Below are all the posts — topics as well as replies — that mention the hashtag #performance.
Mention #performance in your post to continue the discussion!
https://www.medicaldesignandoutsourcing.com/medtronic-ceo-pay-2026-executive-comp/
This is a 10% raise from 2025 Meanwhile stock down 27% last 5 years. Congratulations. Great job GM
Imagine the amount of RIFS that could’ve been saved if these people like GM take a pay cut for the incompetence. Sadly accountability doesn’t exist in this company. And instead they get raises.
Located in a core location and received IM for mid year. Does ageism play role in this? I ask because like many others I have been a top performer but i am 59 years old. Does this mean I will be layed off soon or is it worth making effort to raise the score for year end?
There’s been this huge crackdown on my team within care management recently on performance and policy compliance. We’re all getting flack for our idle time, call avoidance, taking lunch too late, and on and on. Used to be no one ever checked Verint unless there was some concern about metrics, but now everyone is in the hot seat. Lots of formal coaching and PIPs all at once for objectively very minor offenses. Is it some directive from senior leadership? Maybe they’re trying to thin the herd of less productive associates before AI implementation increases our productivity expectations?
I have never seen anything official announcing that a PIP process would be enforced on the lowest ranked 5% in the new performance system.
Where did this all come from ? … or is it all rumour mill ?
I heard that several managers are receiving a huge package as "performance Bonus". True or false?
CDW stock performance: Brutal
Past 5 years - DOWN -61.39%
Past year - DOWN -19.55%
Numbers don't lie, sharp pullbacks, volatile post-earnings reactions with margin concerns.
I left Dell at the end of July, and as of now, there are still no sales numbers available for commission sales representatives regarding their performance. This situation feels fundamentally unfair. I'm curious if anyone has initiated a class action lawsuit, as the rollout of One Dell Way should not have occurred without ensuring that sales performance data was fully accessible to us.
Will SMS deliver on its targets with the new SMS president?
Myself and about 100 or more other IT&V employees had THE call this morning. Laid off. Top performers too. How are layoffs even being decided?! This is BS!
by going direct and dump all the distribution channel who were loyal to them for long time.
And found best possible human being in this world to run company, JD.
The guy has no soul, no imagination, no leadership, no personality and bona fide total a@@hole.
To make long story short, sh-t did not turn out they way PK imagined to say the list.
And not sure if company will be full before he is no longer in this world.
With EH's performance until now, I don't think anything good will come out under him.
Let me just say that EH makes JD look pretty good. LOL
J
So the Q3 quota is being rolled out? How big was the increase for you sales folks?
Last week slack had 26,800+
https://pluang.com/en/compare/otex-vs-wm
Are pay raises only set by higher ups? Or can your direct manager ask HR to increase your pay?
Has your presence report been off the last 2 weeks? Last weeks report was atrocious. It’s wayyyyy off
The latest closing stock price for Humana as of August 14, 2026 is 389.05. closing price was 540.03 on November 03, 2022.
https://www.macrotrends.net/stocks/charts/HUM/humana/stock-price-history
Clinical Performance better off or worse than it was a year ago?
If your manager asks you to take on extra work because of laid-off colleagues, but then gives you a poor performance rating for not doing "enough" and lays you off anyway, sue.
You can sue as an individual or join together with others to file a group class action lawsuit. In either case, keep a detailed paper trail of extra work you were asked to do.
AI is eventually going to expose just how much middle management is basically Outlook, Excel, and “just circling back.”
If software can track performance, forecast numbers, flag problems, summarize activity, and send updates upstairs, it gets harder to justify paying someone $200K to schedule meetings, read a dashboard, and ask, “Any blockers?”
An HR expert believes many employees are hired into roles that don't suit them because employers refuse to pay competitive salaries. They then remain in those jobs for years, receiving little meaningful feedback, before eventually being dismissed or made redundant.
Kate Underwood, founder of Southampton-based Kate Underwood HR and Training, said the result was that workers lost "valuable" years of their careers "without ever being told the truth". Kate said employers often complained that they "can't find good staff", when in reality they're offering salaries that fail to attract the right candidates.
