#compensation

Tyson Foods is facing significant backlash from its employees and the community. Workers gathered to protest recent mass layoffs. The rally demanded full compensation and benefits for all affected employees. This action highlights the economic impact of the company's workforce reductions. The community is showing strong support for the laid-off workers.

Davenport, IA

https://www.kwqc.com/video/2026/08/21/tyson-foods-workers-rally-joslin-plant-protesting-mass-layoffs/

Can you please share how much Technical Leaders (Grade 11 or Grade 12) earn in RTP? Salary range in NC seems to be: $187000.00 - $274,100.00

My brother earns $195K Base, 13% Annual Cash bonus, 6% 401K Match and no RSUs in his current job. What would be a strong offer to negotiate along with relocation?

A question regarding benefits:

On my team, two employees are employees are effectively working reduced hours because they have childcare responsibilities during the workday. Why isn't there a “carrying the extra workload” bonus for the colleagues who are actually working their full contracted hours?

If I’m expected to attend the meetings someone else can't make because of school pickup, wait for work that can't be completed because someone's toddler needs attention, cover tasks during someone's childcare gaps, wait for the child to stop screaming and interrupting our meeting, work around someone being unavailable until their partner gets home, accept “my child is on my lap” as an explanation for why something wasn't done, pick up urgent work because someone working from home is, quite literally, looking after a 2-year-old…then apparently my reward for being available during my contracted hours is… more work?

Maybe we should stop calling this a WFH arrangement and start calling it a team childcare subsidy.

If someone's actual availability is 30 hours a week because of childcare, fine...but why is everyone else's salary still paying for 40 hours while everyone else's workload quietly becomes 45?

Just wondering what the proposed compensation is for the people who are actually expected to work the hours they're paid for.

If I leave in the 4th qtr, say Nov 1 would I get 100% of the bonus next March? Is it pro-rated quarterly?

I’ve never seen a CEO completely ruin a company faster than Clay has managed to. Gives up the board and exec team. Doesn’t address the massive pay discrepancy between the two companies when the better performing company is the one being underpaid, and now he lets the only Exec with brains/ba--s walk in Raines.

Everyone complaining about CareFirst while threatening to quit, yet never following through, and claiming they can find a comparable remote job for the same pay elsewhere is simply blowing smoke.

Good luck to all of you, you're going to need it.

I can't prove it but it's what I think. When Alex was brought on as CEO, everyone was like WTF this guy is at best an EVP at PayPal and definitely not CEO material. Enrique joined the board in 2021. When it came time to hire Alex, every board member was not on that search to hire him/her. It was only Ann Sarnoff, John Donahoe (then the chair), David Dorman, and Enrique. It ultimately did go to a full board vote but Enrique was on that initial candidate review team of four that narrowed downt he list. Eleven months after Alex started, Enrique becomes the board chair. With Donahoe, shareholders voted for him. With Lores, it was not done that way. He was appointed via a governance committee. About 1 1/2 years after Enrique becomes chair, Alex is sacked and Enrique is appointed.

Writing from me but data below from ai research and SEC public info discovery.
Alex Chriss (2023) vs. Enrique Lores (2026) equity when hired:

Regular RSUs: Chriss $16.75M | Lores $16.5M
Performance RSUs: Chriss $17M | Lores $16.5M
Make-whole RSUs: Chriss $10M | Lores $20M
2027 RSUs granted upfront: Chriss $0 | Lores $11M
Special stock-price award: Chriss $0 | Lores $25M

Total listed equity: Chriss $43.75M | Lores $89M - dan's comp was less than 30 million btw. Now you tell me how important WE are in this equation? We are not. I've never felt so disgusted with a company.

finally, one more question, why tf was Enrique's comp almost doubled over Alex Chriss? I also looked at his compensation at HP. our equity package was 4x that what he had at HP. something is OFF with all of this. this is what I am doing instead of working as I wait for the axe to come down. go to h*ll PayPal.

The current situation at Canon USA is becoming increasingly difficult for employees and sales teams alike. After rounds of layoffs and staffing reductions, the employees who remain are being asked to take on more responsibilities, more work, and more stress—without seeing meaningful compensation for the additional burden. At some point, continually asking fewer people to do more becomes unsustainable.
The sales organization is facing its own serious challenges. Rising costs in both hardware and service have driven the overall cost of doing business higher, resulting in products and solutions that are increasingly difficult to sell at a competitive price. Salespeople are then put in the position of having to discount deals simply to get them across the finish line, sacrificing much of the margin and profit potential in the process. It becomes a frustrating cycle: prices go up, customers push back, discounts increase, and salespeople are left with fewer opportunities to make a meaningful profit.

Then leadership wonders why employees are burned out, morale is low, and people don't want to work.

