A monthly aggregate means that we don't know about any data problems until after the fact. And since this data is tied to performance and possibly bonuses, we should on a weekly basis if any of our in office days didn't track accurately. Fix this please MC!
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@jh I track my time on my calendar and an Excel spreadsheet and take screenshots from Workday. If anything should happen where they want to argue that I wasn't in office, they can pay someone to review the security footage of my arrivals and departures from the hub and then give them to my lawyer. I am not fu--ing around.
@g7 I'm literally tracking the time I get there and the time I leave like I'm an hourly employee because I do not trust them. They swear they're not using it to track that nor are there plans to (coming straight from CK's mouth) but we all know that's a straight up lie.
@av they’ve gotten my attention with the IP tracker and I now make sure to be in office 12-13 days per month. Last year hit 162% of goal. This year once I get to 100% done. Worked my a-s
Off 2% raises and got a meaning performance last year. Only going for goal here on out.
@b3 "it's not a cult" -GK after being hired by AC and someone commenting that he had hired yet another person from McKinsey.
@bj Honestly, I just want to feel trusted like I was before. I have proven myself over years of working whatever it took to get the job done and more to suddenly be tracked and micromanaged. Severance would be a godsend at this point.
Give them some time, OP! They've only had 4 years to get this reporting correct.
@b4 this conversation isn't for you then. If you want a different type of role that has hybrid it's on you to go get it.
@bb for real. Could you even IMAGINE the talent we could snipe? We need that kind of talent for innovation. If she had left it open to remote and very flexible hybrid arrangements she could have had her pick of top talent across the industry probably at a discount for that flexibility. But nah. She'd rather do whatever this is instead.
For someone who blasts strategic visions on our laptops and in every miserable town hall she sure has no ability to strategize in any way that's beneficial.
We had remote and hybrid employees before COVID. I was a hybrid employee and I was in two days a week. That was what our BL agreed upon. Everyone was fine with it. There was no tracking, and if one week you didn't come in because your kid had the flu? Totally fine. You didn't have to load up days in the following weeks or months to compensate.
I want the flexibility I had before COVID back. I want my two days a week hybrid situation that wasn't tracked or micromanaged or monitored.
@b4 yup. Some positions that just makes sense. And in some it doesn't. Should call center employees wear a suit every day? Should tellers be on call for tech incidents at 2am?
Not everything needs to be the same for a healthy workplace culture. Trying to make it so in toxic and inefficient.
@b3 Seriously, can you IMAGINE how the company would thrive, internally and externally, if she had the innovative capability to implement a fully or even just MOSTLY remote work model?
Instead of paying for employees' public transport passes, the company could provide a stipend for employees to gather in rental co-working spaces if needed or wanted? Or lease smaller office buildings or a floor in a larger corporate office building?
Can you imagine the impression that would make on the rest of the banking world? How the company would be an actual leader in the industry in a way nobody else is? How they could be the best instead of pointing at everyone else and saying it could be worse?
THAT...
is a company I would be proud to say I work for.
is a company I'd recommend to everyone I know.
is a company I'd go above and beyond for every day, HAPPILY.
is a company I would bank with as a consumer or business owner.
But, as the saying goes: Want in one hand and cr-p in the other and see which gets full first.
@av I work business line. I never had pre-covid flexibility. I was in the office 5 days a week.
@av Well said. We need to focus on getting results, not where people’s butts are sitting as they’re accomplishing those results. But we have a McKinsey cult member in the CEO chair and she does as they say, and follows what other large banks do instead of thinking of anything new or innovative. She just conforms and outsources or offshores everything she can get away with. And that fool in the lead HR role is equally useless. Where is the Board?
@OP No, thats putting lipstick on a pig. Instead of continuing to throw good money after bad, they need to stop the nonsense and return to pre-Covid flexibility within business lines and teams. This whole charade and these RTO reports, whether they be monthly or weekly or daily or real-time, do the opposite of helping us enhance our productivity and serve our customers.
I'd settle for a disputes system but sure.