#performance

Be great at execution! Be great at chopping headcount.

Do whats right: fire everyone!

Embrace candor: You will be fired.

Build a high performing team, bit in India.

I’m hearing stories of some colleagues across the business receiving contractual bonuses and some not, even though they are in the same position. Does anyone have any info on this? I imagine it was due to different LOB’s now being merged but seems slightly unfair?

My director spilled to me that the IBP is likely over 140 this year.

I know I’m going down the conspiracy rabbit hole here, but just for conversation what if Oracle started the rumors of the layoffs? Oracle knows they must get employees motivated again, and it’s against their nature to do so with rewards, but creating fear is right up their alley. The thought being that employees will put up with a lot more if they’re afraid they’re getting laid off. Suddenly, their performance may matter so they work harder. It seems a little far-fetched, but an interesting theory of ponder.

If you want to trim away the useless, then start with HR. Just keep the bare bones skeleton crew, let the HR chatbot and AI do the rest of that work. If Citi AI can’t handle the mundane low hanging fruit HR work, then it has no place trying to be wedged into anything more complex or technical.

If it can’t be developed enough, tested enough and rock solid enough to handle the HR work load, then you have business trying to make it do anything more complex. It’s like trying to use a calculator that can’t add or subtract to perform advanced algebra. Use the HR role as your live test bed. Once you get that part down, you can then showcase what a success it is in all you little ppt slides and THEN move on to something more complex.

https://finance.yahoo.com/news/reddit-still-furious-t-47-125619599.html

Sorry if this is a d-mb question, but I’ve been with Aetna for four years and consistently receive a rating of 3. I feel like I’m one of the top contributors on the team.

I’ve noticed that some team members don’t even turn on their cameras during small meetings (less than 8 people), and it makes me wonder how performance ratings are determined.

Do people actually receive a rating of 2 here, or does most everyone receive a 3 — even those who may not seem as engaged?

Is 3% the standard compensation this year?

In November of 2021, nike stock traded at nearly $170 per share. Five years later and the stock is trading consistently sideways in the low $60’s, with no end in sight. Despite leadership purchases, leadership changes, constant layoffs, reorg’s, buy backs and a retail / wholesale reset, nike is one of the worst performing stocks out there. Today it’s trading at $59 and may go lower. A nearly %280 drop in valuation. Unbelievable.

How did everyone fare? I got a 2.7% merit increase and 105% bonus. High band 4

Leadership is clearly not up to the task to turn this company around. Stock got a bump but regressed, NA volumes aren't working even with PPA investment and acquisitions, and we're getting the shaft with low team score and merit raises. At what point do we collectively say we aren't going to work to execute shoddy decisions that cost us money?

How did everyone do? I received 3% merit and 90% of AIP.

From an APJ perspective, these layoffs, while difficult, were long overdue. For years, the company carried excessive overhead in the US and Europe: overstaffed legacy teams, prolonged decision-making processes, and limited focus on high-impact delivery.
The reductions have created a leaner organization. APJ teams are now stepping up significantly, delivering intelligent, efficient work on cloud and AI initiatives at a much faster pace while headquarters adapts to the new structure.
For those affected by the layoffs: if performance or adaptation lagged, the cuts were inevitable in a competitive market. Rather than endless complaints in forums, the focus should shift to skill development or new opportunities.
The company is now more agile and better positioned for growth in 2026. APJ continues to drive strong execution. It is time to contribute meaningfully or move on.

Anyone know the IBP% yet?

Mike you can blame Frank all you want but $62 is on you buddy! You were a rookie who was unprepared and you destroyed $100B in Market Cap! Congratulations on holding the that record, surely puts you in the top 5 of worst CEOs ever! By the way why is Chris Foskett still here riding around on the jet! The guy does nothing. What big account has he brought on in three years. As Revenue head he has lost a ton of business in last two years.

I survived another round of layoffs and am not happy about it. Any tips or tricks for how to get let go? I quiet quit back in 2022 and have been doing less than half the amount of work that I did previously. I am constantly in the bottom 3 on my team performance wise. I just want my famn severance package already!

