#performance

We are going to blow past earnings and guide higher for the next quarter. It's up up and away from here for OT

Qualcomm seems to have perfected the impossible: beating earnings quarter after quarter while watching its stock drop every single time. Once is bad luck. Repeatedly is a leadership failure. When results are consistently strong and the market reaction is consistently negative, the problem isn’t performance — it’s how the story is being told at the top.

Sometimes the people who get laid off are actually the winners.
It’s a reminder that career growth and promotions aren’t always about performance, results, or dedication — sometimes it’s about timing, circumstances, or politics you can’t control.
Saying goodbye to a team and a role you’ve poured into is never easy, but it’s also a chance to gain clarity, reset priorities, and focus on opportunities that truly value hard work and leadership.
For those who remain, good luck navigating the changes — may this shakeup help everyone see what really matters.
Grateful for the lessons, proud of what was accomplished, and excited for what’s next.

If you take on 50 tasks and do 49 of them exceedingly well but do a so-so job on the 50th one, that is what you get judged on.
Better to take on limited tasks but do very well on all of them. If you think you might fail on a task, best to pass that on to someone else.

How are those bonuses?

Just wondering what others received. Did you get a bonus?

What are we getting?

The successful restructuring and adoption of AI solutions reflect a forward-thinking approach and commitment to operational excellence. This is a positive step toward improved performance and sustainable growth.

Our stock price is falling relative to ExxonMobil. Whatever you are doing is not working, Wael.

We manage our employees. We’re supposed to push them for higher goals. But we don’t get to compensate the employees we want to.

Forbes:

•   About 44% of employers plan to give uniform, across-the-board pay raises in 2026 instead of merit-based increases, a practice often called peanut butter raises, according to a Payscale report.
•   Average pay increase budgets are holding steady at about 3.5%, but nearly a third of companies plan to reduce raise budgets due to economic uncertainty and cost control concerns.
•   Employers cite criticism of merit-based pay as too subjective and biased, and say flat raises are simpler to administer and can better support low-wage workers facing inflation.
•   Economic conditions are a key driver: slower hiring, ongoing layoffs, and fears of recession have overtaken labor competition as the main factor shaping compensation decisions.
•   While many companies spread limited raises evenly, some still heavily reward top performers, such as Walmart boosting pay for top store managers to strengthen performance and culture.

Up 16% since the earnings dropped. Silly haters.

4th quarter and full year earnings are due out tomorrow. They’re probably going to be very good.
But only because refining margins have been pretty good, not because Go Go has done anything worthwhile.

Outstanding Impact = 1
Exceeds Expectations = 2+
Valuable Contribution = 2
Needs Improvement = 2-
Not Meeting Expectations = 3

Change my mind

All the metrics are about calls and volume of waste, no real outcomes.

It's a sh-t product with a sh-t interface and the legacy knowledge was shitcanned before the KT could be completed. Nobody in OT really knows how it works or how to support it.

Enrique Lores proved to be a deeply flawed leader in my view, prioritizing Latin American executives and DEI-driven hires over proven merit and technical expertise.
The multiple restructurings under his watch stripped the company of critical talent and institutional knowledge, leaving HP severely weakened.
With his departure, it's a genuinely positive day for HP—hopefully it's not too late for the company to recover, rebuild its core strengths, and return to prioritizing performance and innovation

Is there a time period or deadline after the year end evaluation the employee is told they’re on a PIP plan?

outstanding impact, exceeds expectations, valuable contribution, needs improvement and not meeting expectations. No calibration meetings and forced catagories. Rank and Yank in full effect at chevron

Since CC became CEO in May, 2019:
TRU: 23%
S&P: 144%
EFX: 68%

And yet it's other people getting fired. What am I missing?

Had a mid career experienced hire employee tell me he just likes to keep his head down and let his work speak for itself. He is on the fast track for a PIP. The psychos will notice and take huge advantage of him. I tried to warn him.

How are we handling the no pay increase again this year? For context I have gone above and beyond and done Jessica’s extra projects and more. There isn’t anything more that I could have done to be a role model employee.

1. Sulk
2. Call out “sick”
3. Refuse all additional work
4. Other - open to suggestions.

I see a lot of people talk about 50 or 60-plus hours, and it always surprises me because I’ve never worked more than the standard 40. My reviews have always been great, so I’m genuinely confused about the disconnect.

VP - endlesslya swashbuckling with engineered decks to ask for more budget for FTEs, consulging engagements (or stupid tech programs with fraudelent value cases that was pitched to them in exchange for a potential board seat down the line). Not accountable for performance and delivery

VP- reports to VP, responsible for procuring the decks for swashbucling and making budget ask justifications. Trying to fill CV to become VP1 in the next gig, only manages up. Not accountable for performance and delivery.

SD- responsible for owning the pretty decks used by VP1 & 2. Not accountable for performance and delivery and wont have any KPIs or OKRs. Only manages up while being responsible for maintaining the facade of leadership. Will threaten and retaliate on any dissent or suspicion of whistleblowing. Will do lots of stupid team events quarterly to provide bread and circus.

D- responsible for creating the decks. Not accountable or responsible for anything beyond managing upwards and keeping the facade up. Will invent BS performance metrics and play bad cop for ICs to keep the order. Just waiting for their SD promotion while not managing more than 3 direct reports.

M- very rare creature at nike, manager level work is done by Directors.

P- invented director role to keep pay levels without the headcount to keep people. will do mostly what D does, doing decks without being accountable for anything or owning anything. will be scapegoated for performance if they stay in role more than 2 years.