The consequences are already becoming apparent. People are leaving, and it is becoming increasingly difficult to replace them. When experienced employees walk out the door and the company struggles to attract qualified replacements, the workload and pressure on those who remain only increases—creating an even bigger cycle of burnout and turnover.

Canon USA needs to recognize that this is more than an employee morale issue. It is a business issue. If the company continues down the same path without addressing staffing, compensation, pricing, sales profitability, and employee workload, the road ahead could become very dark.

Employees want to succeed. Salespeople want to sell profitable solutions. Customers want competitive value. Those goals are not mutually exclusive—but they require leadership to make meaningful changes before more good people decide that the best option is to leave

https://www.medicaldesignandoutsourcing.com/medtronic-ceo-pay-2026-executive-comp/

This is a 10% raise from 2025 Meanwhile stock down 27% last 5 years. Congratulations. Great job GM

Imagine the amount of RIFS that could’ve been saved if these people like GM take a pay cut for the incompetence. Sadly accountability doesn’t exist in this company. And instead they get raises.

100s of them remote netflix all day for months, 6 fig with bonus

When does severance package begin if you were told day of notification was your last day? If 9/4, are you being paid through then w/regular pay?

I wonder, if eventually, this forum of associate honesty would inspire change by the top 4 or 5 leadership positions. Change that they would claim as their smart thinking, and result in a bigger compensation, bonus, reward.

I left Dell at the end of July, and as of now, there are still no sales numbers available for commission sales representatives regarding their performance. This situation feels fundamentally unfair. I'm curious if anyone has initiated a class action lawsuit, as the rollout of One Dell Way should not have occurred without ensuring that sales performance data was fully accessible to us.

Seriously, if the comp. is going down then why are they hiring?
OK, they remove the employees with high salaries, give more work to those who are still there, but then still hire new ones (obviously less pay) does that mean the teams that are hiring are not being affected by layoffs?
Or are the employees that are being given more work complaining so much they actually decide to hire to help them?
Maybe I will be answering my own question now, maybe they are hiring to laying off regardless what happens... Meanwhile the newly hired employee has no clue he'll be let go soon.
Anyone know if this is the strategy they are doing?

Anyone notice the TSRs are hidden until later this week? Who wants to bet the earlier promise of adjusting our salaries up if we were below the ranges goes away?

As expected sh-t bonus considering how profitable the company is. There is no rsus either. Fu--ing greedy ba----ds executives and management

Does anyone know if the compensation and rsu is much higher at execs level

Did anyone here receive additional bonus and rsus like 2025 ?

Question - preparing to be laid off as we all should be, IMO. How does severance pay work - do you get one lump sum or is it continued paychecks based on your tenure. If the later, do the checks stop when you find new employment?

Are pay raises only set by higher ups? Or can your direct manager ask HR to increase your pay?

For decades, Edward Jones’ home office compensation and benefits have been well below average. 20% below-market salaries and bonuses; terrible health benefits; stingy PTO; a pathetic $500 401(k) match. Although there’s a heavily-trod path of young people passing through for a couple years just to get licensed before departing to greener pastures, the firm’s always managed to keep enough people aboard with stability, work/life balance, and other pleasantries. Now that the niceties have been dispensed with, and there’s creepy, grubby tinkering with partnership stakes, what’s left to attract and retain talent? Food days, balloons, accolades scrawled on construction paper with gold star stickers, and the other dog and pony show fluff don’t cut it. FAs and their clients, not to mention the rest of the world at large, are trading in money, not fairy dust. Management shouldn’t be surprised when existing and prospective home office talent turns out to be the same way.

Has anyone actually met a very competent BTC Technical Employee? Someone really good at what they do and can actually compete with an above average US employee? Why would such a person work for 15% of the US pay?

By paying not Market rates and not giving raises or bonuses for many years reflects the
state of the company and its Management. This is not a good management and it will definitely will be working against the growth of the company.

Thanks to the Calgary Herald for the article. Congratulate your executives on their huge payouts...

https://smartcdn.gprod.postmedia.digital/calgaryherald/wp-content/uploads/2026/08/2026_CEOcomp_final.pdf

What is the longest amount of time you have gone with no raise?

Does anyone have clarity on how redundancy pay is calculated in Australia?
In Singapore, FIS paid 1 month's salary for each year of service to employees who were made redundant. In Australia, it looks like FIS is following the government-mandated rates under the National Employment Standards. Can anyone confirm if this is correct?

In my experience, sales leadership at Dell has become heavily weighted toward internal compliance, forecasting, quota enforcement, and protecting the company’s financial objectives, rather than developing and advocating for the people responsible for generating revenue. There is limited understanding of the individual seller’s business, customers, pipeline dynamics, or long-term career goals.

