#culture

Walking through the buildings this morning that has become an endless and never ending corn maze of “improvements”, it dawned on me, Chevron is lost. From elevators, escalators, college dorm style offices, orgs that don’t work, consultants ripping us off, workflows in the name of simplicity that accomplish the opposite, lack of accountability, zero clarity and more, we are lost. None of this helps us make more oil, gas and profit and YES, that is what we are supposed to be doing. All this waste and not one thing is improved. Not one. All are worse. No project should be considered without answering the question of how it makes things better for employees so they can help Chevron make more oil, gas and profit.

I retired from Nielsen 5+ years ago. A former coworker pointed me to this site, so I'm out of the loop. I only ended up on the careers page because my son just graduated with an engineering degree, and I thought the Oldsmar facility would be a great place for him to start. Instead, I'm perplexed; are all the engineering jobs in India now? What actually happened to Nielsen? The engineering culture and work at Oldsmar used to be great, but now it seems like a ghost town. Catch me up on what I missed (and yes, I realize now I should probably steer my son elsewhere!)

Hope not, she has ruined FIG and it will be a drag to the financials for a long time because of her inability to lead

It’s evident that a seasoned professional knew he is unable to save this company and the company’s performance is damaging his professional reputation . Changing hands is just delaying the inevitable. The replacement was a necessity and nothing more. Good luck guys.

We could have ended up with somebody who has absolutely no idea what he/she is doing. At least there's that to be grateful for.

A change in leadership changes nothing for us. Rotten culture and corporate greed are the real problem.

I have recently been in my position 20 years. Know what I got for it? A hat? NO A pen? NO A nice email of congratulations? Nope. Nothing, nada, zilch. That's how everyone should know that OT is in such bad financial shape that they cannot properly recognize service. I mean, how broke do we have to be that I can't even get some stupid points to buy some $50 piece of cr-p item? And if it's not being broke but just being total pieces of cr-p unwilling to honor loyal service over the years, that's worse....maybe it's because I came from an acquisition? Oh wait, we all did....

is whether the new guy will be good for employees. That's all I care about. We've had others that have been good for the company and the stock but not for us. I hope this one will be different.

Hi Bank of America peeps. A few of us from Truist are checking in. Mike Lyons was just named our new incoming CEO. What was it like working for him during his time there? Solid leader? How did he handle culture, trust, accountability, and employee engagement?

Any flexibility on remote work or work-life balance, or was it more old-school in-office?
It's fair to say morale is quite poor right now, and many of us are looking for signs that things can improve with no expectations of instant miracles. Curious if you noticed any positive shifts over the longer term under him, even when changes got messy. Good, bad, or ugly, we'd appreciate hearing about it.

Hi PNC folks. A few of us from Truist are checking in. Mike Lyons was just named our new incoming CEO. What was it like working for him during his time there? Solid leader? How did he handle culture, trust, accountability, and employee engagement? Any flexibility on remote work or work-life balance, or was it more old-school in-office?

It's fair to say morale is quite poor right now, and many of us are looking for signs that things can improve with no expectations of instant miracles. Curious if you noticed any positive shifts over the longer term under him, even when changes got messy. Good, bad, or ugly, we'd appreciate hearing about it.

Hi Fiserv folks! Several Truist people stopping by your forum. Mike Lyons was just announced as our incoming CEO. What can you tell us about working under him? Decent guy overall? How was his leadership style? Transparent and approachable, or more top-down? Did he allow any real flexibility with remote/hybrid work or was it mostly strict in-office?

Things have been challenging at Truist for quite a while, and morale and confidence in leadership are at some of the lowest levels many of us have ever seen, so we're realistic that a new leader won't fix everything overnight. From what we've heard, he stepped into a tough spot at Fiserv too. For anyone who was there during his time, did you see things starting to improve on culture, trust, accountability, employee engagement, or work-life balance, even if the transition was difficult or painful at first? Any honest long-term thoughts? Good, bad, or mixed? Appreciate the real talk.

I used to think that if I kept my head down and did solid work, that’d be enough to move forward. After a few years here, I’m not so sure. The people getting promoted aren’t always the most capable, but they’re usually the ones who know exactly who to compliment and when to be visible.

