#transparency

https://www.hcamag.com/ca/news/general/ibms-internal-spreadsheets-expose-systematic-bonus-denial-cost-682k/564914

We all know that there is clearly a lot more being kept under wraps and hidden away behind the blue curtain

Cubic is looking to reduce their numbers by an additional 100 people as more work is being moved to India.

US offices are being kept in the dark as it seems they have hired a third party who specializes in quite layoffs.

I recommend people to put their bonus score, so we can collectively try to create transparency ourselves. I’ll start:

CoSA: ERC
Level: Senior
Rating: ME
Multiplier: 115%

Just went into clarity and noticed that future time periods are closed after this week. Hoping there is a rational explanation for that, but a little nervous now.

Looks like ford is tracking computers. Happened to check network traffic and workblaze-us.lakesidesoftware.com is showing up every 3 minutes. This wasn’t on my network traffic in the recent past. If you take a trip over to their website it shows Ford as a trusted partner. Transparency would have been nice.

The climate survey should be handled by an independent third party, with results shared transparently with employees. Currently, employees are pushed to participate, and there is no clear breakdown of results or visibility into improvement actions. In all-hands meetings, the data is presented positively, which does not reflect the actual work environment.

No more Tricky or Nicky season but good, honest and well reviewed transparent hard work. No politics, corporate sponsored backstabbing or brown nosing.

I know many of you are not ready to do a full day of work. But you should be dealt with shortly.

With that amount in the account surely they have enough to give raises. Other companies with nothing can give raises. Whats going on?

Honest question.
Why the sudden urgency around rebranding town halls, one-on-ones, and skip-level meetings… especially when layoffs are happening or rumored?

What’s the point of pushing culture talk and rebranding if people are worried about their jobs? And why are so many of these meetings being scheduled on Thursdays, the same day layoffs usually happen? That timing alone puts people on edge.

I’m genuinely asking—has anyone been through this before and knows what the strategy is? Transparency would go a long way right now.

See this link. Details in comments

https://www.linkedin.com/posts/activity-7427118095061819392-rD0R?utm_source=share&utm_medium=member_ios&rcm=ACoAAAdeT6sBq6HR8cmvn-Ypy8_0uJhVxf9JjF4

I know my success at Verizon or any job was attitude and adaptation.  It was also how quickly I could get good at the next challenge and make the changes I needed that would help me win.  Sounds easy, but it requires a full buy-in and positive mindset.  So far, what has changed?  Are we sold on the direction and does leadership value our buy-in?  I think transparency is a key to moving forward and calming fears.  I don't think this leadership team has shown anything of the sort.  It's easy to tell a future failed leader by both actions and inaction.  If the entire team isn't on board then "you ain't winning".  We are lost and a plan hasn't even been clearly laid out for our success.  Again, the company is trying to do this without us.  Only when we are a team and valued will we succeed.  Hate to break the news... we are still not valued.  They count on us to do the lifting but don't give us reason, respect or credit.  When the employees are here for more than a paycheck you win.  When we are here for the team and to help Verizon win then we will become a different company.  When leadership fights FOR us and makes US first then and only then will Verizon change and become a leader.  This leader failed in his first message and it's been downhill from there. 

After an "exceptional" review, I am hearing no merit or bonus increase? Just a lousy retention RSU of not even 1/2 of a paycheck that vests in who cares amount of time because the stock is going down every single day... I'm so confused, you hand out a retention bonus, in a dogsh*t effort to keep people around, and then say "oh by the way G11+ get nothing this year" lol...

I cannot state this enough, regardless of the size of this company, it's so pathetic how inept our HR or any decision making staff is at communicating. This is entirely a company taking advantage of a flailing job market and uncertain economic factors. Frank being gone lifted a weight off of everyone's shoulders, all for the same procedures of being intentionally cryptic with all verbiage to stick around. I cannot comprehend how listening to employees complaints and being more communicative with your underlings does anything besides boost morale even if a little.

I really do wish one of these soulless HR reps or even Mike would come on here for a second and just read. Even through the side remarks and posts, there are a majority of employees who are concerned about the state of the company and just want to be spoken to like adults. We are humans, we do not want to venture out into the unknown and find new jobs. This cannot continue, or else the constant brain drain that we've experienced for at least half a decade will continue. You cannot ask people to stick around and suffer then simultaneously tell them they will not be receiving more money. The state of the companies affairs due to poor leadership leading to us being left out to dry will only exasperate the issues.