Effective sales leadership should add value by coaching, removing obstacles, advocating for appropriate compensation and advancement, challenging unrealistic quotas, helping resolve compensation issues, and developing talent. Too often, those responsibilities are secondary to simply managing the number and enforcing corporate direction.

The result is a management structure that can feel more administrative than leadership oriented. When managers are unable or unwilling to advocate for their people whether around promotions, compensation, quota fairness, career development, or legitimate business challenges it raises a fundamental question about what incremental value that layer of management is providing to experienced sellers.

Strong sales organizations need leaders who develop people, understand the business, advocate upward, remove barriers, and lead by example not simply communicate decisions downward and hold sellers accountable for the outcome.

Why aren't we earning monthly Verizon Dollars? There's nothing in the FAQ or terms that exclude employees, and my app says I'm earning them, yet I'm not. Surely that measly $10 wasn't all we're eligible for?!

I am out of town, I have been monitoring my mails (using USPS informed delivery). I have not received any mail. I did not see anything on ADP either. Please share if you have already received severance pay. It will be so helpful!

This post on Reddit has a comment that someone’s husband was offered 100k counteroffer retention bonus when he tried to resign. Base pay 600k.
https://www.reddit.com/r/unitedhealthgroup/s/PfEIguU2fk

So the company that is laying people off throughout the year and gives pennies for raises to most of its employees will give a 100k retention bonus to what is probably a lower level exec who tries to resign (assuming lower level because the higher up execs make 7-10 figures.)

Message for UHG/UHC/Optum…. Your executives are not the face of the company, the people whose jobs bring them into direct daily interactions with your members are the face of the company. Minuscule raises that can’t even keep up with inflation, elimination of bonuses, rising caseloads all lower morale. You can’t improve your public image when the face of your company has low morale. No amount of company culture pep talk will fix this because your own employees don’t feel valued.

If your total compensation doesn’t increase by at least 3.5% you are not even breaking even. And you need even more than that to make up for the zero raises of 2026.

FY 2026 | ████████████████████████████████████████ $154.33M *
FY 2025 | ███████ $25.10M
FY 2024 | ███████ $26.25M
FY 2023 | ████ $17.13M
FY 2022 | ████ $15.06M
FY 2021 | ██ $7.29M
FY 2020 | █ $4.23M
FY 2019 | ██ $7.22M
FY 2018 | █ $4.83M
FY 2017 | █ $5.62M

      |---------|---------|---------|---------|
      $0       $40M      $80M     $120M     $160M

[*] FY2026 includes a $132.4M one-time performance-based stock options award.

Has anyone heard anything about possible job-title changes within Payment Integrity? I’ve heard there may be an effort to consolidate or standardize multiple roles under fewer job titles, which could potentially result in compensation adjustments, some employees may receive increases, while others could see reductions.
There also appear to be employees who accepted the VSP but are now choosing to leave before their assigned separation dates, even though leaving early may mean giving up their VSP payout. That raises additional concerns about morale and what may be happening behind the scenes.
Has anyone received more concrete information about the title changes, which positions may be affected, the anticipated timeline, or how current employees pay would be handled?

When are they supposed to have the ratings in? Wondering how long I need to just slightly above bare minimum. I can’t give any extra energy to this place for the next X days until bonus and profit sharing pays out.

Do we get a bonus for this year in severance (YTD only)

London Calling Earnings==-Aug 4, 2026A new episode of London Calling is now live featuring conversations between Chief Financial Officer Drew Asher, Chief Executive Officer Sarah London and Chief Communications Officer Sara Garland. In this episode, Sarah and Drew break down what was shared on our earnings call, as well as updates on recent company news. Watch now. (London gets 20 million per year +perks) in the meanwhile she terminates employees

It is deeply hypocritical for Centene to champion initiatives against homelessness while terminating thousands of employees and putting them at risk of losing their homes. Executive compensation of twenty million dollars a year while the workforce faces displacement is entirely indefensible. Centene CEO with her 20 million a year is really diabolical.

Story by Melody Wilding, Contributor
August 9

Families pass down all kinds of useful ideas, like "be honest" and "treat others well."

But as the author of "Managing Up" and an executive coach to leaders at top organizations like Google, Amazon, NATO and more, I've seen how well-intentioned career advice absorbed from a young age can work against you.

None of these "rules" came from a bad place. They're simply a reflection of a more stable work world that rewarded loyalty. But that world no longer exists.

Here are five ideas that may have been drilled into you growing up that could sabotage your success — and what to do instead.

1. 'Don't get too big for your britches'
Staying humble is crucial to some extent. Nobody wants to work with a colleague who steals credit for everything. Plus, listening to others before you assert yourself can prevent major disagreements.

