#performance

I think the Dream Team will surprise everyone….better than expected Q1.

One frustrating thing about Cisco is realizing the slacker sittng next to you is safer than you as a high performer…. Slackers are annoying… but they are harmless. They do not ask many questions…they do not challenge decisions, and they usually do not expose problems. They just coast along, do what they are told… and stay out of the way.

High performers do the opposite…They push& question things, and try to move fast or fix broken processes. That creates pressure, and pressure exposes where systems or decisions are not working well. The irony is slackers frustrate high performers, but high performers can make leaders uncomfortable because they reveal where the system is broken.

We need real growth, not by pulling ahead to make quarterly figures. Financial Hocus Pocus always ends in tears.

Help me understand this. We buy companies. Some of them are good, some su-k, so quality varies. What's constant is what we do after the acquisition. We always run them into the ground, destroy any value that exists, they stop innovating or developing technology, and the whole thing turns out to be a dud. Why does this always happen?

Algorithm for PMP and ranking. Yes I said it. Now its all new, so there will be considerations. But if AI you can compare across organization and huge data bases. What I am saying, it there are known attributes for high potential.And performances. Have a great day!

What's with some people getting 3% and others getting 3.5% for same grade ?

How did everyone fare?

I reported in close proximity to Pete for 3 years and also worked around and with Felicia and Morgan. Pete was a great leader. Yes, he has two watches. But he was smart and asked good questions and focused on results and performance. He had what it takes. He’s a markedly better than Gail. The other leaders? Morgan? Ha. Felicia? Ha ha. Anthem has been a den of mediocrity at the top for a long time. Pete was better than them all…by a lot.

I’ve worked at Wells Fargo for five years. For four consecutive years, I met expectations and received merit bonuses. Last year was the only time I was rated “inconsistent,” based on metrics that were never clearly communicated, and I did not receive a raise.

Now I’m being told I must outperform everyone on the team because of last year’s rating. I’m required to have weekly check-ins and am being criticized over minor issues, while others with similar performance are not held to the same standard.

My manager has said this is due to a “new policy,” but the way it’s being applied feels selective and unfair. At the same time, documentation is being added to Workday that does not accurately reflect the full picture of my performance.

If you’re not happy with your current position but the manager has not put you on a performance plan yet, can you tell your manager you want to volunteer to be out then you have 90 days- sounds like severance. Seems like a win- win.

Bonus payout was good but anyone else get laughable salary adjustment?

I have worked at the bank since 2014. Several years ago I received a promotion to Sr. Lead Analytic Consultant. The raise that went with that promotion put me above the lower limits by just a couple thousand dollars. Currently that role is posting for $139K - $239K per year. After my increase this year I am still making below the lower limit. Is this normal? Are others experiencing this same issue? For background, I have been 'Meets' consistently over the last couple years but never missed an SLA or Training assignment.

Be great at execution! Be great at chopping headcount.

Do whats right: fire everyone!

Embrace candor: You will be fired.

Build a high performing team, bit in India.

I’m hearing stories of some colleagues across the business receiving contractual bonuses and some not, even though they are in the same position. Does anyone have any info on this? I imagine it was due to different LOB’s now being merged but seems slightly unfair?

My director spilled to me that the IBP is likely over 140 this year.

I know I’m going down the conspiracy rabbit hole here, but just for conversation what if Oracle started the rumors of the layoffs? Oracle knows they must get employees motivated again, and it’s against their nature to do so with rewards, but creating fear is right up their alley. The thought being that employees will put up with a lot more if they’re afraid they’re getting laid off. Suddenly, their performance may matter so they work harder. It seems a little far-fetched, but an interesting theory of ponder.

If you want to trim away the useless, then start with HR. Just keep the bare bones skeleton crew, let the HR chatbot and AI do the rest of that work. If Citi AI can’t handle the mundane low hanging fruit HR work, then it has no place trying to be wedged into anything more complex or technical.

If it can’t be developed enough, tested enough and rock solid enough to handle the HR work load, then you have business trying to make it do anything more complex. It’s like trying to use a calculator that can’t add or subtract to perform advanced algebra. Use the HR role as your live test bed. Once you get that part down, you can then showcase what a success it is in all you little ppt slides and THEN move on to something more complex.

https://finance.yahoo.com/news/reddit-still-furious-t-47-125619599.html

Sorry if this is a d-mb question, but I’ve been with Aetna for four years and consistently receive a rating of 3. I feel like I’m one of the top contributors on the team.

I’ve noticed that some team members don’t even turn on their cameras during small meetings (less than 8 people), and it makes me wonder how performance ratings are determined.

Do people actually receive a rating of 2 here, or does most everyone receive a 3 — even those who may not seem as engaged?

Is 3% the standard compensation this year?

In November of 2021, nike stock traded at nearly $170 per share. Five years later and the stock is trading consistently sideways in the low $60’s, with no end in sight. Despite leadership purchases, leadership changes, constant layoffs, reorg’s, buy backs and a retail / wholesale reset, nike is one of the worst performing stocks out there. Today it’s trading at $59 and may go lower. A nearly %280 drop in valuation. Unbelievable.

How did everyone fare? I got a 2.7% merit increase and 105% bonus. High band 4

Leadership is clearly not up to the task to turn this company around. Stock got a bump but regressed, NA volumes aren't working even with PPA investment and acquisitions, and we're getting the shaft with low team score and merit raises. At what point do we collectively say we aren't going to work to execute shoddy decisions that cost us money?

How did everyone do? I received 3% merit and 90% of AIP.

