#performance

Posts mentioning hashtag #performance

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Target Tech is straight-up constructive discharge now — they WANT us to quit

Ever since the layoffs, it’s been crystal clear: Target doesn’t have the desire to do another formal RIF, so they’re trying to make the rest of us rage-quit instead.
The new SVPs openly don’t trust any of the remaining VPs because they’re “holdovers from the Brian Cornell personality-cult era.” That distrust trickles down hard — directors and Sr. directors are getting micromanaged into the ground, skipped in meetings, or flat-out told their opinion doesn’t matter because they’re “old Target.”
And now the latest insanity in Target Tech: they are MANDATING that story pointing be “consistent” across the entire org — one point = one ideal engineering day. Doesn’t matter if you’re on a legacy spaghetti codebase or greenfield green-grass stuff, doesn’t matter if half your sprint is fighting Prod fires or on-call — 1 point = 8 hours or you’re “underperforming.” They’re literally we-ponizing story points to create impossible velocity goals so they can PIP people who can’t hit the made-up numbers.
Hours are creeping up, recognition is gone, morale is in the toilet, and every standup feels like a performance review. Classic constructive discharge playbook.

#Layoffs #Management #Morale #Performance #Toxic

Leadership Better Get Cut Too!

I’ve pretty much accepted I’m probably getting canned today. No performance issues, just not the type to su-k up. If my direct leadership has any say in the cuts, I’m definitely on the list.

Honestly, I just hope they actually cut the bloat for once. Leaders are making way more than the rest of us, and one cut at their level could save a bunch of our salaries. We’re the ones doing all the work. Have you seen how many Band 5 and 6 leaders have zero direct reports on Inside Verizon lately? It’s ridiculous! How the he-l did we end up back here after 2015?

#Leadership #ExecShuffle #Performance #Cuts

What does an IP rating mean?

Got an IP after a great performance year because I worked from home some Fridays last year. Manager never thought it was an issue and never said anything to me until I got a warning in late summer, then the IP rating overrode the EP she entered for me at year end. She was totally blindsided by the warning and the rating. Aside from RTO being a complete joke of a policy to begin with, nevermind that they kept managers in the dark about enforcement, what does this IP rating mean for my income?

I assume no bonus, no raise, no new shares? Will my current vested shares still pay out next March?

Talked to HR and Emp Relations and they just protect Abby's billions, neither could answer my simple questions, so need to ask here.

#HR #IP #Rating #Performance #Question

Thought loyalty, ratings & experience mattered

I always believed that loyalty, tenure, experience, integrity, and consistently high performance meant something. I thought those things mattered — that they protected you, or at least earned you some consideration. Turns out, they don’t. I’m being laid off too.

What hurts the most is knowing I’ve always operated with integrity. I’ve done things the right way — by the Credo, by our customers, and by the business. I never cheated, inflated numbers, or gamed the system. I focused on doing what’s right for the customer and what’s right for the company — because both matter. I brought real value without taking shortcuts, and I truly believed that mattered. Apparently, it doesn’t.

Meanwhile, it’s hard not to notice that some who openly cheat the process and play the commission game stay untouched. People who push $10 routers customers never asked for — hurting the customer relationship and the company — will keep their jobs. And yet someone with strong results year after year, both individually and as a leader, is cast aside like I’m expendable. It’s hard to make sense of that.

I also can’t understand how this company thinks it will continue to operate without the great minds and passionate people customers actually rely on. We’ve always been told customers don’t just want the cheapest price — they want people who care, who solve problems, who think creatively, who build relationships. Yet somehow, those are the exact people being treated like numbers on a spreadsheet.

Watching the company cut individuals who are true assets — people who carry this place on their backs — is a travesty. And it’s not just today. More cuts are coming, and many who truly matter will be ignored or pushed out sooner or later.

I’ve thought about leaving before — especially with so many disconnected decisions and poor ideas happening around me. But I stayed because I believed in my team, in our customers, and in the value we brought. At least now I’ll walk away with a big payout — and I can be grateful for that. But it’s painful knowing others will get tiny packages and rely entirely on this paycheck to support their families.

Verizon, you’re making a huge mistake. Customers will feel this. The problem was never the people — it was the decisions. Dan once told us that “employees are Verizon’s most important asset.” Seeing the company treat us like costs to eliminate proves how empty that statement was. Customers do want us. They want the expertise, the honesty, the relationships. Cutting the people who provide that is not the answer.

