Apart from CEO.
27 replies (most recent on top)
@e9 Stop dreaming
The amount of times I was sc--wed wages wise.. promised if I moved to a new role that I would be sorted out later and then HR saying " not our problem".
The logo su-ks
@bx encourage acquisition was a disaster
@e6 what do you have against employees owning company stock? Employee Stock Ownership Plans have a lot of upsides:
Retirement Plan: A retirement benefit that often requires no out-of-pocket contributions from the employee.
Wealth Building: Employees can benefit from the company's success and share in its growth.
Motivation: Fosters a sense of ownership and connection, potentially increasing motivation and productivity.
Employee Retention: Serves as a strong tool to attract and retain talent.
It also fosters a mentality of setting up a company for lo g term success instead of milking every short term penny out of the company like we are seeing at Dell right now.
@bb Ok Comrade, tell it to the shareholders.
@OP Layoff half of a team and bump up pay rest. Repeat that every level. Expect more from everyone but pay up more. Attract better people, better people make better company.
Fox that fkn LOUD squeaking mens room door in RR3....the whole building hears it when its opened
Not acquire EMC, DELL su-ks!
guarantee no more WFR....
I would take back the 15 years I spent doing everything that was asked of me, meetung rvery quota and goal expected of me. Only to be unceremoniously canned because some consulting firm said so.
No storage quota.
The mid to lower tier managers have lost all ability to manage. They are tuned out. This company has clearly seen its best days. I have recommended recent college grads to come here, but that has stopped. I would not recommend any college grads or interns to work for Dell.
I have no metrics to abide by or meet but have in the past at a previous position in Dell. IMPO, metrics are pointless. They don't make better employees. They don't improve productivity. They don't generate more money or sales. They are made up figures for directors/execs to use against you if sht hits the fan.
If someone has a large account and/or client that brings in a lot of buisness and money per quarter, year, or whatever... Then why force them to make x amount of phone calls or whatever tf ya'lls metrics are per quarter? Let people DO THEIR JOB. Those who are low performers are obvious. Those who don't care, or slack off are also obvious but increasing metric numbers for those who ARE money makers is just going to make those top performers call it quits.
For starters, get rid of JC.... IMO he's responsible for the downfall of employee morale, happiness and reason why dell is underperforming compared to the competitors - HP and Lenovo specifically.
I don't think MD has much to do with the company anymore, at least for a lot of things.. He's the face, obviously but I guarentee you 99% of what MD says is coming from JC. MD made his name known already. EVERYBODY knows the company Dell and everybody knows WHO MD is. He's worth billions, made his money and semi "runs" the company.
JC on the other hand is a multi multi MUTLTI millionaire who NOBODY has ever heard of outside of Dell and stock market/investing world. He's a nobody to the public eye, which probably eats away at him at night lol. There is no such thing as a C level exec who doesn't have a massive ego. Especially ones at companies as massive and well known as Dell..
Whatever makes him money - or COULD - he's all about it. To think he gives a flying F about employees is naive and hilarious. Layoffs = more money. No promotions = more money. RTO = buildings being USED and not wasting money on keeping the A/C and elec on for no reason. Realistically, the RR campus could easily be a 3 building campus if done correctly. Why we need 5 or 6 buildings is beyond me. RR1, 2 and 3 would be plenty... if done correctly which Dell does nothing correctly and especially beneficial.
Make it an employee owned company i e employees own 100% of Dell stock.
J.C.!
I would start by recognizing and rewarding those who contribute through their work, rather than those who don’t. The professional structure also needs adjustment: HR should have greater authority in recruitment, while management should be removed from the process to prevent mediocrity. With a flat organizational model, we should leverage it for efficiency and stop wasting energy on micromanagement. Too often, management fixates on the wrong priorities instead of supporting and encouraging employees.
At Dell, we have metrics, but there are far too many, and they’re typically used against employees rather than to promote or reward them—an ironic misuse of data. HR should take ownership of these metrics and ensure management is excluded from recruitment decisions; otherwise, nothing will change. This shift alone could significantly improve morale.
I have noticed some positive changes, particularly efforts to empower employees, but bureaucracy and red tape remain major barriers. Employee voices have rarely been valued, and ideas or suggestions are often overlooked. This must change. A voting system where employees evaluate their managers could hold leadership accountable and encourage them to better support their teams. Employees already do a lot for the company and for their managers—the same level of commitment is not reciprocated.
Finally, departments should not be isolated from one another. Allowing teams to interact more freely within shared spaces could foster better communication and collaboration.
These are just a few ideas that could make a meaningful difference.
Lets start with KPI's.
We have so many its hard to keep track.
Sell server,sell storage,sell CSG,inrease peripheral spend,increase year on year spend,use smarthub,use sales chat 5 times a day,log calls,arrange onsite customer meetings,contact and close inbound and outbound leads ,quote all customers for server and storage and CSG every quarter even if not intrested or working with partners and on and on.
Its never ending madness and stinks of desperation.
@ay Well, that's every large company.
Promote, hire, and fire based on merits
The COO. Obviously.
Throw every single metric we have out the door. Figure out what we actually want to achieve and then measure what makes sense to achieve that. That metric should be the same for every single organization. If I could make it into two metrics I would suggest: cNPS and eNPS and nothing else.
Dell has somehow managed to find out a way to sc--w both the customers and the employees. I don't know who is happy in this situation, but I certainly hope that someone is because otherwise it's even more pointless.
all the whiners that are still employed there
Let me use my password manager again instead of blocking everyone's extensions and forcing ads
Give us choice for apple macbooks
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