut off]

[HR1]:    But, [EMPLOYEE1], I don't wanna stop you. When a new leader joins, they're coming up to speed.

[EMPLOYEE1]:    Yeah, when a new leader joins they're coming up to speed, and it is their job to get to know their team. It is their job to understand what is that their team does. With all the respect, my management has failed in that regard. I will gladly meet for a one on one, but I'm not going to sit down and play this game.

[EMPLOYEE1]:    Or if she feels she can do the task, I'll happily watch her do it on her VM with the resources that I have. I am not playing this game.

[HR1]:    You're not playing what game? I don't understand.

[EMPLOYEE1]:    The tech support game, back and forward. I am telling you, that I do not have the resources to do it. If you wanna wait for [EXECUTIVE1] to answer that for you, that's fine. In the meantime I'll be happy to have a one on one with [DIRECTOR1] in a room, in the office. I don't see a problem in that.

[HR1]:    Okay, I mean, really there just needs to be ... I can tell you, from the language you're using, you don't like [DIRECTOR1], Is that accurate?

[EMPLOYEE1]:    No, that is not accurate at all. I have no problems with [DIRECTOR1], the moment that [DIRECTOR1] doesn't impact my job. At the moment that [DIRECTOR1] impacts my job, I have a problem with [DIRECTOR1].

[HR1]:    Well how has she impacted your job?

[EMPLOYEE1]:    She has denied resources I need to do what she asked. Without any reason -- [cut off]

[HR1]:    That a part of the problem. Is that, --[cut off]

[EMPLOYEE1]:    No.

[HR1]:    Okay, go ahead.

[EMPLOYEE1]:    The heart of the problem is I have pages and pages of documentation in which she is making accusations she cannot back it up. Which HR has yet to address. Number two- [cut off]

[HR1]:    [EMPLOYEE1], I have read your emails. They're not really ... There's not a lot of detail there. I mean, there's detail, but

[EMPLOYEE1]:    I'm not talking about emails, I'm talking about the document with my evidence that was attached to the emails. That was emailed to you [HR1] -- [cut off]

[HR1]:    Hey [EMPLOYEE1], I just want you to understand, I'm here to help you. I'm here to help and try to understand. I think you seem very upset, and I just wanna pause. Is this a good time to have these conversations, 'cause you seem really upset. I'm here to help you, but you seem very agitated.

[EMPLOYEE1]:    I am very agitated, because you’re talking about emails, and none of the documentation that I submitted to you guys were in emails, apart from the last piece. This documentation that I submitted to you was in a word document.

[HR1]:    I understand that.

[EMPLOYEE1]:    So, did you look at the word document?

[HR1]:    [EMPLOYEE1], like the tone right now ... I'm trying to help you.

[EMPLOYEE1]:    I'm hoping you can, but did you read the document?

[HR1]:    I did, I looked at the attachments that you sent in the last email.

[EMPLOYEE1]:    So how do I respond to someone who created accusations without backing them up? If you can answer that, you have helped me.

[HR1]:    Give me an example. You've sent multiple things so ...

[EMPLOYEE1]:    Pick one. Pick page one, two, three, four, you let me know which page your looking at it, I'll go into it with you in detail.

[HR1]:    Well Um, [DIRECTOR1] did send an email where she's talking about the meetings that you missed with [OTHER1]

[EMPLOYEE1]:    I only missed one meeting with [OTHER1], and if you looked at the latest email I sent you, it'll prove it correct.

[HR1]:    Okay. So, but here's the email where she says, you didn't respond to [OTHER1] on slack.

[EMPLOYEE1]:    I flat out told her, that I was in a live Splunk training. She knew I was in training, because we had a one on one.

[HR1]:    But [EMPLOYEE1], that training's on demand. So, you can pause that-

[EMPLOYEE1]:    No, that training is not one on demand. I can prove to you that I was on a live training. You can ask [TRAINER1]. I was in a training room with [TRAINER1]. Which my manager would know, if they had cared to ask. I flat out told her that and it’s in the document you said you looked at.

[HR1]:    So, it wasn't this splunk fundamentals?

[EMPLOYEE1]:    It was the live training. I have the name of the trainer if you'd like to verify that. That should be easy for you to knock that off the list.

[HR1]:    Okay, I mean, I'm looking at on the website. It does say it's on demand.

[EMPLOYEE1]:     You are not looking at the right one [HR1]. What purpose do I have to sit here, in front of HR and lie to you. So, if you'd like me to send you the documentation, let me know. But otherwise please drop it. Because I don't like to be accused of something I didn't do. Especially when it is so easily verified.

[HR1]:    Um, Okay, we'll go ahead and read the email that [DIRECTOR1] sent over.

[EMPLOYEE1]:    Which email she sent over, because I never received one. So, did she send over another one, is this a new thing, are you sending me an email, can you be a little bit more specific?

[HR1]:    I don't know the exact date of when she sent it.

[EMPLOYEE1]:    Once again, I don't have an email from [DIRECTOR1] stating this. I don't know if you're hearing me, or if I'm not speaking clearly enough, I don't have the email you claim I should have.

