#management

We're drowning in management layers. Every issue gets passed up the chain until nothing actually gets done. They talk about being efficient, but you have a dozen people giving orders and no one helping. The pay structure is all over the place and new hires are completely lost. How did we even reach this point?

I heard today from a HR source but wanted to ask here if true that management is now rethinking the 8 hr period. Can anybody confirm on this chatter? No trolls pl

Do I have gripes about Dell? Absolutely. No company is perfect and no company will ever fulfill ALL of your wants and needs.

I've been here for almost 7 years now and in all honesty, can't say I have any major complaints. My manager is fkn AWESOME. I have more flexibility in my job than I've had anywhere else. I have 5 weeks of PTO, good benefits, and love the $500/year fitness program bc I just buy random cr-p, then get reimbursed and return it all lol.

My orgs exec. leadership is pretty awesome and are as transparent as legal will allow them to be. We aren't required to be in office 5 days/week but rather 30% of each quarter.

I enjoy working with EVERY person on my team along with almost everyone I indirectly work with.

I've gotten about 25 THOUSAND dollars worth of training out of Dell. idk, I guess I'm not seeing why there is so much hate towards dell? Most of it seems to come from the sales org, which I mean... I feel like that's about standard at any large company.

My complaints is that Dell is still acting as if they are in "covid time."

• Restricted travel and/or going to conferences - unless you have a VP as a title, for the most part!
• Promotions have been MIA since 2020, at least for those in the US..
• My raises have never been below 7% for the last 6 years, my last one was only 4%
• My org NEVER seems to have any budget and my org happens to be one that, while not on the frontline/customer facing, kind of protects the money and information from hackers.. Not my problem though. idgaf as long as I'm getting paid.
• Dell has ALWAYS been a hybrid company... 3 days in/2 at home. Why the sudden change in policy for 5 days in office after you forced us to go remote for 6 years, forcing us to change our lives around, then telling us that they don't forsee in office work in the future? Only to do a 180 6 months later...
• Dell has no identity. They follow and do what the BIG companies do - MS, Google, FB, Tesla, etc... rather than do what they think is best for their own employees. Hence the 5 days in office policy.
• They think AI is going to be their savior but, Dell's AI is literally HORRIBLE. 99% of Dell couldn't give two logs about AI and they keep shoving it down our throat. Which speaking of, Dell is SO far behind in the AI world it's hilarious.
• I don't think dell gives a single cr-p about the employees (IC's anyways) and it's obvious the Tell Dell results don't matter to them.
• They pay to have their company listed as a "Top company to work for."

For me, those are my gripes but in all honesty only a few of them affect me as an employee. The rest, idgaf.

Difficult day today for us old P&I staffers....seems like our entire MGT team has been wiped out. Tammy's reign of fire is upon us. I'm gonna believe her heart is in the right place but I'm in the minority. The mess that Deb Thorpe created (why was she feted so much when she left???) has finally come to bite us in the a-s. I don't feel good about where we're heading, gang.

Look what’s happening in tech - irrelevant stats being used to stack rank people because the people in charge don’t have actual strategic ideas. Measuring keystrokes and then showing “improvement “. Lol. Butts in seats. If you don’t trust your managers to manage and your strategy to measure what matters you have more problems than coffee badging. All the mistakes people made at their old banks are coming here.

Each trip from US or Amsterdam must cost around $15K (USD). Business class is around $7K. Then hotel + meals + transport. It all adds up. Kind of interesting that I see people going to Bangalore who have very little decision making power.

Managers? Directors? Sr. Directors? VPs?

I heard management is finally taking off the training wheels and will try to manage on their own for the first time in years by reducing McKinsey. Any truth to that? Just wondering what they will do without them to run our business.

I worked at Target long enough to see how deep the mismanagement goes. Decisions made on impulse, no strategy, no accountability. It’s almost a miracle any stores are still running at all.

Overheard someone saying managers are being force to give 25% of bad ratings (below meets expectations).
Have you anyone heard anything like this? Seems to high

What is the idea behind making mangers IC. It cant make sense paying ICs manager money, just to protect their "reports number". I see a lot of them doing not much on great pay. Seems like a win being made IC. As a manager I would love it!

call center reps got Dcris back and the fraud has already started placing new orders for upgrades new orders for name changes and new orders that customers didnt even know they were getting. no oversite at all and the managers are promoting it watch as numbers go up for things reps should not get paid on

#fraud

This is not normal and it's so messed up. Dell EMEA is just CRAZY!

