#procedures

What does fidelity care about and not care about as far as giving back equipment? I’m hoping I can keep the monitors, docking station and webcam but obviously won’t steal them. According to the fid central site if equipment is older than they like we can keep it but it doesn’t specify. Anyone know?

What if you decide to quit in 2 weeks. Is there an exit checklist procedure to follow?

Should I apply for the short term disability? Is it job-protected? I’ve never received an ‘IM’ performance rating. How likely is it that I would fall into the category of being terminated without a severance package?

I have been getting along with my peers and manager well.

MST home dispatch tech use and abuse company assets. Driving 100K-200K bucket trucks to their home and back to their home garage everyday. Big V8 6.3 L engines use a lot of gas and insurance on top. Also, with MST high pay and only have .5 job per tech a day per tech how is that saving company money and liability.
There are rules to follow when joining home dispatch program. Following the rules helps save gas and time and wear and tear on a vehicle used to drive to work and to home. But MSTs abuse this program from driving to the garage every day and dispatching at the garage. Making a stop at the grocery store to grocery shop in the company vehicle before driving home. Not closing your last job at the job site and instead, drive home and being still dispatched on your work ticket and then closing the job when you arrive home. I follow the rules, and I do not want the home dispatch program to go away because of MSTs taking advantage of the abuse. Also, MST managers are favoring many MSTs and letting the home dispatch MSTs do what ever they want. STOP ABUSING THE HOME DISPATCH PROGRAM YOU MSTs. You know who you are...

This is my third bank. All are bad, but this one is the worst. I come across stuff that seems like a remnant from the previous century. With all that fancy management and hefty consultant fees, you'd think they would have streamlined some processes by now. AI would short-circuit trying to deal with this place.

I don’t want to post this but we’re not getting any answers at the store level. What is the protocol if ICE comes into a store? What do we do if customers get caught in the middle and get hurt? I have customers that ask me almost every day and I don’t know what to say to them.

The veep of corporate environment and his analyst are certified donkeys. Operations and maintenance now have one standard for safety while lab personnel have another. The double standard is bad enough but the actual standard is stupid as well. This will not improve safety and will only deter anyone from wanting to do more for safety. Mark my words, off shift, places that are rarely visited,they will follow this as much as people follow the no looking at your phone rule or the use hand rails rule. They should be fired immediately but they won't. Bilbo will probably give them all promotions saying they saved everyone. Stupid people making stupid rules.

His email outlined some stricter usage of the internal test vehicles, including reiterating that non-Ford personnel can’t be in the vehicle if any of the software is unreleased.

Anybody hear of why he sent this out of nowhere? I’d imagine someone was misusing the vehicles in Dearborn but we haven’t been given any details. Did someone abuse it? Take their friends to a strip club? Get a DUI?

Pay for performance, not even close. The worst management I have ever seen. The worst methods and procedures I’ve ever seen. Horrible, horrible management from top to bottom.

The criteria for every RIF is usually different. It starts out with getting a list using some generic criteria. They do this for legal reasons, so they can legally justify that the RIF applied to a group of people and someone was not being singled out or discriminated against. Examples of lists in the past, anyone who worked remote (pre-Covid), anyone who got less than a 3 on their review, any manager with less than 5 reports, or any director that is lower than 5 levels deep. As a manager, you need to be cautious about how you answer any surveys about your employees. For example, once they asked about employee roles and if a QA was a manual tester or automated tester. A couple months later all the manual testers were on the list.

Once the generic list is created, it is shared with managers to a certain level. Sometimes the immediate manager is informed of who is is on the list but sometimes they are not. The managers who get to see the list than have to fight to get someone off and that fight isn't easy. If they do manage to win, they often then need to supply a different name.

All in all, there is usually a financial target they are trying to hit and that can impact how the list is created as well. Products they want to disinvest in will have more people on the list than products that they think will be the next big thing.

I found this informative. OP: @aw+1kakcej6y

I thought managers were supposed to manage, and that all our bloated procedures supposedly served a purpose. Out of all the meetings we had lately, maybe one or two were actually useful, the rest were a complete waste of time. Most of us actually know how to do our jobs. But I guess some managers still need to justify their existence somehow.

Like RTO policy & procedures? Somewhere where I can see rules. I see different people being treated differently, unfair at best, possibly illegal. I am not asking for this to be posted publicly just tell me where to look for internally as I've spent some time looking for it and I could not find it (and I dont want to go to HR or my mgr).

The Group Chapter Leads (GCL) role is proving to be counterproductive in our tech structure. Many GCLs, often promoted from non-engineering backgrounds like production support or testing, lack the essential experience in software architecture and delivery needed to lead technical teams effectively.

Instead of providing value, the role primarily adds bureaucracy. We should consider eliminating this redundant layer and consolidating its responsibilities under the Group Squad Leads (GSLs), who are better positioned to manage teams. Even Scrum Masters currently contribute more to team velocity and project success than GCLs do

not asking if you can share it here, just point me to where i can find it internally?

