#compensation

lol Sam’s is lowering new overnight freight flow hires starting pay to $19 from 21. Current pay will be grandfathered. What a joke. Especially when your biggest competitor starting pay is $20 now for everyone

Did Humana just send an email acti by like positive changes were made and they basically hacked many of our benefits? This company has become a joke.

Tell me how someone gets a $12M BONUS while freezing hiring and raises and at the same time firing thousands of people all while destroying our stock value.

Extracted Compensation Data from the 2025 Proxy Statement (Covering FY 2024)
The provided document is Xerox Holdings Corporation's 2025 Proxy Statement (dated April 9, 2025), which discloses executive and director compensation for the fiscal year ended December 31, 2024. The key source for total compensation is the Summary Compensation Table (on page 51 of the proxy), which reports compensation for the Named Executive Officers (NEOs) under SEC rules (Item 402 of Regulation S-K). This includes base salary, bonus, stock awards, non-equity incentives, pension changes, other compensation, and total.

I also extracted director compensation from the Summary of Director Annual Compensation section (on page 21), as it provides totals for non-employee directors.

Note: All figures are in USD and rounded to the nearest dollar as reported. The proxy covers 2024 compensation; no 2025 compensation data is available in this document (or as of the current date, September 08, 2025, since the next proxy for FY 2025 would be released around April 2026).

1. Named Executive Officers (NEOs) - Total Compensation for 2024
   From the Summary Compensation Table (page 51). This is the "Total ($)" column, which sums all elements (Salary, Bonus, Stock Awards, Option Awards, Non-Equity Incentive Plan Compensation, Change in Pension Value and NQDC Earnings, All Other Compensation).

Executive Name Position Total Compensation (2024)
Steven J. Bandrowczak Chief Executive Officer $14,320,642
John Bruno President and Chief Operating Officer $9,187,555
Xavier Heiss Executive Vice President, Chief Financial Officer $6,203,175
Louis J. Pastor Executive Vice President, Chief Transformation & Administrative Officer $6,641,123
Jacques-Edouard Gueden Executive Vice President, Chief Channel and Partner Officer $4,390,647
Breakdown by Component (for reference; totals above are the sum):

Steven J. Bandrowczak: Salary $1,066,667; Stock Awards $11,879,791; Non-Equity Incentive $1,269,333; Other $104,851.
John Bruno: Salary $816,667; Stock Awards $7,503,038; Non-Equity Incentive $857,500; Other $10,350.
Xavier Heiss: Salary $640,953; Stock Awards $3,751,537; Non-Equity Incentive $446,785; Change in Pension $1,073,675; Other $290,225.
Louis J. Pastor: Salary $622,735; Stock Awards $5,576,209; Non-Equity Incentive $437,500; Other $4,679.
Jacques-Edouard Gueden: Salary $501,619; Stock Awards $2,751,129; Non-Equity Incentive $349,538; Change in Pension $638,891; Other $149,470.
Notes from Proxy:

Stock Awards: Aggregate grant date fair value of PSUs and RSUs (computed per FASB ASC Topic 718).
Non-Equity Incentive: 2024 MIP payouts (70% of target after discretion).
Pension: Only for Heiss and Gueden (French plans).
Other: Includes perquisites (e.g., aircraft use, international allowances), employer contributions, etc. (Detailed in All Other Compensation Table on page 52).
Foreign Currency: Heiss and Gueden's non-stock comp converted from EUR using December 2024 avg. rate (1.04855 EUR/USD).
No bonuses or options granted in 2024.

1. Non-Employee Directors - Total Compensation for 2024
   From the Director Compensation Table (page 22). Totals include cash fees and stock awards (DSUs/RSUs valued at grant date fair value).

