#employeeengagement

There is a fundamental disconnect between Dan’s stated ambition around AI-led transformation and the behavior being driven by current leadership.

Leaders are not just failing to prioritize upskilling—they are actively deprioritizing and, in many cases, dismissing learning initiatives as non-essential.
Immediate operational demands are consistently positioned above capability building, effectively preventing employees from investing in AI and future-ready skills.

I want to provide this feedback. Where can I provide that?

Any idea if ERP will be offered again?

We're all in agreement to only work 4/5 days a week and only put forth 80% effort right? for those who havent quiet quit already please do so and stop taking this job seriously. stop slacking ppl, stop scheduling meetings, just ktlo because that is exactly what kkr and elt are doing.

Last day yo vote on the union ratification. Hopefully all goes well.

DXC promotes a poor performance culture.
If you do a great job there is no benefit to you. That then encourages the person to either leave or wind down their performance.
The poor performer only has to avoid a poor 3 rating. Just do enough... They will never leave.
You are left with a pool of poor performers..

A thread to discuss the DP town hall and observations:

Is it even worth filling it out? Executive Mgmt doesn’t care.

How are folks in the woodlands?

Denver?

Calgary?

Ever sat in a meeting where someone declares that your company is “growth-hacking” and “working at the intersection of cross-collateralization and blue-sky thinking” and called bullsh-t? Turns out you were right.

A new study out of Cornell University published in the journal Personality and Individual Differences found workers most excited and impressed by corporate speak may be the least equipped to make effective, practical business decisions, and it can leave companies with dysfunctional leaders.

New study finds that employees impressed by corporate speak may be least equipped to make effective decisions

So exciting!!! Will we learn Maurice’s favorite Cookie flavor? Action hero? Thoughts on the upcoming World Cup?

What will he read to us today?

Nike Leadership (2020 → 2024) from Publicly Available Reporting

• Women (Leadership): +7.6%

• Men (Leadership): −5.5%

• U.S. Racial/Ethnic Minority (Leadership): +17.2%

• White (Leadership): −7.0%

Is Powerflex only place like this or its across whole ISG or Dell?

In recent weeks its like AI and nothing else matters.. each meeting each demo each talk is always AI.. half of people dont even know what to do.. so they ask AI, then send AI responses to other in slack/jira. slop times.

I love when folks on demo are more focused to say how windsurf or other LLM tool help them or did all VS why and what they actually did.

Its like AI psychosis.

Curious if others have seen low RTO compliance percentages explicitly referenced in their performance reviews and whether it impacted ratings. It feels like RTO adherence should be managed separately and not evaluated alongside tangible performance output.

Who else is here in March 2026 reviewing the posts?

The newest CHRO’s Post-it wisdom says:

When we stop trying to be everywhere, we finally give our leaders the space to be innovative and quick. Speed doesn't come from more eyes on a project; it comes from fewer, more decisive ones.

Yet - we are drowning amidst all the things that have to get done - with a crippled team who does not know anything because the experts are gone. And she comes up with JOMO.

In what world she is living?

SMH

This only applies to the Maryland offices because I have no clue what’s happening at other locations. I’ve been informed that they are tracking badging in Owings Mills and “collecting the data for who comes in their 2 days a week and who doesn’t”, at least for tech. I know most associates are in 4 days a week, especially at HP, but does anyone think they’ll mandate tech come in 4 days a week this year?

Serious question: What advice would you give to a very capable employee who isn’t one of the anointed ones (not in a leadership development program and not part of a good old boy network and who spends their time getting work done and has no patience for schmoozing) but who decides they want to tough it out at Verizon. Is it a hopeless situation?

Can we discuss the peculiar behavior of people in the office? What’s the deal with this numb, personalityless, smart-a-s, arrogant new type of behavior? I find many people in the office absolutely cringe-worthy. While some are quite normal, a significant number are simply bizarre. It’s like observing a child with Asperger’s syndrome in the office. Have people lost their personalities? If you can sit at a desk and make snarky comments while appearing completely serious about them, yet make no effort to connect with your coworkers, what exactly are you doing in the office? It seems like these individuals could be outsourced in a heartbeat, as we clearly don’t require their interpersonal, softer skills or collaboration. Is everyone so risk-averse that they can’t exhibit a bit of common sense? I may not be an outgoing personality and I tend to keep to myself most of the time, but for the love of all that’s holy, there’s something seriously wrong with you if you can go to a place with a thousand other people, say nothing to anyone, sit at your desk for eight hours, only getting up to use the restroom or have lunch. No one even smiles in the hallway anymore.