I’ve never been comfortable pretending to admire every decision from leadership or joining every little workplace circle. I’m polite, I help my team, and I meet my goals, but that doesn’t seem to stand out much.

It’s made me rethink how success works in some orgs. Skill matters, but being liked by the right people can matter even more. I don’t want to become fake just to get ahead, but I’m starting to see why some people do.

I was looking at our competitors' pages just to see if everywhere is as bad, and this made me laugh:

"This place makes Xerox look like an upgrade in employment."

That was posted on Konica Minolta's page. Which barely has any posts. And our board is one of the busiest and bursting with hate. I don't think that person has a realistic picture of Xerox. Still, made me laugh.

That is it. That's the post.

While G2 talks about who won't last at Cisco, Datadog keeps its employees and customers happy

Why is that?

I am so glad to be done with Optum. It had it's kind people.... but then it had the people I had to deal with.

Vile humans that don't exist any place else. Ones I'm glad I never worked in person with.

Anyway, since I LOVE to stir the pot. I thought I'd just come around share newer EEOC guidance with you all. I see lots of people concerned about layoffs and offshoring.

Did you know... it's now easier to hold your employer accountable for nation of origin discrimination? That includes American workers.

Y'all should get together in do something about it. (In my Rick James voice)

This lonely Phillips 66 station! Not a single car at the pumps or customers inside. Located across the street from a competing station with 4 times the amount of traffic.

https://imgur.com/a/8w7MaHx

Moral of this story, the P66 brand su-ks.

It really is amazing the lack of C Level /VP level of accountability over the years.

AOL, RedBox, bluejeans and now $47M FCC location privacy. For years employees drilled on CPNI.

Board d Member sats Hans needed to be fired immediately after 8 years of deckining stock price and net adds.

SCOTUS rules 8-1 and zero Vz accountability.

Yet if an ethical Vz sales person misses monthly targets.. 60 day PIP and fired.

There is zero hope under current Vz C Levels Verizon succeeds.

Next play is divest business units and watch C Levels all cash out $3M in stock options. Already happening.

I'm sorry to say it, but Dell leadership is some of the worst in the industry. They're ignorant, they're incompetent, they're untrustworthy, and they're unqualified. Pure shiit leadership at Dell.

Meanwhile, Elon:

Elon Musk: There are no lords and peasants at Tesla. Everyone eats at the same table.

“I actually know the people on the line, because I worked on the line, I walked the line, I slept in the factory, and I worked beside them. So, I'm no stranger to them.

There are many people at Tesla who have gone from working on the line to being in senior management. There are no lords and peasants. Everyone eats at the same table. Everyone parks in the same parking lot.

At GM, there's a special elevator only for senior executives. We have no such thing at Tesla.

We give everyone stock options. Many people who are just working the line, who didn't even know what stocks were, we've made them millionaires.

And I just want to say that I'm incredibly appreciative of those who build the cars, and they know it.”

New York Times DealBook Summit, 2023

I need to check in with other managers here because I'm hitting a wall and getting seriously worried.
​It feels like so many tech teams across the board - UHC Tech, ETIPS, CDO, CE, OG, OI etx are completely stepping on each other's toes. We’re all scrambling to find unique problems to solve, but the truth is, someone else has usually already done it. Everyone is just trying to look busy. It's becoming a toxic rat race wrapped as evolution and exciting advancement.
​AI has made this so much worse, so fast. What used to take us months of architecture and building now gets wrapped up in days. Because of that sudden speed, I haven't had any real, substantive work for my team of six for several months now. Just minor fixes and changes here and there.
​Now, our funding is being questioned. At this rate, looking ahead to 2027, I don't see how we survive the next budget cycle. I am genuinely terrified for my team and their jobs.
​How long can a company sustain this kind of overlap? Are any other managers seeing this cliff approaching, and how are you keeping your people safe?

The World Cup unites countries and people thru soccer and sports conpetition. It appears RV is trying to stretch the BNY global brand thru a simple selfie pic on LinkedIn acting as if the FIFA World Cup excitement is energizing the BNY work culture.