For me personally, I trust this will ultimately be a good thing. But for the company? The consequences are coming — and customers will be the ones to say it out loud.

#Integrity #Performance #Impacted #Company

Guests Are NOT ‘Choiceful’ - Target is NOT Accountable

They’re NOT choosing our uninspiring merchandising & they’re NOT choosing our prohibitively expensive prices. We 👏 aren’t 👏 competitive 👏.

Just once I’d like to see an earnings call that goes “We missed the mark.” Instead of blaming our performance on external factors.

#Accountability #AdviceToManagement #Culture #Performance #Retail

All hands call mentioned layoffs

At first they mentioned how we outperformed booking revenue and we hit all these expectations and more. Then they briefly mentioned layoffs and the just said they can’t say anything about it and just to put your head down and wait for the storm to end. Looks like it’s happening even when we are over performing in some segments.

#AllHands #Communication #Company #Layoffs #Performance

Next Quarter

So, there's a lot going on here… Q3 and we're revving up for Q4… and we're preparing preparing for Q1. you know we have our eyes on the following Q2 and Q3 that comes after that and then that pivotal Q4 kind of ramping out to 2027… pivotal Q1, until 2027 Q2, followed by that Q3 and the Q4, kind of going into 2028 Q1. so there's a lot that we are kind of like laddering up there's a lot, kind of going over and we're gonna make sure that we kind of like we are not boiling the ocean or jumping shark next quarter. And talent retention.

#Performance #Planning #Retention #Talent

Need Engineers running Verizon

Vz needs employees with engineering degree running the network and operations .
Any network related job should be run by an engineer with a valid Engineering degree.
Not Liberal arts, not poliical science not vetenrian not home science and not social science history or seimnary majors ! This can be attributed to the degradation of the network over the past 8 years
Change the skillsets at every level of leadership touching the network and you will see performance and customer satisfaction improve.

#CustomerSatisfaction #Engineering #Leadership #Network #Performance

Clover is on the brink of disintegrating as a unit

The past few years at Clover have exposed the full extent of failure in engineering and product leadership. Decisions are reckless, priorities constantly flip, and nothing ever gets executed properly. Every new “initiative” collapses into chaos because the people in charge can’t think ahead, can’t follow through, and seem completely out of touch with reality. Teams are left to pick up the pieces while leadership pretends everything is fine.

The lack of accountability is absurd, the same mistakes keep repeating, yet nothing changes. If real progress is ever going to happen, serious action needs to be taken at the top. Clover leadership needs a hard reset, and the company can’t afford to keep operating with this level of repeated mismanagement

#Accountability #Culture #Leadership #Management #Performance

Our Company is Prioritizing Fake Close Rates Over Customer Service

The current implementation of internal account indicators—often referred to as "banners" or "flags" for priority opportunities—is fundamentally distorting our approach to customer engagement and compromising the integrity of our sales data.

The core issue is that management directives are prioritizing the achievement of a high banner "close rate" metric over serving the complete needs of the customer.

Metric Manipulation Over Sales Integrity:
The mandate to achieve a positive close rate on these specific accounts results in behavior that is detrimental to both the customer and the business's long-term health:

Avoidance of Service:
Employees are being instructed to actively avoid accessing accounts with a high-priority banner if the customer's immediate need is not a confirmed purchase (e.g., they need a simple phone activation, a non-committal upgrade quote, or troubleshooting). This is a direct abandonment of the core principle that customers are the lifeblood of our operation.

Skewed Performance Data:
This avoidance strategy does not reflect an increase in sales; it merely creates an artificially inflated "close rate." If an account with a high-value opportunity is never opened, the company still fails to capture the potential revenue. The resulting data gives a misleading picture of our sales effectiveness, suggesting we are performing better on these opportunities than we actually are. This is not salesmanship; it is data manipulation.

Unrealistic Expectations and Pressure:
The immense pressure placed on front-line staff stems directly from unrealistic expectations set by executive leadership, who demand near-perfect closure on every flagged opportunity.

This lack of realism ignores the fundamental reality of the sales process, which inherently includes customer deliberation, declines, and service-only interactions.

