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I’ve been hearing mixed rumours that we’re just going to be paid as if we hit 90% of our target? Is this true?
Sure, may be great for some people who didn’t achieve. But myself and I few others I know are expecting big pay outs with commission from the accelerators for exceeding our targets.
Are we just not gonna get paid out on all of that and it was effectively all for nothing?
Professional and Technical Tier guidelines have those positions
Associate
Expert
Senior expert
Principal
Senior principal
Chief
Do they correspond to a specific CL?
Or rather a CL band (like 27-29)?
What’s the base pay for Expert or Senior Principal ?
as an external hire, just because everyone can see other people’s “tier” online I inferred this isn’t the same as CL. Anyone can shed light on what it is and how to upgrade this ?
Why no QBP THIS QUARTER
The cost of living is skyrocketing, and people can't afford to make ends meet on the penny-pinching wages you pay. You can do better.
Anyone based in Ireland laid off recently? What kind of payment did you get?
In John’s Q2 results email he said, “We’ll need to embrace a market-based culture and continue executing against our 2026 priorities.”
That got me thinking… what exactly does “market-based” mean?
A market-based system generally means rewards and consequences are tied to performance. High performers create more value and are rewarded accordingly. Poor decisions and poor performance have consequences. Resources flow to what works, and what doesn’t work gets changed or terminated… That’s not how this place feels.
For employees, compensation isn’t meaningfully tied to individual performance. Top performers and average performers often receive very similar outcomes, while broad policies apply to everyone regardless of results.
And if we’re truly going to talk about a market-based culture, shouldn’t that standard apply at every level of the organization, including leadership?
A market-based culture shouldn’t just measure employees. It should measure strategies, capital allocation, recruiting, retention, culture, innovation, and long-term shareholder value.
The phrase “market-based” only has meaning if accountability flows both ways. Otherwise, it’s just another slogan.
Middle Aged white male. No tech skills. No leadership skills. Incompetent and ill advised. Lap dog of VP.
Middle Aged middle eastern woman. No tech skills. She lasted 3 mos in our unit after some type of lying to senior management.
Middle Aged middle eastern man. He had skills. He was competent. He was complimentary. He used my work, commended me on it and than stiffed me for a raise when I got promoted. Not even 1%. Said “talk to HR”.
Middle Aged black woman. No tech skills. Really no computer skills at all. Very much delegated. Loud talker. Tried to be a people person, but that was hard when you’re discriminated against other races.
Middle Aged asian woman. Zero tech skills. Got her job cause she was friends with VP. Had no idea what the role entailed. Literally just stole a check. Did nothing but give friends roles and get friends promoted. Left Oracle to work for start-up.
Middle Aged white male. Came from acquisition. No real tech skills. Only knew the one app that we bought his company for. Totally arrogant. Thought he was more important than everyone and everything. I was light years ahead of him, but our GBU promoted new acquired people over people who had been there. Put him in his place several times and finally was able to get away from him. He actually got promoted. Totally incompetent.
Middle Aged white male. Got promoted to his team. He was on my old team and actually came to Oracle about 11 years after I did. Like many other managers, towed the company line. Absolutely no tech skills. No real skills other than being a yes man and not being healthy. Got promoted to his team, about to accept offer and then ask about the raise and he said there was no raise. “VP wouldn’t approve it….” Sorry, I can’t help you.
On my last day at Oracle, I scheduled an email to go to the VP, my manager and the stiff director of our department. Telling them all what I thought. For the VP, I broke her off a huge piece. She was a lousy VP for many years, stealing money, overbilled the federal govt, stole, and was an even lousier human being. I said, “how pathetic of a person are you to not even give me a 1% raise after I have put in 15 years at this company for you?...you are truly pathetic….you don’t care about anyone but yourself and your little circle.
That woman will leave a company she worked at for like 40 years with no friends and no one who will be sorry she is gone. In fact, many have a number of interesting stories on how she “climbed” her way to the top.
It’s sad. It really is never about the product or the processes…it’s solely about the people and those that are morally and mentally corrupt and should not be around other human beings as they are a direct threat to their well-being.
Sr. leaders: why are you still here? Cash comp at the 66th percentile, equity that hasn't moved since 2020. You're being paid below market and told the difference is in the stock — the same stock that just spent six years proving it isn't. Anyone with an equal offer should already be gone. And if you're lucky enough to catch a severance package? Take it. It's the best-performing asset this company has issued in a decade.