I personally see almost no connection between soccer and BNY and even less of a connection between our CEO and all BNY associates and clients. The con man continues to turn tricks to manipulate public perceptions that BNY is globally connected, socially responsible, and cares deeply about its people. All I see his RV laughing it up with Alejandro Perez.

UnitedHealth Group managed to squeeze $12B in pure profit out of the healthcare system last year solely through value extraction. Like Sears, Circuit City, and other notable companies that found themselves in the trash bin of history, they are relying on their size to keep employers, providers, and members with them. At a time when healthcare costs are skyrocketing, they could be creating value in the healthcare system and — gasp! — earning some profit for themselves. Instead, they push out anyone who wants to innovate or question the dirty tactics and legally dubious actions. Hemsley was supposed to make it better. Instead, he’s made the company culture worse and is putting short term gain above not only UnitedHealth Group’s interests, but the already strained healthcare system.

Know this, there is an avoidable trajectory here; but persist down this road and some startup will eat your lunch just like Amazon — a nobody at the time — did to Sears and Circuit City. Change course before it’s too late. Hire some technology people that actually know technology. Hire ethical business leaders that will follow the law. UnitedHealth Group could be the reason the healthcare system gets better or the reason it crashed. Choose wisely.

The last Reorg is a massive failure, very poorly planned and executed, they will pay the price soon. Layoffs are being done in the wrong places. Instead of constant reorgs that don't work why don't you layoff all the sycophant leadership who created these strategic blunders to occur and leave the alone the IC, you will need them to rescue your org. Once you have done that look into the current ICs for talent who have vision and creativity that can lead to true innovation and not just sychophants who will do as they are told. Nah instead you will make one or two changes, shuffle around some people, but keep the same id--ts in place. Congratulations you have not changed.

There is a real disconnect between what leadership believes is happening. What is being reported to leadership is happening. What is really happening.

Seems like an exodus is still occurring. Never will be the company it used to be.

I’m a manager in an area that had layoffs this year. Now when you bring up issues, our leaders say we should be quiet and thankful we have a job. Leading through threats is now normal? This place is toxic.

Billionaire Michael Dell's "generous" donation to children's investment accounts is just another front in the deep state's war on self-reliance, and I have the conspiracy theories to prove it.
In a shocking turn of events that has absolutely nothing to do with the deep state’s insidious plot to indoctrinate our youth, billionaire Michael Dell has announced a $6.25 billion “donation” to fund so-called “Trump Accounts” for children. Coincidence? I think not. Let’s break this down, folks—because if you’re not questioning this, you’re already asleep at the wheel.

First off, “Trump Accounts”? Really? That’s what they’re calling them now? I’m sure the name is just a happy accident and not at all a calculated move to make conservatives warm up to what is clearly a socialist wealth redistribution scheme. $250 per kid? That’s barely enough to buy a single share of GameStop, and we all know the elites don’t want your kids learning about the free market. They’d rather they grow up dependent on government handouts—or in this case, billionaire handouts.

And let’s talk about the income cutoff: $150,000. That’s suspiciously specific. Why not $149,999? Because they needed a round number to hide the fact that this is really about tracking families. Mark my words, this is just another way for the globalists to catalog who’s “middle class” and who’s not. Next thing you know, they’ll be implanting microchips in these accounts—wait, actually, that’s probably already in the fine print.

But here’s the real kicker: 80% of Texas ZIP codes qualify. EIGHTY PERCENT. Folks, that’s not generosity—that’s an admission that the economy is rigged. If 80% of families are making under $150,000, then who’s hoarding all the money? Oh right, the same people “donating” it back to us like some kind of twisted charity tax write-off. Wake up, sheeple!

And of course, the urban elites in Austin, Dallas, and Houston are mostly excluded. Convenient, isn’t it? The very cities where the tech overlords and government puppets live get to opt out of their own socialist experiment. Meanwhile, the rest of Texas gets a measly $250 per kid—probably in digital currency so they can phase out cash and control your spending.

This isn’t philanthropy. This is conditioning. They’re training the next generation to rely on handouts instead of hard work. And by the time these kids grow up, they’ll be so used to government (or billionaire) intervention that they won’t even question it. Well, I’m questioning it. And you should too. Because if there’s one thing the elites hate, it’s people who can still think for themselves. Stay vigilant, patriots. The tofu-pushing deep state is always watching.