CEO change needed to bring new direction

Looking like bonus is happening but not full amount. Does anyone know what % of your percentage they are paying?

Does anyone know what raises look like this year?0-2%? More?

I have not heard this addressed – – at least not in a long time; since then so much has happened… Is a person terminated for performance but on the spot and without notice … just, one day they’re working and the next day they’re flat out gone; or are they put on a PIP and if they fail the PIP, then they will be terminated. I’m not even going to ask if they need to have an IM or needs improvement since it seems a lot of people that had EX and Meets have been terminated… I don’t think rating has anything to do with it ..but pls feel free to correct/comment.

How are we all feeling about this? Direct result of end of year?
Heard that it's a way to get mutual separation without having to go through redundancy process.

HR will clearly be company focused but anyone appealing it? Getting any concrete answers?

I feel for anyone going through this. Keep the head up and don't let them bully you!

So the HR management call happened about the upcoming pay and performance week and some interesting but not shocking news. Apparently, with the restructuring in the career architecture and demoting everyone to lower titles, this also includes new lower pay scale bands for those titles and roles. So if you were a person who was previously in a role that now has been artificially demoted with a new salary band that is lower than your current salary, you will not be eligible for a merit pay increase because you’re outside the band for your new title. Just another way to squeeze people and not reward them for good performance. Comment on this if this turns out to be true next week.

Every single winner of this award has derailed their team project in one way or another. They don't have knowledge or skills and don't know what they are doing. I've never met one that's inteIIigent. They just know how to fake their way through the work day. And Truist never questions who really does the work behind the scenes. I would be ashamed to get this award.

They want our business as customers but treated us like piece of sh-t this performance review period. My middle finger never been this strong.

Anyone else think the current COA metrics and stipulations are a joke? From my perspective, the expectations feel misaligned with the operational realities many recruiters are facing.
I genuinely appreciate the hard work and dedication of our top performers. However, I think it’s important to acknowledge that some of those team members have access to additional resources—such as administrative support—that significantly reduce their non-recruiting workload. Other recruiters are expected to meet similar performance standards while also managing administrative responsibilities independently. This creates a perception of inequity across the team.
Historically, many tenured recruiters managed large principal headcounts—often 60–80 coa—without additional support and while serving as the sole point of contact. Those titles were earned through sustained performance under challenging conditions. While compensation structures and business models have evolved, the current expectations combined with reduced support and compensation pressures are contributing to morale concerns.
There also appears to be inconsistency in how resources are allocated. Concentrating support around select individuals may drive strong results for a few, but it can unintentionally limit broader team growth and development. A more balanced distribution of resources could potentially create stronger, more sustainable performance across the organization.
Additionally, low level recruiters continue to absorb responsibilities outside of traditional recruiting scope—particularly in areas where ownership of process and payroll has shifted. When placement teams are not fully owning those processes, recruiters are often required to fill the gap. This increases workload without a corresponding adjustment in expectations or compensation.
Finally, I believe leadership alignment and transparency are critical during times of change. There are individuals within recruitment who bring deep institutional knowledge and strong operational leadership. Ensuring that the right leaders are empowered to guide strategy and execution will be important for long-term success. There needs to be advocating for equity, clarity in expectations, and a structure that supports both high performance and team-wide growth. The recruitment team deserves a win not more unrealistic goals thrown up against the wall hoping it sticks.

Don’t criticize Dell again prematurely. Instead, let’s take a step back and compare their stock performance with ours following the earnings release before forming conclusions.

So it’s going to the dogs. That’s for sure. DXC is busted but when it finally folds are there any DXC execs you would back or follow into something new or are they all just hopeless cases in it for themselves?

If you’re upset about the STIP payout, take a step back and look inward as well as at the bigger picture. The stock has climbed from the $40s to over $70 in just a few years. That kind of performance doesn’t happen by accident. Enbridge is doing something right and they give everyone an opportunity to participate in the appreciation of the stock and the dividend (savings plan and STIP bonus at a minimum).

STIP is never meant to be guaranteed income. It’s upside. If you’ve been living as though it’s base salary instead of treating it as discretionary income, that’s a personal financial planning issue, not a compensation problem.

