#management

No more RIF for next 8 months from Oracle but expect some performance based layoffs in mid-year. Here are the things you should note

1. Keep minimum 2 projects in your portfolio
2. Ensure you work with your customers. (don't rely on your lead or manager for inputs)
3. Maintain good relationship with your manager peers
4. Talk less. Don't share your stuff with anyone.

5. If project is not viable or repetitive, just move on

   AI is helpful for you to deliver things quickly but makes you d-mb in outside market. You get into a loop always without reason because AI does the reasoning for you.
   Use AI to remain competitive to deliver in project but don't rely on it for ever. Remember management will push AI usage to automate your work completely and stabilize it.
   Once project is stabilized you are out of game.

Do the direct managers have a say in which exact employee to cut or are they just handed a list of names and have to just execute without making any choices. How does it go about?

Just learned managers must have 15-18 direct reports, directors 7-9.

There are many managers with only 5-10, directors, 3-5.

I think we will see consolidation.

I understand that during the pandemic, the company needed the people who work to stay in their jobs… so they hired those who don’t as managers.

But I don’t know how much longer I can stay and have said managers make fun of people who have college degrees. The culture is so toxic now and it’s really embarrassing for me to work at a company that lets unqualified people stay in jobs they are terrible fits for.

In my department, so many people are on medical leave or coming from/going on medical leave.

It blows my mind that Fidelity would rather pay stress leave claims than do anything about weak management (sorry “leaders”). Someone is responsible for the medical problems and it’s the stress and culture of the managers hired during the pandemic.

Not sure about the whole company, or just my department.

Agonizing listening to new CIO talk about every minute job history, signing his temporary lease, how to say his last name, where Wales is located?????

Today my manager held a my 1:1 and told me he needs to me to start tracking my “activities” with how much time each takes. He claims upper leadership is wanting to get a better idea of the teams activities. We have about 8 people on our team.
Anyone else having this happen and what would you do if you did?
I’ll comply but I am trying to understand it because I get my work done in a timely manner, even with the additional items I have taken on and been asked to perform.

a working theory but if you work with GCC and the US managers at all you will know how accurate this is.

Step 1- move all or most system knowledge offshore to GCC (infosys)
Step 2- layoff the people on shore that transferred the knowledge to GCC
Step 3- GCC is now only solution to previously US based roles, reinforcing GCC hiring
Step 4- create unnecessary manager and director roles for the US based workers who facilitated the GCC knowledge accumulation (who are almost all from the same country as the GCC, fyi)
Step 5- hire and promote only people from the GCC and keep rewarding the people that manage them and continue to lay off US based Waters employees
Step 6- repeat across the company.

Does anyone know how to over ride the stupid background picture of the USB stadium?
Seems management locked the settings.

I worked at Oracle for 15 years in a GBU run by complete clowns. I realized too late that half the people were completely incompetent and they were usually mgmt. so lately a former colleague who also left O years ago told me the stories of some people getting laid off. “He was checked out since 2012…..he was waiting for it for the last 14 years….he didn’t care at all…” “oh, so sad, she got laid off….shes been there so long….i mean…” the first guy, prob hero to most. I def understand it. Now the second person. She was there when I was there. She acted like big stuff. She got roles in cloud and she never even knew anything about cloud or app or even was in the trenches. How did she move up? She was buddy buddy with our horrible mgmt. then she got one of her buddies on the team. Both of them together couldn’t update any Oracle app on their own laptops. I told my former colleague, I have zero empathy for her getting laid off. If she thought the skills and job she did that a 10 yr old could do would last forever, she deserved it. Oracle is different than many companies. Mgmt su-ks and really there literally thousands of people who are hiding. They may have joined via some small company that Oracle took a liking to and purchased and then they’re this “techie”. They’re not. My last 2 managers, Walmart greeters had more technical know how than both of them. Both were a-holes. I have zero sympathy for these people that not only skated but treated people like sh-t as tons and tons of talent left cause of people like her and mgmt. good riddance.