After eight years with the company, consistently good performance reviews, and earning my Series 7, I never expected to be living paycheck to paycheck. But with the pay scale failing to keep up with the rising cost of living, I have reached the point where I am putting my electric bill on a credit card.
I am seriously considering taking on a second job, and I am wondering how many other employees are already doing the same. What kind of side work have you found that fits around your Edward Jones schedule? Has management raised any concerns about outside employment?
It is frustrating to have the licenses, experience, and positive reviews, yet still struggle to cover basic household expenses. At what point does the company acknowledge that the current pay structure is not sustainable?
The stock that AMD removed from the employees that were laid off in the last 3 years could be restored as a good will gesture considering the company gains.
It would be an act of class that shows AMDs true colors, nature and humble culture that is always talked about.
Has anyone in Dell's Sales organization thought about starting a union or organizing with other sales representatives?
A union helped many Amazon employees secure higher compensation and improved benefits. I'm curious if others have considered whether organizing could help address some of the issues sales employees are experiencing at Dell.
For too long, Dell has failed to treat its sales employees fairly. Many of us have gone months without receiving our full commission payouts due to issues with compensation systems. Bonus payments have been mishandled, base pay has been reduced to levels that many find unsustainable, and the list of concerns continues to grow. The company loves to share how well they are doing, but has endlessly demonstrated a lack of care for its sales representatives......
We deserve fair compensation and to be paid out correctly.Tell Dell surveys alone are not enough. It's time to build a union that advocates for employees' rights.
There is strength in numbers. I'm thinking of starting one, and I am curious if there's others that would be willing to support.
If former employees would like to help, they can help us with change petitions and obtaining national press.
Wanted to let folks know. I'm in the bay area. i just scored a fully remote job that pays about 25%. No more badge swipes for me. Life is about to get very good for me, planning to do some airbnb and travel overseas. Friday i'm going to drop the news on my boss.
I got 38 cents is that normal for raises I feel like we should get more specially to adjust to the cost of living 38 cents does not cover the cost of live g at all.
Will the yearly bonus be better than last year or higher ?
Considering competitors are giving six figures bonus, it's time Seagate management and C suite steps up and gives a fair share to employees
Don't be greedy ba----ds like ASML who are offering 20k bonus vested over 4 years
Seagate management for years has not taken care of employees so this is your one time to show that you really care and actual "HEALING" can begin.
s there any legal precedent or viability for exploring a class action lawsuit against Dell regarding systemic failures in internal tools (such as ODW) that prevent sales representatives from accurately tracking bookings and quota performance?
When employees are unable to monitor their metrics due to inadequate infrastructure, it directly threatens their ability to meet the 60% threshold required to earn commissions. Meanwhile, leadership continues to receive substantial executive compensation and stock grants while front-line employees absorb the financial impact of these operational failures, directly affecting their livelihoods and ability to provide for their families.
Has anyone consulted with legal counsel regarding this, or is anyone aware of previous actions taken over commission withholding caused by broken internal tracking systems?
First thank you to this community for all the early info & giving me the confidence that I wasn’t alone in feeling this way.
9 year g-n who interned and hired on. The company has changed and I’ve finally had enough.
Couple questions for this board:
Also, for those wanting to leave… yes it’s not the post covid market, but there are companies looking for talented employees. If you are here you are talented and will be valued elsewhere.
Mark Cuban: Solution to income inequality is giving every worker, from CEO to janitor, company stock | Fortune
“I would like to see it so that every single CEO/founder/entrepreneur does what I did, which was to give equity to every single employee," Cuban said.
https://fortune.com/2026/07/20/mark-cuban-income-inequality-company-stock-spacex-ipo-cost-plus-dr-gs/?utm_source=native_share&utm_medium=mobile&utm_campaign=social_share
Here is an executive summary of the July 20, 2026, Fortune article featuring Mark Cuban’s stance on addressing wealth disparity through widespread corporate equity distribution.
### Executive Summary: Mark Cuban’s Blueprint for Equitable Capitalism
Core Thesis
Billionaire investor and entrepreneur Mark Cuban argues that the most effective way to combat growing income inequality is to grant company stock to all employees—from executive leadership down to rank-and-file workers like janitors. Rather than focusing solely on higher wages or aggressive billionaire wealth taxes, Cuban posits that long-term asset ownership is the true catalyst for building lasting employee wealth.