Director Name Fees Earned or Paid in Cash ($) Stock Awards ($) Total Compensation ($)
Tami A. Erwin $31,250 $225,000 $256,250
Priscilla Hung $26,250 $225,000 $251,250
Scott Letier $53,750 $225,000 $278,750
Nichelle Maynard-Elliott $32,500 $225,000 $257,500
Edward G. McLaughlin $26,875 $225,000 $251,875
John Roese $27,500 $225,000 $252,500
Amy Schwetz $33,125 $225,000 $258,125
Notes from Proxy:

Annual equity award: $225,000 (grant date fair value).
Fees: Cash retainers and committee fees (paid quarterly; prorated for new directors joining mid-year).
Employee directors (Bandrowczak, Bruno) receive no additional comp for board service.
Additional Context from Proxy
Grants of Plan-Based Awards (page 54): Details 2024 MIP targets (threshold/target/max) and LTIP grants (PSUs/RSUs).
Outstanding Equity (page 56): Unvested awards as of Dec 31, 2024.
Vested Stock (page 58): Shares acquired on vesting in 2024.
Pay vs. Performance (page 65): Compares "Compensation Actually Paid" (CAP) to performance metrics (e.g., TSR, Net Income, Adj. EBITDA).
CEO Pay Ratio (page 64): CEO total comp $13,842,342 (excludes some items? Wait, SCT is $14M; ratio 260:1 vs. median employee $53,149).

Can anyone confirm if there are plans to down-level certain bands? Would this down-leveling impact comp?

While waiting decided to dig a bit. Discovered pharmacy is considered critical. Humana is giving pharmacists and pharmacy techs base salary increases and lump sum payments to "offset the difference between the 2025 and 2026 total rewards benefits package". This does not bode well for the non-critical part of business. Not sure why they don't just shutter those non-critical areas and be done with it.

Is this another cost-cutting move by the bean counters at corporate?

Can’t wait to see what cost-cutting moves they make with the health insurance open-enrollment next month.

Please evaluate your workplace based on:

• Wage parity
• Work culture
• Opportunities for advancement
• Whether the employer acts on serious issues

Would you recommend your employer (Ford)?

Huge wage increases in Vernova and other sectors. Union did them justice! The 12% raise during the pandemic 2 year contract extension is over. Now the real money is flowing into the hands of the American worker. Split pay scale wages went way up.

Lol TAC will be expected to cover weekends as required without getting extra pay. TAC engineers are losing their mind.

Its nearly October, anyone heard anything?Does Rawul still work for the company?

They seem to be able to get thiers on time every April.

Seems like the offers are lesser compared to what we make at Juniper. From today's meeting, seems like the next pay cycle for us doesn't happen until end of next year.. They kept talking about such a huge number for bonus funding.. has that been really the case or is it just on paper.. anyone knows.. ?

Even if you get an offer, seems like we just have to hang in there until we move out..

I'm getting more and more detached from this combined team...

So the end of year review with my manager is coming up in a couple weeks. Looking for some advice on how I should handle the news of no raise and no promotion again this year?

Should I express my displeasure to my manager? Or should I hide it and pretend to be happy with the pittance of RSUs they have awarded me?

Unfortunately that ship has sailed the union leadership messed up years ago.That ship has now sailed !!!!Lets face it the best you can hope for is an agreement that can cap it at some point but Verizon will not roll back the current cap .So right now prepare for $600 month for pre Medicare cost .Lets face it we sold our soul years ago.Anyone currently working keep going till Medicare eligibility or if you leave be prepared to find another job that pays medical till that Medicare .But the corporation ki-led retiree benefits years ago .They have always been one step ahead of the good old boys gang who did our negotiations.The company has always played the long game.The biggest we need to keep an eye on is our pensions along with the lump.We may need heavy duty raises in this agreement knowing now tht in exchange we basically won’t have retiree benefits worth taking.Sorry but the people tht most retirees and current employees voted for years ago based on popularity is now coming to bite us.

At Cisco employees have been getting paid well for working "on-call" hours for many decades. Many suppliment thier income with this pay and has always been a great part about working in the support organization. They let us know today that we have to slash the costs by 50%. This will be a reduction in people's pay by about 60-80%, and you are still on call for the same or more hours. I heard that this is to be in place of a layoff, but my guess is that this will be just be putting off a layoff for a little bit longer. Typical corporate cr-p, say that you won't layoff people and then layoff people. I understand that a business existis to make money, but to keep having layoffs when our profits are higher than they have been, it just stinks of greed.

I guess they’re getting sued by someone who didn’t get pay for all hours worked. Interesting

How much of one of your last paychecks have you been pressured to give to UW?

Of course benefits are increasing and I'm really disappointed they are getting rid of coverage for GLP1's. That medication is saving people who have been trying to lose weight for years. Oddly enough viagra will still be covered.

I've heard there will be more layoffs soon, is there any way to know when? Somebody also mentioned some roles might be eliminated, is this true?