WFH and hybrid aren’t perks anymore. They’re the standard. Across industries, companies figured out that flexibility drives better output, better retention, and better talent. The only places still clinging to strict five-day mandates are the ones falling behind.

Forcing people back five days a week doesn’t create culture. It doesn’t create collaboration. It creates resentment. And when you measure badge swipes instead of results, you get exactly what you’re asking for — people doing the minimum required to check the box.

Pair that with a compensation model where effort barely moves the needle, and the incentive is obvious. Stop pushing. Stop caring. Just show up.

That’s how you lose your best people without even realizing it. They don’t argue. They just leave.

You don’t build the future of a company by ignoring the market, ignoring your workforce, and doubling down on a model everyone else has already moved past.

Does anyone have any updates to this?

Mandatory now in your training!! . But they can not tell who you are, but know if you have completed it and the data it returns..

Are they still sending people to Dallas pre-Plano campus?
Was the employee appreciate week cookie meant to soften the blow?

I am honestly asking on what the current employees (lucky ones!) think of the BNY AI "baby" - is it really useful in your daily job?
Is the agent doing all boring taks and you just supervise the agent as was imagined originally ;)?

Been here long enough to remember when people actually wanted to work here. When leadership led and careers meant something. That place is long gone.

The people at the top made choices that slowly ki-led the culture. Now we just endure instead of feeling part of anything.

New hires show up bright eyed every time but give it a few months and that look fades. That's how long it takes them to figure out how things really work. The rest of us by now know not to give extra. Company will forget you the second it's convenient.

Well I woke up feeling uncertain about the future but then I wrote “Verizon doesn’t care about me” on a post-it and i immediately felt better. I recommend it to my colleagues. I will look at that post-it every morning now

Is off cycle progression still possible?

If you've gotten the Fidelity email, VOTE. It is some of the little power we have to make our dissatisfaction known.

When was this 1975? Of course you did because there wasn’t the technology. Why would we go back to this?? Boomer

Watching the replay … Based on what I gathered from Alfonso, It is up to me which model I follow - Hybrid, In Office, WFH. “ think as adults, its a personal choice”

Here is the thread for today’s WF town hall. This is the place for employees to air their concerns and talk about the elephant in the room, real issues we as employees are facing and none of this amateurish soft ball questions nonsense!

It has been a year since the RTO policy and the divide it has created is hard to ignore. Those of us working remote or choosing offices closer to home often feel excluded from decisions, meetings, and the informal networks that keep work flowing. It is isolating and the pressure to play the game just to be seen is real.

Meanwhile, many in-office employees are not thriving either. Badging in, headphones on, fake smiles, people are disconnected, isolated, and going through the motions. There is no real connection and the culture has become draining, even toxic, taking a toll on mental and physical health.

The truth is clear. RTO has not solved productivity or engagement. It has highlighted a disconnect, a tension, and a struggle on both sides. Anyone else experiencing this? How are you navigating it?

Good article from "The Hill" on remote work, flexibility and why mandates just don't work.

https://thehill.com/opinion/technology/5775420-remote-first-productivity-growth/

"...Leaders sometimes argue that stricter in-office rules are needed to fix collaboration or innovation. The better path is to raise the bar on management, not badge swipes. The Institute for Corporate Productivity report describes organizations that use “magnet, not mandate” logic, pairing remote-first defaults with intentional gatherings, clear policies and outcome-based performance management. The combination produces high trust, defined norms and sustained results.

The risk profile for mandates is asymmetric. If they fail to lift performance, you absorb morale damage and replacement costs while sending a public signal that policy, not management, is your lever. If they “work,” the effect often comes from short-term pressure rather than durable operating improvements. .."

"...Executives face a choice. They can pursue badge-driven control that fails to raise performance and risks losing their best people, or they can treat flexibility as a strategy, design for trust and clarity, and measure what matters. The organizations that choose the latter are building stronger teams and better businesses. The smart move now is not to roll back flexibility — it is to raise the standard for how you lead..."

150 Years of History, 0 Years of Perspective

I’ve been trying to process the absolute disconnect of AT&T’s "celebration," but the more I think about it, the more insulted I feel.