Furthermore, this intense focus and pressure are applied despite the fact that successfully closing a high-priority banner sale does not typically result in increased commission or compensation compared to a standard transaction. This disconnect forces employees to endure significant stress without adequate incentive.

The Call for Change!!
The mandate to avoid customers based on a potential sales banner is a betrayal of the stated core values of the organization, particularly integrity. True success is measured by serving every customer need honestly and driving organic sales, not by fabricating positive performance metrics through systemic avoidance and data manipulation. This practice must be immediately reviewed and reformed to align our operational goals with genuine customer care and ethical sales practices.

#Accountability #Culture #CustomerService #Leadership #Performance

Question About Year 5 Comp and RSU Refresh

For new hires, the minimum total compensation (for example, a $100k base salary + $100k in RSUs) is locked in for the first four years as stated in the offer letter, but that guarantee expires in the fifth year. When I checked the compensation section on my.company.com, it only showed my $100k base salary and didn’t mention RSUs at all.

Can anyone clarify how total compensation works starting in year five? Will the RSU portion remain the same as the amount listed in the original offer letter, or will it be adjusted based on the current market compensation for my job level and performance?

#CareerGrowth #Compensation #EmployeeRelations #Performance #RSU

Will Elliott Get More Aggressive at Medtronic?

Will Elliott’s underperformance pressure lead to more aggressive activism at Medtronic? Given that Elliott is lagging the S&P 500 and facing investor scrutiny about its fees and returns, might they push harder for faster, more dramatic changes at Medtronic to demonstrate results and justify their performance?

Recent Financial Times Article:
https://www.ft.com/content/74631e4d-f841-4e9a-a770-6933189894f0

Article is paywalled so here is a summary:

Elliott Management, the $78 billion hedge fund founded by Paul Singer, is addressing investor concerns about whether its massive size is hurting performance after lagging behind market returns.
Key Points:
• Recent Performance: Elliott gained 4.7% (net of fees) in the first nine months of the year, compared to the S&P 500’s 15% total return
• Historic Milestone: For the first time in over 20 years, Elliott’s annualized returns since 1994 have fallen behind the S&P 500 (though it still beats the index since its 1977 founding)
• Size Defense: The firm insists its $78 billion in assets is an advantage, not a hindrance, attributing underperformance to “mistakes, problems with hedges, or market issues” rather than scale. However, it pledged to reduce assets if size becomes a barrier
• Growth Challenges: Assets have nearly doubled in five years, forcing Elliott to target larger companies. This makes it harder to find overlooked opportunities and easier for targets to mount sophisticated defenses
• Investor Concerns: Some investors question whether the firm’s high fees are justified given its recent underperformance compared to simply investing in the S&P 500
• Current Activity: Elliott remains active as an activist investor, recently taking stakes in Pepsi, BP, and Southwest Airlines, and is raising a $7 billion drawdown fund​​​​​​​​​​​​​​​​

#Performance

Deep cuts just made in TransUnion's CTO org only have gone way to far

on 11/23/26 TransUnion just laid off hundreds of amazing people in their CTO technology org. People around the world were laid off. They cut way to deep this time and I expect a huge performance ripple effect in Q1. 100% their CTO Venkat is about to sink the ship with these cuts in order to hit unrealistic cost savings targets tied to his bonus. Moral is horrible.

#CostCutting #Layoffs #Leadership #Morale #Performance

Geico Insurance planned to layoff 20% in Jan.

Geico is reportedly planning to lay off around 20% of its workforce in January. According to employees, the company intends to label the affected group as “low performers,” with approximately 20% of employees in each department expected to be classified this way.

#EmployeeRelations #Layoff #Layoffs #Performance #WorkforceReduction

Forced Stack Ranking Question

Its an open secret now that there is a quota for performance ratings this year, similar to last. no 5s are allowed at all and there is a minimum number of 2s per team that must be allocated or senior leadership will draw names from a hat.

My question - Do any people leaders know if offshore team member's 2s count towards this quota? Our team is 18 offshore and 4 onshore. Would we be forced to lose another onshore person?

We used to have 9 onshore team members before this madness. any more onshore layoffs would mean we are on call and doing releases at night once every 3 weeks, which is insane. :( All the offshore folks are also at a university student level skill-wise, despite senior level titles, so they dont help with anything.

#ForcedRanking #Performance #Ranking #Offshore #Layoffs