#culture

Why does Uncon have such terrible reputation?

I'll probably be checking my email at midnight on Sunday lolololol

I exhausted myself at Dst just to get the same level of respect an employee at another company would recieve if they were in the bottom 5% of employees as ranked in performance. Even thought I was the top performer in my area. After I left, I did tell my supervisor's wife that he was cheating on her. I had no obligation to not disclose it. My supervisor criticized everything I did at Dst. So I did the same thing after I left, and there was plenty to criticize about him. I imitated him after i left by pointing out his faults to his supervisors in my exit interview

Or maybe a better analogy is that we're Pompei, obliviously waiting for Vesuvius to finally explode. The company just seems to by dying a slow death, going deeper and deeper underwater with each passing month. We have an invisible, inept figurehead CEO at the top. Extremely questionable decisions coming from her less than competent inner circle. Chaos at all levels due to brain drain, the Denver closing, the Accenture fiasco, pi-s poor management, non-communication and outright apathy. There's the ham-fisted rollout of our AI platform, which let's be honest was probably aimed primarily to rescue the not insignificant pool of associates who can barely write at a middle school level. In short, very little cause for optimism. Time to start lowering the lifeboats?

Had such a hard time working Friday thinking about what will happen. It's Saturday and the only thing I can think of is what's going to happen on Monday. Anyone else feeling anxious?

Ever since Amala was brought in, bringing with her cohort of nationals, racism in USAA has been on the rise. Even after her being dropped, pendulum has swung too far where if you're a person of color you no longer feel you belong. It's not overt in your face racism, but the covert subtle type with microagressions. And god forbid if you're not of Christian faith, it's a double whammy. As the resources get squeezed, and the decisions to drop personnels rise, it's the minorities on the chopping blocks first. It's becoming a pattern now, and no longer single occurrences. I'm seeing qualified experienced people get set up to be fired, and mediocrity being protected for no other reason but their skin tone. USAA is heading down a very dark path, perhaps a reflection of the state of the nation.

Trying to post this for the third time. Keeps getting taken down. Asking when DF will be replaced. For his efforts in losing talented team members and hundreds of millions in AUM, he was rewarded with the Chief Investment Officer role for the fifth largest bank in the US-you heard that right. Leadership, and I use that term loosely, has lost scads of talent and BILLIONS of assets under management. No one ever pays the price in PWM. When Minneapolis lost their most talented team members, and some of its most lucrative relationships-those managers remained in chair. There are never any repercussions, unless you point out the problems which are so glaringly obvious. The dirty kittle secret in PWM is that the thing driving sales is banking-primarily mortgages, which don't even count towards goals at any private death shop worth its salt. Those of us who have been in chair for a long time will muddle through. Younger members should run not walk to get out of here.

I hate recon!! How are we finding stuff that wasn’t there during inventory?? Also, does your store manager participate in any of it? Mine doesn’t do cr-p then expects everything from everyone!! We don’t have AP so they are “supposed to be” AP.

What a joke.

It won’t ever happen as they know they will have a mass exodus and left with the cr-p. Nice thought but nope won’t ever happen your reviews and the bean counters are the ones going to make the decision.

I know a lot of employees are rightfully frustrated with the stress-induced layoffs over the last few years. The truth is that management is honestly listening and trying to do its part to make things better. One of the behaviors that can cascade stress to the workforce is leaders temperament and mood changing in relation to commodity markets. It shouldn’t matter whether markets are high or low, we should continue to treat one another with dignity and respect. When leaders panic because markets change, it cascades stress to the rest of the workforce. We have to continue to remind ourselves that it is a marathon and not a sprint and the best way to reduce restlessness in the workforce is remaining calm irrespective of what the market does.

I get an interview for another bank.
So I go look at their board.
RTO complaints... desktop tracking... complaints about the Phillipines and India...

lmao, its the same everywhere people.

Book by Jim Collins. If you know, you know.. Somehow, seemingly NOT ONE of our “leaders” have read the book, or understand, or care to understand the importance of ‘Getting the right people on the Bus’. To me, this is a direct acknowledgment that T is nothing more than a stock or commodity, with no real interest in being a competitive and top performing company. Settling for financial position, dividends, and gains is their game and none of us should expect anything more. We are all an operating expense that can be reduced when needed.

With last week's layoffs, how is the morale of the interns and ldp? I heard they had to sit through speeches by chris flood on leadership and culture already....

Is this real or AI slop? LMFAO!

https://x.com/CultureCrave/status/2080746632497561795

You can’t have a “market-based culture” unless you’re actually willing to compete in the market for talent. Stinky keeps talking about building a market-based culture, but what exactly is market-based about AT&T?

Companies with true high-performance cultures usually have at least one thing going for them:

• They pay top of market.
• They offer benefits people actually want like WFH/Hybrid
• They attract top-tier talent.
• They have a culture or reputation that makes people want to work there.

