How YE process is done

Having done this process MANY times before I left, lets reveal the big "secret" on how this process is done:

Direct manager - rates employees with "guidance" on how many of each ratings you should have by job level
Senior manager - Reviews all their direct managers to make sure they are within "Guidelines"
Business leader- Reviews the each functional are and region globally to make sure each region is within "Guidelines"
L2\L1 - reviews each business to make sure they are within guidelines

At each level rankings are reviewed and changes to meet the "guidance" (guidance=Mandate) are "suggested" until the whole area meets guidelines at each job level and in total.

Guidelines Historically (I don't work there anymore so I can't say what this years is)
By Job Level, which means all employees in your area must have the below mix
JL 1,2,3,4,5,6,7
1 rating - 20% Max - No more than 20% of any one job level or in total can get a 1
2 rating - 60% Max - No more than 60% of any one job level or in total can get a 2
3 rating - 20% Min - No LESS than 20% Must be given a 3 of course you can do as many 3 ratings as you like provided they are not all at lower job levels

Now the merit pools are assigned as a percentage of the total salary of the region or functional area. So if you have $1m in payroll and the pool is 1.5% (which it was last time I did this horrible process) you have a $150,000 for merit increases to spread amongst your people based on ratings and where they are compared to midpoint for their job category (guidelines here as well).

So most managers are left with a choice give everyone 1-1.5% increases and have everyone be unhappy or try and pick the people that would hurt the most if they quit and give them at least some thing reasonable ie 3-5%

So right now they are likely waiting for all those levels to "suggest" the modification to the level below them and then providing the amazing 1% merit pool to doll out in the hopes of not losing the entire population. So in fairness its not that DXC doesn't give you raises, they give out a merit pool that is so small against a population that is so far outside of a reasonable salary for the job they are doing managers are left to try and solve as many potential problems as they can with a budget of money that isn't enough to give even the most basic raise.

Bumping this from @1qwx+1scc69g1, so more people can see it.

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Please all do the year end process. We are busy filling our pockets

@1erp+1shal9QY
@1yzt+1shal9QY
"If your 3 ranking is a surprise then you have a bad manager. You should be hearing all along about performance problems. If you haven't heard anything and get a 3, you should be throwing their lack of feedback throughout the year in their face. And of course document everything from that point forward. You should be documenting every thing but that is a different story"

When I worked under Kathryn Verity (GSS UK Lead) who was one of our HPE managers that came with the merger, she had a nasty habit of doing this to people that made her have to do anything outside of acknowledging their existence.

You could have a year of outstanding / good work and then it'd all be undermined because of things not in your control, eg being 1 of 2 on a team of 5 who were all on leave and not being able to fit client meetings into your calendar. Or not meeting KPI targets because you're dependent on others to provide you necessary data and there's a bottleneck on staffing. Nevermind if you were having to hang around till 10PM to wait for the 1 project lead to approve your docs to issue so you met client KPI, that was "flexibility expected of the role"

She'd find subtle ways to undermine you unfairly. Ask a colleague for help ordering equipment during COVID? Wasting their time. If you made "noise" as she put it that out you on her sh*t list. I knew people who were dealing with severe health issues that she called out for "poor performance" and OH had to put her straight. She actively deterred people from discussing pay, told us to focus on performance over pay, and if you tried to go around her (eg go to company leadership to question why you didnt get a pay rise) she'd try and bully you with threats of disciplinary action

This woman poisoned 2 years of my work life. I moved internally to another role and when she found out she lectured me for not telling her I was applying for other roles because "it would've been the grown-up, professional thing to do" and this was after she berated me for not stopping to tell her I was leaving to address an emergency with an elderly relative

The only people she was consistently decent to were her clique of local mates from the HPE office. Other staff she disliked she would bad mouth in front of others which is bad form for a manager imo.

She got a Silver Parachute in the form of TUPE over to Dedalus where she is hopefully reflecting better treatment from a diff. company towards her staff

reasonable ie 3-5% , Thats not reasonable after not getting an increase for 7+ years. Fu-k DXC, I am leaving soon from Tulsa with no notice as they don't deserve it

Nobody should be getting a 3 without prior knowledge. You need to be on a pip or warning for that.

2’s are unlimited and everyone should get one. They changed the wording to make people feel better. Whereas 2 has historically got you a raise, the current 2 doesn’t.

Simply put….
Historically 3 was standard, 2 was exceeds, 1 was impossible.

Nowadays 3 is bad, two is standard and 1 is exceeds.

This is kinda true. There are no forced number of 3 rankings that I have ever seen. There are poor managers who rank people a 3 and then don't have the professionalism to explain to the employee why they are a 3. If your 3 ranking is a surprise then you have a bad manager. You should be hearing all along about performance problems. If you haven't heard anything and get a 3, you should be throwing their lack of feedback throughout the year in their face. And of course document everything from that point forward. You should be documenting every thing but that is a different story

On by 49+ years in IT, DXC has been the cheapest in merit increases. Only 2 in 12 years, one for less than 1% and the other for less than 4% and every year but 1 (with a people manger that I don’t get along with ) I exceeded some if not all of my goals.

Before DXC I was getting 10 - 15% increases. The job before DXC I was played off with 6 months severance , 4 weeks paid vacation and I am now getting a pension from that company

This is exactly how it is.
What annoys me is I genuinely have people who deserve the top rating because they consistently out perform their peers, yet there's never enough top ratings so some poor barsteward has worked their arse5 off year on year may get it one year and not the next.

DXC are not alone in this method btw. My previous company did the same.

It happened to me personally too. All I'll say is, if you didn't get it this time, then you should get it the next time.

It su-ks but it seems to be big corporate standard.
What differs in DXC is that pool of money. It's cr-p compared to other SI's.

Thread regarding DXC Technology layoffs

How YE process is done

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