#favoritism

I’ve seen high performers get RIFed…if they’ve been on their ADs sh-t list. Does that imply AD had a say in the job loss? Serious feedback please no trolling

A TL just transferred to my store - dude has been with the company for 13 years and has been in 12 different stores. If that's not a red flag, I don't know what is. In his last store he went out on "stress leave" for three months because he said he couldn't "handle the job". If he couldn't handle it there then what makes store leadership think he can handle it here? He's currently on a PIP. He sits in the office on his phone all day. Pals around with his ATL, who also sits in the office with him and they watch Tiktoks together. Why do they keep these kind of people and oust the hard workers by changing their schedules and putting the teams entire work on those people that actually work instead of holding failed leadership accountable?

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.

The way it works is that Execs get a 1 rating by default, that entitles them to rises every year even if turnover and profits fall (no deliverable or goals for them) . The others that get 1 are managers friends, anyone else can do a excellent but will never get a 1. Such a "pre" fixed pointless system. Repeat and rinse every year.

All this talk about improving culture and recognition and then after three years in a group when I transfer out my supervisor can’t even be bothered to circulate a thank you card. Don’t let the door hit you on the way out is our culture. Oh but you know the chosen ones had nice good mate lunches with management thanking them and gushing over them with a nice going away present.

They completely sc--wed up the decisions on the Customer Experience team. Many hardworking, genuine, and talented people were let go, while many boot-licking, useless, and incompetent people were left behind. I can’t wrap my head around it.

At the very least, leadership should have checked how many launches each team actually delivered during the calendar year before making these decisions.

The rest of us are now stuck working with these incompetent Digital Experience team who works on egos and not for Verizon.

Today, announcements were made to directors regarding who will be assigned to the newly formed Tri-State region. Not a surprise at all—leaders who report to Trevose, a popular site in the Freedom Region for HQ employees who’d rather avoid central Philadelphia, were significantly more likely to retain their roles. From Keystone, only one VP was kept, and fewer than a third of directors were retained.

MST home dispatch tech use and abuse company assets. They drive 100K-200K bucket trucks to their home and back to their home garage everyday. Big V8 6.3 L engines use a lot of gas and insurance on top. Also, with MST high pay and only have .5 job per tech a day per tech how is that saving company money and liability.
There are rules to follow when joining home dispatch program. Following the rules helps save gas and time and wear and tear on a vehicle used to drive to work and to home. But MSTs abuse this program from driving to the garage every day and dispatching at the garage. Making a stop at the grocery store to grocery shop in the company vehicle before driving home. Not closing your last job at the job site and instead, drive home and being still dispatched on your work ticket and then closing the job when you arrive home. I follow the rules, and I do not want the home dispatch program to go away because of MSTs taking advantage of the abuse. Also, MST managers are favoring many MSTs and letting the home dispatch MSTs do what ever they want. STOP ABUSING THE HOME DISPATCH PROGRAM YOU MSTs. You know who you are...

I’m stupid and I still live in my parent's basement. How about you?

The working environment within the MBP QA team was disappointing, with unprofessional behaviour and attitudes affecting team morale and collaboration.

My experience with the MBP QA team was disappointing. Favouritism seemed to outweigh performance, and quality work wasn't properly valued. Despite my commitment and contributions, I was made redundant while others with limited output remained.

It often feels like employees with strong connections or managerial support receive more flexibility, while regular, hardworking employees are the ones most affected during layoffs. Performance should matter more than favoritism.

MST home dispatch tech use and abuse company assets. They drive 100K-200K bucket trucks to their home and back to their home garage everyday. Big V8 6.3 L engines use a lot of gas and insurance on top. Also, with MST high pay and only have .5 job per tech a day per tech how is that saving company money and liability.
There are rules to follow when joining home dispatch program. Following the rules helps save gas and time and wear and tear on a vehicle used to drive to work and to home. But MSTs abuse this program from driving to the garage every day and dispatching at the garage. Making a stop at the grocery store to grocery shop in the company vehicle before driving home. Not closing your last job at the job site and instead, drive home and being still dispatched on your work ticket and then closing the job when you arrive home. I follow the rules, and I do not want the home dispatch program to go away because of MSTs taking advantage of the abuse. Also, MST managers are favoring many MSTs and letting the home dispatch MSTs do what ever they want. STOP ABUSING THE HOME DISPATCH PROGRAM YOU MSTs. You know who you are...

