#performance

I don’t know why people think results will make a difference. At AT&T, layoffs happen regardless. Good results, mediocre ones, bad ones, it doesn’t matter. They’re just part of how things work here.

Regardless of the reason (short squeeze, car sales volume, etc.) It's a bad look that hertz is at $7.00.
Coming soon Gillybean will brag about how strong Q1 results, but core rental is still under performing.
Product team got bounced from Sandipshit and now report to Dreary CIO. That means the legacy of nearly Ded Ned is gone.

Thank you John for RTO

Looking at this sorry soap opera called Expand one wonders.

Why filling the spaces left by a bunch of incompetent losers that got nothing to show for after 2 years of walking, meeting and sipping like mindless drones?

Why not buying a tent and make this sad show a travelling circus going round and around PA, OK and TX?

Give the investors something to laugh about instead of a truckload of excuses.

I spent years trying to earn a promotion and the bonuses that come with it. Every time I got close, something changed. The metrics shifted, the requirements increased, or the timeline got extended. At first I thought it was bad luck but then I noticed the pattern. They moved the goalposts on purpose. They kept me just close enough to keep trying but never close enough to actually get there. If anybody is wondering, I never got the promotion and I wasted years chasing targets that were designed to move. Now my main focus is to find something else so I can leave.

I think we've slipped down almost to the bottom of the list, judging by the quality of new hires.

Do you know that executives are not part of the new Performance Management? I spoke to an HR colleague yesterday and she mentioned this to me. I was shocked. It seems that the automatic calculation only pertains to T1 to T5 employees. Executives in the areas are above that and their compensation is not part of this calculation. Because of this, most of them got high increases (up to 10%) in their salaries as well as more RSUs than employees. So, these greedy people are taking money away from the employees so they can get more. They are the ones that "make the laws" and employees aren't allowed to complain. She mentioned that compared to earlier years, the budgets for employee compensation was lower in ratio to executive compensation. This makes me so mad.

So here's what I shall do. No matter the consequences, I am giving my honest opinion in the Unfiltered. I know it doesn't make a big difference unless we all do it. But let us not give in to the pressure this time. If we are frustrated, show it in the Unfiltered. If you didn't fill in the survey before, do it this time. If you did and gave good ratings because you were afraid, show your frustration by being honest in the reviews. The Unfiltered results will be picked up by news outlets and they are sure to run stories on how much confidence the employees have in management. It has been steadily declining but the tipping point will be if it goes below 50%. I am sure that will be a big story. And I am also sure they will change the survey questions or frequency after that.

Should I apply for the short term disability? Is it job-protected? I’ve never received an ‘IM’ performance rating. How likely is it that I would fall into the category of being terminated without a severance package?

I have been getting along with my peers and manager well.

At AT&T, that apparently means trimming ambition, stretching timelines, and praying no one notices the difference between discipline and drift.

Have you actually worked with our contractors lately? They have massively lost capability due to offshoring. They basically just have a bunch of people doing copy and paste from old deliverables without any understanding of what the deliverable is. Very low quality coming out of these HVECs today.

it's been a few months now. what is our grading of their performance?

i'll go first:
churn is the worst it has ever been (D-)
we haven't done anything to address our network strategy (D)
we moved data under a guy who knows nothing about data but is a friend (F)
we hired a manager to be svp of analytics, but at least they are friends with CTPO (C-)
we have no call center ops strategy (D-)
we've outsourced everything to hit an ebitda number, but now have no sustainability of ebitda (F)

overall grade... F

$87.71 today and climbing.
Read it and weep.

Not a bad job by the top execs

any company in the world, after certain growth it becomes mature, lackadaisical, entitled, and full of you know what! That is where Nike is and stuck!!
Unable to crawl out of sh4t pile that they slipped and fell.

EH just joined Nike when they came out with "Just Do It" campaign because they were young and hungry while living on the edge. Now, JDI means how to print on the T=shirt and sell it for $25.00 when it cost only $3.00 to produce.

Nike only know how to play prevent defense and that will prevent you from winning.
According to dearly departed John Madden

So now we have a "Panel Manager" role who gets paid 120k per year to literally take a number from a performance report and put it into an email because directors and field managers arent competent enough to monitor their teams performance on their own. 750k per year spent on a team of secrataries to spoon feed directors data from the same reports they have access to. No wonder we have to layoff other roles.

Every time you get an email about a re-organization, you can expect layoffs to follow. This will continue under our current CEO. It’s a way to distract and perform for the board with dismal earnings. Some advice: understand and use AI, you are marked if you don’t; speak up in meetings or you are marked if you don’t; take extra training and courses offered, you are marked if you don’t; if you have unlimited PTO, don’t overuse it, you are marked if you do.

Definitely a better close to the week with the stock over last week and many weeks before.

They say it's all smoke and mirrors though.