The effort to can these VPs and chairs of divisions has been a solid step in the right direction for relieving some of the draconian measures left behind by Frank, but transparency is what we need now. Pay us, or at the very least, tell us why you can't pay us and explain what your future plans are to make up for this fiasco. Nobody cares for the same people to come on the Town Hall from HR and speak to us with their painful vocal fry, telling us to fill out a curated Q&A form to pad their stats like it's the 4th quarter of a blowout.

The wireless industry does not traditionally have a great reputation when it comes to being transparent. That was the basis of T-Mobile’s entire Un-carrier strategy, which forced Verizon and AT&T to drop what used to be the mainstays of how the industry charged.

https://sg.finance.yahoo.com/news/verizon-ceo-admits-apologized-huge-172100197.html

This is the least he can do .. Even Hans used to take questions or redirect to someone..

Not interested in one way monologue on AI

How large corporations (purely hypothetically, of course…) elegantly sidestep WARN Act Requirements with the grace of a tax‑optimized ballerina.

Dear Valued Human Capital Unit,

As part of our ongoing commitment to Transparency™, Integrity™, and ***Doing Whatever Minimizes Our Regulatory Exposure™, we’d like to explain how the WARN Act works — and how we, as a forward‑thinking enterprise, heroically avoid triggering it.
“We Value Transparency — Which Is Why We Carefully Avoid Situations That Require It.”
Because nothing says transparency like never triggering a legal obligation to be transparent.

What the WARN Act Actually Says
The WARN Act requires companies to give advance notice before big layoffs:
- Federal WARN: 60 days
- New York WARN: 90 days (because New York likes to go big)

A “mass layoff” is triggered when a company lets go of a certain number of employees in a short window.
In other words:
If we fire too many of you at once, we have to tell you in advance.
And we can’t have that.
“We Care Deeply About Our People.”
Just not enough to notify them 60–90 days in advance.

How Even the Most Admired Companies Gracefully Avoid WARN Requirements

Below is our Strategic Workforce Optimization Playbook™, designed to ensure that no WARN notice ever darkens your inbox.

1. The “Rolling Layoff” Ballet
Why lay off 250 people at once when you can lay off:

• 20 this week
• 20 next week
• 20 the week after (and so on... and so on...)
  Each batch is too small to trigger WARN.
  It’s like slicing a pizza into 64 pieces so you can claim you “barely ate anything.”
  “If We Fire You in Small Enough Groups, It Doesn’t Count.”
  It’s not a mass layoff — it’s a series of unfortunate Tuesdays! :(
  “We Believe in Right‑Sizing.”
  And, just like our P-O-M model, right‑sizing is always easier when done in small, WARN‑free batches.

2. Performance Recalibration™ (formerly known as “forced ratings”)
If we classify your departure as “performance‑related,” it magically stops being a layoff.
This is why your rating went from “Exceeds Expectations” to “Needs Immediate Adult Supervision” overnight.
It’s not personal.
It’s math.
“Your Performance Didn’t Drop — Our Need to Avoid WARN Spiked.”
Funny how that works.

3. Voluntary‑Involuntary Resignation™
We gently encourage you to resign by offering:

• A severance package
• A relocation to a city you’ve never heard of
• A return‑to‑office mandate >1,200 miles from your home
• A performance plan written by someone who’s never met you
  If you resign, it doesn’t count as a layoff.
  If it doesn’t count as a layoff, we don’t owe WARN notice.
  If we don’t owe WARN notice, we can continue “right‑sizing” with stealth‑mode efficiency.
  “We’re Committed to Supporting You… As You Exit the Organization Voluntarily.”
  Voluntary exits = no WARN.
  And we love, love Voluntary Resignations.”
  Especially the ones we engineered. (wink, wink, cha-ching, heart emoji)

4. Attrition‑By‑Policy™
We don’t lay you off.
We simply:

• Close your site
• Move your job offshore
• Change your job title
• Change your job responsibilities
• Change your job location
• Change your job existence
  If you leave because your job evaporated, that’s “voluntary attrition,” not a layoff.
  WARN Act avoided.
  Mission accomplished.

5. The Magical 89‑Day Window
New York WARN triggers at 90 days.
So if we restructure every 89 days, we’re not “avoiding the law.”
We’re “maximizing operational cadence.”
“We Believe in Transparency… After the Fact.”
Usually when your badge stops working.

