Lots of IT people cut in Columbus
2658 replies (most recent on top)
@3f6j Not sure if we’re saying the same thing, but Bill has said on multiple occasions that AEP leadership as it stands today is not ready for the next turn. Now how we got to that assessment is unclear. And perhaps that’s where the scorecards come in. But if nothing else, the scorecards may help reduce blinded nepotism. Even the folks Bill brings in are now under examination. Either you achieve or you didn’t. Only so many years can go by of ignoring blatant under performance. So we’ll see if he has the “cure” to AEP’s leadership ailments
@3ea8 what's even better is the hiring and promotion process for IT...it goes to 3 interview boards that doesn't have the actual manager for the position, they don't know the role, and the ultimate decision for hiring goes to the VP or CIO... That is how they have gotten away with nepotism to the 10th power. Just sick. I hope they are changing things but it seems we have gone from hiring retail to now hiring cox employees. Just need a few more years
@3f4j Antiquated computer programs that might as well be stone tablets and abacuses for their adaptability and ability to integrate with modern operating systems. Custom programs designed by a person who was let go and no one can modernize or replace a one off product. The level of gross inefficacy and incompetence tolerated in leadership and management speaks volumes about the disparity in the quality of proficient employees and inept leadership that would otherwise be living at home in their parent's basement mooching off of them waiting for the inheritance.
AEP inefficiencies were hidden by the fact it was a monopoly all these years. With tech sick of waiting around, hoping things get better; they have been more aggressive with behind the meter. It will be interesting to see how this plays out.
@3f2g
Dont trust
I found out about the TR debacle on this forum.
It made my blood boil to read it. While other units were working on efficiencies, that trollip was allowed to run wild on budgets and wreak havoc. A mistress of deception for sure. There will be a special place in he-l for her.
@3f19
Copper Baw
You are out of your league.
I have not incurred any health care costs to the company health policy in 36 years. And paid in the premiums like everyone else. Excluding a physical that was required.
And look! I'm still healthy!
I hope you can say the same.
The value of hard work and enduring the daily grind has never been lower at AEP. Why should a strong work ethic be respected and rewarded when corporate leadership is utterly devoid of ethics to enable obscene self-enrichment?
@3enb I understand both sides of this argument but the fact is that if leadership wanted a bunch of internal yes-men, they would have hired from within. I don't think this is the fault of the yes-men. The fault lies with the Executives that allowed people like TR to gut the company in place of outsourcing, ruining trust and building an environment where dissenting voices are silenced through PIPs and cronyism.
@3eww Thanks Scam Altman.
@3ezr Dang gramps. No wonder company health insurance is so expensive.
@3eww
Listen 3eww,
I will get you an etch-a-sketch and some xanax and then you could be entertained enough to stop your...waste-a-space posting.
I have been with AEP for 36 years. And I would really like to hear from co-workers about what is really going on from their units.
There’s a solution to all your complaints. Leave to those greener pastures you imagine exist or flee to the socialist country that endears your heart.
@3e9r When frat boys run companies professionalism and dedication to the highest standards of accountability are sacrificed for subservience and fealty.
Corporate environments characterized by a "frat boy" or "bro culture"—often defined by a dominant, homogeneous group of young men engaging in aggressive competitiveness and heavy socialization—frequently sacrifice professionalism, accountability, and ethical standards in favor of loyalty to the group. This culture, frequently found in tech startups and finance, prioritizes "in-group" bonds over merit, leading to exclusionary practices and a lack of diversity.
www.trentcotton.com
Impact on Accountability and Ethics
When leadership values loyalty above objective performance, it creates a "sycophantic" environment where unprofessional behavior is excused, and accountability for misconduct is ignored.
CNBC
Subservience over Performance: The "bro code" often rewards loyalty over competence, where questioning management is penalized while obeying the "pack" is encouraged.
Negligence and Misconduct: Reports indicate that this environment often leads to high-profile scandals, including s-xual harassment, discrimination, and toxic work conditions, such as those reported at Activision Blizzard, Uber, and Papa John's.
Erosion of Trust: A lack of transparency and an "always on" pressure to conform to this lifestyle leads to burnout, high turnover, and reduced employee engagement.
CNBC
Signs of "Fratty" Corporate Culture
Exclusionary Dynamics: The environment is often "cliquey," dominated by white, straight males and a heavy focus on traditionally male interests, such as sports, binge drinking, or s-xist banter.
"Corporate Hazing": New hires may be subjected to emotional distress, bullying, and pressure to perform tasks unrelated to their jobs to prove loyalty.
Misogyny and Harassment: The culture often includes a "derisive" attitude toward women, LGBTQ+ individuals, and other minorities, often resulting in lower retention rates for these groups.
www.trentcotton.com
Consequences for the Business
Diminished Innovation: Homogeneous leadership and a "move fast and break things" mentality, which borders on hubris, can lead to ethical lapses and legal issues, limiting diverse perspectives and reducing creativity.