Prepare now. The official word will be passed down shortly for a dramatic increased requirement for Connect Week attendance come September. NO ONE on my team (FI) or others I run into in office feel that connect weeks benefit them at all and I’m sure that is one reason why it’ll be put into place. Forcing senior people out? Dragging morale even lower? Flexing hollow upper management muscle? What have you heard?

I’ve never seen a company that is so top heavy. And notice how every VP is always in the same meetings with other VPs. What decision autonomy you have when everyone is in everyone’s business always.

There are meetings in random cities all over the world that everyone flocks to. And these “strategy sessions” do not drive anything other than poor decisions which require future pivots (and more Strat sessions).

What is going on with Honeywell?

Once upon a time an employee
In management hogged his or her seat for almost decades.
In times like these , where the stock price is not moving and hovering around at a standstill, why is management still hogging their seats with over 3 years
. There should be a constant annual churn if you are not producing just like our top
Employees were let go in RIF. There has to be a specific management level RIF as well
.

Seeing massive movement by management to bring people from IDC => USA by using L1 visa. This helps them to get over the 100k H1b rule by first bringing people inside using l1 visa and then following year applying for H1b visa. Given the layoffs have always targeted residents over visa holders. Now even new grads using F1 won't get a chance. There must be a way to report this as well ?

If they've botched this single issue so thoroughly, is it any surprise the whole business feels like it's about to tip over?

I keep hearing management say we're now "leaner and stronger." Leaner for sure. Stronger? Ask me after I've slept through a full night without worrying about my inbox.

I’ve been in R&D long enough to think I’d seen every organizational oddity, but lately I look at my reporting chain and just… sigh. I’m a Principal Engineer, the most technical person on my team, and yet there are seven layers of management between me and the top. Seven. At this point it feels like performance art.

And the part that blows my mind? We’re a software company. We really only need three groups to function: developers who ship code, sales/AEs who bring in revenue, and top leadership who set direction. Everything else should be supporting those three — not ballooning into a management ecosystem that needs its own food chain.

Do managers also have to work the full eight hours in the office? I’ve noticed that some mid-level managers spend less than eight hours there.

Looking at new directors and senior directors for consumer, direct, and channel for Kinetic.

6 out of 7 are an easy find on LinkedIn from Frontier.

It's shocking at how much new upper management folks are from Frontier.

I've heard anyone who manages people is going remote.

The glint survey is out. Time to fry management. Not that they want the truth so why bother with a survey!

Manager put me on documented coaching out of the blue.
Last quarter review was good. This quarter was slow with no high-impact projects and zero vision from the Tech Lead.
No feedback on what I did wrong and no forward-looking plan. I’m not getting any actual coaching, just told to "do my work" and document.
Questions:

1. Is this just a paper trail to prep for an LR?
2. Should I just tell them I’m happy to leave if they want me out, or will I lose my severance/leverage?
3. Anyone actually survive this?

The higher ups are such unethical liars. Look at a calendar, if you worked in office Monday-Wednesday, that would give you 9 working days in February. New requirements are 12. You would need to work 4 days for 3 weeks of the month to be compliant.

Even 11 days didn't fit February, but at least it averaged out in other months. But now it's 12 and But other months are 13/14 days required it's even worse.

Hybrid is all but an illusion now. Unethical liars.

A lot of managers in STS pushing all team members irrespective of their roles to showcase AI Agents and other AI stuff they have created and are using. A lot of boot-camps happening as well. Are they planning to cut roles soon?

My manager cancelled our last two one on ones with no reason. Today I realized my manager cancelled the entire series. With the impending layoffs, should I be concerned I’m on the list?

It seems that most of the people in Serbia refused the move to the Zensar because the comtract is much worse than FIS. Managers started to threaten the employees. Whats the situation in other offices?