[HR1]:    Hmm. [PAUSE]

[EMPLOYEE1]:    I flat out asked [DIRECTOR1], in front of [OTHER2] on Monday, that if she wanted to talk about these issues ... Because I was told that by HR, that she'd be reaching out to me on Thursday. Then on Friday, then on Monday, and nothing ever came through.

[EMPLOYEE1]:    So, I flat out asked [DIRECTOR1] if she'd like to talk about it on Monday. This is extremely frustrating, when I don't even know what you're looking at.

[HR1]:    I'm sorry, who's [REDACTED]

[EMPLOYEE1]:    I said [DIRECTOR1] ma'am.

[HR1]:    Oh sorry. Okay. I just saw [DIRECTOR1].

[EMPLOYEE1]:    There is a third person that's on a call. Do you wanna tell me who that is?

[HR1]:    There's a third person on this call?

[EMPLOYEE1]:    Yeah.

[HR1]:    There should not be any else on the call, besides you and I.

[EMPLOYEE1]:    Okay. I see two other callers. So, we'll see. Anyway, I have not received a single email from [DIRECTOR1] with specifics. If I had specifics, we'd be discussing specifics. But I don't.

[HR1]:    Okay, I follow up with her to get that. My understanding was she had sent that. So-

[EMPLOYEE1]:    To who? To you? Sure, not to me.

[HR1]:    Okay, she is going to send it to you. So ... Let's see. I only see ... Okay. I'm gonna ... I do see a third caller, so I'd like to just end this call and then, do you want me to just call you directly, or do you want me to set up a zoom call?

[EMPLOYEE1]:    If you wanna set up a zoom call that's fine.

[HR1]:    Okay, let me do that. Sorry about that, hang tight.

[EMPLOYEE1]:    Yeah.

[HR1]:    Can you hear me now?

[EMPLOYEE1]:    Yup.

[HR1]:    Great. Okay, hold on one second, I have to turn this one off. Okay, does that work?

[EMPLOYEE1]:    Yup. I can hear you fine.

[HR1]:    Okay. All right. Sorry about that. Just the new system over here ... Okay. Okay, that should be turned off. Okay. All right. So what would you like to see happen?

[EMPLOYEE1]:    Well, I'd like you to tell me how to deal with a senior director who literally invents things. Because at this point, that is my concern. She has flat out invented accusations, I have pages and pages of documentation, which I can prove it with.

[EMPLOYEE1]:    Because I have spoken with the people that she listed, or believed caused a problem, [OTHER1] including. The meeting that I missed, that she said that, "oh the meeting you missed pushed the project back." I have screen shots from [OTHER1] saying, that's not accurate at all.

[HR1]:    Well, I think, here's the thing. When you put somebody on the spot.

[EMPLOYEE1]:    So everybody is put on the spot, are we going really with that defense? That everyone of those people lied, because they're scared? Seriously?

[HR1]:    I'm not gonna say every single person, but I think that is a difficult position to be put in. I mean, I think ... I mean, I can tell you're extremely upset right now. I want to get you into a place where you can be productive.

[EMPLOYEE1]:    Here's how to get me to that place, tell me how to deal with a manager who invents information. Because I have flat out submitted to you the proof. If you don't believe me, take your time. Go talk to these people. Go do some investigative research. Prove me wrong.

[HR1]:    Investigative research? I mean, the other ... You know, you reported to [MANAGER1]. [MANAGER1] had some concerns. I mean, investigations are serious.

[EMPLOYEE1]:    Yeah, and [MANAGER1] has a big concern because [MANAGER1] doesn't know what he's doing. If he has a big concern. He should have --- [cut off]

[HR1]:    So, [MANAGER1] and [DIRECTOR1] are both, in your opinion, not qualified. What is your assessment?

[EMPLOYEE1]:    My assessment is [MANAGER1] has been lazy for the past several years, and has gotten away with it. From what I've heard from the previous people that were here before I came along, and I'm not gonna name any names. Because I don't like to throw people under the bus.

[EMPLOYEE1]:    Now that the team has expanded, and things need to have a process and a way to move forward and accountability, he doesn't know what to do. When [DIRECTOR1] came on, [MANAGER1] found himself doing a lot more managerial positions when I was hired in [REDACTED], between [REDACTED] and [REDACTED] he wasn't doing it.

[EMPLOYEE1]:    All these little projects that are now getting assessed, that's fine. That's what I'm here to do. I'm here to [REDACTED] Splunk. If I'm telling you that I don't have the resources to do the tasks that I need to my job, why would I invent that? Why would I create that out of thin air?

[EMPLOYEE1]:    What can I possibly have to gain from this?

[HR1]:    So, [EMPLOYEE1], I'm gonna ask that, at all times, this conversation just needs to be respectful.

[EMPLOYEE1]:    I am trying, am I not being respectful?

[HR1]:    Your tone is extremely agitated and the comments you're making ... You know, I'm trying to help you. So, as you know, [DIRECTOR1] has hired somebody else on the team.

[EMPLOYEE1]:    Yes, [MANAGER2].