Not looking good so far can I bank on the iPhone launch or do I start slamming already?

Fis: cheap twice

It’s 20% below my current pay. I feel like it would be a step down, but I’m also so worried about being laid off and having nothing lined up, and missing out on this opportunity if I wait. This whole situation is incredibly stressful. Other folks who are looking, is this something you'd say yes to?

Our job volume is about to increase significantly with no corresponding increase in pay. We’ll have to cover the work left behind by those who were laid off, even though some of us already have more than we can handle. I swear, I’d almost rather have been laid off.

Why? So many great jobs that have none of this BS. I got laid off a year ago. It was the best thing that could happen to me. Landed a job six weeks later with better pay, benefits and truly unlimited PTO. You’re better than this. Go!

Do you know that in US annualized wage increase in Aug was 5%, with inflation elevated. So if you haven't received any salary increase in last year, (or years) Oracle literally saves on you and doesn't appreciate your work.

What's up with moving the Temps to MNOP and moving the MNOP's to Floaters? I've heard that with Amphenol coming they are trying to get rid of the higher pay people just to have the lower pay since they only start out at $16hr

But if I do stay, what’s the point of getting invested in my work? Hard work and skills aren’t rewarded here. They’re punished. Because in the end, they just come with a higher price tag.

After a few years at Oracle, I was let go, not because of performance but because of this AI nonsense. Still, I’m not surprised when I took this job, I knew this company didn’t care much about their employees, but I was happy to have a paycheck and lucky to pay my bills. I'm just very disappointed…

Below are a few takeaways:

My coworkers were amazing. Everyone was great to connect with.
Significant amount of training..
Compensation was below average, but it paid the bill.
Great healthcare.
Work from home.

The negative:
My management was mediocre. Some teams had great managers, but mine was a total disappointment. All he cared was to look better for his director.
No raise, work harder. No one get a raise.
The amount of work to meet your metric was nonsensical. Always under the g-n!
I worked over the weekend to do a great job, and that is the thank you!!
You learn a lot in the first year, but you get stuck in a role you will never move up!! Your skill get stagnant.
The manager only selects a few for a raise.
Manager control the amount of work you get and purposely try to sabotage you it seems. No transparency.

Bottom line
I'm sad I'm gone, but it's better I deal with this now, than waste another five years of my life in this company which I would have done.

I see many posts asking if the layoff will be over.
Be realistic with yourself. Oracle will lay off more people next year to fund its investment in AI. It's a high-debt company, and they need to trim peoples. All you can do is have a safe backup plan and upskill. Don't work hard for this company!

Oracle is all about cutting cost now, and to increase its stock value. Their new Ai platform is already a total mess. They don't care about their customers or improving their tool set.

Maybe I'm wrong with all of this but that my interpretation.

Wish everyone the best!!! Don't stay too long there!!!!

https://www.wsj.com/lifestyle/careers/job-hopping-is-out-job-hugging-is-in-for-fearful-workers-338fe1e6

Employees reluctant to give up job in today’s rocky job market

By: Callum Borchers
Sept. 3, 2025 9:00 pm ET

They don’t seem happy, they don’t give 100%—and they don’t quit.

Cranky workers are clinging to the jobs they have instead of moving on because, well, what’s the alternative in the current economy?

The extra pay that typically comes with joining another company has practically vanished. Disengagement is so widespread across the U.S. and global workforces that cheerier pastures are hard to find.

And resigning without a plan feels more reckless now than in the good old days (2021). Back then, you could get by on pandemic savings and stimulus money, live the #vanlife for a while, then watch your inbox fill with interview requests from businesses on hiring sprees.

How times have changed in just a few short years. Today, employees are unwilling to risk change and simply go through the motions. The number of Americans quitting their jobs, and the openings available to people looking for work, continue to decline, according to federal data released on Wednesday.

The trend of staying put out of fear is known as “job hugging,” a sharp turn from the job hopping of recent years.

Like a bad penny

This is a new headache for employees, bosses and the economy writ large.

Go-getters hankering for promotions might lose out if mediocre co-workers refuse to vacate the next rung on the corporate ladder.

“When people were moving during the Great Resignation, that allowed others to get promoted, perhaps ahead of schedule and have a stretch job,” says Alan Guarino, vice chairman of consulting firm Korn Ferry. “Now people can’t move up and they potentially get demotivated because of the lack of opportunity.”