Live within your means your STIP will always be gravy. You could be Investing your STIP, dividends and savings plan year over year which would make you wealthier instead of poorer.

Instead of blaming Enbridge for your lack of budgeting and financial discipline, start living within your means and investing your STIP. Enbridge pays a living wage and then some . It’s your spending habits making you broke and nothing else. The decision on how you live is always yours, but stop complaining about STIP not being good enough because the reality is it’s a perk that many companies don’t offer. Most people are happy to get a big deposit once a year .

The recent influx of new hires in Spring, many of whom are early-career professionals, has required significant onboarding support—including mentorship, recognition, plus dedicated workspace and perks—to ensure productivity. In contrast, previous teams delivered results with agility, often relying on strong analytical skills and quick decision-making. It’s worth examining whether current strategies align with long-term business goals, especially given that recent growth may be tied to temporary demand spikes and uncertain future revenue. I had expected the company to maintain a more results-driven, resilient approach.

It’s time Dell stock becomes what it is. Bag holder stock

Has the Quality of Employees gone up, down or not changed?

How did your performance evaluation go?

Our goals were rolled down to us from senior leadership.

They are not measurable, vague, and for several it is unclear how they are applicable to our job.

I would expect clearly defined, measurable goals - not this hot garbage.

I feel like it is clear that they are trying to set us up for failure.

Another year, another slap in the face.

This year they are citing poor share price, poor USD to GBP exchange rate and increased head count due to acquisitions.

Surely acquiring new companies brings the revenue from those companies... If that revenue is so poor the rest of SS&C has to cannibalise their rewards to properly them up then something is wrong...

Also, every quarter this year we have beat EPS revenue and profit according to the earnings calls and also reduced debt.

I bet Stone and Rahul still got their ever increasing pound of flesh while the rest of us get stuffed!

It's frustrating when people claim layoffs are about performance. My whole department, from the VP down, got cut in the last round. We had strong reviews and bonuses to show for it. Sometimes it's just pure cost cutting with zero regard for who actually does good work. Spreading that performance narrative just kicks people when they're already down.

DXC shares are now priced about the same as a rotisserie chicken, and yet the chicken still has a better future and its carve out is more predictable. Soon, DXC won’t even match a chicken. It’ll be trading like a pile of leftovers barely worth the plate it’s on.

The medical device industry has experienced consistent growth year over year, yet BDX stock has grown < 1% over the past 5 years.

This poor performance is due to weak and naive leadership that learns and then obsesses about basic principles like kaizen (which has been around for decades and should have always been a basic way of working).

Last year leadership came to the amazing revelation that they need to focus on marketing and revenue growth! This of course only happened after the stock plummeted.

lol.

The company has a low level of debt relative to equity which would make it ripe for acquisition but with this place, nothing would surprise me.

It all depends on the BOD and how much longer they’re willing to tolerate the CEO and the company’s underperformance.

How can an individual contributor ever hope for an exceeds expectations rating when they are being calibrated against managers? The visibility, opportunities, and important meetings that managers are privy to isn't an option for individual contributors -- at least not on my team. It is not a level playing field. The managers should be calibrated against other managers, and individual contributors against other individual contributors. This would require more of a general pool approach with milestones adjusted per level-- not so much role. Managers should be expected to perform at a higher level, but the way it's set up now, the bar is same for managers and individual contributors, yet the opportunities to exceed the bar is not. With the "rationing" of exceeds expectations -- it is even more important that at least the playing field is as fair as possible. There is also too much of an opportunity for nepotism and favortism the way it is set up now. Where are the checks and balances? How do you keep someone from saving a favorite who is barely performing at all by stealing from the kitty to under rate a top performer?

What is actually going on with this company???
So many people are being laid off. ICs are being thrown away. Teams are on very slim resources. Performance is degraded.
What are they trying to achieve? Are they planning to move everything to offshore?

https://www.jchs.harvard.edu/press-releases/remodeling-growth-set-downshift-late-2026

More decline ,in what matters for home improvement .Lowe's can sell t shirts ,candy and adult novelties .It is not their core business ,which Mr M has abandoned .