It’s convenient to blame engineers at every level, but management seems to operate in a different accountability universe—one where failure has no real consequences.
At the LL6, LL5 level and above, you see the same pattern of weak, indecisive leadership repeating the same mistakes quarter after quarter. There’s little ownership, no urgency to correct course, and no visible standard for performance. Yet the paychecks keep coming, funding comfortable lifestyles that appear completely detached from the results they deliver.
What’s worse is the revolving door. Ineffective managers get swapped out, only to be replaced by equally ineffective ones. Nothing improves because the system itself tolerates—and even rewards—mediocrity. It’s not just an individual failure; it’s structural.
At that point, calling it a product-driven organization feels dishonest. It looks far more like a closed circle protecting itself—an insular social club that talks strategy but consistently fails to execute anything of real substance.

If you sent a job to the Total Remuneration department to be graded and the job description included "data entry" the job would most certainly come back with a low non exempt pay grade. But that is what the refineries have engineers doing, data entry. When drawings and equipment databases need to be updated, the process if for the highest paid and highest skilled people to sit at a computer and do tedious data entry instead of handing this off to staff. This is just stupid. And to add insult to injury, there is no org wide initiative to entertain work process improvement opportunities. If we raise this as an opportunity, there is no mechanism to hear it or act upon it. This breeds mediocrity. Let the engineers do engineering work and project management, and hand off the lower level work to cheaper employees. What are we doing here? How about you go back in the wayback machine and read Tom Peters instead of worrying about the cost of coffee and copy paper.

Classic Drum "We know we have been doing badly in pre sales. Strange he kept on saying we are doing good. Finally admits losing customers to other clients, re org of the GIS Sales team.

Looks like his on his way out this his last chance. Dave K has been made the new Sales leader, eventually primed to take over Drums job.

With Mortal Kombat II hitting movie theaters and video game platforms this summer, employees here swear RV has been studying for a cameo. Not as a hero—those roles require budgets—but as the impeccably calm, soul-stealing iconic super-villain who whispers “Your soul is mine!” every time another “efficiency initiative” rolls out and heads must roll.

In this corporate remake, positive operating leverage is his finishing move.
Shareholders cheer as expenses drop, margins rise, and the stock price performs a “flawless victory. “

Meanwhile, employees brace for the monthly and quarterly “global realignments,” which arrive with the predictability of a franchise sequel.

Associates joke that RV has mastered a rare power: absorbing the power of others, all while maintaining the GLP1 expression of someone who already knows the next round’s outcome.

In this Mortal Kombat remake, no one throws a punch. DM's spreadsheets do all the fighting.

Our Q1 earnings call opened with its usual corporate shine: revenue up, efficiency up, and the stock price climbing like it had somewhere far better to be. But when the discussion turned to employee merit increases, the mood darkened faster than a server outage on payroll day.

Executives praised their “disciplined approach to compensation,” which employees on TheLayoff.com immediately translated as: “Your raise will be so small it can be expressed in decimal places.”

Associates reported merit bumps between 0.00% and 1.00%, the kind of increase that doesn’t meaningfully change anyone’s paycheck—or mood.

Meanwhile, the Executive Committee’s compensation disclosures told a very different story—one written in double digit percentages. As one commenter put it: “Our single digit raises must be the secret engine powering the double-digit growth in the stock price… and the even bigger growth in the CEO’s bonus.”

Consider RV’s 2025 total annual compensation of $83.5 million USD is roughly equivalent to the annual earnings of about 17,000 average workers in Pune, India. Interestingly, according to company sources, BNY India operations currently employ 7,000+ people across Pune and Chennai.

The CFO’s package drew similar reactions: “My raise couldn’t cover a tank of gas. His could fund all the lost tolls for ships transiting the Strait of Hormuz.”

Employees joked that BNY had perfected a new economic model: Shrink employee raises + Inflate margins = Celebrate the ‘efficiency gains’ with ginormous executive compensation packages.

By the end of the call, the stock was soaring, the executives were glowing, and associates were refreshing TheLayoff.com to see who got “realigned” next in the daily crusade for cost-efficient chaos.

A flawless quarter. KPI’s say one thing while non-digital human associates say something very differently.

My timing is not perfect here but I am curious - have they changed the bonus formula ??

Anyone?

Taking Million$ while delivering nothing. Best seller coming to a E- bookstore near you.

Why don't we include another brutal truth here?

Our costs are out of control and we are failing vs competition and our benchmark is BS.

Are we hearing the feedback from the broader organization?

Verizon is currently conducting time and motion studies:

1. The Core Concept
   A "Time and Motion" study is a method used to determine the "standard time" it should take to complete a specific task.

Time Study: Measuring how long a technician takes to complete an install or repair (e.g., "30 minutes for a router setup").

Motion Study: Analyzing the steps or movements involved to find the most efficient way to do the work with the least amount of wasted effort.

1. Modern Application: Verizon Connect
   In 2026, Verizon doesn't just use stopwatches; they use AI-driven software. Their "Time and Motion" data is captured through:

GPS & Telematics: Tracking "dwell time" (how long a van is parked at a customer’s house) to see if the work matches the scheduled duration.

Planned vs. Actual (PVA) Reporting: Comparing how long a job should have taken versus how long it actually took.

Breadcrumb Trails: Seeing the physical route and movements of a technician to eliminate "dead miles" or inefficient routing.