AT&T has… what?… The pay is mediocre and below market. The benefits have all been stripped away. Five-day RTO makes recruiting new young talent even harder. The culture and morale is at rock bottom. Leadership approval is about as low as I’ve ever seen it… Ask around outside of work how many people would recommend AT&T to someone starting their career. That answer speaks for itself.

John wants a market-based culture while offering a rock bottom value proposition.

People work hard in tech because the compensation is worth it. People grind in finance because one bonus can change their life. People put in insane hours at companies like Google because the pay, experience, and name on the resume can open doors for the rest of their careers.

So what’s the pitch for AT&T here, John?… Move across the country, come into the office five days a week, accept weak compensation, lose all flexibility, work under constant scrutiny and monitoring… Why would a top performer choose that?

The only reason anyone is still here is because the job market has been weak. As soon as it turns, and it always does, the people who have options will use them.

That’s how markets work, Stank. People won’t forget how you treated them when a better opportunity knocks.

If leadership really believes in a market-based culture, then they need to start offering a market-based reason for people to stay.

What he said in the ATG live really pi---d me off and changed my mind. I wasn’t going to take it, but now I will.

I’d rather blast leadership in the survey again than sit it out. If nothing else, it’ll force them to confront the exact same feedback they’ve been hearing for the last couple of years. Now, whether they choose to listen is another story, but at least it will signal nothing has changed.

If the people who are frustrated don’t participate, then all that’s left are the people who think everything is fine. That paints a completely false picture, and I’m not willing to let that happen.

The survey only has value if people answer honestly. If leadership doesn’t like the results, maybe the problem isn’t the employees giving the feedback, maybe it’s the reason for the feedback itself.

Silence changes nothing. Honest feedback at least gives them the choice to either address the problems again or explain, once again, why they think everyone else is wrong.

We all know that FIS is working hard to get sold to other company.
When that eventually happens then Executives will get millions of dollars as bonuses.

Why to work such company where there are no growth prospects. The leadership is looking for own "get quick rich" route.

Yes easy questions; what actually been improved as the PA system su-ks, D&S staffing model is confusing as he-l, benefits have only gone one way, morale likewise…I am seriously struggling what has improved….

My team and I have covered security for years
I understand from Monday we now cover evertything
0 training
0 understanding
I hear it is the same for collaboration too
Wtf is going on

Decreasing bureaucracy would make sense if the people left had basic knowledge of systems. As the staff has been critically cut simple repair jobs take days instead of hours. AI cannot replace hands. We should have executed a paced transition plan to execute instead of cutting first and figuring out later. This is proof senior leadership has no clue on how the systems function. They want the people left to come up with a solution and sell AI to support the theme

HCSC is now being managed by Manika and others with some ideology that they are bent on. It is not business. It is ideology. Maurice was an incrediblely smart business person back in the day, but he too has succumbed to this cr-p. Hcsc used to be the best of the Blues. No longer.

I noticed lately they are hiring a lot of young females in AI/ML/Data science/Data engineering type roles. I noticed that they don't anything. They use AI and one junk analysis a day. They are gone by 4 pm because..kids, School pickup or whatever reason. They don't acknowledge any messages and find a way to deflect any responsibilities. I reported one to my director and he terminated one contractor that was not not doing much. But we are stuck with a couple of FTEs we can't simply RIF, he's citing legal/HR . There seems to be a pattern emerging with these hires. They are using proxies to pass interviews. One girl refused to come in camera and after i insisted she did the next day and she looks different than the one in remember in the interview. Interestingly the video was blurry both times, lighting was off, and hair party covering sides of face. Since I don't have 100% proof I can't report to HR. What are my options? Director says just to build up a case n put them on PIP in a few months n layoff next year to avoid legal is issues. Is he being overly cautious? Now I don't have funding to hire 2 more and stuck with 2 useless duds, scam artists

This is the last weekend until 7/27 when everyone who accepted the VSP finds out their last day. Starting Monday, it's going to be a reckoning for managers and PLs.when they find out how much of the work force is decreasing. I'm getting on that lifeboat before the Titanic sinks.

Comical how execs reposting today’s earnings — see Dan, “I’m a company man” please don’t fire me I knew all along you were great. Oh, I’m also an AI expert! Lol

Indian h1 lobby is worse in Tampa. All data science teams are spammed with them. They get all the promotions. They never recognize and care for anybody else. Rachel’s team is heavily dominated by them. I think the Indian lobby gives her a perspective that there is no other talent elsewhere. This has gone from bad to worse.

On top of everything else. What an absolute pile of junk this company is. I actually believe the mile long load of BS I was fed for years.

Was this filed under “doing what’s right” or “doing what’s easy?”

https://www.beckerspayer.com/legal/ex-centene-vice-president-accuses-company-of-age-discrimination/

The main install contract for Flock is being fulfilled by Dish and their contractors.

That's how low ergin will stoop. He'll foist a totalitarian police state on you if it means he gets to stay rich.

What does it feel like working for actual evil?

Cutting jobs...

https://freeimage.host/i/COmajIt

Keep it classy, Leahy.

Sorry, not sorry.