L- baseline IC, responsible for doing analyst work to create data for the above. Owns everything without owning it. accountable for everything without influence. May have to do excel flipping on a 30 hour basis.

anything below- congrats for failing at corporate, you are essentially a glorified exec assistant. Will be asked to deliver everything from planning events to procuring merch. will be held accountable and responsible for everything. Performance expectations would be at the sky and will always be scapegoated. will be thrown around from role to role until they call it quits. only chance of moving upwards is finding a D to su-k up to that will eventually promote them as they become indispensible for their ego.

Real work will be done in southeast asia, real value will be generated by partners who sell the real work created in southeast asia. None of the above have any influence or impact on the outcomes as they exist for theathre. Occasional product hits or media sensations created by external agencies keep the ship floating.

In light of the new total rewards framework, is it now better to be T3 or T4?

Hello..

Hope you all are having a better start to the year than me!

I need advice on what should I do to protect myself and if there is even a remote chance to protect myself or is the writing on the wall loud and clear ..

I am a P4 - LBEC...

1. May 2024 - I was displaced. While on notice, in August 2024 - I was re-hired in this current role. (different role/org/manager)

2. Mid year rating in 2024 - IM (I was not even there to get the rating, was already displaced) , 2024 end of year rating from the current role - IM - I was told as I started in August (it should be 'new to rate', but as I am a re-hire, the mid year rating will be CF).

3. 2025 - Mid year rating is a Meets. Regular manager check-ins "you are doing great, keeping doing what you are doing"...November I receive a Manager spotlight award..

4. End of year review - IM.. I was shocked to say the least.. when I asked my manager, he said, its not his feedback but a matrixed feedback in the calibration and also when comparing with other P4s.. I even pointed to multiple stellar 360 feedback I received contradicting the matrixed feedback, all my manager said, these 360 feedback is from your stakeholders and people you worked with, but they do not report in our org and was not present in calibration... I was speechless but did not challenge it. .. did not know what to say !

5. I wrote an email back to my manager and cc'ed skip level - not to challenge but to point out all this and that i was never ever told that I am an IM.. no response from either..

6. Yesterday Manager told me of course no raise no bonus for me...and he saw my email.. and he agrees... the feedback should have come sooner than calibration.. but as he is new.. he is also learning...

That's it...

1. I am now in another team, supposedly reporting to another manager, but she put her papers down, so I am back to square one reporting back to this manager again.. who has no clue of what i am working on.. and honestly does not care or has any interest..kept telling me we will continue this until a replacement comes in..

I am definitely looking for jobs .. but also wanted to understand... what can I do to protect myself or change this "I was new or yes I agree feedback should not wait until calibration" narrative... or is this all a strategy to put me in PIP and eventually let go ?

Thank you all for your time and inputs.. I am grateful.

We are being told if you are a 3 or a 4 this year for your merit increase expect somewhere from a 0-1%, what kind of a joke is this company (doesn’t even cover inflation here in Texas) yet they give those a*holes at the top millions of dollars in bonuses…

RRP somewhere in the realm of 70%, this company expects you to put in 100% effort while paying you pennies, are we in China? So my advice to everyone, milk your job and do the bare minimum.

Does anyone know if for those of us that were impacted yesterday if we can still receive a performance bonus for 2025?

Progressive recently released its Dec 2025 earnings and they continue to put the smackdown on SF!

Progressive gained est. 352,000 autos in December, SF lost 15,000 vehicles in December

Progressive grew by an estimated 5,447,000 vehicles in 2025, SF grew only an estimated 536k last year

What is your interpretation of the statement by CFO at kickoff —

“For every employee the bonus structure will shift to reflect the overall company performance”

How is this different from previous years? Just an excuse to water down already meager bonuses?

Performance reviews here are a joke. They will shamelessly give good workers a bad review.

What is the DX team? Being in sales I find this group as middleware. They have no knowledge and skill sets and pass all opportunities over to the groups that do the work. I was just on a call the other day and I almost lost the deal because of this group!!!!!!stop selling your bloated and expensive services that bring no value to our customers!

Anyone else know of groups where you just scratch your head and say why are we paying salaries for groups like this….

were bonus numbers flat to last year ?

Oracle might hold its layoff till March. Use this time wisely to prepare for your next role.
Beware of any reduction in project assignments, knowledge transfers, performance evaluations happening during these periods. Your project might be in soup.

It should be no surprise that layoffs ultimately cost a company more in the long run, but here's an interesting interview nonetheless. It's worth a listen, but the TLDR is that short term gains are obvious, but longer term, it usually results in underperformance relative to companies who don't do that.

https://hbr.org/podcast/2023/12/the-hidden-costs-of-layoffs

Now, that's just layoffs, so imagine what happens when you aren't just laying off, but also using dubious tactics to stack rank, fabricate performance reviews, and look for ways to fire people for cause as a way to avoid severance costs?

This is why I am not long in WFC and I watch it every month or so for opportunities to short.

https://youtu.be/dQRgURIEr48?si=MMhfGWuMAIyAufC1

I mean, our results figures were really not that bad. What gives?

IBM isn't a healthy company

https://techrights.org/n/2026/01/29/IBM_s_Financial_Performance_in_IBM_s_Own_Words_Money_Down_Debt_.shtml

Has anyone confirmed reports that Intuit is planning to cut approximately 18% of its workforce after a restructuring... hearing this has baked in a 10% reduction at the Director level and above?

I have not seen any WARN filings yet.could these exits be categorized as performance terminations to keep the layoffs out of public view?