How do support roles usually do in these situations? Thinking L2-L4. It’s my first corporate layoff, so curious if anyone has previous knowledge from past experiences.

Anyone knows if we have any docs that govern layoffs? A policy or procedure doc? Guideliness? Somewhere? Something that outlines the rules (e.g., severance policy, cobra, placement help, resume building help, etc.) Do you maybe know where I can find the darn thing as internal searches are not returning anything. Copilot crashed when I asked even though I know I should not search for it as they are probably monitoring it.

Any tips would help.

Just want to see what the guideliness are rules are. I am not asking for this to be leaked but if you can point me where to look at internally I'll find it myself. I dont want to ask HR or my mgr.

So our site is getting closed next week. How does the displacement go down? Do they send you an invite the day prior to come onsite the next day and drop off your laptop and badge? Since there’s hundreds of us in the site curious how this will go down or is it just a virtual phone call and then we ship our laptops back? We’ve heard leadership will be onsite so just not sure what the protocol is.

If you need a better job or are waiting to keep this one my advice as a manager is take advantage of all these perks they go on about giving to employees. Take all the d-mb linked in courses and have them on your profile, have the company help pay for certifications or college or CE courses and bulk up your resume and work your a-s off, by 2027 there’s going to be a major shift and US workers will be a skeleton crew unless the laws change: Employee relations are staring to hire overseas workers who can’t u destined English and HR is non existent. They will keep piling on more ludicrous procedures for QA across all departments and doc you over the most insignificant thing so when they do lay you off it’s because you’re performance was bad and you failed to maintain quality and productivity. Start looking for other jobs now. Re write your resume and good luck.

I swear it’s like they are purposely trying to get the whole department of wellmed fired so the offshore employees have more work they change the SOPs and don’t update the leadership then flag us because we didn’t do one single step that we’ve never done before and doesn’t even involve HIPAA or verification then the whole department is stuck with low QA and we get chewed out by upper management.

Didn't see this clearly answered in the materials. Wondering if it is possible to keep it as is until a more ideal low rate environment, which would pump up the commuted value.

Is there a cool down period after layoff at Oracle. If I got terminated and collected my severance , how long before I get rehired ?

I am really worried that I will be laid off this year. I’m seeing all the signs of a company wide cut from TR and I’ve been here 25+ years. Performance has been good but they keep changing the standards and performance measurements. How do they usually do these things? What process can the unlucky expect?i

It has been 3 weeks since my employment ended at wells fargo. since then, I have not started to receive my severance pay. Is there usually a delay in the payments beginning, or is this the usual wells fargo way?

When do self evaluation need to be completed? Are they worth spending time on?

Has the delivery of product on carts been implemented anywhere yet? How has that been working out? Also curious about the overnight deliveries and being out of stores by 5am. Has this program started and how is it working?

They are not ready for 10/1

Anyone get the Assigned learning from Joanne Queen of Scotch ?

Has anyone not done any required learning and if so how were you affected ?

All this education and Think 40 and still no raise and awful GDP

they use big words for anything, but when it comes to actually do something which would help like using right tools for the job -- nope, not northstar or you have to fill 10 different forms each with 5+ folks to approve and 10+ questions with links more links and ... you just give up.

Seriously it feels like its some sitcom about state owned company where you have to "know" somebody or pay someone to actually be able to work.

My daily work is constant fight with people who bring 0 value and just create problems causing anyone with good will to quit ASAP..

Sadly 90% of devs does not have clue how real tools look like, 9% probably know, but they give up and sooner or later they quit.

1% is stupid enough like me are trying to work normally, but its just too frustrating... so I either turn into 9% zombies or quit when I can get same money elsewhere.

Why is every software project at this company a pile of custom spaghetti that some opinionated developer threw together without ever bothering to google other similar things people have built for reference? If it not that , it’s a wrapper of some kind with 1% of the features and they pretend they built it. Why does IT keep adding to the misery by imposing more nonstop migrations and more tickets to submit and more things breaking constantly imposing more worthless refactors? Why does no one seem to have heard of a software standard?

Is it just me? I mean I don’t blame people for quiet quitting around here. But can y'all do it a little quieter?

It's the employees, HR, and middle management. To save this company, I propose mandatory reading classes. We also need to give reading and literacy tests. I propose we don't have this constant stigma around logical conversations. I believe there is an issue where others mistake emotionally charged or conversations that trigger emotions as being emotional. We need to make thinking great again and rid ourselves of the insecure employees through a trickle-down framework where over-time those part-time reading arm-chair insecure psychologists are laughed out this company.

Here is the proposal:

Mandatory Reading and Literacy Development

Literacy is foundational to clear communication, comprehension of business materials, and professional development.