Source: By Kevin Crowley, Bloomberg

The 140-year-old oil company is making more money than ever. Yet the pandemic exposed deep cultural problems—and talent is fleeing.

Shortly after Exxon Mobil Corp. lost its battle with an activist investor last year, an executive named Bill Keillor decided to give his department a morale boost. It had been a difficult year and a half for Exxon employees. Covid-19 and plunging crude prices had led to halted salary increases, reduced benefits, and, for the first time in decades, thousands of layoffs. Anxiety was coursing through the organization.

So Keillor, whose title is global IT vice president, and his leadership team organized an awards ceremony to take place at Exxon’s Houston campus. They posted an invite on Yammer, an internal social network, with Keillor’s face cropped onto a tuxedo. With many employees still working remotely, most tuned in via Zoom.

Keillor started by thanking everyone for their hard work over the past year, presented awards to three top-performing teams, and then opened the floor to questions. It was at this point things started to unravel, according to four people present who spoke on condition of anonymity. The software developers, data analysts, and technicians who run Exxon’s vast computing network, which helps the company manage everything from drilling wells to pipeline flows, were in no mood to celebrate. Emboldened by the virtual format, they began firing off tough questions. They wanted to know if there would be more layoffs, whether remote working would continue after the pandemic, and whether Exxon was willing to raise pay to the level of major tech companies.

To an outside observer, the scene might have appeared like a slightly tense version of your average corporate town hall. But within Exxon, famous for its top-down, buttoned-up, authoritarian culture, where employees rarely challenge their superiors, and certainly not in an open forum, the moment had the strong whiff of rebellion. As Keillor bristled, other managers stepped in to take some questions, deflecting attention from the boss. But eventually, Keillor had had enough and snapped.

If you want to be a “hotshot” and triple your pay working for Amazon, then go right ahead, the people recall him saying. “Good luck to you.”

Rather than be humbled by the scolding, staffers began circulating memes mocking the event in private chat groups, which rapidly spread across the company. One depicted a long-term career at Exxon as a car hurtling off a highway. Another compared the awards ceremony to a piece of tape used to patch a leaking barrel of water. Others suggested it was about time employees take Keillor up on his advice and quit.

A year and a half later, even as its stock surges again and Exxon makes more money than it has in its 140-year history, the company has experienced the highest attrition since its merger with Mobil in 1999. Of the 12,000 departures globally in the past two years, less than half were from layoffs. “Like nearly every company, attrition increased in the last two years, but we don’t see that as a long-term trend,” Exxon said in a statement. “Importantly, we are seeing good results when hiring top talent for roles throughout the company, at entry-level and for senior executive positions.”

But a Bloomberg Businessweek investigation involving interviews with more than 40 current and former employees (many of whom requested anonymity because Exxon hasn’t authorized them to speak publicly), as well as reviews of dozens of internal documents, reveals one overriding reason talent is fleeing: a culture that’s increasingly out of step with the world around it. Those interviewed describe an organization trapped in amber, whose insular and fear-based culture—once a beacon of corporate America—has become a drag on innovation, risk taking, and career satisfaction. Although many expressed pride at working for an industry leader, they were also frustrated by how slow it was to invest in some of the energy industry’s biggest breakthroughs over the past decade, including shale oil and low-carbon technologies, making it a place where the best and brightest no longer want to spend their best years. “I was bored at my job,” says Avery Smith, who earned more than $100,000 a year as a data scientist right after graduating from college and quit last year, echoing what many other former employees told Businessweek. “I was pretty fed up with not innovating.”

Exxon’s performance ranking system, which pits employees against each other, dominates the day to day. Subordinates are told not to speak out against their bosses in meetings for fear of being placed at the bottom of the rank and pushed out. Employees are reluctant to raise problems or speak freely about environmental issues. Senior managers too often promote people who look and sound like themselves at the expense of technical experts willing to deliver hard messages, and some employees of color say they’ve been marginalized. “Agreeability to senior leadership has become more important than capability,” says one executive who left the company last year after two decades. “Unfortunately this accelerated during the pandemic.”

