#process

My take is that Services & Strategy is the most useless area of IT thanks to the SVP that Smurphy hired (surprise surprise). All they have done is introduced a dumpster fire of a process to "manage" demand and a half-baked attempt to prepare for RTO. Thoughts?

The constant restructuring has destroyed our operational efficiency. Processes are broken and no one knows who is responsible for what. It's incredibly frustrating trying to accomplish basic tasks that used to be simple.

I assume this email is the start of the process

Saw COED mentioned in a post and have heard it mentioned before but have no idea what it stands for or how the process works. It has to do with approving roles but that is all I know. Meets once a month? Who can shed light on this? What does it stand for? What does it do? Who is in it?

If leadership can dictate NO ONE can get a 5.
If leadership can mandate EVERYONE gets a 3.
If leadership can wholesale change merit increases.
Why have a review process?

TRM requests started going on....

I genuinely want to deliver a good service to our customer, but I’m constantly blocked from doing so. At this point, I’ve more or less given up trying.

The client wants something relatively simple, yet getting it done feels almost impossible. I don’t have the access, authority, or trust needed to make the required change.

Even with an agreed task, every individual step has to be re-approved by someone else — often with different interpretations or priorities. Eventually, someone may action it, but more often than not it’s done incorrectly. I then can’t see what’s actually been changed, so I’m unable to diagnose why it still doesn’t work.

The end result is that I often have to resubmit the same ask and hope that next time someone different both understands it and implements it correctly. It’s an incredibly inefficient way of working, and it makes delivering a quality outcome for the customer far harder than it needs to be.

What’s most frustrating is that management appear to see this as acceptable — even desirable — because we charge by the hour. The more friction there is, the more time is spent, and the more the client ultimately pays.

There has to be a better way, but I’m surrounded by people who insist there isn’t. We’re not keeping customers happy - we’re not keeping customers at all. They won’t be won over by a new logo or rebrand — they want the way we work to change. And while people continue to feel undervalued, it’s hard to see how that change will happen at DXC.

For those who have moved jobs internally, did the recruiter reach out to coordinate an interview with the hiring manager or did the hiring manager reach out directly to you? Also how long did it take to hear that you made it to the next round after your initial HR screening. Thanks!

Quite a bit of useless guys in that internal IT team with their review boards etc. What a waste of time. Did they fix it?

I've been in the accommodation process for some time (going on 2 months now) to get some workplace flexibility and I feel like HR is just dragging this on to try and make me give up on the whole process. Not only have I had my primary care professional provide a letter with their medical recommendation but they have also completed Truist's assessment form (redundant questions at that) - all saying the exact same thing justifying a medical accomodation. Now I'm hit with a "we need some more information in order to process this request."

Is this normal for those who have gone through this? This seems like such an unnecessary, painfully drawn out process for something fairly straightforward.

Why does Target think dumping millions into AI at a time when the business is struggling with fundamental processes and retailing execution is going to help?

Slop in, slop out

People first, then process, THEN technology

What is going on with the first two at target? Nothing.

Stop the BS like Vz did great for me , so sad to leave , bla bla sh-t ..... Vz doesnt care about you and most of your boss or old colleagues will turn their back on you even if you helped them make thousands of dollars.

be smart, leave a mess behind you.
erase all of those process maps , spreadsheets or business cases, and great ideas to mitigate risk or cost.

Put a PW on most critical files too.

to the commercial teams what about manually changing the cost base to show a great 40% CM while it's actually negative. ? You might be helping VZ in fact .....

It’s easy to hide behind numbers. KPIs that look good on paper but don't actually reflect the reality of what's going on in the trenches. Too often, leadership leans on these metrics as a shield, allowing them to feel comfortable while the real work gets done by those on the ground.
But here’s the thing: When you consistently fail to show up with functioning processes, when you let your team flounder with outdated knowledge, you can’t keep blaming the ones at the bottom who are scrambling to make it work. The KPIs are a band-aid. They’re a crutch, not a solution.
The disconnect is real. The people at the top are too far removed from the daily grind to understand the struggle. And those at the bottom, the ones keeping things together with duct tape and sheer willpower, are expected to just keep pushing through.
It’s time for a reality check. If the metrics are misaligned and the systems are broken, it’s not the "little men" who need to be cleaned out. It’s the leadership. Leadership that isn’t in touch with reality, that doesn’t recognize when they’re out of their depth, and that refuses to take responsibility for the company’s actual performance.
When the people doing the heavy lifting are ignored or undervalued, you’re just setting everyone up to fail. KPIs should guide you to success, not allow you to point fingers while the real work gets buried under more red tape.
Leadership: Your KPIs are broken. Fix the process or risk losing the people who are still trying to make it work.
#Leadership #KPIs #WorkplaceCulture #Accountability

Is it just me, or is the management intentionally going out of their way to make everything harder for us? It's like they think adding more unnecessary layers to further complicate things is the best thing since sliced bread. What the he-l is happening with this place?

Why so many QA rules in TAC team? They just focus on case update timely or not. They don’t even have any technical knowledge! Even layoff BB QA and they can re-join TAC team as RB then keep audit TAC cases… So rediculous

Anyone know what’s the process to port your work number out?

With all the corporate talk about “psychological safety,” I keep wondering: is that even possible when layoffs never stop?
Real psychological safety requires predictability and trust.
Rolling layoffs destroy both.
Here’s what ki-ls it:
Zero transparency. Everything is “realignment,” “strategy,” or “location optimization.” Translation: no one knows what’s really happening.