Is it true that parts of the business are about to sold off?
FMS, that’s Mono pumps is apparently about to be sold one of its larger competitors!
If it’s true then it’s great that we will soon be managed more professionally but I’m sure it will lead to cuts as they have a lot of duplication of roles!
Brush up on your German guys, it’s about to get interesting

Cars Commerce is laying off 11 percent of its full-time workforce. This action aims to streamline management layers. The company also seeks to reduce overall costs. New CEO Tobi Hartmann began his role in mid-January. These job cuts will be completed early in the second quarter.

https://www.autonews.com/retail/an-cars-commerce-layoffs-0409/

The market has spoken. A 20% drop in 4 months signals major fundamental issues at IBM. A falling stock price will put intense pressure on management to "shore up" the company and appease shareholders.

Word to work sentence from our vice president in a call this morning with many managers. According to him, employees are a cost and we need to find ways to reduce costs. If we are not laying off, we can probably put more work on them so they're more efficient and have a higher value to cost ratio. And when creating our semester plans or budgets, we are asked to mention resources and not employees.

That is an interesting mindset shift, really.

It makes me so angry as a manager that our management is like this. And it's not just in our area. Every growth area is like this now.

many people at walgreens have become too comfortable with their managers or other team members. They have informal agreements and they don’t bother each other. walgreens employees who go somewhere else are become a very good contributors because they go to the fresh environment where they don’t have to worry about their old team’s beliefs. If Sycamore wants to transform the company then they should consider manager and team shuffling and give everyone fresh environment old teams should be available to answer questions. fresh teams will come up with brand new ideas. same people different combinations.

They need to go warehouse and stop this nonsense! Liars and compromisers! In denial! Good company when working under competent people. My first 10 years were good. Last 2 have been horrendous.

I've been here long enough to see this play out multiple times. A mediocre person gets promoted. I don't know if they interviewed well or they're friends with someone important. Then they get put in charge of a team of talented people and within six months, the best people on that team are gone. They quit, transfer, find something else. The mediocre manager is the one who stays as the work gets worse and the team gets weaker. And the company acts surprised. Promote the wrong people and you lose the right ones. It's not that complicated. It's just cause and effect. But they never seem to learn.

If not, how sc--wed am I?

Your employees flaunt business travel and photos and activites in other countries clocking their miles and airline statuses, on LinkedIn.

All good, do you ever question the vakue of these business tourism trips? These are your leeches attending conferences foing to BTC and Munich and whatever to just ‘meet’ and ‘advise’

are you just id--ts to let it happen while others who work hard and dont travel and dont post on LinkedIn dont get noticed?

Management asks for feedback constantly. Surveys, meetings, suggestion boxes, you name it. And nothing ever happens. The same problems exist year after year and the same complaints get raised again and again. But nobody listens or does anything. It's always business as usual. Which just means nothing gets fixed.

Things are so messed up at Xerox right now that I’m constantly running into situations where no one can give me a clear answer to ANY question. You ask one person and they point you somewhere else, and it just keeps going in circles. I know decisions are being made somewhere, but no one knows where or how. So everything gets brought to a crawl as I have to guess who can give me a straight answer. Like I said, a mess.

Everything has been bad, from communication to execution to now expectations. If they wanted to get us mad and for morale to plummet, then job well done!

You are all missing the point on NRE. It was never about conferring a benefit on older workers. Precisely the opposite. The purpose of NRE was to put pressure on older workers that the company no longer wants and convince them to voluntarily leave at 55 with gratitude to their management who kindly kept them on for a few years as the bogus performance reviews piled up.

The so-called elimination of NRE is likely the combination of two things: 1) no more protection for those who are clearly abusing the system, and 2) dialing up the pressure on the targeted older workers to leave voluntarily with even more gratitude toward the managers who could have let you go but worked the system to squeak you over finish line .

Stop wasting your energy on this lawyering-up cr-p. Not much has changed except that older workers will now find themselves compelled to plant a big wet one on their boss’s backside as they voluntarily exit. Anyone who has made it this far in their career can surely find the strength to pucker up one last time.