#performance

Posts mentioning hashtag #performance

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All hands call mentioned layoffs

At first they mentioned how we outperformed booking revenue and we hit all these expectations and more. Then they briefly mentioned layoffs and the just said they can’t say anything about it and just to put your head down and wait for the storm to end. Looks like it’s happening even when we are over performing in some segments.

#AllHands #Communication #Company #Layoffs #Performance

Next Quarter

So, there's a lot going on here… Q3 and we're revving up for Q4… and we're preparing preparing for Q1. you know we have our eyes on the following Q2 and Q3 that comes after that and then that pivotal Q4 kind of ramping out to 2027… pivotal Q1, until 2027 Q2, followed by that Q3 and the Q4, kind of going into 2028 Q1. so there's a lot that we are kind of like laddering up there's a lot, kind of going over and we're gonna make sure that we kind of like we are not boiling the ocean or jumping shark next quarter. And talent retention.

#Performance #Planning #Retention #Talent

Need Engineers running Verizon

Vz needs employees with engineering degree running the network and operations .
Any network related job should be run by an engineer with a valid Engineering degree.
Not Liberal arts, not poliical science not vetenrian not home science and not social science history or seimnary majors ! This can be attributed to the degradation of the network over the past 8 years
Change the skillsets at every level of leadership touching the network and you will see performance and customer satisfaction improve.

#CustomerSatisfaction #Engineering #Leadership #Network #Performance

Clover is on the brink of disintegrating as a unit

The past few years at Clover have exposed the full extent of failure in engineering and product leadership. Decisions are reckless, priorities constantly flip, and nothing ever gets executed properly. Every new “initiative” collapses into chaos because the people in charge can’t think ahead, can’t follow through, and seem completely out of touch with reality. Teams are left to pick up the pieces while leadership pretends everything is fine.

The lack of accountability is absurd, the same mistakes keep repeating, yet nothing changes. If real progress is ever going to happen, serious action needs to be taken at the top. Clover leadership needs a hard reset, and the company can’t afford to keep operating with this level of repeated mismanagement

#Accountability #Culture #Leadership #Management #Performance

Our Company is Prioritizing Fake Close Rates Over Customer Service

The current implementation of internal account indicators—often referred to as "banners" or "flags" for priority opportunities—is fundamentally distorting our approach to customer engagement and compromising the integrity of our sales data.

The core issue is that management directives are prioritizing the achievement of a high banner "close rate" metric over serving the complete needs of the customer.

Metric Manipulation Over Sales Integrity:
The mandate to achieve a positive close rate on these specific accounts results in behavior that is detrimental to both the customer and the business's long-term health:

Avoidance of Service:
Employees are being instructed to actively avoid accessing accounts with a high-priority banner if the customer's immediate need is not a confirmed purchase (e.g., they need a simple phone activation, a non-committal upgrade quote, or troubleshooting). This is a direct abandonment of the core principle that customers are the lifeblood of our operation.

Skewed Performance Data:
This avoidance strategy does not reflect an increase in sales; it merely creates an artificially inflated "close rate." If an account with a high-value opportunity is never opened, the company still fails to capture the potential revenue. The resulting data gives a misleading picture of our sales effectiveness, suggesting we are performing better on these opportunities than we actually are. This is not salesmanship; it is data manipulation.

Unrealistic Expectations and Pressure:
The immense pressure placed on front-line staff stems directly from unrealistic expectations set by executive leadership, who demand near-perfect closure on every flagged opportunity.

This lack of realism ignores the fundamental reality of the sales process, which inherently includes customer deliberation, declines, and service-only interactions.

Furthermore, this intense focus and pressure are applied despite the fact that successfully closing a high-priority banner sale does not typically result in increased commission or compensation compared to a standard transaction. This disconnect forces employees to endure significant stress without adequate incentive.

