#salary

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Geos & Engineers and Upstreamers & Downstreamers

Alright, so want to really understand what salary curve differences exist between these groups.

How high Geos are vs. Engineers in the Upstream? Looking for CL examples.

What about Upstreamers vs. Downstreamers? How high is Upstream? Again give CL level examples.

Trolls, just listen or add your valuable commentary to the other posts.


Total Compensation

Can you please share how much Technical Leaders (Grade 11 or Grade 12) earn in RTP? Salary range in NC seems to be: $187000.00 - $274,100.00

My brother earns $195K Base, 13% Annual Cash bonus, 6% 401K Match and no RSUs in his current job. What would be a strong offer to negotiate along with relocation?


India vs US salaries

“How much less are the salaries in US Bank’s Chennai India technology center vs US based roles?”

ChatGPT: Quite a bit less. The public Chennai salary data are still sparse and sometimes internally inconsistent, but a reasonable estimate is that U.S. Bank technology labor in Chennai costs roughly 70–85% less in direct salary than comparable U.S.-based technology labor.


Why so many Directors report to Directors?

I’m talking specifically Individual contributor Directors (no direct reports) reporting to Directors (not MD). Even BS “Director in Project Management”. Explain that one. You someone’s kid? Got dirt on someone? Why pay a bloated salary to a director of no one, instead of a Sr Manager?


Lawsuits

I have heard of a lawsuit someone has with HV . A manager is taking them to court over Salary wages . And that salary managers have no say in the hiring of their dept employees and scheduling ? I could be wrong but has anyone heard anything about this ?


Newspaper Article reminded me of DXC UK

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."


Mid Year Raise this year? Pls bill

Do you think u there’s any chance of a mid year raise this year? I got one around this time last year and was shocked.. maybe because I was way below the old TSR minimum.

I doubt it.. but man we have been doing so much and endured so much BS this year. If we got it, it would help so much with gas, parking, other RTO BS. I’m just desperate.. feeling like a prisoner for Debbie and Bill. Begging them to spare me and give me their scraps.


Rebadging & aug layoff confirmed

Talked to @ higher up this mornin down in Hidden Ridge TX under Ramesh Ramakrishnan org

If rebadged you will get a year of same salary & benefits then after that who knows. The goal is for Verizon employees to knowledge transfer to new third party (same way we training ai to eventually lay us off).

Announcement expected within 2 weeks

Spread word


Executive pay

There is salary, a sign-on bonus, an annual bonus, deferred salary, deferred compensation, and all other compensation. The total pay is well into the millions and easily exceeds any of your guesses. Same goes for your VPs and SVPs.  This is an incredible payout for a bunch of wa-kers whose "strategic" decisions are no better than what ChatGPT 1.0 would produce for the cost of a few dollars.


Favoritism & immigration abuses

Recently I noticed a lot of guy's spouse are joining fis at lower salary replacing local folks. If the employee is on l1 visa then the spouse must be in l2 visa and per my knowledge the corporate companies including fis generally don't hire l2 but it's not happening recently at fis.

It's a huge SCAM!!

Can anyone guide me what's the official channel of raising this concern?


Watt Questions McAfee's Salary Amid ESPN Cuts

JJ Watt questioned Pat McAfee's reported $100 million salary during an appearance on McAfee's show. Watt asked if the large payout meant others were being fired to fund it. This occurred as ESPN announced significant layoffs, impacting several well-known personalities. McAfee acknowledged the narrative but defended his team's work. The comments Watt made were reportedly removed from the show's YouTube upload.

https://people.com/jj-watt-calls-out-pat-mcafee-over-100m-contract-amid-espn-layoffs-12024499


Salary positions

Quick question. We are salary employees, we have recently been required to work holidays with only a 15% diff, if the holiday fall on the weekend. If it falls during the week we get no additional money. Also we are required to stay late, people are missing lunches and breaks to get all the required work completed. However if there is no work in the queue we are still held to the same production metrics. Now we have recently found out that if for some reason we have a loss of power or internet access, we must flex the hours or take pto. It seems like the salary benefits only favor the company and leaves the employees with no work life balance.


Be careful what you wish for

I was trying really hard to get laid off as my EU severance was considerable. I managed finally to get my hard earned money. I do not know what to do with it, just sitting now in bank and ETF fonds. And I have new job with 50% more salary and 20 times more work. Instead of doing minimum/nothing and have 2 hours of meetings per week, one with indian team I lead and other with American manager (who was also laid off recently), now I have to do 40 hours/week and quite often I do few more hours in evenings and weekends. No time to practice guitar anymore, while I worked at dxc I spent my working hours playing... I wish I could again have such a nice work like I had in DXC. If they are hiring, please let me know..


Ayman + The Board directive

Ayman was given the okay from the board (including approval on HUGE spend) for what is unfolding now for F27. The caveat is that these investments must grow the business in each product group by 2%. To be clear, not an overall %, but each sales BU must show a minimum of 2% increase in sales. This investment is the cost associated with the new GTM planning and execution (a big chunk of that $$ is that all of these leaders now running the geos and various markets plus the new reports to Ayman received huge salary increases amounting to millions), $$ SKO participation, using consulting companies to help get the company on track ..surveys, planning models, etc...). The reason for all of this is the board expects to see the stock double from where it lands after final f26 results announced. The rest is moot. They don't care who resigns, they don't care whether anyone is paid what they are worth, they don't care about cost of living increases. They are going to THROW a huge and ongoing level of pretend value to employees like access to full copilot, fluffy virtual clubs you can join including those for underrepresented employees (women, minorites), surveys to get your opinion, all to convince sellers that they are behind you and your success as you face huge quota increases. Non sellers - if you make it through the end of the calendar year (2 more planned WFRs, names in boxes already), expect fewer peers and more work.

Ayman and the senior leaders get huge $$$ if they make this 2 % increase and if Ayman fails, he and his ELT get replaced.

Expect major increase in inspection.

Board is still making decisions. Ayman is their puppet.