I worked at Gartner for several years. These layoffs come to no surprise to me, especially as free AI websites become better and more robust. Gartner hires new sales people in waiting for others to quit, get fired, or leave for other roles(inside or outside the company). They literally hire you to sit on the "bench". I worked within the startup sales division, 1-50 Employees, Gartner can help them grow, that is no doubt, however, when I was there, startup funding was in the sh----r. I achieved quota my first year but after that, my territory got taken and the new territory I was given, 2/3 of it was in the Artic Circle... Working with startups, they have incredibly small budgets, we had to sell at the same price that our medium to large sales teams sold at, tell me how that makes sense... That being said, we were not allowed to sell 1 year contracts, unless management liked you. I provided 9 verbal and written commitments to my manager for 1 year contracts with significantly higher than base price asking and was denied. Base was 57,300, I was selling them in the 70s... guess their money isn't green enough(BTW avg deal size was 61k). Gartner really only sold on their name, they are just a consulting firm, nothing else. I knew that the small business division was dying. The first manager I had, was essentially worthless, their onboarding and training is also worthless, and many, many people will agree.
Even with the 9 written commitments, they tried to PIP me twice and I clearly beat it, until the 3rd time, they found out my wife was to have a baby in the middle of the 60 window, that they guarantee you have, and they fired me, obviously I was going to take my full paternity leave. I couldn't be better off at my company now.
The company is garbage, the consultants, while extremely educated aren't as hands on as they claim to be. Gartner says you have unlimited access to them... no you don't. They let you read research notes, thats pretty much it. Management is so out of touch with reality and what sales people are going through, they should be RIFFED.

Been sending out job apps nonstop, just trying to get out. Around here, you’re treated like you don’t matter and no one’s accountable for anything. Management keeps talking about performance metrics that make zero sense. The place lost its credibility ages ago.

My manager favors some employees while constantly giving others a nightmare workload. It's literally become unbearable. I’ve caught myself hoping for a layoff just to escape the daily toxicity more than once - and I can't afford to be laid off right now!

This is a bit of a rant, but I feel it's important to share my observations from my time at Signavio. Over the past year, I've noticed that many managers are situated far from their teams, with some teams in Berlin and their managers located in India or Walldorf. This arrangement leads to significant travel expenses for managers who frequently visit their teams, while they enjoy the flexibility of working from home, expecting their teams to be in the office. Recently, Signavio invested heavily in a hackathon for their global teams, all while the rest of SAP was grappling with layoffs and budget cuts. Meanwhile, employees at Signavio seem to switch roles one to two times a year, often receiving substantial salary increases and stock options, with many positions not even listed on the SAP job portal due to special hiring permissions. Additionally, stock options for 2024-2025 have primarily been allocated to long-term SAP employees, creating a divide where seasoned veterans tend to share these benefits among themselves. Furthermore, a significant majority of managers in Signavio come from an SAP background, leaving former Signavio employees limited to expert roles, with the notable exception of DEI coaches who have transitioned into development manager positions, often earning more than technical staff despite lacking technical expertise.

I believe that even though Signavio is a relatively new addition to SAP, its employees deserve the same treatment as their SAP counterparts. It's crucial to focus on retaining the talent that has been with Signavio for years, rather than allowing the leadership to be dominated by long-time SAP veterans who seem more interested in securing their own financial futures. As someone who transitioned from SAP to Signavio, I find the current situation unfair and hope for changes to prevent it from devolving into another problematic scenario like Qualtrics.

Here we go again… another meeting with upper management… you know what that means more bad news for company

Product not producing anything pu--c safely wants . PDEs failing. Gov oversight not happy. Numbers continue decline. Subs are Verizon and TMO rejects. 15% will get notices week before Thanksgiving. WFH employees are top of cut list. Freloads will get there comeuppance. Curmudgeon managers safe. Not sure why or how there. One of you must no more. Spill the tea. Hold the sugar. Hope fiber and 5g fair better.

