Been here for six years, top performer, got zero promotions. "Promotion coming" has been a chorus I've been hearing almost weekly for the past three years. And yet here I am, still waiting. If you want to grow your career, make sure to stay away as far as you can from Cigna.
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@ym Welcome to the PDF class economy. Established 2008 GFC.
@wa Indians only hire other Indians. There's the mystery to any questions about favoritism.
@ez I’ve resigned myself to keeping my head down and just do what I’m told regardless of how stupid it is.
They don’t want progress or high performers. They want people why do exactly what they say even if it’s unbelievably stupid.
I’d had left if the economy wasn’t horrible. I’m literally stuck in misery.
It’s all about who you su-k up to. If you’re not then you’re outcomes are minimal.
Not every division at Cigna is the same. There are still many good leaders who genuinely care about their employees and the organization. However, in some divisions, there appear to be serious leadership and accountability issues.
Employees have raised concerns about favoritism, discrimination, conflicts of interest, lack of accountability, and layoffs being handled without sufficient transparency. When layoffs become a numbers game rather than a carefully considered business decision, the impact on employees and their families can be devastating.
What concerns me most is the practice of giving individual leaders significant influence over deciding who stays and who goes. If the process is not independently reviewed, there is a real risk that favoritism or personal relationships can influence those decisions.
The recent use of AI as a justification for workforce reductions also needs greater transparency. If AI is genuinely changing roles, companies should clearly explain which jobs are being eliminated, why, and how those decisions were made—not simply use “AI” as a blanket explanation for layoffs.
Cigna is a healthcare company, and its employees work in an industry where mental health and well-being matter deeply. Leadership should reflect those values internally as well.
There should be stronger accountability, independent review of layoff decisions, and zero tolerance for discrimination or favoritism. Leaders who abuse their authority or consistently put personal interests ahead of employees and the organization should be investigated and held accountable.
Good leadership should protect the organization and its people—not turn layoffs into a game.
@gq The money's tight is such bullsh-t!!!! Yeah, money's tight but let me bring in my very senior level people (multiple) (Band 6 and above)!!!! I faced this for many years - it was the dangling carrot. I had to force my manager to promote me from a low band four to a high band 4. It took many, many, many years. At this point I'm riding the wave to retirement. Kind of hoping for a a layoff at this point.
@k8 It is like some sort of bizarro world where now shareholder’s buy more stock when metrics are wrongly and purposefully set impossible with the intent for employees where they want to quit, if not laid off, and stock goes down whenever employees are rightly recognized for great work and consistently going above and therefore properly rewarded, via raises or promotions.
Makes little sense to this simple minded person.
@gq Promotions and raises create negative shareholder value.
It su-ks, but promotions are hard now. Money is tight and everyone is having to cut. There will be a promotion cycle opening up again before the end of the year, but it will be limited. I have a number of promotions I'd like to offer, mostly from low to high band 4, and I just can't do it. It's frustrating, but it's the reality of where the company is now.
I used to enjoy working here
@c5 bingo. We generally get laid off. I was laid off in 2022, rehired in 24. Exact same position that had been eliminated.
@c5 If you can’t do the job you get elevated to management.
This is the truth. Promotions, even minor ones are so hard to come by. The senior directors and up that eventually need to signoff on them seem to make it nearly impossible to really meet their "expectations" in order to promote someone. It seems more about promoting the people that will tow the line for them and not as much the top performers.
I have been here for a very long time, and decided to figure out how to make it work for me, but I have had only one promotion in my three decades of work here. By the time there was even a glimpse of an opportunity to be promoted again (honestly, I likely would have been strung along anyway), I was over it and no longer interested in taking on more responsibility.
Haven't you realized they never promote top performers