6. The “We’re Not Laying You Off, We’re Transforming You” Strategy
We don’t eliminate your job.
We digitally liberate it.
If an AI model replaces you, that’s not a layoff.
That’s innovation.
And innovation is exempt from WARN.
(Spiritually, if not legally.)
“AI Isn’t Taking Your Job. We Are. AI Just Makes It Look Cleaner.”
And cheaper. And faster. And WARN‑free.

NOW REMIND US WHY COMPANIES DO THIS

Because WARN notices are:

• Public
• Reported to the state
• Reported to local officials
• Picked up by the media
• Bad for investor optics
• Bad for recruiting
• Bad for executive bonus season

So instead of issuing a WARN notice, we simply:

• Restructure
• Recalibrate
• Rebalance
• Re‑optimize
• Re‑imagine
• Re‑locate
• Re‑assign
• Re‑categorize
• Re‑classify
• Re‑brand layoffs as “career transitions”

Final Message

We hope this clarifies why you will never receive a WARN notice here:
We don’t do layoffs. We Just Make Staying Impossible.”
RTO policy violations, relocations, reorgs, PIPS, terminations of work from home associates — pick your poison.
We do “strategic workforce evolution.”
We evolve our workforce thoughtfully to meet future challenges.
(Translation: We avoided WARN, but you can’t prove it.)
And if that evolution happens to reduce your employment status to “former,” please know:
It’s not you.
It’s the tax code.

https://www.cnbc.com/2026/02/04/corporate-dei-index-hrc.html

When is Shell going to end its involvement with the HRC racket?

Last year leaders were told to remove DEI targets from their GPAs but were told to keep it under wraps. They're trying to play both sides of the fence on this stuff.

Inogen has just gone through another round of layoffs, and it’s deeply disheartening to watch. The issue isn’t only the reductions themselves, but the lack of transparency and humanity surrounding them.

Over time, repeated reassurances about stability have been followed by actions that suggest otherwise, leaving employees anxious and disconnected from leadership. Morale has steadily declined, and trust has eroded.

In my opinion, this is not a healthy place to work. I would also caution people against placing too much trust in leadership messaging, as it has often failed to align with what ultimately happens. If you’re considering joining, I’d strongly recommend proceeding with caution or looking elsewhere.

You could say they are WYSIWYG ("What You See Is What You Get"). They openly tell you on Town Halls they aren't good enough to grow the company and its true every year. They do not apologise for their failure, in fact they condone their failures by getting more pay. They openly avoid the pay questions. They will not give you pay rises year after year.

Yes they lead people on by promising pay and review dates but they are clear it will not happen year after year.

Its time that the employees be transparent about the strike.

Yes, a 15% drop in stock price following a missed key metric combined with management downplaying the situation is generally cause for serious concern.
While downplaying bad news is a common tactic to prevent panic, it often indicates a potential disconnect between leadership and market reality, or an attempt to mask fundamental issues.
Here is a breakdown of why this scenario warrants concern and how to evaluate it:

1. Reasons for High Concern
   Significant Underperformance: A 15% drop indicates that the market views the missed metric as a major issue, likely a breach of trust or a sign of structural problems rather than a minor blip.
   Disconnection from Reality: When management "plays down" or dismisses significant negative news, it can be a sign that they are not taking the necessary corrective actions, or are trying to protect their own reputations/compensation.
   "Kitchen Sink" Warning: Executives may downplay a miss, but if that miss is accompanied by a downward revision of future guidance (a "kitchen sink" report), it indicates the company expects the pain to continue.
   High-Risk Signal: Stocks that miss earnings expectations often see continued weakness, averaging a further decline of 8.4% over the following four months, suggesting the initial 15% drop might not be the bottom.

2. When to Be Extra Concerned (Red Flags)
   Misleading Communication: If management fails to explain the root cause of the miss, or blames external factors entirely while ignoring internal failures.
   Reduced Transparency: If the company suddenly stops providing guidance or becomes less transparent about future performance.
   Insider Selling: If executives are selling their own shares while telling shareholders everything is fine.
   Loss of Talent: If the performance issues are causing high-value employees to leave.