Key Highlights & Insights
The discussion is spotlighted by high-profile corporate events like the massive $1.77 trillion IPO of SpaceX, which created massive employee wealth overnight (such as a former welder whose company shares ballooned to an estimated $880,000). Cuban believes this model should be the absolute standard for corporate America rather than a rare success story.
Cuban emphasizes that companies shouldn't just offer equity to top-level managers. Instead, stock, options, or warrants should be distributed proportionally based on cash compensation. For example, if a CEO making $1 million in cash receives 10% ($100,000) in stock, a janitor earning $50,000 should receive the same 10% ($5,000) in stock.
To transition this from a voluntary gesture to systemic corporate behavior, Cuban suggests leveraging corporate tax policies. He proposes tying the favorable 21% corporate tax rate directly to a company’s adoption of a proportional equity-sharing model across its entire workforce. Companies failing to meet this threshold would face higher taxes.
Alternative to Wealth Redistribution:
Cuban positions this policy as a capitalistic solution to inequality that aligns the incentives of workers and owners. He argues it is a superior alternative to progressive proposals like direct billionaire wealth taxes, which he claims fail to account for the illiquid nature of stock holdings and risk choking off vital venture capital funding.
Track Record:
Cuban speaks from personal experience, noting that he distributed equity across the board at his previous ventures, famously turning roughly 300 employees into millionaires overnight when he sold Broadcast.com to Yahoo for $4.8 billion in 1999.
Dell has a strong fairness result. Its median employee pay is $78,796, and its CEO earns 43 times the median employee pay. Dell also pays employees more than the profit generated per employee. These results give Dell a combined fairness score of 84 out of 100. The main reason for the high score is its relatively low CEO compensation.
https://fair500.com/
Median employee compensation is $93,397, while three-year average profit per employee is only about $4,083. This suggests comparatively solid employee compensation despite weak profits during the measurement period. The result may change considerably when the business cycle improves.
https://fair500.com/articles/profit-per-employee.html
Will the severance be paid as a lump sum, or do we have the option to receive it as staggered/salary continuation payments?
If paid as a lump sum, what tax withholding rate will be applied?
Thank you for your help.
Does anyone have the bottom/top in the salary band for Director in Manchester?
I happen to be having a great year in sales and may finish FY26 at 350+%. Can Cisco legally re-goal me in order to reduce the commissions paid out to me? If so, can this be successfully fought through legal means? I live in NY State.
Months after my team was affected by layoffs, I'm still the one doing most of the work of those who were shown the door, with no extra compensation. If I'd been laid off, at least I'd have severance to live on while I looked for something else. This feels like a much worse outcome.
What is the severance for retail this time around. What is the minimum and what is the max. Do you get all your stock, including what hasn’t vested?
All of us basically have got three choices. Stay and take the abuse. Move up internally for a real raise. Or leverage the name on the resume and get a big bump somewhere else while Oracle still means something (it won't for long). Frankly, I don't want to stay where I'm not valued.
GB - took over Nov 2017. Over her tenure, shareholder value has increased by an anemic 2.8%/year, membership by just 1.4%/year, and operating margins have cratered by 52%. Meanwhile, her annual compensation has steadily increased by 7%/year. Sounds like a “2” rating performance but a 4 or 5 compensation. Shareholders should ba----g on the BoD doors demanding her ouster. Wil never happen, since BoD is stacked with her pals.
Can someone help me. I applied to VP at Mastercard in Purchase NY. It's Marketing. The range listed on job description is $213,000 - $351,000 USD. I am assuming this is total compensation? What's the base for VP? Bonus I am told 32%.
After spending 25 years at Big O across multiple organizations and technologies, I feel I'm in a good position to share my perspective.
One thing many people misunderstand is how compensation works. In my experience, bonuses, salary increases, and RSU's are not automatic rewards for hard work or tenure. They depend heavily on your manager's recommendation, the leadership chain, and the budget allocated to your organization.
Even if your manager believes you deserve a significant raise, there are organizational constraints. Most teams receive a limited compensation budget, so managers often have to make difficult trade-offs. In a team of 10 people, only a small number (Read 1 or almost 2) may receive meaningful increases while everyone else gets little or nothing. That's simply how the budgeting process works.
