Thread regarding ExxonMobil Corp. layoffs

Exxon sounds awful to me.

You forgot the most important thing for getting piped. Random chance, how well you are liked, ki using the bosses a ss, if you are a fav or sponsor hipo, supervisor and manager vendetta, age and high pay, needed demographics for meeting pip quota, and finally pi----g off the higher ups by telling the truth about exxon to others. It is not based on actual work metrics. It is all based on perception of work done. Lots of flashy talk and presentations but no actual work. You have to be a great actor at exxon to get ahead. Only the best actors and fakers rank high. If you are truthful and honest you will be out. To suceed you must agree with every ridiculous idea. I have seen it all in my 30 years at exxon. From employees that do nothing all year but present extraordinary pds or eads and get ranked high. Other employees that actually did excellent work and saved the company money piped out because of jealousy. Other hipos that had extreme safety violations that could have ki-led several employees saved by the management. Exxon makes no sense and that is why employees give up and leave. It is hopeless.

@db yes.Many do that

If you are RE, can you elect to retire during the PIP period?

If you want, I can also break down PIP vs. PIL, explain how to navigate the system, or compare MLRP to other oil‑industry ranking systems.

ExxonMobil’s MLRP gives managers a forced‑distribution ranking that places a fixed share of employees into “Needs Significant Improvement” (NSI); NSI employees are then routed into either a Performance Improvement Plan (PIP) or a Performance Improvement Leave (PIL), options that often lead to separation.

Quick guide to what to consider before choosing PIP or PIL

Decision points: Do you want to stay and try to keep your job (PIP) or take a paid separation window with benefits and outplacement (PIL)?

Timing and eligibility: Check your tenure and age rules; some reports say employees under two years or certain age groups face different timelines.

Documentation: Ask for written goals, metrics, and checkpoints before accepting either option.

PIP versus PIL Comparison
Attribute PIP PIL
Primary goal Retain and improve performance Paid separation option
Duration ~90 days ~90 days paid leave
Outcome if successful Keep job Separation (with benefits)
Outcome if unsuccessful Possible termination End of employment after leave
Typical documentation Measurable goals and checkpoints Severance terms, benefits continuation, outplacement

How each option typically works
Performance Improvement Plan (PIP)

Purpose: Formal, documented plan with measurable goals and periodic checkpoints over roughly 90 days. If you meet the goals you remain employed; if not, termination can follow.

What to demand: Written objectives, objective metrics, timeline, who evaluates success, and appeal or review steps. Keep a paper trail of all communications and deliverables.

Performance Improvement Leave (PIL)

Purpose: A paid separation window (reported as ~90 days) offered as an alternative to PIP; typically includes benefits continuation and outplacement support and ends in separation.

Timing: Reports indicate PIL decisions and off‑payroll dates are coordinated with the annual review cycle (summer to early fall).

Evidence and context
Forced distribution: Reporting shows Exxon expanded the minimum share placed into NSI, increasing exposure to PIP/PIL and prompting criticism that the system can function as a covert headcount reduction tool.

Employee experience: Forums and former‑employee accounts describe short decision windows, opaque criteria, and immediate exits for some newer hires.

Risks, tradeoffs, and practical steps
Risks: PIP can leave a lasting mark on internal records even if passed; PIL ends employment but may provide a cleaner exit package.

Practical steps: Request written goals; document everything; consult HR policy and, if available, legal or career counsel; update your resume and network while the process runs.