Managers, meanwhile, were only a short time ago complaining about low retention rates. Now, there might not be enough healthy turnover to reinvigorate their teams.

Leaders usually have ways of managing out unwanted employees. There’s “quiet firing,” basically sidelining someone to underscore the writing on the wall. Another favorite tactic is a performance-improvement plan.

“Truthfully, being put on a performance-improvement plan means, ‘We do not want you here,’” says labor attorney Kim Cramer. “That sounds really harsh, but in my experience, performance-improvement plans are not meant to help the employee.”

Instead of taking the hint, though, more people are riding out their employment as long as it lasts. In recent weeks, Cramer has had a surge of clients ask her to review their severance agreements after being terminated. She estimates 60% to 70% of them knew they had fallen out of favor a while ago but didn’t leave.

Exceptions to the rule

The prototypical job hugger is a drag on the team, but not all are like that. Some are average contributors or even high achievers.

Doug Yakola, a former McKinsey senior partner who is now an independent consultant, notes many workers no longer take an up-or-out approach to their careers. Instead of leaving for a bigger title and greater responsibility when they hit a ceiling, more people are willing to remain in neutral if the pay and work-life balance are decent.

A tech worker I’ve known for 20 years is in this position. He sees no upward mobility and resents his employer’s rightward political turn. But he earns well and has a sweet, hybrid schedule that affords ample time for hobbies. He keeps putting in a good-enough effort at work because the job, though unfulfilling, serves its purpose in his life.

B-teamers like him can be valuable to companies that can’t realistically expect everyone to be an all-star, Yakola says. This is especially true at businesses like the ones he advises, which often need turnarounds and aren’t exactly magnets for top talent.

“I actually like job huggers in a weird sort of way because I can’t replace employees very easily, and I need to keep the experience,” he says.

There is also a strain of type-A job huggers. They reached the upper echelons of their organizations but feel blocked from the very top. They are disillusioned yet too risk-averse to break away. And it’s not in their DNA to slack off.

“I work with somebody who hates being a lawyer but she’s amazing at it,” says Alisia Gill, a former corporate HR chief who coaches midcareer women. “She cries in her car every morning before she goes to work, and then she goes in there and does her job because she doesn’t know what else to do.”

Gentle shove

In cases where a company wants someone to leave, but the person keeps hanging on, firing seems like the obvious solution. But managers say they would much rather have an employee leave voluntarily.

It’s often cheaper, since businesses might owe severance pay to people they let go. A resignation spares the boss an awkward conversation. What’s more, it can preserve relations with the rest of the team. It’s easier to manage people whose friend took another opportunity than it is to lead employees whose pal you just canned.

Research by University of Chicago economist Virginia Minni suggests a relatively simple strategy can help nudge job huggers toward the door: reflection.

She and colleagues studied roughly 3,000 white-collar workers whose employer put them through a series of exercises to suss out their sense of purpose. Overall productivity increased for a few reasons.

“This actually encouraged some people to leave on their own,” Minni says.

While others found better-fitting roles internally, being forced to confront the drudgery of their jobs was enough to make a bunch of low performers quit.

So, if you are hugging your humdrum job and your boss strikes up a philosophical conversation about the meaning of life and work, you’ll know what’s going on.

I’’ll start:

Yearly pay raises close to or exceeding inflation
Accepting salary based on 35hr/wk, flash forward, management expectation of 40-50, no adjustment
Pressure to ignore benefits paid by lower salary like RFC for “azz in chair” time

Tell me what you think will happen from now until April.

My predictions:

Cable stripped to bare bones. CBS completely restructured.

Most fully remote employees cut in November (I’m fully remote) so they don’t have to relocate anyone. International fully destroyed.

Mass exodus due to RTO.

Engineering and streaming jobs all posted in LA, NY, SF with below median compensation.

DE outsourcing everything he possibly can to Oracle.

DE buying more IP with his dad’s money.

And I say all this as a person who absolutely loves our company. I hate what this has become. I hate to be a glass half empty person. And I’m not trying to hate on any department or division of Paramount. I’m just being completely realistic about what is going to happen here.

Ok, let’s hear it.

I am writing this as a longtime Cisco employee. I am an individual contributor and have been for almost 20 years. I like Cisco, I like most of my managers and colleagues (not all, of course but that is true anywhere)

Am I worried about getting LR'd? A little but since I put this plan into place several years ago I am not worried about finances. Not one bit.