Because of that, I've learned not to assume that working harder automatically translates into better compensation. Performance really doesn't matter a lot, but manager advocacy, organizational priorities do have their share.
At Big O, timing and organizational placement often matter as much as talent. You could have the abilities of Elon Musk, but if you're buried in an org that's five or six levels below an EVP, don't expect exceptional career growth. Realistically, you may spend years capped at something like IC4, irrespective of your performance.
The same applies to layoffs. From what I've observed over the years, layoffs are not always a pure reflection of talent or performance. Its just big fish eats small fish. One influential manager saving his and sacrificing some one else. Or its a bid. A manager will be asked how many you can get rid off. Sometimes excellent employees are affected while others remain. That's the reality of working in a large corporation.
My advice is simple: don't spend too much emotional energy trying to predict the next raise cycle or the next round of layoffs. Forums like Layoffs.com and Reddit are full of speculation, but nobody outside leadership truly knows what's going to happen.
Instead, invest in yourself. Keep your skills current, interview occasionally, build your professional network, and make sure you always have options.
One lesson that surprised me after leaving Big O was this: spending decades working on internal systems and technologies doesn't automatically translate into equivalent market value outside the company. Many of the tools, processes, and systems are unique to Big O. In many ways, you have to rebuild your external profile and prove yourself again. If you're fortunate enough to find a role using similar technologies, the transition is easier—but that's not always the case.
This is just my experience after 25 years. Others may have had very different experiences, but I hope this perspective helps someone focus on what they can control rather than worrying about what they can't.
Dell was at record highs in the markets, nothing from this performance was ever shared w the employees. Dell is about to be cut in half can you imagine what this company is going to do to you now
Hi! Sorry to hear about more layoffs today. Those who were impacted can you share how the severance has been at your level? Both pay and equity? Thank you
I am wondering if we will have yet another year of zero raises.
What is the salary band for a 502 in CCB home lending?
Post your questions here so we can reference them if we actually get a Q&A session. Although I have my doubts because the stars and planets have to align first before execs even think about providing answers. Maybe just maybe the tone deaf executives will take questions from the audience. Or maybe they won’t and the questions are already screened days in advance.
How does the business justify forcing an employee to travel upwards of 100 minutes each way all week long when said employee was hired as a remote employee?
How does the business justify a microscopic raise of 1.25% when the RTO mandate has cost me $2000+ per month in commute, daycare costs and hours away from my family? Additionally how does the business justify a 30% compensation increase for the CEO when his own workers are struggling?
How do I save for retirement when I have to reduce or eliminate my contributions just to pay for this RTO lifestyle?
As a female I feel unsafe every time I step foot in town. How does the business justify making decisions behind the safety of executive security to force thousands of employees into downtown Pittsburgh when there have been two homic--es within a block or two or the headquarters. Plus rampant crime, open air dr-g use, bus stop fights, unpredictable homeless, human fe_ces along the sidewalk. Crime happens but there hasn’t been a single chirp regarding safety.
Appreciation week…sigh. What did you win? Reminds me when I was awarded - I mean earned a PNC branded ballpoint pen for my 5th anniversary. Yes I got a pen for 5 years of work.
Lastly, where is the data? The business shills this idea that RTO is to foster innovation and a more inclusive workplace. But after 2+ months I have witnessed the exact opposite. My senior developers left for better jobs. There is no innovation. Just loud obnoxious chatter because everyone is on Teams calls therefore proving everyone is remote with respect to everyone else. We will occasionally push or cancel standup because some team members are caught in traffic. We never canceled standup while we were all WFH. Our progress has slowed, our results are turning sour and our team morale is living at rock bottom.
Every day more work gets added and there's never enough time. If I'm going to be this burned out, I might as well find a place that pays better.
When's severance supposed to be paid out?
That means we’re all getting fat raises next year because we’ve done a great job. Right? Right…
I heard if you get meets expectations this year you only get 50% of your bonus. Anyone else heard this? I asked my manager and they didn't know so I called HR and they said there is no info available to them and to wait and see.
So, for those of us who might get laid off and we DIDNT take the VSP - do we get no pay? or just get paid the 2 weeks like I keep hearing about? Thats rather cr_ppy! Does anyone here know for sure?