#team

Don't you all have your SIX SIGMA Black Belts!!!! Don't you all know how to code after 2020!!!! c'mon each initiative by Executive management have really delivered!!! You all can go into the ring with ANY color SIX SIGMA belt I am sure of it!!

RTO so I can join teams calls all day. This sure makes a lot of sense.

With all the layoffs happening, do we still have an ED and his team working on 5G out in Redmond, Washington. I think they had 3 employees and 4 contractors. They had to travel to Philly regularly to stay under the radar, but I haven’t heard much from them lately.

I see some people getting promoted rapidly within 1-2 years max and others still have the same title after 4-5 years.

For those in Corporate Risk.

by Nov 15 - performance calibration within group.
by Nov end - managers enter compensation.

By Dec 9 - DF calibration.

Jan 1 - 28 politics and favoritism on the bonus amount for team members.
Jan 28 bonus discussion to team members.

Feb 13 bonus payment

How’s it looking on your team lately? On mine, people keep quietly disappearing and backfills aren’t happening, so the rest of us just absorb the work and move on like it’s normal.

With the push for FAs to share office space, there are FA teams merging to combine AUM into one-book partnerships. All of the "book" will be evenly divided among each FA.

What will the success rate be of these partnerships?

Does EJ have all of the partnership arrangements worked out (legalities) or have these situations been patched together (which is a possibility because management is discombobulated, to say the least)?

I've heard of one branch that has 4 "partners."
2 veteran FAs, an AFA and a brand new college graduate that hasn't passed testing yet (already considered a partner and included in talks).

Curious what the success rate of a set up like this might be? Family members sharing a book sounds like it could be successful, but with 4 distinct unrelated individuals (friends) sharing a book......I am skeptical on the success rate.

Curious what your opinions are on this new EJ drive to "share one book" equally among FAs."

Would enjoy hearing your thoughts on this matter.

Supposedly Belk corporate is considering a support team re-alignment. There have been numerous complaints through the company about support associates working extremely early shifts when they are needed at all times during store hours. One store employee claimed that Human Resources was never in the building when the bulk of associates were working because they always left by 2 or 3pm, and therefore associates were left without Human Resource assistance if needed. Instead of these early morning (6-2,7-4,7-3) shifts support associates will work a mix of mornings, nights, weekends, mid shifts, similar to sales team managers, and regular associates. This includes Human Resources, fulfillment, cash office, dock/truck, merchandising, and housekeeping. You heard it here first, more to come in the new year.

In a toxic environment, poison is gold.

all the thank you notes from the top of the company. but vps and under are still always in a 24 x7 panic, blame game mode. in the team, how much if they up the grade vs exceeds meets , ive been here 3 years..last year when the company was doing well. they gave me peanuts, this time how much can i expect? meets - 3k , exceeds 7k?

https://www.webpronews.com/dell-mandates-5-day-office-return-for-sales-teams-in-2025/

Why are so many reps in HE missing goal this year? A good organization has 70 to 80% hit goal. It appears HE will be below 50%! Is it poor performance by the reps? I'm new here, just trying to make sense of all this.

I was among the lucky few who actually had a great team. A few a--holes here and there, but otherwise solid, reliable colleagues. Somehow, we managed to overcome management’s shortcomings, make our tasks easier, and even have fun, or at least feel a sense of accomplishment. Yes, it was a cosmic accident, but it happened. I actually liked my work because of it.

Then the reorg came and destroyed the team. A few exceptionally competent and experienced teammates were let go, some were reassigned, and now my team is hollow and definitely less efficient and productive. The inability to recognize an excellent team says everything you need to know about leadership and management. I can only imagine the end result of reorg.

2 Hours! That’s all you should be in there for. Doesn’t anyone follow instructions anymore. It’s the same people everyday using the same focus rooms.

I have recently joined the MSR team. People talk about using JAR for RTO. Can someone explain what that is?

And even has HR coming in to get a pulse on things yet gets defensive on a team call right before the holidays today to address the feedback. This leader is very disconnected from his actual team, CANNOT make a decision without consulting SLOD for BAU business matters, and spends all his time being a site leader when the time should be spent understanding his new role , engaging his team and for the love of everything training his green people leaders. Kennedy is a great leader pretty surprised he hasn’t caught on to this about his direct. Call today was odd he had with our team defensive when asked for feedback. Then don’t ask! Merry Christmas ya’ll.

I was am employee from VMware. After in BC, I find managers always fight with other manager.

They make every source code, KB and discuss meeting notes only available inside the group, ask engineer do not do any task comes from other manager, and even ask engineer do not help customer just because the team is busy on a new version release.

Today my manager ask me to fight with a team member, pushing them to do something.

How does this phenomenon occur?

What a disgusting place!

A coworker claimed their boss recommended looking for a new role.
Can’t say the BU or team as that would create a problem for me.