When an H-1B worker is hired, they bring their spouse on an H-4 EAD, followed by their children, and their friends. This process introduce a toxic work culture characterized by outsourcing, nepotism, favoritism, and corruption. It fosters micromanagement, backstabbing, and exploitative conditions akin to sweatshops, ultimately resulting in the replacement of American workers with their own compatriots.

Any one seen the trend ?

To those people who somehow benefited from this broken system and still call it totally fair: of course, it looks fair when you manipulate the system to get the outcome you want. Sitting in that room and assigning a rank to individuals is the very last step of the show management directed. Let’s break it down: you purposely put certain people on specific projects or tasks, you protect some individuals no matter what, and you advocate for the golden ones while someone with no membership in the cult works their a-s off and still gets nothing. God forbid not protected ones have had a tough year; does management apply the same compassion they apply to the golden ones? I doubt it.

476 sm. Was fired for favoritism
Time cards didn’t match schedule.
Some didn’t clock out for lunches and were paid

Very inconsistent when it came to time and attendance, some warnings deleted others were reprimanded for being late.

Anyway, 476 got the boot after several excel line complaints

One year ago today I was laid off. It still stings especially when remote team members are still employed while I was going into the office as required. Favoritism continues to be alive and well at Fannie.

Anyone else attending these BS development days? They seem to offer nothing of value. On one hand they tell us to up skill and to shoot fly the stars, even though you need to have a buddy up top to climb the ladder. On the other hand the are low key hinting at replacing everyone with AI in the long run.

After an invasion of people from MS during last 5 years, it is now ZSCLR time. Story continues ... after getting a position of power, they bring their favorites. Latest is no less - an SVP. Go figure.

that if you’re handsome and halfway articulate you will get many opportunities to fail upwards.

Only way to explain it for how incompetent he was here

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.

Shankar was the oxygen that all GTS mafia was breathing. I am wondering how’s the situation there now.. Is the promotion and hiring still based on favoritism?
How about layoffs? Probably still saving friends and family over talent.

After two decades of dedication, I just got laid off. Not because of performance. Not because of skills. But because someone who’s better at playing politics and st-----g the manager’s ego than actually doing the work got to stay.

This is what favoritism looks like in real time — managers protecting their inner circle while people with real experience and real contributions get shown the door. And somehow, upper management never sees it. The moment you try to point it out, they go conveniently deaf.

Twenty years. Reduced to nothing because I wasn’t part of someone’s “yes-man” club.

To anyone going through something similar — you’re not imagining it. This is real, and it’s happening more than companies want to admit.

I have never seen a place where making big mistakes gets you promoted faster than doing your job right. Until I joined Ally.

Finance SD is openly vying for a SVP job two levels above his. he frequently mentions it in team meetings and its all over LinkedIn. he uses my annual performance meetings to talk about his desire for a promotion. SVP and AVP show favoritism to him. he acts inappropriately around employees and encourages us all to slack off. he constantly pressures people with opposing opinions in an abusive way and lies to protect himself. toxicity at its finest.

For my second assignment rotation, I scheduled a meeting with the manager of the proposed team to understand their work. He repeatedly said he was not technical and redirected me to a senior team member for any meaningful discussion. Once I joined the team, the actual dynamics became clear.
The team was composed of a handful of senior employees who had been in the same roles for many years, and a large group of junior employees. The senior members were effectively running the team: assigning projects, controlling opportunities, and shaping the juniors’ career paths. They were doing this largely unchecked because the manager's lack of capability .An unhealthy power structure. The senior employees had formed small internal cults and were actively recruiting juniors into their groups. Their influence came not from leadership ability but from the manager’s incompetence and dependence on them. When evaluating his own team members, he relied entirely on the same senior employees who were controlling the work and saving top ranks for themselves.