You can't change the wind but you can change the set of your sails. The most important of which are your financial decisions. Strive for financial independence now. It is not too late. jump to end for TL/DR version:

1. shift to maximum frugality.
   This is not the "latte factor" where your $4 coffee will change your life but rather an entire philosophical shift. Embrace frugality as a desirable and enjoyable lifestyle (it is). Focus on both the small rocks (the daily expenses like coffee, doordash and money su-kers). not to sound s-xist but money su-kers are typically gender aligned. Women spend a lot on nail care, beauty and the like. Men spend a lot on autos, gadgetry and beer. obviously stereotypical but you get the point.
   Eliminate, DIY or change the frequency.

2. Big Rocks.
   Housing, Healthcare, Transportation, Insurance & Education are typically the most expensive components. Start here. Be relentless. remember that New car smell is the most expensive fragrance in the world and no one really cares about what kind of car you drive anyway (except for you) get a reliable, safe used vehicle. strive to pay cash for a car as it will force you to save & research. Same concept applies with the other big rocks. The amount you spend on where you sleep at night and keep your stuff should be minimal. This is true whether you rent or own, strive to own a decent home in a good neighborhood.

3. Max out your 401K, open a Roth and build a freedom fund.
   What to do with all the money you save? Buy a boat? (no!)
   First, build a cash cushion of at least 6 months of expenses, the good news is that the more you relentlessly drive down your expenditures, the lower this amount needs to be. Put this in a Money Market (many are yielding 4+ %
   Then, Max out your tex deferred retirment account. the target date funds are a great one-fund set it and forget it option. you could balance that with a 100% stock fund (US Equity Index) say 50/50 so you are tilted toward more growth, especially if you are young. There are 1,000 asset allocation strategies you will be bombarded with, this is a good middle of the road, reasonable, strategy. It is way more important to get started and be consistent (autpilot) than to get all the knobs perfectly right. Most people do way more damage that way, especially you smart ones. (Doctors are notoriously bad investors because they think they are smarter than everyone else)
   also start a Roth IRA and fund it as well (Roth is post-tax but has significant advantages)

4. The best things in life are free.
   National Parks, Conversations with Friends, gardening, reading a used book (the paper kind) long walks with the person you love most. Do the rocking chair test; imagine you are 80, sitting on the porch in your rocking chair and ask yourself what you would have done differently back then. I guarantee the make/model of car will not enter your mind even once.

TL/DR
Reduce expenses relentlessly, start with the big rocks.
embrace a mindset of "frugal is wonderful" because it leads to financial independence.
MAx out retirement funds (401k/IRA/Roth IRA) with a simple set and forget it Asset Allocation
100% Target Date Fund (based on your retirement year) or 50% Target Date Fund + 50% US Equity Index if you are more risk averse.
Build a 6 month war chest full of cash

Are we being brutally honest or holding back? Inquiring minds want to know! I’m laying it all out. It’s nothing I haven’t already said to my leader on multiple occasions.

Has anyone taken on a consolidated role? Why/why not? I’m staring one down the barrel & I think I’m going to walk. I’m getting dodged when I ask if the extra fill time responsibilities come with a pay rise…which means no.

I started recently here and my manager let me know that the baseline expectation is a 9 hour work day for bonus-eligible employees. I learned from a coworker that non bonus-eligible employees are expected to work 8 hour work days. It sounds to me like it’s not so much a bonus as it is just pay for your additional labor. An extra hour a day comes out to ~6 additional work weeks in the year. Do bonuses far exceed what you’d need to make that extra time worth it?

Is it available anywhere?
Or can someone chime in with the range for VP, VP II, and SVP?

What is the severance policy and payout for employees with less than 5 years of service?

If you are waiting for your exit date, you will be left waiting. Humana is stalling for time while they try to liquidate the funds to pay out the ERPs. If they file for bankruptcy, you get nothing. If they sell or merge, you get nothing. Anyone they can term, you get nothing.

Good luck getting out of this h*llhole until you are no longer useful to their benefit. It's one lie upon the previous lie with Humana.

Do you know that in EMEA they cancelled all company cars, no more. All savings, everywhere. If anything happen with OpenAI deal for 30B$....

And said toodaloo M’fkas :)