The Call for Change!!
The mandate to avoid customers based on a potential sales banner is a betrayal of the stated core values of the organization, particularly integrity. True success is measured by serving every customer need honestly and driving organic sales, not by fabricating positive performance metrics through systemic avoidance and data manipulation. This practice must be immediately reviewed and reformed to align our operational goals with genuine customer care and ethical sales practices.

#Accountability #Culture #CustomerService #Leadership #Performance

Question About Year 5 Comp and RSU Refresh

For new hires, the minimum total compensation (for example, a $100k base salary + $100k in RSUs) is locked in for the first four years as stated in the offer letter, but that guarantee expires in the fifth year. When I checked the compensation section on my.company.com, it only showed my $100k base salary and didn’t mention RSUs at all.

Can anyone clarify how total compensation works starting in year five? Will the RSU portion remain the same as the amount listed in the original offer letter, or will it be adjusted based on the current market compensation for my job level and performance?

#CareerGrowth #Compensation #EmployeeRelations #Performance #RSU

Will Elliott Get More Aggressive at Medtronic?

Will Elliott’s underperformance pressure lead to more aggressive activism at Medtronic? Given that Elliott is lagging the S&P 500 and facing investor scrutiny about its fees and returns, might they push harder for faster, more dramatic changes at Medtronic to demonstrate results and justify their performance?

Recent Financial Times Article:
https://www.ft.com/content/74631e4d-f841-4e9a-a770-6933189894f0

Article is paywalled so here is a summary:

Elliott Management, the $78 billion hedge fund founded by Paul Singer, is addressing investor concerns about whether its massive size is hurting performance after lagging behind market returns.
Key Points:
• Recent Performance: Elliott gained 4.7% (net of fees) in the first nine months of the year, compared to the S&P 500’s 15% total return
• Historic Milestone: For the first time in over 20 years, Elliott’s annualized returns since 1994 have fallen behind the S&P 500 (though it still beats the index since its 1977 founding)
• Size Defense: The firm insists its $78 billion in assets is an advantage, not a hindrance, attributing underperformance to “mistakes, problems with hedges, or market issues” rather than scale. However, it pledged to reduce assets if size becomes a barrier
• Growth Challenges: Assets have nearly doubled in five years, forcing Elliott to target larger companies. This makes it harder to find overlooked opportunities and easier for targets to mount sophisticated defenses
• Investor Concerns: Some investors question whether the firm’s high fees are justified given its recent underperformance compared to simply investing in the S&P 500
• Current Activity: Elliott remains active as an activist investor, recently taking stakes in Pepsi, BP, and Southwest Airlines, and is raising a $7 billion drawdown fund​​​​​​​​​​​​​​​​

#Performance

Deep cuts just made in TransUnion's CTO org only have gone way to far

on 11/23/26 TransUnion just laid off hundreds of amazing people in their CTO technology org. People around the world were laid off. They cut way to deep this time and I expect a huge performance ripple effect in Q1. 100% their CTO Venkat is about to sink the ship with these cuts in order to hit unrealistic cost savings targets tied to his bonus. Moral is horrible.

#CostCutting #Layoffs #Leadership #Morale #Performance

Geico Insurance planned to layoff 20% in Jan.

Geico is reportedly planning to lay off around 20% of its workforce in January. According to employees, the company intends to label the affected group as “low performers,” with approximately 20% of employees in each department expected to be classified this way.

#EmployeeRelations #Layoff #Layoffs #Performance #WorkforceReduction

Forced Stack Ranking Question

Its an open secret now that there is a quota for performance ratings this year, similar to last. no 5s are allowed at all and there is a minimum number of 2s per team that must be allocated or senior leadership will draw names from a hat.

My question - Do any people leaders know if offshore team member's 2s count towards this quota? Our team is 18 offshore and 4 onshore. Would we be forced to lose another onshore person?

We used to have 9 onshore team members before this madness. any more onshore layoffs would mean we are on call and doing releases at night once every 3 weeks, which is insane. :( All the offshore folks are also at a university student level skill-wise, despite senior level titles, so they dont help with anything.