I have been working at this awful place for 5 years. In those 5 years I have been ranked VG
and good. I have constantly tried to move up kiss the bosses areses. Nothing I did helped not even staying late and working extra. I am salary so I dont get OT. I noticed others moving up and getting promoted. They were promoted even though they did nothing great. I found out later they were the relatives of other supervisors. Some were not even related but just friends with the supervisors. I have an engineering degree and one of the family members was promoted to be in charge of maintenance. The family member had no degree and experience. I asked why I was not given the job and was told I had not been at exxon long enough. I have given up trying and just do my job now. I was told my productivity had dropped and I needed to step it up if I wanted to remain competitive. I will probably drop in ranking this year but I don t care anymore. Exxon is a dead end for me and I am going to leave. The bad thing is I did not learn anything beneficial at exxon. I am employed as a technologist and just did stupid monkey lab work. I learned all of exxons stupid forms and useless meetings and trainings. I have found a new job at a smaller company that will employ me as an engineer. I am planning to leave asap. BTW I got a 1.5% raise last year and was told I was lucky to get that much. Baytown is a place that the blind lead the ones can see and do. I have never met a good or talented supervisor at baytown just friends and relatives of others in power. Another friend of mine went through the same thing at emhc but it was not as bad as baytown. He told me the only way to move up up was to leave exxon.

I’ve never worked in a more toxic department in this bank in my entire career here than Corporate Payments Systems. The management in the group are a bunch of vile survivalists who will gladly throw their employees and colleagues under the bus if it means their own survival. I have seen a myriad of talent abused and released from this specific group if they are a threat to their manager because they are talented or are not part of the favorites list. Absolutely sickening culture of cronies in this line of business. Shameful, and the spineless management who reads this board in CPS, you know who you are and deserve everything bad that comes back to you.

No promotions for people who are already here. No balance between work and life. No chance to move into a different role internally. What we do have is plenty of favoritism toward friends and family.

That's what Medtronic should be renamed, because that's how everything works here. You either know somebody higher up or you're related to them and you can soar. The rest of us are sc--wed, though.

What is it with these Delaware alumni and their entitled attitude? They sit in rooms dividing roles among themselves like it’s their private club, acting as if they’re better than everyone else.

That seemed to be the only qualification for people who were promoted. Not really anything other than their manager liked them and they were in the office.

The soft layoffs in innovative medicine continue, and many of us are starting to question the criteria behind who is being let go. Employees who consistently come into the office three days a week, contribute meaningfully, and do their jobs well are being impacted, while others who rarely show up and contribute little seem to remain untouched.

It’s difficult not to notice how political the environment appears to have become. At times, it feels as though if someone in leadership doesn’t personally favor you, your position may already be at risk. That perception alone is concerning. It keeps repeating and everyone sees it.

I simply wish professionalism, maturity, and fairness carried more weight in these decisions. People should not feel that their livelihood is tied to office politics, personal insecurities, or whether they are personally liked by leadership.

Let’s be honest — some of these leaders are simply not qualified for the roles they hold. Titles and positions do not automatically make someone an effective leader. True leadership requires competence, accountability, emotional intelligence, fairness, and the ability to develop and support strong teams. Unfortunately, many employees are witnessing the opposite.

Too often, decisions appear to be driven by favoritism, office politics, personal comfort, or insecurity rather than actual performance and contribution. Strong employees who bring value, experience, and consistency are being pushed out, while individuals with the right relationships or visibility continue to advance despite limited impact. That creates frustration, distrust, and a toxic work culture.

What’s even more concerning is that many organizations claim to value innovation, collaboration, and talent retention, yet they continue to lose some of their most capable people because leadership lacks the maturity or confidence to manage high-performing individuals effectively. Great leaders build strong teams around them. Insecure leaders often view strong talent as competition.

At some point, innovative medicine has to ask themselves why morale is declining, why turnover is increasing, and why employees no longer trust leadership. The issue is not always the workforce. Sometimes the issue is the people making the decisions

It’s a dirty game. They rank their own favorites at the top, then use those inflated rankings to hand them spotlight roles, visible projects, keynote slots, everything. And because those opportunities are handed to them on a silver platter, they get ranked high again. It’s a sick cycle. I wish some one tells new hires its not about your work its the way they choose to see your work

Favoritism galore.

I saw most of it on social media but the group who went kept it off LinkedIn, probably because they were told to. So many useless people who under perform got to go. Unbelievable.

Managers simply protect their favorites and no merit in lay offs. Managers simply lie to their employees that they know nothing about layoffs. Leadership needs to adopt some transparent system or will be left with nepotism or favored employees.

People quitting every month. Almost no chance of moving up. Clear favoritism along ethnic lines. And the list goes on and on. And the sad thing is that I remember when this was a great place to work. When it earned the top spot on the best workplace lists. And that wasn't even that long ago.