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Choosing Pain on Purpose

Think about this.

Most companies, when they see something causing unnecessary stress or friction for employees, try to fix it. Even small things. Shorter commutes, more flexibility, better alignment. It’s basic common sense because it improves morale and productivity.

Here it feels like the exact opposite.

Every decision somehow lands on the option that creates the most friction. The most inconvenience. The most disruption to people’s lives.

Live 10 miles from one office? Doesn’t matter. You’re required to drive 50 miles to another one.
Can do your job perfectly from home? Irrelevant. Be physically present anyway.
Teams are distributed across the country? Still sit in an office on Teams calls.

At some point it stops feeling accidental. It starts to feel like pain is being chosen on purpose.

And then leadership turns around and asks why there’s no culture. Why people aren’t going above the bare minimum anymore. Why morale is gone.

Morale didn’t just disappear. It was worn down decision by decision, policy by policy, until people stopped believing anything would actually improve.

Then you hear “there’s no loyalty anymore” while at the same time wondering why no one shows up to town halls, no one engages, no one cares.

It’s not confusing.

People don’t disengage for no reason. They disengage when they feel ignored, when feedback goes nowhere, and when every decision makes their day-to-day worse.

And yet somehow the expectation is that people should accept all of this, have bad policy shoved down their throats, and then turn around and be grateful for it. After surveys where honest feedback was ignored or worse, scolded.

That’s not just disconnected. It’s delusional.

This didn’t become a bottom-tier culture overnight. It got there because of decisions like this. Because of policies like this.

Culture and morale aren’t things you can slap on a PowerPoint and speak into existence. They’re built by listening, adjusting, and actually giving people a reason to care.

Right now, that reason is gone.


I have floated the idea of replacing EH about 9 months ago...

And about half of the people was for it and the other half against it.

Now, it seems like 90 percent for letting go EH and about 10 percent against it.

I don't know what 10 percent against letting EH go is thinking about!! Unless they are management dwelling around this site to make sure that anything against EH and Nike gets muffled!!


In the coming weeks…

Dear Mr head of wealth, it’s now been 5 months. What in the actual f are you even doing? Why make an announcement with a timeframe of knowing more just to retract yourself like a turtle? It’s amazing the type of leadership we have here and it’s very apparent that these leaders literally don’t do anything.


Peakon

My manager called a team meeting for the tool to submit anonymous feedback upwards

We were told that our feedback was “too negative” and that we needed to be more positive going forward or else comp would be impacted.

There are already tons of rumors circulating about the future of the Boston office for ops. This just added to the stress.


The sole purpose of L2 is to find reasons to fire you

Management seems to be he-l bent on finding reasons to fire you, they never give positive feedback. Only time you hear from them is when they accuse you in the wrong or they find stuff to write you up. They dont coach for success, its coaching to destroy you. Wayfair used to be a decent place to work and management used to be supportive but the new culture is very destructive.


This unlimited PTO perk is such a scam

Nobody I know feels comfortable actually using it because you never see anyone else take time. This might be specific to my area, but I highly doubt it. In the end, it ends up being worse than having a set number of days. I'm tired of pretending this is some great benefit.


Employee survey questions

The questions should read

  1. How many times have you thought about quitting? 976 times.
  2. Would you hire your boss, if you were the boss? If not? Why? If so, why?
  3. What improvements can the company make?
  4. Do you approve of our spending? Why? Or why not?
  5. Who is your least favorite person in your department?
  6. Is your pay acceptable? If not, prove it.
  7. If you could be in any position, which position and why?
  8. Do you actually enjoy your job? If yes, why? If no, why?
  9. Is your job up with the times?
  10. Do you feel micromanaged? On a scale from 1-10, how micromanaged do you feel?

The end.


Leadership Accountability

Many big, successful companies take feedback from employees regarding their leaders.

Verizon has only a one-way survey—from manager to employee—and never from employees to managers or leadership.

Like Amazon runs frequent surveys to get:
• Team health
• Leadership effectiveness
• Workplace satisfaction

They make sure that if someone is polluting the culture, they weed them out. Verizon needs this urgently if Dan is dreaming of any transformation.


All hands call

Looks like another 90 minutes of time waste is upon us... Here is what is going to be said:

1) We are awesome (according to our own selves of course).
2) We are winning against Microsoft and Citrix (again according to our selves).
3) Our customers love us (that's why they are leaving us, you see...).
4) Our technology is so futuristic (hence why we brought the 70s back in our SKO).

BTW %73.67 of you clicked on the phishing email that was sent the other day so you now have to take the wrath of big man DD and explain to him why you did not fight harder against the temptation to click on the URL.