#ForcedRanking #Performance #Ranking #Offshore #Layoffs

Bonus elgibile

I recently became bonus eligible (grade 11) in September (US employee).

However, I was basically told “everything is under review and typically you’d get 33% of your bonus in cash and the other 67% in stock”

Anyone know if that’s staying and when the payouts typically are? Can’t find anything on FUEL and my managers keep saying they can’t be 100% certain…

#Bonus #Compensation #EmployeeRelations #Performance #Transparency

Special Advisor

Can anyone circle back, follow up or close the loop on q4 kpis for Hans the special advisor? Vz is positioned to win the holiday with a top talent team, org structure and culture OS. Let’s keep the momentum going! Also if someone could make sure he completes the pulse and survey hours that would be great thanks. And make sure he takes the guilt free vacation too and brings his best self to power and empower the way we work live and play. Honored and humbled for world class art of the possible leadership that treats us with dignity and respect, honesty about the state of the business, and our bright future!

#Accountability #Culture #EmployeeEngagement #Leadership #Performance

RE-Joyce No-Hit Wonders - The RECAP CAP (Get it?)

Let's go over the basic results of the last 3 years..... and some basic facts of what's happened on the Re-Joyce era of NSIT. Now in Lame Duck mode..... LOL

Base Salary = $6Mil? $5.5? (Can feed a few families with that now can't you....)
Stock Sold = $2,0100,000
Shares Outstanding = $48,460 = let's say at $80 to be optimistic LLOL, since she'll be a lockout insider post Jan (and by then the stock will of more than likely be in the 70's at this pace) = $3,876,800
Shares Purchased = 0

Damage done to this company = Priceless
Sr Leaders hired with out the needed skills or competence = >20? >25?
Individuals laid off = 1,200+ (Easily) <- If you have a better estimate, put it in the comments
Job Offshored to India / Philippines ± 800
Market Cap Erosion = $3B
Current Market Cap = $2.784B
Previous Market Cap High = $5.78 billion (Thanks to riding Ken's Coat Tails)
Quarterly Estimates Missed

Q3 2025: Missed both EPS ($2.43 reported vs $2.49 consensus) and revenue estimates ($2.0 billion reported vs $2.15 billion consensus).
Q2 2025: Missed both EPS and revenue estimates. Revenue missed by 2.9%, and EPS missed by 33%.
Q1 2025: Beat analysts' EPS estimates by 2.5% but missed revenue estimates.
Q4 2024: Full year 2024 EPS missed expectations.
The available information indicates a recent trend of missing revenue estimates, particularly in the latter part of 2024 and through 2025, while EPS performance has been mixed, with two beats and two misses in the last four quarters. A complete history for the entire three-year period (from late 2022 to late 2025) would provide the exact total number of misses.

That's only one year, still not something to be doing Ted-X Talks on or guest Forbes articles.

Thanks InsightGPT!

#Layoffs #Leadership #Performance

Official Wealth Management Firm of Big XII

Penny Pennington announced Edward Jones is the official Wealth Management partner of the Big XII Conference. This figures. A third class wealth management firm for a third class athletic conference. Everyone knows the top two conferences are the Big 10 and the SEC. Come on, Penny, if you really mean business you should do better. Everyone knows you are not a real leader and you are in over your head. That is why you could only secure a deal with the Big XII. While the Big 10 and the SEC have been adding programs leading the NCAA in positive growth the Big XII has been losing programs and been scrambling to pick up third tier programs to fill the holes. This sounds very similar to Penny Pennington's leadership at Edward Jones. While top leaders at Schwab, Raymond James, and LPL take talent from Edward Jones Penny Pennington is scrambling to fill the gaps as best as she can. Penny Pennington is just not adding up. Penny Pennington has already sealed her fate as a doomed leader in firm history.

#Company #Culture #Leadership #LeadershipDevelopment #Performance