Exxon spokesperson Amy von Walter rejects those characterizations. “The idea that ExxonMobil’s culture is what these employees say it is doesn’t hold water for two reasons: how many people join this company each year and how long people stay,” she wrote in an email. “No culture is perfect and it’s far too easy to take a few data points and paint with a broad brush, but that doesn’t produce an accurate portrait.” (In response to the Keillor episode, von Walter says Exxon encourages candid workplace conversations, “although we may not get it right every time.”)

But CultureX, an organization out of MIT that evaluates corporate culture based on Glassdoor reviews, says these problems run so deep that Exxon now ranks below industry benchmarks for 143 of the 196 cultural issues it measures. According to CultureX co-founder Charlie Sull, innovation, collaboration, and psychological safety fell far below those of oil industry competitors, whereas pay and benefits ranked above average. Exxon, he says, appears to be using remuneration and perks “to compensate for a culture that faces significant challenges with toxicity.”

Exxon, which traces its roots to John D. Rockefeller’s Standard Oil, is used to being public enemy No. 1. It’s incurred the wrath of politicians and civil society for being too powerful, too profitable, and too polluting. But rarely has it suffered such discontent within its own ranks. “Upper management doesn’t like to hear bad news, so to stay at Exxon long term, you have to drink the Kool-Aid,” says Dar-Lon Chang, a mechanical engineer who left the company in 2019 after more than a decade. “This doesn’t sit well with younger people and especially those concerned about the climate crisis.”

Since losing the campaign to Engine No. 1, a tiny activist investor firm, Exxon has reformed its climate strategy. Under Chief Executive Officer Darren Woods, it’s pledged more ambitious emissions reduction targets, increased spending on clean energy, and elevated its low-carbon division to the top of the corporation. It’s even made a series of rare external hires including Chief Financial Officer Kathy Mikells from Diageo Plc and low-carbon head Dan Ammann, who previously ran General Motors Co.’s autonomous vehicle startup. It’s condensed 11 businesses into three and is on track to cut costs by $9 billion by 2023.

By financial standards, Woods’s plan is working. The stock is up 60% this year, ahead of its major peers, and closing in on a record high. But if Exxon has any shot at dominating the volatile energy transition over the next century, it will need to attract and hold on to the next generation of scientists, engineers, and technologists. “We can talk all day about low carbon,” says one recently departed Exxon executive. “But first we’ve got to decarbonize the culture.”

https://governorswindenergycoalition.org/exxons-exodus-employees-have-finally-had-enough-of-its-toxic-culture/

Dozens of new goto’s/, unclear what the policies are, no one to reach out to, missing money, stubs, no emails for paychecks, WHAT IS HAPPENING?

How many are actually giving the bad feedback in your pulse surveys? Are you giving the real, or just leaving the boxes open?

Laptops in the company still have attuids assigned to their computer name. Use ADUC or the PowerShell activedirectory module to search for computers belonging to anyone in your leadership chain. Once you find their computer, you'll want to perform a ping on their computer name, followed by nslookup to see which domain controller they are connected to. It will tell you if they are connected to VPN and are therefore not in the office.

Subsequently, make a PowerShell script that automates this whole process, and now you have a way to track RTO compliance of executives. You can run it every 20 minutes to track who is doing less than 8 hours in the office.

Once you find someone, lodge a complaint with HR indicating that you believe they are violating RTO policy.

I’ve worked at a lot of places, and I’ve never seen so many highly educated, talented people counting down the years until they can leave.

Spring Campus looks amazing from the outside. Free coffee, modern buildings, walking trails, cafeterias, gyms, collaboration spaces. On paper it feels like a dream workplace.

But sometimes it feels like a white-collar day prison.

You badge in, sit through meetings, update trackers, attend alignment calls, respond to emails, complete training modules, worry about rankings, worry about reorganizations, worry about whether your work will even matter next year, then badge out and repeat the process tomorrow.

The compensation is good, but many people seem exhausted rather than motivated.

The irony is that the campus was built to attract and retain talent, yet some of the most common conversations I hear are:

• “How many years until retirement?”
• “I’m looking externally.”
• “I’m just trying to survive another ranking cycle.”
• “I used to enjoy this job.”