3. What to Do Next (Investor Actions)
   Re-evaluate the Investment Thesis: Ask: "Did I buy this stock for growth, and is that growth still happening?" If the core reason for owning the stock is broken, you may need to exit.
   Check Cash Flow and Debt: A company can survive a bad quarter, but not if it has high debt and low cash.
   Look for Alternatives: If you sell, is there another company in the same sector with better management that is not experiencing these problems?
   Consider Tax-Loss Harvesting: If you are holding a significant loss, it might be an opportunity to sell and use the loss for tax benefits.

Summary: A 15% drop is a massive signal from the market. While not always a reason to immediately sell, it demands a thorough review of the company's fundamentals and a critical questioning of management's narrative.

SETH was a total setup: I have it on good authority that one of the question were real, and were made up to be softballs for mike.

So much for leadership transparency.

Proof: Nothing about RTO and HMP.

With the release of the E files, ya'll know, I'm not about to type any more details than that...

I have to ask. Has anyone searched through our current BoD? Leadership Chain? Or priors who've left? I think we would all love to know the company is at least clean of that... if not much else.

It all points to one thing. They're creating a work environment so toxic that many of us will decide to leave instead of suffer through it. It's all planned. Why pay severance if you don't have to? Make it unbearable for folks to work and they'll leave for free. A--holes.

Oracle is known for having too many layers of management. D and his close circle handle all the big meetings, while everyone else only gets small pieces of the work. This keeps the rest of the team from seeing the full plan. If Oracle fixed this and shared more information, the company would be much better off.
Need to get more Directors off-boarded or shuffled from their meeting favorites.

Why did all FTE not get yesterday’s email? Multiple on my team had no idea what the lot of us were talking about. Not that it wasn’t just a pathetic excuse for “transparency”.

More people are starting to realize I wasn’t crazy for speaking up and exposing T-Mobile.

https://linktr.ee/marc.palasciano

Hey, its a tell all, what's your base salary increase/decrease and bonus increase/decrease, and what is your LOB (or field if business), JPM location (or overall area). Give percentages, or as much detail as possible. Are you depressed about comp?, are you going to quit and why? How long have you worked here? Etc. Let's be transparent.

Agent provocateurs get on here and incite fear every damn month. They probably don't even work here. This is why corporate should have a policy of transparency about upcoming layoffs.

By this point we’re usually given at least a target or some directional guidance. Instead, nothing. Total silence. That’s not an accident, it’s deliberate. When leadership stops communicating, it’s usually because the message would land badly. Something’s clearly being set up behind the scenes, and employees are the ones being left in the dark yet again.

We were told we were a family. That this culture was different. It’s only a matter of time before you are deemed not efficient enough and they show you the door.

I had coworkers that have recently been on baby bonding leave, others that are in their early 60s and too young to take Social Security. Not efficient.

I’m so sick of it. Anyone with a VP title and making these decisions just cares about the stock price and their payout and making sure that they have enough. Last year alone our CEO sold over $40 million in stock, that’s on top of his salary. Oh and how many millions did the Ballroom donation cost T-Mobile? I guess they’re making up the difference now.

The only thing I think we can do is join together and unionize through CWA just like ATT and Verizon have done. We need better protections, more transparency, and a seat at the table when we can get it. I don’t know how we do this but I know I’m tired of being thankful that it wasn’t me that was let go this time around.

I know there’s a lot of noise with the outage but anybody catch that last call where Liane Lanier was selling us on indirect locations?

Did anyone else leave yesterday’s East call feeling patronized and frustrated? It felt less like a strategic update and more like an attempt to gaslight the entire organization into believing agent locations are outperforming corporate stores.
We are being fed "metrics" that supposedly show agent stores winning in customer experience, yet those of us on the ground know the reality doesn't match the slides. If this move is strictly a cost-cutting measure, then have the professional courage to say that. Instead, we got "glamorous" hosting, skits, and tired slogans while our actual reality is being ignored.
The most insulting part? While leadership plays around with "hustle" acronyms, those same "devoted" agents are already telling our teams which corporate stores they’ll be taking over in the coming months.
We are out here working our hardest for this company, but it’s impossible to have "heart" for a leadership team that chooses performances and made-up metrics over transparency and respect. The act is getting old. It’s time to stop the show and start paying attention to what your teams are actually going through.

GoDaddy is undergoing significant layoffs that cut across multiple functions — sales, engineering, and leadership. This isn’t just a small adjustment; it’s part of a larger restructuring that reflects the company’s current instability and shifting priorities.

