Thread regarding U.S. Bank layoffs

From the manager's guide for dealing with RTO

Use this guide to help you manage team members who are not meeting the expectations of the office work goal and who are in a hub location. Holding your team members accountable to this goal is one of the expectations of your People Leader Goal. You should seek further guidance from HR Advisory Services (HRAS) if coaching the employee as described in this guide doesn’t result in improvement.

Note: This People Leader resource provides guidance regarding ongoing performance management relating to the office work goal. For information relating to the office work goal in relation to the year-end performance review process, please refer to our Measuring performance: People Leader resource.

Details

As a leader, we trust you to lead your teams with empathy while ensuring you set clear and consistent expectations. Be mindful that the office work goal may be challenging for some. Listen and provide the guidance needed for your team to achieve their office work goal.

U.S.: As a reminder, medical accommodations or flexible work arrangements may be applicable depending on the reason someone is not fulfilling the office work goal.

Europe: For leaders with team members in Europe, approved flexible/remote work arrangements and exceptions may also be applicable depending on the reason someone is not fulfilling the office work goal.

You have access to a dashboard to see how frequently your team members come into the office. This data should be considered, among other factors, when assessing team members’ performance with respect to the office work goal, such as observations of a team member’s work location (in person or via Teams video), vacation, illness, work travel, etc. For more information regarding the dashboard and its metrics, see the people leader resource.

Considerations

When using the dashboard to assess your team member’s in-office work, you are expected to assess the full picture of their performance, collaboration, and in-office presence, including but not limited to the following considerations:

Timing. When was the office work goal in effect for your team member? Because hub transitions are taking place on a rolling basis, team members should only be held accountable to the goal once they have an assigned work location and are directed to work onsite three or more days per week.

Absences. Was your team member on vacation, sick and safe leave (SSL), or an approved leave of absence (continuous or intermittent) during the relevant time period? Don’t count approved absences against your team member.
Note: team members on an approved leave of absence are excluded from the dashboard while on leave.

Work travel. Did your team member travel for business during the relevant time period? Don’t count work travel against your team member, even if they weren’t working from a U.S. Bank location.

Flexible work arrangement (FWA)/reasonable accommodation (U.S.). Did your team member have an approved flexible work arrangement or reasonable accommodation that allows them to work from the office less frequently or not at all during the relevant time? If your team member’s in-office work (or lack thereof) is consistent with an approved FWA or reasonable accommodation, they are meeting their office work goal.
Note: Team members on an approved FWA or remote work reasonable accommodation and their badge swipe data are excluded from the dashboard while the FWA or reasonable accommodation is in effect.

Approved flexible/remote work arrangement or exception (Europe). Did your team member have a flexible/remote work arrangement or exception request approved that allows them to work from the office less frequently or not at all during the relevant period? If your team member’s in-office work (or lack thereof) is in line with such approved requests, they are meeting their office work goal.

Short-term need. Has your team member requested a short-term need to work remotely? You can approve short-term exceptions (up to two weeks) to the office work goal without additional documentation or approval (for example, a mild illness that does not prevent them from working remotely, temporary transportation challenge, other personal issues, etc.).

Other. Was the team member using a temporary badge or are there other reasons the data in the dashboard may not be accurate?


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| 1862 views | | 9 replies (last March 5) | Reply
Post ID: @OP+1kjefx73z

9 replies (most recent on top)

@dd Thank you for this. The fact that this information is explicitly withheld from select employees (non-people leaders below G17) is all anyone needs to know about the toxic, dog-eat-dog culture at USB. Relevant performance goal criteria, necessary to meet expectations, is intentionally obscured from the masses.

If the MC genuinely cared about the success of all individuals within their workforce vs. just padding their golden parachutes, most, if not all of the covert career development, leadership training, and performance evaluation resources would be unrestricted and available to all employees.

However the incompetent managers are keenly aware they'd be quickly surpassed in skills, intelligence, and ambition by their subordinates if there was equal access to resources. The largest head count of inept managers sits in Exec/Sr leadership roles so unfortunately, this information will remain veiled, and for the majority of employees, their career advancement opportunities and / or professional reputations will continue to be sabotaged by immoral, dishonorable managers with full access to the additional set of rules of the game, for manipulation at will.

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Post ID: @14t+1kjefx73z

It would be nice if they actually had updated equipment in the hubs. Old monitors, cheap keyboards, lack of docking stations highlights they don't really care about their employees.

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Post ID: @g9+1kjefx73z

The real reason I posted this, yes I am op, just take my word for it sorry I can't prove it, is that some id--t managers and directors don't have a clue what they're doing and they demand 11 days even if you take vacation or have days where you're sick. Even some managers who hold it against the employee for having less than 11 days but that employee was traveling for work. They're so fixated on the fu--ing number 11 that they can't get their head out of their own a-s. I'm looking at a particular director named John who works for another director named doug in tech. John has his head up his a-s. He doesn't care if you had 2 weeks of vacation in the month you have to hit the 11.

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Post ID: @dd+1kjefx73z

@ct Right? FFS take a stance! Even better if it is breaking away from the RTO stupidity as good employees will flock to work here. We are no leaders in any particular product line so we need to think outside the box. Damn shame our leadership can't do squat.

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Post ID: @d2+1kjefx73z

All things considered, it seems like even this guidance is vague enough to not necessarily lead to harsh manager enforcement. This company seems so non-committed to a strong RTO, which I'm fine with, but why not just go back to a mostly remote model? Go away from the McKinsey playbook and make yourselves competitive in banking by being truly unique and flexible. Instead we get trapped with this wishy-washy and vague rule set that no one has clear answers about.

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Post ID: @ct+1kjefx73z

I love the section of the manager's guide that goes into detail about returning to an office where none of your team is located. I know for a fact that one hub is less than 50% occupied. 200+ desks on the floor; 15-20 people max on the floor at any given time. That's one expensive lease! :)

My manager doesn't care about where I work, but they're receiving pressure from above to enforce the mandate. It's a joke!

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Post ID: @c4+1kjefx73z

I’ll say that being in the office is a major hindrance to our teams ability to do our jobs due y to other setup being completely incompatible with the role

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Post ID: @ak+1kjefx73z

I was remote before covid now I got placed in a hub. I have zero team members at my office. It’s a joke, I swipe my badge and go home there literally is no point to be there!

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Post ID: @a6+1kjefx73z

Thanks for posting. They sure have a lot of what If scenarios to consider. Of course they don't include some big ones: did your team member have any reason to be in the office such as working with another team member? Did your team member lack of being in the office actually impact any of the assigned work?

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Post ID: @a2+1kjefx73z

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