Maybe it’s not just Exxon. Maybe it’s the reality of large corporate America in 2026.

Curious if others feel the same:
Has the modern corporate office become a place where people build careers, or a place where people quietly wait for the next paycheck and eventually their exit?

Our VP stated that RIFs are "rare" during our town hall. We have had 9 (!!!) employees on our team RIFed in the past 24 months plus a Sr. Director disappeared under mysterious circumstances.

They fired two US employees this May and then immediately posted the roles in Colombia. A key talking point from one of the Sr Directors was about how amazing it was that we were hiring! Be sure to recommend your friends!

Not sure how the VP thinks RIFs are rare at Medtronic given that I have never worked anywhere in my career that has had this rate of RIFs. The level of lying and gaslighting from execs is unbelievable.

Also we were told that we are now expected to demonstrate "Joy" going forward.

The ExxonMobil Operations Integrity Management System (OIMS) is a comprehensive framework designed to manage safety, security, health, and environmental risks across the organization, ensuring operational excellence and continuous improvement.

Purpose and Importance
The OIMS framework establishes common expectations for managing the inherent risks associated with ExxonMobil's operations. It emphasizes the importance of Operations Integrity (OI), which encompasses all aspects of the business that can impact personnel safety, process safety, security, health, and environmental performance. The system is integral to ExxonMobil's commitment to conducting business responsibly and sustainably, ensuring that safety and environmental considerations are prioritized in all operations.

Key Components of OIMS
11 Elements of OIMS: The framework consists of 11 key elements that guide the implementation of effective management systems. These elements include:

(1) Management Leadership, Commitment, and Accountability
(2) Risk Assessment and Management
(3) Facilities Design and Construction
(4) Information/Documentation
(5) Personnel and Training
(6) Operations and Maintenance
(7) Management of Change
(8) Third-Party Services
(9) Incident Investigation and Analysis
(10) Community Awareness and Emergency Preparedness
(11) Operations Integrity Assessment and Improvement

Continuous Improvement: OIMS is designed to be a dynamic framework that is periodically updated to reflect new insights and best practices. This includes strengthening expectations related to leadership, environmental performance, and behavior-based safety

Commitment to Safety: ExxonMobil promotes a culture where all employees and contractors are responsible for managing risks and ensuring safety. The framework encourages personal accountability and proactive intervention to prevent incidents, aligning with the company's vision of a workplace where "Nobody Gets Hurt"

Implementation and Evaluation
The application of the OIMS framework is mandatory across all ExxonMobil operations, with a focus on design, construction, and operational phases. Management is responsible for ensuring that systems are in place and effective, with ongoing evaluations to assess compliance with the framework's expectations. This includes internal and external assessments to gauge the effectiveness of the OIMS implementation .

In summary, ExxonMobil's OIMS is a critical component of its operational strategy, aimed at enhancing safety, environmental stewardship, and overall operational integrity through structured management practices and continuous improvement efforts.

This is all public information.

With the exception of Bob Hopkins, our execs effectively get their RSUs or performance rewards, then sell that sh*t as soon as it vests.

Forms indicating an (A) are the acquisition of shares, and in this small sample, the details in the forms shows you it's only ever receiving RSUs, or performance rewards.

The rest and vast majority of the forms are (D) disposal of these shares, and if you read the detail, they are dumping that sh_t as soon as they possibly can. All of the people below are regularly dumping their sh_t. These are not the actions of execs confident in this company. They know this ship is sinking and they're in on the grift.

Skip
https://www.sec.gov/edgar/browse/?CIK=0001708062

Goff:
https://www.sec.gov/edgar/browse/?CIK=0001560409

Bob H:
https://www.sec.gov/edgar/browse/?CIK=25200002114165

Marinaro:
https://www.sec.gov/edgar/browse/?CIK=0001984186

Matt Walter:
https://www.sec.gov/edgar/browse/?CIK=0002028475

Do your own research at SEC's Edgar site.

Fun bonus fact: they all have important ownership stakes in MiniMed. Funny that.

How often does headquarters in BP do layoffs? Looking to join company but would like to gauge job security there. And out of curiosity, do you really need to be "highly extroverted" per the culture. Thx in advance.