She added: "'Nobody wants to work anymore' is the most comforting sentence in British business, because it puts the fault out there somewhere. It is almost never true. There's no shortage of people who want to work. There's a shortage of people willing to do that job, for that money, in that building."
According to Kate, businesses frequently compromised during recruitment, hiring the best candidate from a weak pool of applicants before convincing themselves things will improve.
The bigger problem, she said, was what happened next. Rather than addressing performance issues early or admitting the role needs to be paid more competitively, employers often keep someone in post for years because replacing them would cost more.
Kate added: "Owners tell me they're keeping someone on out of kindness. I have never once found that to be the actual reason.
"You're not keeping him out of loyalty. You're keeping him because letting him go means admitting what the job actually costs.
"That is not kindness. That is a cost-saving measure with a human being in it."
Kate believes this can be devastating for the employee, who may have no idea their employer has already lost confidence in them.
She said: "Gary is 34. He's spent three years being quietly tolerated.
"Nobody has told him the truth... He thinks he's fine. He's walking around with a completely false picture of his own working life and everyone in that building except him knows it."
She said that by avoiding honest conversations, employers denied workers the opportunity to improve or find a role where they are better suited.
Kate added: "He'll find out eventually. When the business cracks, or gets sold, or when a new manager arrives with no history and does in a fortnight what should have been done in month three.
"You didn't spare him anything. You took years off his career because you couldn't face 20 minutes and a payroll decision."
Instead, Kate believes employers should recruit realistically, pay market rates and tackle performance concerns quickly rather than allowing problems to drag on.
She said: "When it isn't working, say so early, out loud, kindly, in month two rather than year three. Give the person a real chance with real support and a real deadline. If it still isn't working, let them go while they've got the confidence and the CV to land somewhere better."
The bigger problem, she said, was what happened next. Rather than addressing performance issues early or admitting the role needs to be paid more competitively, employers often keep someone in post for years because replacing them would cost more.
Kate added: "Owners tell me they're keeping someone on out of kindness. I have never once found that to be the actual reason.
"You're not keeping him out of loyalty. You're keeping him because letting him go means admitting what the job actually costs.
"That is not kindness. That is a cost-saving measure with a human being in it."
Kate believes this can be devastating for the employee, who may have no idea their employer has already lost confidence in them.
She said: "Gary is 34. He's spent three years being quietly tolerated.
"Nobody has told him the truth... He thinks he's fine. He's walking around with a completely false picture of his own working life and everyone in that building except him knows it."
She said that by avoiding honest conversations, employers denied workers the opportunity to improve or find a role where they are better suited.
Kate added: "He'll find out eventually. When the business cracks, or gets sold, or when a new manager arrives with no history and does in a fortnight what should have been done in month three.
"You didn't spare him anything. You took years off his career because you couldn't face 20 minutes and a payroll decision."
Instead, Kate believes employers should recruit realistically, pay market rates and tackle performance concerns quickly rather than allowing problems to drag on.
She said: "When it isn't working, say so early, out loud, kindly, in month two rather than year three. Give the person a real chance with real support and a real deadline. If it still isn't working, let them go while they've got the confidence and the CV to land somewhere better."
A Japanese company and a North American company decided to have a canoe race on the St. Lawrence River. Both teams practiced long and hard to reach their peak performance before the race.
On the big day, the Japanese won by a mile. The North Americans, very discouraged and depressed, decided to investigate the reason for the crushing defeat.
A management team made up of senior management was formed to investigate and recommend appropriate action. Their conclusion was the Japanese had 8 people rowing and 1 person steering, while the North American team had 8 people steering and 1 person rowing. So, North American management hired a consulting company and paid them a large amount of money for a second opinion. They advised that too many people were steering the boat, while not enough people were rowing.
To prevent another loss to the Japanese, the rowing team’s management structure was totally reorganized to 4 steering supervisors, 3 area steering superintendents and 1 assistant superintendent steering manager. They also implemented a new performance system that would give the 1 person rowing the boat greater incentive to work harder.
