For the years our team has had terrible scores for it's manager and he doesnt share them at all with us. He just complains about how disloyal we all are. Then retaliations start
No one reads Tell Dell or actions any of the changes. Is ignored in our country
Years ago used to be HR led to find the areas of concern they would never hear then talk to staff, now it's just ignored.
If you have a a low or - score here it's 2 strikes and your out, or best case moved back to a individual contributor.
The hunt is on as managers plan solo meetings to find who gave them a bad rating and manage them out. Waht if line leaders got all bad ratings
any correlation with managers having poor ENPS scores and known for intimidating team members?
Team ENPS is massively important. If you have an entire team that dreads going to work, doesnt feel they can contribute without being yelled at and cant see any hope, they arent going to represent you the best to the customer. People buy off enthusiastic and confident people. People want to work with smart people who make them feel good. If your team is all miserable and have been for years it's such a waste.
A manager absolutely can influence that. Plenty of management, but no leadership is what matters.
ENPS or employee net promoter score is a dubious measure against managers. The questions that lead to this score are about how you recommend Dell for others. This is a question on Dell and it is counted on managers who in almost all cases cannot influence this score. In our group increasing ENPS is part of our annual goal. Our team ENPS score is 48 which is higher than our organization score. There are some teams I know whose scores are in single digits. They are pretty nervous.
ENPS is the key metrics. It's the one number that MD cares about $$. For low scorers there could be direct appointment with MD.
Tell Dell depends on the country managers. I remember a manager who had good Tell Dell results being told by his manager that he wasnt being mean enough and his marks were too good. Our country managers pay no attention to ENPS
EMC people are drowning in the weekly spreadsheets and weekly call files and now this new ENPS metric? There's more to come. Can keep you so busy filling in and reading spreadsheets that you wont get time to think about it.
EMC managers stop this holier than thou drama. We in Dell know the kind of bureaucracy politics and red tape that exists in EMC. You are filled with so much fluff. EMC globally is a spent force. The best leaders and technologists have long departed. What you have in EMC is a hollow shell with inefficient bunch of people. These people want to hoodwink Michael by cooking up fancy product ideas. EMC leaders just doesn't know Michael yet. He is the Avatar of bringing in cost efficiency through cost cutting. He doesn't get enamoured by technology glitz. Always focussed on the bottom line he knows how to use EMC existing technology base to extract his pound of flesh. Just wait your honeymoon will be a over soon.
In EMC as managers we were scampering around today to understand TellDell results. The main points of discussion was who are the detractors and promoters. How to identify them. How to make sense outta this ridiculous thing called net promoter score. How the hell are these related to the project work we are doing.
As an EMC manager this has been a low day for me although my TellDell results are in the 90 percentile which I understand is great. My angst is stemming from why the hell are we taking this exercise seriously. Is this like some senseless cult like ritual we have to bear with every fricking year. Why the hell is a feedback response from the team which results in senseless percentages taken so seriously. Just wondering in which stupid soup we have landed due to this Dell acquisition. We were warned that Dell is an idiotic company filled with idiotic rules and I keep wondering what is coming next. I don't even have motivation to do any work after this stupid TellDell exercise. I want to get out of this sh--hole. Go to some small startup and spend my life and time meaningfully. Tonight I will just have wine and cheese to wind down.
@NLW3xAw-2aat - don't forget that managers with low participation will also get dinged and retaliate since those anonymous results show exactly who did and did not "tell dell". Oh the games Dell plays ... how I miss them!!!
To the managers in EMC new to Dell and Tell Dell. Be careful about probing and retaliation. Just lie low for sometime as HR will be on prowl to find people who retaliate. You might end up with an harrasement case and get ignominiously fired. This is an old game in Dell.
May be this is the first year in Hopkinton, they should take a lesson from NDC Nashua, NH.
Here managers get survey results directly from Directors and above. Making fool of process.
Now that the survey results are in, I'm already hearing stories from Hopkinton about managers trying to figure out who provided poor feedback by requesting a 1:1 meeting with each team member to gather "constructive" input about the survey results. By probing for and comparing each team member's input, the manager can determine who said what on the survey. This certainly sets the stage for future retaliation. The survey was supposed to be confidential, but using this coercive technique to identify where specific responses came from removes all confidentiality. What a shame. Based on this information I've heard, I'll never take that survey again.
If you are having a small team of senior people reporting in and who are likely to give bad scores then many experienced managers in Dell use the strategy of increasing the team size by inducting junior new hires there by diluting the negative effects.
Bozos at Dell Storage Bangalore are celebrating.. Strategy has worked.. Shame.
Corporate Psychopaths experienced advice would have been useful to a couple of Directors in Dell Storage Bangalore. These two got their arse busted after they rounded up and threatened a team who gave low scores to an incompetent manager. They are still surviving and off the hook as Indian teams have different HR rules.
Amen and om shanti om
I know director of TCP/IP in VMAX. Great lady! Alesia is her first name. She has no clue what socket() bind() connect() does. You got to love her :). Again great employee. We need more leaders like her.
The reply by this Psychopath seems deplorable. But it is an all too common line of thinking in management. It all starts right from the top. In capitalism a company is solely motivated by profits by hook or crook. Values and ethics are an eyewash. But you cannot do away with these as the herds of workers need a semblance of order and protection. People in human resources know this too well. The fake concern they show towards employee issues are all a well laid out strategy. Eventually you are all resources to help maximize profits. Everyone including the psychopathic directors are expendable. It is finally a game of survival to get your paycheck.
Managers , Directors ( Inside ) and ORSD are protected and will never reveal the real numbers and what one writes. Mario Haas will put a great PPT that all is great
Awesome Psycho. As an engineer I would never want to work under an a--hole of a director and manager like you. Go fill your team with stickers.
Not surprising. As a veteran Director with over a decade in Dell It has been my advice to many of my managers. Just play down and pay lip service to TellDell based action plan when you get low scores. Don't question the outliers and rebels openly. Lay low for some time and brace yourself for attack very subtly. I also suggest not to go for a full frontal attack in the immediate next performance cycle as there is high possibility of HR monitoring low scores. The HR also needs to showcase work and can pounce on Managers. Don't giveem the opportunity. Patience pays. Ask the HR morons on remedial measures as if you are all too concerned. Plan for your next Tell Dell cycle by slowly nudging the outliers to quit before end of Q4. Don't even go the PIP route as it is highly cumbersome and weighed against the manager especially in a low TellDell scenario. Game the system. Screw your employees.