As long as management is quick to take credit for a firm’s successes but equally swift to blame its workers for its failures, no surefire remedy for low productivity can be expected in American manufacturing and service industries.

The geniuses leading us led to this:

Auditing firm BDO USA has conducted layoffs and suspended non essential travel to cut costs while managing a $1.3 billion ESOP related loan from Apollo Global Management.

Bloomberg reporting cited by Yahoo Finance says the roughly 9 percent interest debt, reduced by 100 basis points after a June 30 refinancing, is pressuring multiple departments including tax, audit, and advisory. BDO declined comment on client matters.

The firm also faces scrutiny from a proposed ESOP class action alleging workers overpaid to join the plan, and reputational fallout from First Brands Group’s bankruptcy after BDO provided a clean audit opinion.

Despite headwinds, a source said the firm remains financially stable and continues to optimize operations. BDO reported $2.89 billion in revenue for the year ended December 31 and in September announced plans to hire more than 1,300 people from HORNE.

BDO USA - Chicago IL

https://finance.yahoo.com/news/bdo-usa-lays-off-employees-100153492.html

A few years ago, I joined the PMIC located in San Diego with a sense of excitement and optimism. The interview process had gone smoothly, and the role seemed technically aligned with my skills. The recruiter was persistent and enthusiastic, and that consistent follow-up played a big role in my decision to accept the offer.

Early on, things seemed fine. The technical work wasn’t particularly challenging, mostly basic bench testing, but I was eager to contribute and learn. Over time, I noticed signs of favoritism and occasional exclusion, including colleagues using their native language during meetings, which made collaboration difficult at times. However, over time, I began to notice some underlying issues; a subtle subculture that didn’t sit right with me. There was clear favoritism among certain members of the group, and at times, colleagues would speak in their native language during meetings and in the lab, which excluded others from the conversation and undermined collaboration.

Despite these red flags, I stayed professional. I treated everyone with respect, including those who weren’t particularly kind to me. I chose not to engage in office politics and instead kept my focus on work. I participated in discussions and meetings when needed but otherwise kept to myself.

Unfortunately, that approach didn’t go over well with certain individuals who seemed to be on a power trip. Some began bad-mouthing me behind my back to upper management with the intent on undermining me. They started nitpicking my work and creating conflict over petty issues. I maintained my composure, but deep down, I knew this wasn’t a healthy environment for me.

For the past 15 months, I’ve been actively applying for new roles. I’ve had a few interviews, three phone screens and one onsite, but none felt like the right fit. In fact, the onsite interview was with a lower-ranked company where the interviewers seemed unprofessional and insecure because someone who works at Qualcomm is interviewing with their low rank company, one of the interviewers said that to my face! The hiring manager even took personal calls during the interview, which was a clear red flag. I declined the opportunity, I won’t jump from the frying pan into the fire.

Meanwhile, the job market has been rough. Fifteen months of consistent effort hasn’t yielded the right opportunity yet.

More recently, my current manager, who was born and raised in the US for a reason that will be clear later, began pressuring me to engage in small talk with coworkers about personal matters, like the details of what I have done over the weekend. I was surprised when my manager requested that, and I explained that I prefer to keep my personal life private, especially my time with my wife. and I don’t see that as a requirement for professional collaboration. For context, I do attend all team-building events, even though they’re outside work hours and take time away from my personal life. I respect team cohesion, but there are boundaries.

I recognize that in some cultures, people spend the majority of their time at work and see coworkers as family, often placing their personal families second. But that’s not how I was raised, and come on we live in the US.

When my manager told me that failing to engage in more casual conversations could negatively impact my performance review, I felt that line between professional expectations and personal boundaries had been crossed. I feel like manager is just breathing down my neck constantly. It is unbelievable that he sold his soul to those foreigners. He is so weak, useless and I have lost all respect for him. At this point, I’ve chosen not to involve HR, most people know how that typically plays out.

I know I am on my way out forcibly, I am just here to vent and see if others have had similar experience and could give some tips on how to navigate through this tough situation.

Lately, there’s been a noticeable lack of leadership and engagement from management. The tone and approach in communication often feel short, dismissive, or lacking in encouragement.