It was called the ”Rowing Team Quality First Program“, with meetings, dinners and free pens for the rower. There was discussion of getting new paddles, canoes and other equipment, extra vacation days for practices, and bonuses.
The next year the Japanese won by two miles. Humiliated, the North American management laid off the rower for poor performance, halted development of a new canoe, sold the paddles, and canceled all capital investments in new equipment. The money saved was distributed to the Senior Executives as bonuses and the next year’s racing team was outsourced to India.
Once again, each team must come up with 15% of its total employees minimum who are rated as not performing. Think about that. It is a must. There's no pushback. Extreme pressure from the ELT to not buck this system. Not every team has employees who are in this category which means they have to lie and pretend that they have underachievers.
Name me another company where folks like this could thrive?
Sabre is making double the revenue per employee that Amadeus makes. $600k per employee for Sabre and $300k per employee for Amadeus.
Yet layoffs at Sabre still continue.
How much revenue per employee will be enough for Sabre to stop the layoffs?
Bad Visit yesterday . My store just had a horrible corporate visit. Focus areas were mainly STH and center core. Failing score card, store manager put on action plan final warning. Day after visit store manager is conspicuously absent from store.
I’m not sure why analysts continue treating each new Centene C-suite promise as if the last one was delivered.
In 2021, Centene told investors it was targeting a 3.3% adjusted net income margin, with the benefits of its margin-expansion plan expected to materialize in 2023 and 2024.
Drew Asher was specifically named as one of the executives driving it.
Here is what Centene actually delivered, using its own adjusted earnings and premium-and-service revenue:
Four straight years of approximately 2.5%, followed by a collapse to 0.6%.
They didn’t briefly reach 3.3% and fail to sustain it. They never reached it at all.
Employees were reorganized, outsourced, offshored and RIF’d in the name of “margin.” Meanwhile, the executive specifically charged with delivering margin expansion missed Centene’s own target every single year.
Apparently, “accountability” is another expense Centene decided to eliminate.
Question to the Board: when does Drew get RIF’d???
Target:
https://filecache.investorroom.com/mr5ir_centene/114/CNC%20MS%20Conference_Final.pdf
Results:
https://investors.centene.com/2022-02-08-CENTENE-CORPORATION-REPORTS-2021-RESULTS
https://investors.centene.com/2023-02-07-CENTENE-CORPORATION-REPORTS-2022-RESULTS
https://investors.centene.com/2024-02-06-CENTENE-CORPORATION-REPORTS-2023-RESULTS
https://investors.centene.com/2025-02-04-CENTENE-CORPORATION-REPORTS-2024-RESULTS
https://investors.centene.com/2026-02-06-CENTENE-CORPORATION-REPORTS-2025-RESULTS-AND-ANNOUNCES-2026-GUIDANCE
Happy August 14th! Now that the official "you must be present to win" date has arrived, did OpenText actually pay out any annual bonuses today? After they raised the achievement metrics last year, I’m genuinely curious if anyone saw 100%, a fraction, or just a big fat zero. I was part of the March spring cleaning and luckily walked away with my prorated bonus fully baked in.Did the rest of you get a reward for surviving, or did the goalposts shift right off the field?
For several years I have exceeded all on every metric DW didn’t ’k Ow my name’ and didn’t approve a promotion. Which, wtf? I was working, not schmoozing. Now I hear HR is not only not approving, but not responding to managers on promotions which were submitted months ago. I understand this company wants to keep all costs down, but is there really some moratorium on growth? Or is it only those under CAPS? I don’t want to leave, but….
I was put on a PIP today. Should I expect to be on the RA list in september?
The Commercial Central Area did not show up in FY26. New Area and Operation Leaders are needed. The other areas have their act together based on all the accolades they received.
Could someone please clarify how the “4 good weeks out of 6” policy is measured? If it is tied to the 3‑days‑in‑office requirement, does that mean I would only need to be in the office 12 days over a 6‑week period (4 weeks × 3 days)?