Curious if others have experienced this?

Why is it that every Teams meeting with the mothership has 9 people in Dallas who weren't on the original invite? I mean there are 4 on the invite and 13 show up.

They have no idea what's going on, they don't need to be there, and they ki-l the meeting result by asking ridiculously stupid questions. It's like the kid on the PeeWee football or Little League team that never got into the game jumping into a mud puddle to look like they played.

And yes, there ARE stupid questions.

Three times a week.

AT&T needs to look at the various test teams. They seem to have the testing being done by contractors, but the employees, since RTO, are now located time zones away and unable to manage them. The testing should be collocated with the engineering teams and be accomplished with our employees, instead of wasting money on contractors that don’t have any skin in the game and couldn’t care less what happens with AT&T. With the current moves that are happening they should move employees from the FirstNet, IoT, and development teams to Redmond, where the majority of testing is being done.

Follow up from my post yesterday. Today my team was destroyed, as were many.

Years of building, growth, and success right down the drain. Top performing reps sent to unemployment right before Christmas. Meanwhile, mo--ns and failures keep their jobs. It's not about layoffs, it's about making horrible decisions and then executing poorly on those decisions.

This company has become an utter disappointment. We immediately bankrupted our culture, integrity, and brand as soon as we win the war. T-Mobile is showing their true colors, and it's as disgusting as it is disappointing.

So I went to my morning meeting. We all joined. Some were still waking up (west coast) and others had already consumed multiple cups of coffee.
"good morning!" said the scrum master.
"mmmmm" said we all.
"OK so we are going to go through the tickets now and start with you, Bob"
Ummm...OK so I'm not Bob, but I have to say, I started multitasking right away. Why you say? Well because what Bob does has nothing to do with what I do. In fact, all members of the team work on different things that really don't overlap.
But wait! We need Agile! Agile will improve lead time, cycle time, WIP, and other things (unmentionables)
In this team, nope. No one cares. Each is in their own world. Step back say 5 years, and everyone was trying to help. We all crossed lines. Now? Nope, all I care about is my tickets and their due dates.
So now we have a scrum master, a product owner, a manager, and then.....the rest of us. So we went from our manager (one person) to now 3 people all trying to manage the rest of us. And, did I mention, 4 of 7 got laid off? So now 3 of us are being managed by 3 new bosses to get more done with less.

This is the WF implementation of Agile. Read it and weep.......

My team lost 2 people today

CSM team has gone through two round of layoffs already (April and November). I heard more to come after the new year. Anyone has any insight on this?

Our team is not having any holiday event this year.. curious is other teams are doing something. If yes, is it comparable/better/worse than previous years?

We lost two people on our team who were solid in every way, reliable, hardworking, the kind you could trust with anything. Now the workload is barely manageable. And after seeing how the layoffs were handled, I have zero motivation to go above and beyond. The only thing keeping me trying is the rest of the team, who’ve all been great to work with. Still, it’s hard not to think that any of us could be next.

Most of these layoffs made zero sense. Some teams were cut down to the point where they can barely function, and what’s worse is that a lot of the experienced, genuinely skilled people were the ones let go. Now whole groups are missing critical roles, people who actually knew how to tie things together and solve problems because they’d built that capacity over time. It’s not just about losing headcount, it’s the quality we lost that hurts the most.

How many account people and upper mgt above dm level signed up to help in stores this weekend..

ZERO in my area , but let me know if I can do anything to help in stores🤔😂

I just wanted to take a moment to tell each and every one of you here that I'm really grateful for those who hustle and are working to keep Teradata as being the Trusted AI company. Our contributions keep us up with our competition and we continue to power massive data centers.

I genuinely mean it when I say I love each and every one of you who've put their hearts into this mission and I appreciate you for your work. My team the BCM group continues to keep our customers critical data synced up and this mission is super important to me. On this thanksgiving I hope you're all with your families, energized and ready to return to the beautiful San Diego office to keep crushing it!

Every time I look around, it feels like leadership keeps growing while the people doing the real work get ignored. The folks out in the field carry the weight and never get the credit. Meanwhile the top keeps collecting massive paychecks without seeing what is actually happening. How's that fair?

It's become a standard practice here for leadership to schedule last-minute "urgent" meetings, often to discuss issues that have been pending for weeks. This blatant disregard for personal time and planning has created a constant state of exhaustion for so many of us. In the last six months, I've watched three of the most capable people on my team resign. EJ is systematically losing its best talent because of a culture that refuses to acknowledge our time has any value.

How is bonus distributed? Do managers get a lump sum and asked to share amongst his team?

https://imgur.com/a/4AB5EjR

Despite all the bullying from team leaders to reach targets be assured theres no chance of being fired for not meeting them,so relax who cares about a negative review your going to get for something else anyway.