Reputational Damage: These cultures result in public, high-profile scandals that can lead to massive losses in market value and legal battles.
Inefficiency: The "bro-faction" atmosphere, where decisions are made informally and exclude diverse viewpoints, often results in poorer quality decision-making.
www.trentcotton.com
These dysfunctional cultures often stem from a "top-down" approach, where the behavior of senior leaders sets the standard for the entire organization.
BambooHR
@3eqg In the Electric Utility Industry supplying electricity to our customers? I would think that would be glaringly apparent to a novice outsider with no cred.
@3enb Hiring outsiders is a new thing to you at AEP? Where have you been for like 30 years?
@3ejp It is what you are using to replace employees so what does that say about leadership? Ye have little faith in the new technology replacing your dedicated and proficient employees. You really know how to inspire confidence in your leadership choices. How many self-inflicted failures in confidence have you suffered?
If you're going to ruin culture and morale by only hiring outsiders, wouldn't you want those people to at least have degrees and experience related to the position? Who's next? A new Scorecard Excellence Officer who is 'seasoned' and 'best in class' because they used to sell hotdogs? Can't wait.
Good to see AI dispenses the same gibberish as everyone else on this page.
@3ej4 Being consumed by corporate culture involves sacrificing personal time, well-being, and identity for organizational demands, often driven by fear of job loss, excessive workload, or pressure to conform. This environment prioritizes constant availability and "team player" attitudes, frequently leading to burnout, stress, and the erosion of life outside work.
Key aspects of being consumed by corporate culture include:
Pressure to Assimilate: Employees may feel forced to adopt company beliefs and behaviors, often leading to a culture of presenteeism where being "on" at all hours is expected.
Performance Anxiety: The fear of negative performance reviews, being labeled "not a team player," or being laid off drives employees to work excessive hours.
Erosion of Work-Life Balance: The lines between personal and professional life blur, with demands for constant availability and participation in after-hours events.
Emotional and Physical Burnout: The intense focus on productivity can lead to significant stress, mental health struggles, and a loss of personal identity.
Surface-Level Inclusivity: Sometimes, "culture" is used as a tool for compliance, masking deeper issues like low compensation or limited career growth.
To manage or resist this, individuals often need to set strong boundaries, define their personal purpose outside of work, and sometimes seek environments that truly value employee well-being
@3ehc The private equity firm cancer spreads unchecked.
What the he-l is Bill doing?! They let Judith and 2 other great people go! Funny thing is hes far from Texas! Why are you trying to change things over here. Texas doesn't need outside change
I find it interesting that a lot of the new IT hires aren’t even living in Columbus and able to work remotely, yet we are expected to be in the office every day. Doesn’t seem right
Companies acquired by private equity (PE) firms often experience reduced employee longevity, characterized by increased job insecurity, higher turnover, and average job losses of 4.4% to 13% within the first two years. These firms frequently implement aggressive restructuring, cutting costs, wages, and benefits to boost productivity, which significantly shortens the employment duration for many workers.
PE firms often target long-term or higher-paid employees, reducing overall staff stability.
Increased workloads, lower morale, and a shift towards viewing employees as disposable can lead to higher voluntary turnover, according to LinkedIn posts and Training Magazine
When did working at AEP become a never ending episode of Survivor?
@3dzn Pure speculation but Texas had one of the lowest scoring 2025 scorecards (because of variables outside of their control doesn’t matter - that’s how leadership sees it anyway). I could be way off and it’s all purely a coincidence. But interesting nonetheless.
@3dzw Never have so many worked so hard so, so few could do so little to earn so much.
@3dzw ROI was abysmal.
@3dzw Adjusted for inflation we lost money.
@3dzw Beads and a ratty blanket.
@3dzw Your immortal soul for a pittance.
What was the ICP?
Any inside baseball on why they canned Judy in Texas? Her subordinates got canned too.
Glad Alex is staying though. He’s always been a gem to work with.
I did find it funny that they sent out an email today proposing an employee stock purchase plan when the stock price is at all-time highs. Great timing. Employees need to buy the top and be someone's exit liquidity I guess.
@3dnz Company stock at $133.00 a share and employees get this woefully inadequate and insulting ICP. You can't spell cheap without AEP. In the future our ICP should be 15% of the CEO's total compensation.
What fudge bucker group in IT spoiled the ICP? How many years in a row now?
@3cx3 The desperation says it all. Poorly compensated, overworked and distraught to have some sense of financial security when total compensation abhorrently lags behind inflation and stealth tariff taxes on employees.
@3cxj It is funny how those individuals, who sacrifice nothing discount, diminish and dismiss the value of those employees, who sacrifice the most to create and sustain AEP's value and profits. Perhaps, we should all stay home for a month and watch how affective the most compensated are at running the company when they have to earn their value instead of stealing it from everyone else.
@3cxj Zip your fly, your personality is showing.
How much ICP? Too much.