From an APJ perspective, these layoffs, while difficult, were long overdue. For years, the company carried excessive overhead in the US and Europe: overstaffed legacy teams, prolonged decision-making processes, and limited focus on high-impact delivery.
The reductions have created a leaner organization. APJ teams are now stepping up significantly, delivering intelligent, efficient work on cloud and AI initiatives at a much faster pace while headquarters adapts to the new structure.
For those affected by the layoffs: if performance or adaptation lagged, the cuts were inevitable in a competitive market. Rather than endless complaints in forums, the focus should shift to skill development or new opportunities.
The company is now more agile and better positioned for growth in 2026. APJ continues to drive strong execution. It is time to contribute meaningfully or move on.

Anyone know the IBP% yet?

Mike you can blame Frank all you want but $62 is on you buddy! You were a rookie who was unprepared and you destroyed $100B in Market Cap! Congratulations on holding the that record, surely puts you in the top 5 of worst CEOs ever! By the way why is Chris Foskett still here riding around on the jet! The guy does nothing. What big account has he brought on in three years. As Revenue head he has lost a ton of business in last two years.

I survived another round of layoffs and am not happy about it. Any tips or tricks for how to get let go? I quiet quit back in 2022 and have been doing less than half the amount of work that I did previously. I am constantly in the bottom 3 on my team performance wise. I just want my famn severance package already!

CEO change needed to bring new direction

Looking like bonus is happening but not full amount. Does anyone know what % of your percentage they are paying?

Does anyone know what raises look like this year?0-2%? More?

I have not heard this addressed – – at least not in a long time; since then so much has happened… Is a person terminated for performance but on the spot and without notice … just, one day they’re working and the next day they’re flat out gone; or are they put on a PIP and if they fail the PIP, then they will be terminated. I’m not even going to ask if they need to have an IM or needs improvement since it seems a lot of people that had EX and Meets have been terminated… I don’t think rating has anything to do with it ..but pls feel free to correct/comment.

How are we all feeling about this? Direct result of end of year?
Heard that it's a way to get mutual separation without having to go through redundancy process.

HR will clearly be company focused but anyone appealing it? Getting any concrete answers?

I feel for anyone going through this. Keep the head up and don't let them bully you!

So the HR management call happened about the upcoming pay and performance week and some interesting but not shocking news. Apparently, with the restructuring in the career architecture and demoting everyone to lower titles, this also includes new lower pay scale bands for those titles and roles. So if you were a person who was previously in a role that now has been artificially demoted with a new salary band that is lower than your current salary, you will not be eligible for a merit pay increase because you’re outside the band for your new title. Just another way to squeeze people and not reward them for good performance. Comment on this if this turns out to be true next week.

Every single winner of this award has derailed their team project in one way or another. They don't have knowledge or skills and don't know what they are doing. I've never met one that's inteIIigent. They just know how to fake their way through the work day. And Truist never questions who really does the work behind the scenes. I would be ashamed to get this award.

They want our business as customers but treated us like piece of sh-t this performance review period. My middle finger never been this strong.

Anyone else think the current COA metrics and stipulations are a joke? From my perspective, the expectations feel misaligned with the operational realities many recruiters are facing.
I genuinely appreciate the hard work and dedication of our top performers. However, I think it’s important to acknowledge that some of those team members have access to additional resources—such as administrative support—that significantly reduce their non-recruiting workload. Other recruiters are expected to meet similar performance standards while also managing administrative responsibilities independently. This creates a perception of inequity across the team.
Historically, many tenured recruiters managed large principal headcounts—often 60–80 coa—without additional support and while serving as the sole point of contact. Those titles were earned through sustained performance under challenging conditions. While compensation structures and business models have evolved, the current expectations combined with reduced support and compensation pressures are contributing to morale concerns.
There also appears to be inconsistency in how resources are allocated. Concentrating support around select individuals may drive strong results for a few, but it can unintentionally limit broader team growth and development. A more balanced distribution of resources could potentially create stronger, more sustainable performance across the organization.
Additionally, low level recruiters continue to absorb responsibilities outside of traditional recruiting scope—particularly in areas where ownership of process and payroll has shifted. When placement teams are not fully owning those processes, recruiters are often required to fill the gap. This increases workload without a corresponding adjustment in expectations or compensation.
Finally, I believe leadership alignment and transparency are critical during times of change. There are individuals within recruitment who bring deep institutional knowledge and strong operational leadership. Ensuring that the right leaders are empowered to guide strategy and execution will be important for long-term success. There needs to be advocating for equity, clarity in expectations, and a structure that supports both high performance and team-wide growth. The recruitment team deserves a win not more unrealistic goals thrown up against the wall hoping it sticks.

Don’t criticize Dell again prematurely. Instead, let’s take a step back and compare their stock performance with ours following the earnings release before forming conclusions.

So it’s going to the dogs. That’s for sure. DXC is busted but when it finally folds are there any DXC execs you would back or follow into something new or are they all just hopeless cases in it for themselves?

If you’re upset about the STIP payout, take a step back and look inward as well as at the bigger picture. The stock has climbed from the $40s to over $70 in just a few years. That kind of performance doesn’t happen by accident. Enbridge is doing something right and they give everyone an opportunity to participate in the appreciation of the stock and the dividend (savings plan and STIP bonus at a minimum).

STIP is never meant to be guaranteed income. It’s upside. If you’ve been living as though it’s base salary instead of treating it as discretionary income, that’s a personal financial planning issue, not a compensation problem.

Live within your means your STIP will always be gravy. You could be Investing your STIP, dividends and savings plan year over year which would make you wealthier instead of poorer.

Instead of blaming Enbridge for your lack of budgeting and financial discipline, start living within your means and investing your STIP. Enbridge pays a living wage and then some . It’s your spending habits making you broke and nothing else. The decision on how you live is always yours, but stop complaining about STIP not being good enough because the reality is it’s a perk that many companies don’t offer. Most people are happy to get a big deposit once a year .