How many times will I need to hear his sp-t?

As someone who wasn’t affected by this transformation, I find this little gathering cold and heartless.

The photo op from the smiling executive team is like pouring salt into an open wound.

Didn’t they admit morale was low? This event and subsequent post in the company feed does not help.

Zero emotional intelligence.

Who, or what, is behind the long string of failures in ISG? Jeff B? Travis? Arthur? Who/what else?

Never have we seen such a continuous pattern of sustained failure without a change in behavior or accountability.

BAIN should be looking at common threads in each of these and clean house.

x400 - Failure
ScaleIO - Failure
XC4000 - Failure
DM5500 - Failure
Santorini - Failure
Hydra - Failure
VxRail - Failure
PPDM - Failure
Cyber Recovery - Failure
Apex - Failure
CloudIQ - Failure
EMC Storage Strategy - Failure

Anyone else psyched to be at the front lines of angry students and parents when rush hits? It’s so unbelievably stupid to allow orders for items we do not have and not tell the students we have to source these items somehow and it will take weeks. Oh and we can’t cancel items. And can’t cancel orders. But customer service is so so important!!!

Hey MW and Executive Leadership,

Man up and address the turmoil and stress you all have caused the company since 2020. Employees are exhausted and morale has hit rock bottom and is still trying to dig lower. Bring some kind of positivity for employees and remember the country and people who have made Chevron successful in its long tenure. Offshoring is not patriotic or right. You have to have some bit of good voice left in your soul. Use SETH to right some wrongs and grow a spine.

Anyone else hearing rumblings of RTO five days a week?

If true, 3M is returning to the Stone Age and this is BB attempt at getting more people to quit. What a joke.

I've been at the bank long enough, and in enough different roles, to finally understand how the place actually rewards performance.

The reward for hard work isn't recognition. It isn't career growth. It isn't additional compensation. It's more work.

Not just any work, either. You get handed the complex, politically sensitive, high-risk initiatives that everyone else has quietly managed to avoid. The kind of work where failure has consequences, success is expected, and if you somehow pull it off, leadership thanks you by immediately assigning you the next impossible project.

Competence isn't rewarded here, it's exploited.

The irony is that the less capable you appear to be, the less you're expected to do. People who consistently fail to deliver, miss deadlines, or spend more time trying to hand off work than actually completing it somehow develop an impressive track record of failing upward. They become experts at managing perception instead of outcomes, while the people actually producing results are too busy carrying the organization to spend time marketing themselves.

Then there are the teams that seem to have won the organizational lottery. Small teams. Clearly defined responsibilities. Minimal scope creep. Leadership that actually protects their capacity instead of treating it like a public utility. Flexible delivery timelines. Dedicated administrative support. They get measured on exactly what they signed up to do.

The rest of us? Apparently our job description is simply "everything else." Need another critical program? Give it to the team that's already drowning. Another governance function? They'll figure it out. Production support? Add it. Executive requests? Sure. Regulatory deadlines? Why not? Twenty-four-hour operational oversight? Of course. After all, they've always found a way before.

Then leadership has the audacity to act surprised when capacity becomes an issue. The best part is pretending this is all accidental. It isn't.

Leadership has the reporting. They have the staffing numbers. They have the capacity plans. They sit through prioritization meetings. They review resource models. They approve organizational structures. They know exactly which teams have half the support and two or three times the responsibility. They know which groups are expected to supervise critical operations 24 hours a day, 365 days a year while simultaneously delivering strategic initiatives.

They're not uninformed. They're informed enough to know exactly what's happening and comfortable enough to let it continue. When you escalate the issue, you get the standard corporate script.

"Prioritize better."

"Focus on the highest-value work."

"Be more strategic."

"Challenge your assumptions."

As if no one has ever considered making a priority list.

You can spend weeks documenting workload, mapping every deliverable, demonstrating capacity with actual data, and proving mathematically that there aren't enough hours or people to accomplish everything being demanded. The response?

"We understand."

Translation: We have no intention of changing anything, but we'd appreciate it if you'd continue accomplishing the impossible so we don't have to explain the problem to someone above us.

The most frustrating part is that leadership often mistakes resilience for excess capacity. Every time a team sacrifices nights, weekends, vacations, morale, or retention to somehow meet another impossible deadline, leadership congratulates themselves on successful planning instead of recognizing they've just normalized another unsustainable expectation.

And so the cycle continues.

The competent become the organizational pack mules, carrying increasingly impossible loads because they've demonstrated they can survive them. The underperformers continue to enjoy manageable expectations because no one expects much from them anyway. Meanwhile, leadership points to another successful delivery as proof that the current operating model works, blissfully ignoring that it only works because a handful of people refuse to let the wheels come off.

At some point, you realize the system isn't broken.

It's functioning exactly as leadership designed it.
The people doing the work absorb the cost.
Leadership gets the credit.

And every year, everyone wonders why the people capable of carrying the organization eventually stop volunteering to do it.

The board extended the old man to December of 2028 Verizon is sc--wed