[HR1]:    [MANAGER2] will be taking over some of the leadership roles.

[EMPLOYEE1]:    Okay.

[HR1]:    Would you be open to reporting to [MANAGER2]?

[EMPLOYEE1]:    Sure, I don't see why not.

[HR1]:    Okay. I mean, I think that might ... Unfortunately I think I'm gonna get kicked out of this room, 'cause my time's up. I think that might be just a good way to kinda move forward. I think in the meantime.

[EMPLOYEE1]:    [HR1], here's my problem. I don't feel like you, as HR, are addressing the issue as I'm being accused of things, that are not being backed up and easily disproved.

[HR1]:    Um, So, I think [DIRECTOR1]'s gonna send an email. I think, let's review that, I'm happy to set up a follow up conversation, to just review that. So, I think [DIRECTOR1] does have concerns about your performance, your communication, your delivery. So, I think let's see what that email looks like. Let's regroup and let's find a path forward.

[EMPLOYEE1]:    Okay. How long am I gonna be waiting for this email now. Because I was supposed to receive it on Friday, and again, this is the pattern. This is her pattern.

[HR1]:    So, [EMPLOYEE1], you'll get that email today.

[EMPLOYEE1]:    You guys are still not addressing the issue, but okay. That's fine.

[HR1]:    Okay. I mean, this is why we're having a conversation. I want you to know, you can come to me, we can talk about things. If you don't feel like they're being addressed, let's talk.

[EMPLOYEE1]:    I am trying to. But, you know what, I am at flat out telling you. I can prove, you can do your own research, if you don't trust mine, and put people on the spot. Because I guarantee you, there is more people than me who cannot stand [DIRECTOR1] in this organization.

[EMPLOYEE1]:    I can promise you that there is an entire group of people that cannot stand [DIRECTOR1]. She is creating problems. She is accusing me of things that I have not done. I have gone to HR to try to address it. You as HR come to me and say, that [DIRECTOR1] has concerns. But there has been not any independent investigation to figure out if there is truth in what I'm actually trying to say.

[HR1]:    So, that's why I'm talking to you. So, that's why we're having this conversation. I tried to meet with you last week, it didn't work for your scheduling. So, this week seemed to be better. So, but that's why we're having this conversation. I wanna understand your concerns.

[EMPLOYEE1]:    I appreciate that [HR1]. But it's coming across that you are not necessarily trying to understand my concern, but you're trying to address the issues of [DIRECTOR1]'s email. I think that is the disconnect.

[HR1]:    Well, I mean, I'm not your day to day manager.

[EMPLOYEE1]:    Correct.

[HR1]:    [DIRECTOR1]'s your day to day manager. So, there's a element of ... you guys have that conversation of there's the resources, whatever it is, and then there's just if you have concerns, that's where I come in. But I'm not gonna give you instructions, anything like that. I'm really just here to help make sure that everyone's working well together.

[EMPLOYEE1]:    Okay. Then how do we propose we do that, if every few months I'm gonna be accused of something that's invalid, inaccurate, and didn't happen. By the way, what is HR doing to ensure that whatever she is reporting, is in fact accurate?

[HR1]:    Um, So, let's look at the email that [DIRECTOR1]'s gonna send. Have you review that, and then I can set up a follow up call when you're ready.

[EMPLOYEE1]:    Okay.

[HR1]:    Okay. All right. Let's do that. I'm getting, unfortunately, kicked out of this room. Got some other people that are trying to get in. So, next steps, if I can have you review the email that [DIRECTOR1]'s gonna send, let me know when you're ready, and then I'll set up a follow up call for you and I to connect.

[HR1]:    In the meantime, if anything else comes up, just don't hesitate to reach out okay?

[EMPLOYEE1]:    Sure. I gotta say [HR1], I am not very confident about this process. I feel like we're having a one way conversation, but give it a shot. I am frustrated and honestly, I don't necessary see you as trying to assist me at this point.

[HR1]:    Okay, well I appreciate that feedback. I completely understand that you're frustrated. I can sense that for sure. But, my biggest request is let's just keep the dialog going.

[EMPLOYEE1]:    Sure. Let's start with the dialog with me, you, and [DIRECTOR1], and find out why she's going around making accusations from her perspective and not providing specifics, and leaving your employee there to hang for a week without knowing what the hell her accusations were about. If we can have that conversation and narrow that down, we're halfway there.

[HR1]:    Okay, all right. So, I'll wait for you to let me know once your reviewed that information, and we can set up a follow up okay?

[EMPLOYEE1]:    Sounds good to me.

[HR1]:    All right thank you so much

[EMPLOYEE1], I really appreciate it. Thank you.

---

This was an early exchange in the process, it escalated much further from here as [DIRECTOR1] escalated their attacks and began to openly and overtly threaten.

Later on, it became provable that [EXECUTIVE1] was involved from the start and covering up for [DIRECTOR1] for highly inappropriate reasons which would be grounds for termination of [EXECUTIVE1].

So there you have it, go to HR with proof your management is lying, bullying, or otherwise harassing you, and they will evade, stonewall, and avoid the word "investigation" at all costs.