Employees across different levels are being impacted, from quota‑carrying sales reps to technical engineers and even senior leaders. The breadth of these cuts suggests that GoDaddy is not simply trimming excess headcount, but rather redefining its operating model in ways that will reshape the culture and future direction of the company.

For those inside, the environment feels uncertain. Compensation plans have been changing, transparency has been questioned, and now entire teams are being reduced or reorganized. These layoffs are hitting both revenue‑generating roles and product‑building functions, which raises concerns about how GoDaddy plans to sustain growth and innovation moving forward.

Externally, GoDaddy continues to present itself as a global brand with strong market presence, but internally, the reality is different: morale is low, trust is eroding, and employees are left wondering what comes next. The fact that leadership roles are also being eliminated underscores that this is not just about performance management, but about a deeper strategic reset.

If you’re considering opportunities at GoDaddy, be aware of the current climate. The company is in transition, and while it may still offer brand recognition and scale, the risk of instability is high. For current employees, the message is clear: prepare for change, advocate for transparency, and recognize that the company’s priorities are shifting rapidly.

I can deal with mass layoffs. I can't deal with this guessing game and back and forth on whether it's happening.

Why is this not making the news ? Worst layoff possible. Got an email that role is impacted and to join a group meeting. Cam off, mic off, chat off, cant ask questions, no explanation of why and why you?? Cold and heartless.

I haven't seen the 2025 version of the executive compensation document posted online. It used to be updated annually at the below link, but it seems to have been scrubbed from the internet. Has anyone seen the latest, or know if it will be posted in 2026?

https://www.tiaa.org/public/pdf/e/exec_comp_policy.pdf

The lack of transparency on this is outrageous. The amount of people that need to approve just one review is excessive and adds weeks of unnecessary delay to an already slow process.

Why do you need 3 people to approve 1 review when there is limited salary increase, lack of promotions and no morale?

Any one got any wind of what is the 2025 revenue number?. Official results will come only in March. In the past the numbers have not been reported straight. New product development, Mainframe offload cost , operations support are all mixed up now and there is no clear view of which number is coming down or going up. For 2025, most likely executive leadership will announce that transformation program is working as the technology costs have come down. This will ensure their bonuses. But this will be a false signal to market as the cost savings are due to Coforge investing in Mainframe offload and also rebadging of significant number of Product Engineering resources to Coforge. Hope there is some way we can find what exactly is the technology cost and how much has been subsidized by Coforge. Numbers are always manipulated for the benefit of the C suite remuneration!. Time to get to transparency.

#transparency

What a bunch of lies! Facts below:

The $3.7B number includes $450 million in zero-interest loans as part of government shutdown program. That is a loan, members are expected to pay it back, you cannot include the full amount, the most you can include is the interest cost that has been waived.

Honor through Action $500 million over 5 years. You cannot include the full amount that you “plan” to deliver in next 5 years. Just include the amount that has been contributed this year.

These two are obvious lies from the report on our website, I’m sure there is more fluff that is included in that number. I bet the real number is much smaller.

Good thing we are not a public company so no one to keep us honest!

Juan Team, Juan Lie

PS: Annual Employee Bonus for Non Member Contact employees will become more opaque!

Whatever happened to the company survey with the results that bad that they didn’t even share it with anybody

Smart companies & their HR departments use Glassdoor to improve $ It doesn't appear Mutual actively uses the Glassdoor to improve $ Top companies can drive great results using Glassdoor the right way $ memo to our HR, implement this and watch MOA dramatically improve $ Check this out.

Glassdoor Team
Glassdoor Team | Author & Career Expert at Glassdoor | Jul 21, 2025

The best companies know that employer branding is make-or-break. The right approach can help you attract top talent, combat industry stereotypes, and build a workplace culture that actually retains people. The wrong approach? It makes you invisible to the candidates you want most. 

Leading companies are turning to Glassdoor not just for employee reviews, but as a strategic platform with real-time feedback and authentic talent engagement. Here's how three organizations are using the platform to transform their employer brand and attract the right people.