Our team provides 24/7 global support, with all communication conducted electronically and no in‑person interaction required—especially for my role. My workday does not begin at 8 AM nor end at 5 PM, and weekend coverage is a regular part of the schedule. Despite consistently meeting or exceeding performance expectations, I have not received a meaningful salary increase in years, and I cannot afford to live near the office.
For me personally, the 40‑hour monthly commute is unpaid, non‑productive time that could otherwise be spent on work or on personal recovery. As a result, the in‑office requirement feels fundamentally misaligned with the remote, round‑the‑clock nature of the role.
If your career is not owned by GP then you should NEVER accept a role where you will be ranked with GP. For example a project assignment. They will use you to fill the bottom of the rank group and protect their own. They do not value the contributions of anyone who is not from GP.
Mandate from management to ensure BTC expats in the US rank well as “these are the future leaders of the company” which means you will not be ranked well.
Wescom Financial Credit Union reported its strongest quarterly earnings in over three years during the second quarter. This financial improvement followed a reduction in its workforce, which impacted 72 employees in Southern California. While employee expenses decreased, this was only one of several factors contributing to the earnings growth. Non-employee operating expenses also fell, and net revenue saw an increase. The credit union's return on assets (ROA) significantly improved compared to previous quarters.
https://www.cutimes.com/2026/08/13/wescom-financials-q2-earnings-rise-after-layoffs/
in the entire corporate world.
Not just among oil majors. Look it up. That’s it, that’s the post.
Extracts from an article originally published in Australian newspaper "The Age" on 13/08/2026:
Link to the original article:
https://www.theage.com.au/technology/telstra-boss-lands-11pc-pay-rise-in-year-of-1200-job-cuts-20260813-p60nvy.html
Telstra chief executive Vicki Brady says “ultimate accountability” for July’s national Triple Zero outage rests with her, after the company’s board stripped $607,000 from her short-term bonus.
Brady was speaking as the company delivered its annual results on Thursday, with Telstra’s net profit rising 2.7 per cent to $2.4 billion. Brady’s total pay rose 11 per cent, to $6.8 million, and the telco says the failure that cut off Triple Zero calls has cost it almost no customers.
“There were things within our control that triggered the outage,” Brady said on Thursday, describing the board’s reasoning.
“As CEO, ultimate accountability rests with me for the outage.”
Telstra directors cut her individual performance multiplier by 20 percentage points, leaving her a short-term bonus of $2.762 million. Then-group executive of global networks and technology Shailin Sehgal took the same reduction, and the rest of the senior executive team, including chief financial officer Michael Ackland, lost 10 points each, taking a further $1.29 million out of the bonus pool.
Brady said the external investigation was still running and the board could impose further consequences through FY27 pay once it reports
This masthead (The Age + other publications), first revealed the outage was caused by a server that had reached the end of its supported life almost a decade ago and was never replaced, despite newer devices costing less than $30,000.
In its full-year results on Thursday, Telstra revealed its direct workforce is now 4 per cent smaller, at 29,334, and the telco has signalled it will keep cutting as it simplifies the business. The job losses lifted its redundancy bill by $92 million to $206 million.
That cost-cutting helped drive a full-year result that has delivered shareholders a bigger dividend and a fresh $1 billion share buyback.
If you're good at your job you have nothing to worry about. If you're not, then well... start updating that resume my subnormal friends
How often does this change based on performance?
If I get two yrs of Very Good vs two yrs of Outstanding, does that make a difference on my Salary Curve or only after the annual increase?
I’ve been VTOing and requesting PTO in my IEX for the last 2 past weeks. Centene has really stressed me out. I don’t feel like clocking in or participate in my weekly team meetings. Supervisors and team lead states there’s nothing to worry about and to not stress. I call bullsh-t. They been on my di-k cause my stats/metric have changed recently, my AHT is higher than usual and I’m overly annoyed their slick a-s comments about my performance. Is anyone else experiencing major micromanaging issues? Enough is enough, at this point I’ve applied for FMLA because I can’t take handle the energy and fake empathy from my supervisor.
Ameriprise Financial, the Regional Recruiting Director role experiences high turnover due to intense industry competition, aggressive growth quotas, and demanding performance pressures.