Today, leadership stood up and proudly touted a $250 billion infrastructure investment. A quarter of a trillion dollars. It’s a staggering number meant to impress shareholders and the media. But for the people actually building, selling, and supporting that infrastructure? We got a sticker and a stale cookie.

The "Grand" Celebration Breakdown:

The Investment: $250,000,000,000 for the network.

The Employee Reward: A single cookie and a sticker (and only if you were lucky enough to be at a "core" location).

The Message: If you aren't a piece of hardware or a fiber line, you aren't worth the investment.

It is genuinely embarrassing to work for a company that talks a big game about "culture" and "people-first values" while treating a once-in-a-century milestone like an afterthought. 150 years is a massive achievement, yet there wasn't even an attempt at a commemorative item or a gesture that felt permanent. A cookie is gone in thirty seconds; a sticker belongs in a middle school classroom.

The Downhill Slide

We’ve watched the employee experience erode year after year. Milestone anniversaries: once a point of pride in this company, have been gutted. To see them brag about billions in spending while failing to provide even a basic token of appreciation to the global workforce is the ultimate "read the room" failure.

We aren't asking for a slice of the $250 billion. We’re asking for respect. We’re asking for a culture that actually acknowledges the human effort behind the numbers. Instead, we got a sugar crash and a piece of adhesive paper.

AT&T isn't a "family" or a "culture" at this point, it’s just a giant machine that forgot it’s powered by people.

I believe the vote NO is growing. As some locals have come out against this extension. Do you really think this agreement will get voted down? I see both sides arguments. Either way, make your voice heard.

Last year, there was a big push in EVDD to get our Voice+ surveys done early. They were aiming for 100% participation, almost making it feel like a fun competition between orgs. We all want our team to shine with the highest participation so many submitted early as requested

But looking back, it’s interesting to note that layoffs happened right before the survey deadline. It was obvious they wanted to gather all the positive feedback before they cut headcount. May 13 was the layoff date last year. I heard the Voice+ survey will open on April 14 this year. Not sure on the deadline though.

We have a new executive…he’s not just going to keep things as they are. He will want change. Are they tracking to do the same this year. Interested to hear if anyone heard anything.

The one advantage this company always had was flexibility. Even before COVID people weren’t chained to a desk five days a week. That trust made the job sustainable and made people willing to go the extra mile.

Now that flexibility is gone. And with it, the one thing that actually differentiated this place.

Instead of motivating people, a strict five-day RTO mandate has created the exact opposite effect. High performers stop going above and beyond, while mediocre performers can hide behind a badge swipe and eight hours of “presence.” When attendance becomes the metric, you get attendance.

At the same time, compensation here isn’t truly market based. Raises and bonuses are largely blanket treatments, so individual effort barely changes the outcome. When results aren’t meaningfully rewarded and flexibility is taken away, the incentive becomes obvious: do the minimum and check the box.

Meanwhile the industry has already moved on. WFH and hybrid are now the standard across tech, telecom, finance, and most corporate roles. Only a handful of companies are still trying to force strict five-day office mandates. Fighting that reality doesn’t make this place competitive. It just makes it an outlier.

Ignore the market and ignore your own employees long enough and the result is predictable: the best people leave, and the only ones left are the ones with fewer options.

Question for current DXC employees. Looking for honest perspectives from inside the company.

From the outside it often feels like DXC has been stuck in a long turnaround story. But what does it actually feel like to work there right now?

A few things I’m curious about:

How much do you hate or like working at the company?

What’s morale like inside your team?

Are your projects and client relationships growing, or mostly shrinking?

Do you feel like anything meaningful is actually changing at the company?

Are talented people on your team staying or are they leaving?

Is your manager engaged with your team or mostly invisible?

Do you feel leadership communicates clearly about what they are doing to grow the company or does it feel vague?

Are new projects focused on modern tech (cloud/AI) or mostly legacy systems?

How realistic are internal targets and deadlines?

Do teams feel stable or is there constant reorganization?

Do you feel the company invests in employee development or mostly focuses on cost cutting?

Would you recommend a friend to join DXC right now?

Really interested in real experiences from people inside the company...

As the title shows what are we as employees and contractors going to ask for? the sky should be the limit given the last one many thumbed up the nasty coffee in the west,