Take modesty too far, though, and you become invisible. To avoid coming off as big-headed, you may default to saying "Oh, it was all a team effort," even when your contributions were key. Or maybe you skip sharing a win because it feels like bragging.

But leaders aren't mind readers. They'll tap the person whose accomplishments they see, and who speaks up and makes it clear they want in on a certain project.

What to do instead: In your next one-on-one with your boss, ask what's coming down the pike in the next quarter. Then offer yourself as a resource, perhaps to spearhead meetings or put together a proposal. This move creates a win-win: You're solving a problem for your leader while also earning exposure.

2. 'Always be grateful for the opportunity'
You might've heard this in statements like "Just be grateful you have a job" or "You're lucky to be there." It's easy to convince yourself this logic is 100% true all the time as layoffs surge and more people in your life struggle to find work.

But the flip side is that you start treating the bare minimum as generous. You might accept a lower title or salary because asking for more seems greedy, while your less-experienced colleague earns more. Or you might stay at a job you dislike out of fear.

Gratitude and self-advocacy can co-exist. You deserve to be compensated for the value you bring.

What to do instead: Quit communicating your work in terms of tasks and focus on outcomes instead. You can point to the results you're getting and express thanks for the opportunity at the same time.

For example, instead of "I coordinated with two departments," try: "It was great having the chance to work across sales and engineering. With the new feature request process, I was able to unlock $100,000 in revenue for the company."

3. 'Just keep the peace'
Your parents may have intended to shield you from conflict and ensure you had plenty of positive work relationships with this message. But "keeping the peace" can morph into people-pleasing, especially for women. You might end up stuffing down your opinions or being overly accommodating so others feel comfortable.

The trouble is that the longer you stay quiet, the more entrenched bad ideas and behavior become. Your excessive agreeableness may also be interpreted by decision-makers as lacking conviction, preventing you from getting promoted.

Hard conversations are where your credibility is built. People respect those who can push back on an idea without making it personal.

What to do instead: Learning to diplomatically speak your mind is non-negotiable if you want to be seen as leadership material. And you can do it without burning bridges.

Try resetting a boundary. If you've been shouldering a process that should belong to a peer, for instance, you might say, "While I can't own this beginning to end, I'll put together full documentation for your team to take it over."

4. 'Do your job well and everything else will fall into place'
When your parents were rising through the ranks, mastering your craft may have been enough to succeed. That's changed. You still need excellent technical skills, but talent on its own won't distinguish you from your peers.

The highest performers know that expertise must be paired with political savvy. You have to consistently assess: Who knows my work, and how much do they trust me?

What to do instead: Turn a group of neutral colleagues into allies invested in your growth. Instead of bullishly pushing through an idea, get key decision-makers' input to shape it. Ask them to fill out a survey, comment on a draft plan, or make introductions. They'll feel greater ownership in the final product, and greater investment in you.

5. 'Figure it out yourself'
If the belief that self-reliance means survival instilled initiative in you, then you're probably resourceful and accountable.

But if you internalize this advice to mean that asking for help equals weakness, you'll burn out trying to solve everything solo. Your reliability can eventually stall your career growth, too: Leadership can't promote you because nobody can replace you.

What to do instead: When you need a hand, ask for it in a way that makes your effort visible: "After researching, I've narrowed the options down to X and Y. My hunch is X is better because [your reasoning]. What's your take?"

And when someone brings you a problem, ask questions before immediately jumping to fix it yourself, like "What have you tried so far?" or "What options are you considering?" This builds their capability and confidence, rather than their dependence on you.

Melody Wilding, LMSW is an executive coach, human behavior professor, and author of "Managing Up: How to Get What You Need from the People in Charge."

Monday.com shareholders overwhelmingly approved significant compensation increases for its co-CEOs, nearly doubling their annual pay packages. This decision comes despite the company's recent announcement of a substantial workforce reduction and a decline in its market capitalization. The company cited impressive past performance and a desire to align executive compensation with industry peers. However, investors are concerned about the company's future growth prospects in the evolving AI landscape. The approved plan significantly boosts equity awards for the CEOs.

https://www.calcalistech.com/ctechnews/article/ep5i5wobs

gotta love clinically clueless strat team 4 centerwell cutting social work and mental health then asking to hire lcsws again. pitiful for patients. also these are peoples lives and jobs while you make 3x what an actual clinical leader earns. karma will tell.

what's the avg grade 8 or 10 salary in bay area that i can expect? is there grade9 too?

Do you think u there’s any chance of a mid year raise this year? I got one around this time last year and was shocked.. maybe because I was way below the old TSR minimum.

I doubt it.. but man we have been doing so much and endured so much BS this year. If we got it, it would help so much with gas, parking, other RTO BS. I’m just desperate.. feeling like a prisoner for Debbie and Bill. Begging them to spare me and give me their scraps.