There’s been a lot of frustration across teams lately — and rightfully so. The biggest problem isn’t talent or capability; it’s culture. Somewhere along the way, Pepsi’s open, collaborative spirit got replaced by a fear-driven, top-down approach.

Too many leaders now operate with a “yes-boss” hierarchy mindset ( Santosh , mamta for eg), where questioning decisions is seen as disloyal instead of constructive. That’s created silos, favoritism, and a lack of accountability. People who actually do the work often stay quiet because the loudest voices hold the power.

It’s not about one region or one team — it’s a mindset issue. Leadership by intimidation never sustains results; it just silences good people.

Still, there are leaders holding the place together:
• Dave continues to drive performance and push for accountability.
• Stephanie remains fair, transparent, and grounded.
• Shyam brings logic and calm.
• Magesh, who built Accelerate S&T for I & O and rebuilt the D&A from what was a fragmented setup, keeps driving structure and stability — though the credit doesn’t always reach him. Santosh took the I & O credit.

Pepsi has the right foundation, but it needs to get back to leadership built on respect, collaboration, and courage — not hierarchy and fear. That’s the real reset we need.

Another big layoff coming to cvs
Side mostly in Dearborn and canada. This time will include managers and supervisors spe ially. Be prepared.

I don’t know about Walmart but our Sam’s Club needs a whole new management team in JC Tennessee. Not one of them should be leading our club. No integrity nor any honesty to them

Our so-called “leader” just repeats buzzwords while others do the real work. You can practically hear the eye rolls in meetings. How people like that keep getting ahead while those who do the actual work stay stuck is beyond me.

If the new CEO decides to actually get rid of the real fat, and we all know there’s plenty of it here, that’ll be one move I’ll applaud. You know exactly who I’m talking about, the unnecessary layers of management, the slackers who do nothing but stay protected because they’re tight with someone a few levels up, and so on.

I’m hearing rumors the first thing the new ceo did was to see about a contract extension.But not in way most would like .Sounds like in exchange for some kinda cap on medical the union would agree to the movement of work force needed to bring the people to the work along with cross training for techs .Which means less hiring of new union field techs .This also plays in the company favor because they can also move ahead with the management headcount reductions this new ceo is looking for with layoffs .Not really sure if anyone on either side union and management realizes what this new ceo is looking to do reduce headcount at any cost .Not sure anyone is safe

We are asked to volunteer for different locations or functions but they do not ask you to volunteer as most managers are forced you do not have a choice.The only ones who have a choice are contractor like companies and such

News flash! If your primary job is to review someone else’s work, it’s time to look for another job. AI can do your job thousand times better.

Bunch of id--ts running the business . Shame

I have seen lots of managers VP CDL were laid off this week

Why centene managers are doing more micromanagement and have very high expectations. Is there too much pressure coming from top management. I have never worked with any company with this kind of work pressure

My boss set up a casual coffee chat to catch up in one of the corner meeting rooms. Halfway through the conversation HR and security walks in and I’m told I’m being let go.

WTF is this cowardice move, at least have the decency to lay people off in a respectful manner

The organization has seen an influx of legacy middle management talent and former strategy consultants whose backgrounds are primarily in general management rather than technical disciplines. In a technology-driven environment, this skills gap has led to a reliance on offshoring key engineering functions. These managers effectively position themselves as coordinators of offshore delivery rather than direct technical contributors.

However, this structure has created a structural disincentive to hire highly skilled domestic technical talent, as doing so would expose inefficiencies in the current management layer. The result is a dependency loop that prioritizes headcount optics and managerial control over genuine technical capability.
OP: @qv+1k6x0r9wm

Putting this up for visibility. It’s definitely a reason for offshoring that comes right after the usual cost-cutting measures.

There is a team meeting today again offsite.

What’s going on in Procurement these days? The team seems overloaded but it’s unclear what real value is being delivered. The group under Sekar has become almost impossible to work with — rude, defensive, and constantly shifting blame when scope or deadlines are missed.

Everyone knows about the behavior, yet nothing changes. Sekar openly says “Dave has my back,” and it shows. Where is Priscilla in all this? Why is this being tolerated? The lack of accountability and respect is getting out of hand.

Is anyone else experiencing the same issue or hearing similar feedback?