1. Why Verizon Uses It
   Verizon uses this data for three main reasons:

Labor Standards: Setting realistic quotas for technicians so they aren't overworked, but also aren't idle.

Customer ETAs: Providing you with a "the tech will be there between 1:00 and 3:00" window based on real-time data of how long previous jobs are taking that day.

Cost Reduction: Identifying where time is being wasted—such as a technician having to return to the warehouse because they didn't have a specific part (a "motion" error).

1. Technician Perspective
   If you are a Verizon employee, "Time and Motion" is often the metric used to evaluate your productivity. It measures your "wrench time" (actual work) versus your travel time and breaks. High-performing techs are those whose "actual" times consistently align with the "standard" times determined by these studies.

Another earnings beat. Feeling grateful his morning, go USB!! 👍

I have been with the company for around 15 years and have yet to receive any actionable feedback or coaching. I must be a rockstar right? My assessment results have varied wildly but I have never been below VG. I am not a hipo. It is extremely frustrating to receive feedback that cannot be actioned such as your role is limiting your assessment outcome and get a new role.

Don't ever forget it. You're more likely to get laid off if you're skilled, experienced, and outperform than if you're an average slacker who's just good at office politics. The better you are, the higher the chance you're deemed too expensive for a company that cares neither about the quality of its people nor the quality of what it delivers.

Long story short: Our location out performs Portland and especially remote Tempe employees by miles. Everyone knows this including leads and managers. They just don’t do anything about it because the environment simply put is “someone else will do it.” - very bad perspective, but it’s true. They don’t address the lazy people because at the end of the day the job will get done.

During our team meeting today the last remark was “accountability.” Which I thought GREAT! I have literally been bringing this up to management for MONTHS. However it took a turn when it was directed towards us…. The at/above performing location. Followed by the typical avoidant manager phrase of “you each need to hold yourself to high standards.”

Basically what I got out of it is “We know people aren’t carrying their weight. So that is why we are expecting all of you to carry it for them.” What in the clownery is this work environment?

For 2025, CEO Dr. Udit Batra received $14 million in total compensation, a 25% increase from the prior year. Last year was 11.14 million, which was 125x the median Waters employee salary.

https://www.panabee.com/news/waters-executive-compensation-2026

Since I know these posts get to you.

Gold almighty do something to get the stock up already. Earn your salary.

My portfolio didn't need another dead weight CEO

This guy doesn’t know jack fu--ing sh-t about AI. This Town Hall was the worst I’ve ever seen from this incompetent sack of sh-t.

Tell us to implement AI when we’re blocked by D-mb and D-mber Legg and Markus on any actual use case. Can’t wait to get laid off because Legg tripled the Azure bill to accomplish nothing but tell shareholders “AI”.

Thank god ask AT&T has a PDF to podcast generator though, that surely creates value.

Can someone briefly explain what is going on here, you see the stock going up and you've got X posting on LinkedIn. How Xerox and Lexmark are award finalist etc. Are they delusional or are we missing something or what?

I am the manager of three former ExxonMobil employees:

The first is desperate to please me and shows strong “boss-pleasing” behavior. It’s frustrating because I need him focused on productivity, not on feeding my ego. His results are what matter.

The second reacted strongly when I asked for help moving a table, saying it was a safety risk and refusing to do it.

The third seems to be living in the past. I hear “when I was at ExxonMobil…” at least five times a day.

I’ve started to notice a pattern. Former ExxonMobil employees often seem like they’ve gone through some kind of conditioning and struggle to behave normally in a different environment.

I don’t know what the company is doing to its employees, but it feels intense. They all come across as somewhat distressed, almost like they’ve developed an obsessive or overly rigid mindset.

I’m not sure what to do. They seem like capable employees, but their behavior is unusual, and I don’t want to fire them.

Any ideas on how to “reverse” the ExxonMobil effect?

P.S. They all say they left due to strategic changes, like departments being moved to other countries, not because of performance issues.

What are people hitting quota wise to go to club this year?

Stock is up 10% for the year but down a bunch after the 2025 reporting spike. If the market doesn't like Q1 I can't see how he's around by the end of the year.

No more RIF for next 8 months from Oracle but expect some performance based layoffs in mid-year. Here are the things you should note

1. Keep minimum 2 projects in your portfolio
2. Ensure you work with your customers. (don't rely on your lead or manager for inputs)
3. Maintain good relationship with your manager peers
4. Talk less. Don't share your stuff with anyone.

5. If project is not viable or repetitive, just move on

   AI is helpful for you to deliver things quickly but makes you d-mb in outside market. You get into a loop always without reason because AI does the reasoning for you.
   Use AI to remain competitive to deliver in project but don't rely on it for ever. Remember management will push AI usage to automate your work completely and stabilize it.
   Once project is stabilized you are out of game.

It's always about the bottom line and nothing else. That's exactly how they keep bleeding skilled, competent, and experienced people. It solves immediate problems and protects leadership bonuses, sure, but long term it's a disaster. If they put any real strategy into layoffs, they could cut costs and keep talent, but that would require effort. Too much work, I suppose.