• Implement mandatory reading programs for employees and middle management.
• Choose material focused on critical thinking, professional communication, and company-relevant content.
• Host regular discussion sessions to reinforce understanding and application.

Reading and Literacy Assessments

• Introduce non-punitive literacy assessments.
• Use results to inform individual development plans.
• Ensure assessments focus on reading comprehension, logical reasoning, and effective written communication.

It's essential to know the current literacy level across the company to tailor interventions appropriately.

Encourage Logic-Based Dialogue Over Emotionally Reactive Exchanges

Workplace discussions are often dismissed as “emotional” when they are merely emotionally resonant or challenging.

Emotionally triggering topics aren’t inherently emotional—they may still be logical, data-driven, or policy-based.

• Train teams on critical thinking and how to separate the emotional impact of a message from its logical structure.
• Promote a culture where difficult conversations are seen as necessary, not threatening.

Destigmatize Logical Conversations

Some employees may feel that using logic or questioning decisions is confrontational.

• Create guidelines and safe spaces for respectful disagreement.
• Encourage middle managers to model logical discourse without defensiveness.
• Reinforce that challenging ideas is not the same as disrespecting individuals.

Psychological Safety & Respectful Disagreement Framework

To protect the culture of respectful, logic-based communication, we must address the rising tendency to deflect or pathologize others during challenging conversations.

Some employees may feel discomfort when confronted with logic or perspectives that challenge their assumptions. This discomfort should not result in labeling others with derogatory or psychological terms such as “manic”, “schizo” or worse.

Such labels, especially when used during disagreements, do not align with a culture of respect, and are a form of intellectual dismissal.

• All employees must refrain from attributing mental or emotional states to others during discourse.
• Dismissive labeling during logical conversation will be treated as a communication issue and addressed via coaching or performance review.
• Conflict resolution training will include modules on “how to disagree without personalizing” and “recognizing defensiveness in yourself and others".

This company will now practice intellectually honest engagement, even when outcomes don’t favor them. We will now encourage a norm where admitting when one is mistaken is seen as a strength. Feigning ignorance or redirecting blame when presented with clear evidence is counterproductive to team learning and you will be removed from this company in front of all your peers as an act of public shame.

All employees are expected to maintain respectful discourse. Dismissing others’ ideas through derogatory labels, including unfounded psychological or personal attributions, is inconsistent with our values and will be addressed through coaching or corrective action.

Upholding Integrity in the Use of Policies, Procedures, and Authority

A high-trust workplace depends on the honest and consistent application of company policies, procedures, and standards, not selective enforcement or misuse.

• Misrepresenting rules, citing nonexistent procedures, or selectively applying policies for personal gain erodes organizational integrity. All employees, regardless of role, are expected to engage with policies in good faith.
• When challenged, HR must not default to vague or inaccessible procedures to shut down dialogue. Transparency and clarity should be the norm, not the exception.
  = Leaders and middle managers are expected to model fair, honest decision-making, not power retention. Authority should never be used to silence logic, discourage feedback, or override valid concerns without explanation.
• Encourage teams to fact-check interpretations of policies in a non-confrontational way. Build systems where clarification is welcomed, not punished.
• Deliberate misrepresentation of facts, whether to avoid accountability or manipulate outcomes, will be addressed as a performance and integrity issue, not as a matter of disagreement. Any intention gaslight or manipulate reality, even for the companies sake, will result in a 30 minute public shaming session at Rotunda for employees and non-employees alike to attend for a laugh.

“Read It, Pizza Pan!” Rewards Program

Employees earn rewards (like a free pizza, gift card, or lunch with leadership) for completing and reflecting on reading assignments.

• How it works*
• Employees log books or articles they’ve read from an approved list (can include both professional development and broader literature that supports critical thinking or empathy).
• After completing a reading, employees submit a short reflection or participate in a discussion session.
• Upon reaching milestones (e.g., 3 books in a quarter), they receive a “Read It, Pizza Pan” reward (e.g., a voucher, team pizza party, or badge of recognition).

Yet another ESRO disaster. Tool they mandated everyone to use wasnt ready for peak season volume. Impacting customers for over 12 hours now with 20% error rate from the CloudFlare firewall.

Who coulda seen this coming?

Is process engineering even a thing anymore??

I understand anything on MS teams can be searched by management but how long before a message is archived/ deleted and can't be seen on the employee end? ie "We've deleted older messages due to your org's retention policy"

It seems like I'm missing messages in my MS teams.

I am 602. I didn't negotiate salary when I joined and I am being paid much lower than my peers even though I am go to person in my project.

If I apply for 603 position, would it increase salary and how much?

I was just laid off yesterday. Does anyone know Gainwell corporate address and phone number? I need it to apply for unemployment.

Why do they need to send a verification code to the phone when we've already verified in store for and pushed click to call? When the customer doesn't have a phone because it possibly broken, it becomes an hour on the phone and yelling at the Indians. Fix this since you won't listen to us on surveys that are "anonymous"