1. Closing the gap between perception and reality
   Capgemini, a global leader in consulting and technology services, wanted its Glassdoor presence to reflect the company’s positive employee experience more accurately. With a large volume of reviews across global locations, they saw an opportunity to better align internal culture with external perception and use that feedback to inform their long-term talent strategy. Key focus areas included increasing review response rates, strengthening the connection between the employee value proposition and day-to-day experience, and using data to identify areas for improvement.
   The company rolled out a required training program to ensure leaders could thoughtfully respond to reviews, with monthly check-ins to share best practices. They encouraged employees to leave reviews at key milestones like promotions or project completions, helping to surface a more representative view of life at Capgemini. Using Review Intelligence™, they analyzed sentiment across departments, locations, and roles on key topics like culture and DEI, and benchmarked those results against competitors. They also launched enhanced branding through the Employer Branding Hub for each global location, sharing localized employee stories, EVP content, and branding campaigns. 
   As a result, Capgemini’s global Glassdoor rating climbed from 3.2 to 4.0. Reviews began reflecting the impact of internal efforts, and the company strengthened its position as a talent destination — improving both hiring outcomes and employee engagement.

2. Building transparencyto overcome hiring hurdles 
   Equans UK, with nearly 15,000 employees in energy and services, faced serious skills shortages and high turnover in engineering. They needed to show they were a progressive employer that valued diversity and growth, particularly to retain apprentices and achieve gender balance in senior and operational roles.
   The company implemented a comprehensive employer branding strategy centered on their Glassdoor profile. They revamped their "Why Work With Us" section and featured their #ProudtoMakeitReal campaign spotlighting actual employees. Crucially, Equans increased its review response rate and acted on employee feedback, demonstrating genuine commitment to transparency and improvement. They paired this engagement with targeted Employer Branding Ads for their key demographics, including skilled trades and engineering.
   This multi-pronged approach delivered massive results, including 84% more unique visitors and 53% more page views across their Glassdoor and Indeed profiles. They also saw their overall Glassdoor rating jump by 0.6 points, solidifying their reputation as an employer of choice.

3. Attracting mission-driven talentwith targeted messaging
   Thomas J. Henry Law, one of the nation’s leading personal injury firms, needed more than just good attorneys — they wanted lawyers with integrity and determination who truly believed in their mission. Their existing methods weren't attracting this caliber of talent, so the firm took a different approach.
   They analyzed what their current employees loved most about working there, then crafted targeted messaging around DEI initiatives and career development. This refined content was integrated into their Employer Branding Hub and, crucially, their advertising strategy. The firm used custom messaging in "always on" Employer Branding Ads across Glassdoor, Indeed, and other sites in their candidates’ online journey, ensuring they stayed top-of-mind with qualified job seekers who shared their values.
   This strategic and sustained effort delivered impressive results: application rates more than doubled in three months, while cost per application dropped 37%. Their targeted approach showed that precise messaging attracted better-aligned talent more efficiently than broad recruitment tactics.
   The common thread: Authenticity drives results
   Candidates can spot inauthentic employer branding from miles away. These three companies crafted credible narratives that resonated with the right talent — and backed them up with real action. This solid foundation, built on genuine transparency and strategic consistency, led to results that speak for themselves: better candidates, lower costs, and stronger company cultures that actually retain top talent.
   Your next great hire is already researching employers online. Make sure they find the real you.

Your company lacks corporate transparency. Modern forward looking companies practice social responsibility with ESG transparency. In 2026, Rich'
Board needs to get into the 21st century with basic corporate norms. Transparency boots employee morale, confidence, and helps the company address and allocate resources better:

++Full Annual Report w/full audit financials & audit report++
++Corporate Executive Compensation Policy & Disclosures Published w/compensation for all SVPs and above by name & amount++
++Publish Board of Directors Compensation along with outside business interests++
++Summary of Board Minutes & Agendas++
++Board of Directors required to provide update to employees and to meet w/employees & clients through focus groups each quarter++
++Publish Annual Filing w/NYDFS w/all schedules on public website++
++Publish 5 year strategic plan to all employees++
++Post Corporate Tax Return on public website++
++Post all pages of the full un redacted rating agencies reports on the public website++
++require all internal leaders of divisions to hold quarterly meetings with all of their divisions and employees especially in IT, Sales, & Operations++
++Human Resources needs to release all results of Annual Employee Culture Survey within 1 month of survey completion++ no sitting on the survey results.
++360 feedback by associates of their managers and their managers managers++

Remember, the cover up is worse than the crime and it's time to stop covering up. This is not Watergate.