Random performance hits. One day you’re “exceeds expectations,” the next day you’re suddenly “needs improvement” right before a cut.

No beginning, no end. Instead of one clear RIF, you get drip-drip layoffs tied to RTO, org shuffles, or quiet offshoring.

And everyone knows. Employees aren’t stupid — when people quietly disappear, the anxiety spikes.
Axios recently called this the era of the “forever layoff.” as noted in the previous post.
Micro-layoffs (fewer than 50 people) went from 38% in 2015 to 51% now. Companies do small cuts all year, stay under the radar, and pretend nothing is happening. But workers absolutely feel it — morale, trust, and well-being are tanking across the board.

And honestly, Wells Fargo is the poster child for this — just look at the ongoing discussion in that thread. Rolling layoffs, opaque messaging, shifting “location strategy,” and the slow offshoring creep. It’s exactly the anxiety-inducing pattern Axios described.
So here’s the question:
Can any company claim “psychological safety” when people spend every week wondering if they’re next?

Because psychological safety + perpetual layoffs = corporate fiction.

In my head, it’s going to be like a big worksheet.

PART 1 - WHO?

Ratings are a part of it. A 3 of 5 might keep you employed, so long as there aren’t any layoffs, but if there are no 1’s or 2’s then that means the 3’s are first. Quota attainment will bear direct weight for incentive-based roles.

Job code. Individual RIF or entire team RIF.

TOTAL cost to sever. Current salary, banked PTO and current-year PTO on the books, RETIREMENT ELIGIBILITY, your particular state’s WARN notice period (standard 60 day federal guideline, or enhanced state overlay like NJ’s 90 days).

Tally up numbers to count Over 40’s, ethnicity breakdown, etc. for cross-section.

PART 2 - PETITIONING

Who has signed severance, who has declined. You have a period in which you can revoke your signature, after which, it becomes irrevocable. Those who have not signed their rights away - will they be offered a better deal?

I’m not a coder, but can someone confirm if there was what appeared to be the possibility to override each reference value. If so, why and when would this be used?

Just curious if I need to gather all my personal items before Thurs.

Serious question from non union employee. If my department miraculously survives this is it possible to join the union? What is the process? I assume this late in the game they would end our group if we tried.

Spill the beans! What’s the new process going to look like?

We usually start doing our year end this time of the year in Workday. Somehow the performance review form is not available online. My manager asked everybody to write up performance review in a document this morning and send it to him. Very strange

If you get notified that you are included in the RIF. When will your last day of work be?

Will your severance package be paid out in tax year 2025 or 2026?

Will you get to look for other positions inside the company?

Any other wisdom you might have to share.

Any idea how it’s going to go down tomorrow? Obviously we aren’t getting a zoom mtg request from our dept head and HR…especially since our dept head has left the company.

Do we know how the selection was made? who made the call and how much our direct mgmt influenced the process?

Can someone in IT who's been here a long time explain what the problem really is in your opinion and if there's a way out of our current problematic situation or is it a lost cause. I'm genuinely curious. I've heard some takes but looking for a more convincing answer.

WILL BE DONE BY AUTOMATED EMAIL
Not Tuesday 28!
MOST line managers don't know the details yet!
Info from HR friend.
Clearly a change from the previous company process.

Who's expecting Mike to announce the new CEO's name today at the Fire Side chat?

In August this year, I declined the substantial position change to relocate to a core location. It’s now the middle of October and I have yet to receive the severance package paperwork to sign. Any idea why such a long delay? Thanks.

How are selections for layoffs being done, who is flagged and who is doing flagging and based on what criteria?

As a newcomer, it’s absolutely shocking how much billing is credited and rebilled on a daily basis.

They could easily create a whole department that performs this function 24/7/365.

Is it the company’s processes, people, technology?

Like hly sht, get it together.

after months of "big bla bla reorg" I was moved to "superstar team", its almost 2 months and actually I have no idea what they are trying to achieve.

I thought previous place was mad, but at least i could test something, raise a bug and wait forever for anyone to care... or do more stuff/testing.. something meaningful.
sometimes it was quite sensible.

Here?
100% headless chickens flow, they run from one side to other developing secretly something then dropping it and doing something else. Total madness repeating buzz words and hype phrases. Worst of all are the secrets within "team". backlog is full of bullsh-t, but PO jump in and secretly give some weird tasks to teammates.

Whatever veep or c-suite mo--n enabled this team should start looking for a new job.

4 Business Days till new UM centralization. Everyone is not trained or prepared. Everyone is confused and anxious. This leadership team has failed. Wednesday, October 1 will be a chaotic circus.

From all the peons suffering through the NALI process, release the darn Equipment Move Schedule already!

We know you have it.

Hess received orientation on PDC this morning - where we will have a Chevron employee representing us during the selection process by sending them a CV and having a quick 30 minute meeting.

Question: has PDC already happened for Chevron - or is the Oct. 8-10 selection notification to fill all open positions in the Oct 1 go-live org chart?

The GCCs are lost. Modifications made without do-diligence and audience estimates are dropping listening events. Processes won't complete without errors. They don't know what is wrong so blame legacy development.

Rao and Kenny are proud of their work.

I have a question: how much should one be concerned in a case where a poor 360 review is given? What's the overall impact of the review and does the management take this in any big considerations? Thank you.