#compensation

PTO payoffs on resignation or layoff - how does it work? Frustratedly software engineer here

So that Bill Ackman can make 5 billion instead of 3 and so that do nothing fat cats can get their multi million bonuses.

Did uk and Australia had same package or 16 weeks was only in us ?

...but CVS can't afford to give a cost-of-living increase to their employees.

https://www.moomoo.com/news/post/70410806/cvs-health-cvsus-director-sells-us-317-47-million-in?level=1&data_ticket=1779459073784388

https://www.marketbeat.com/stocks/NYSE/CVS/insider-trades/

Are Xerox Executives About to Cash Out Another $17 Million in Newly Issued Shares?

As inflation continues to rise, it would be great to see Centene consider a COLA (cost of living adjustment) to better support all their employees. Everything got more expensive except our paychecks…. People Leaders reading this, I’m sure you all need a COLA too!!! Help us!

Not directly connected to Oracle but many companies in the industry are going this way. The world has changed this year…
—-
ZEB EVANS (CEO - ClickUp)

Today we reduced headcount by 22%. The business is the strongest it's ever been. So I think it's important to be direct about what I'm seeing and why.

First, I made this decision and I own it. I did it because the way to operate at the highest level of productivity is changing, and to win the future, ClickUp needs to change with it.

Second, this wasn't about cutting costs. Most savings from this change will flow directly back into the people who stay. We'll be introducing million-dollar salary bands. If you create outsized impact using AI, you'll be paid outside of traditional bands.

Most importantly, I have the deepest gratitude for those affected. We're doing this from a position of strength specifically so we can take care of people properly. Everyone affected receives a package aimed at honoring their contributions and easing the transition.

I only see two options: wait for this to play out gradually in the market or be honest about what I'm seeing and act proactively.

THE 100X ORGANIZATION
The primary change is that we're restructuring around what I call 100x org. The goal is 100x output. The roles required to build at the highest level are fundamentally different than they were a year ago.

Incremental improvements to existing systems won't get us there. We need new ones. That means creating enough disruption to rebuild rather than iterate on what's already broken.

The common narrative is that AI makes everyone more productive. It doesn't. Many of the workflows of today, if left unchanged, create bottlenecks in AI systems.

These roles will evolve. But waiting for that to happen naturally means falling behind now.

The 100x org is actually heavily dependent on people - infinitely more than today. This is only possible with 10x people that have embraced and adopted new ways of working.

THE BUILDERS, AGENT MANAGERS, AND FRONT-LINERS

— THE BUILDERS: 10X ENGINEERS
I don't think most companies have internalized what's actually happening with AI in engineering. The common narrative is that AI makes all engineers more productive. That may be true in isolation, but at an organization level - that is the farthest thing from reality.

Here's what we've validated recently at ClickUp: the great engineers, the ones who can orchestrate, architect, and review, are becoming 100x engineers. They're not writing code. They're directing agents that write code. The skill is judgment.

AI makes the best engineers wildly more productive, and everyone else using AI slows these engineers down.
Think about it - the bottlenecks are (1) orchestration - telling AI what to do, and (2) reviewing - what AI did. Everything is leapfrogged and no longer needed.
So who do you want orchestrating and reviewing code?

And how do you want your best engineers to spend their time?

If your best engineers are spending time reviewing other people's code, then this is inherently an inefficient bottleneck. These engineers can review their agent's code much faster than reviewing human code.

The new world is about enabling your 10x engineers to become 100x.

The wrong strategy is to push every engineer to use infinite tokens. Companies doing this are celebrating 500% more pull requests. But customer outcomes don't match the volume of code being generated.

I call this the great reckoning of AI coding, and every company will face this soon if not already.

More code is just another bottleneck to the best engineers, and ultimately to your company's impact as well.

— THE BUILDERS: 10X PRODUCT MANAGERS
Product management and design roles are merging.

Designers that have customer focus, become more like product managers.

And product managers that have intuition for UX become more like designers.

The bottleneck of user research is gone. It takes us just one mention of an agent to kickoff research and analyze results.

The bottleneck of product design iteration is also gone. The product builder iterates on their own, along with agents and skills that ensure alignment with quality and strategy.

Also controversial today - I believe that the wrong strategy is to have your PMs shipping code - that just introduces another bottleneck that the best engineers will waste their time on.

To be clear, PMs should be coding but they should do this in a playground to iterate, validate, and scope. That code should not go to production.

Everything outside of managing systems, orchestrating AI, and reviewing output becomes a bottleneck.
That's why the other roles that are critical along with these are the systems managers (to reduce bottlenecks) along with a bottleneck you can't replace - customer meeting time.

— THE SYSTEM MANAGERS
Ironically, the people that automate their jobs with AI will always have a job. They become owners of the AI systems - agent managers. We have many examples of these people at ClickUp.

The underlying systems in which we operate are absolutely critical to get right. I think most companies are delusional to think they can iterate on existing systems and compete in this new world.

You must create enough disruption so that old systems are deprecated entirely. If there's any definition for 'AI native' that's what it is.

— THE FRONT-LINERS
In a world that will become saturated with AI communication, the human touch will matter more than anything to customers.

This is a bottleneck that you shouldn't replace - even when agents are high enough quality to do video meetings.

One-on-one meeting time with customers is something that shouldn't be automated. The systems around the meetings should be - so that front-liners spend nearly 100% of their time with customers.

REWARDING 100X IMPACT
In a world where companies are able to do so much more with less, where does that excess money go?
In our case, much of the savings in this new operating model will flow directly back to those that enabled it.

We must reward people that create productivity accordingly. This aligns incentives on both sides. Plus, in a world where your best people create 100x impact, you can't afford to lose them.

You should aim to retain these employees for decades. The context they have and their ability to efficiently orchestrate and review will be nearly impossible to replace.

Compensation bands of today should be thrown out the door. We're introducing $1 million cash/year salary bands with a path available to nearly everyone in the company if they produce 100x impact by creating or managing AI systems.

THE FUTURE
Nearly every company will make changes like these. The ones that do it proactively will define what comes next.

The future is not fewer people. It's different work, new roles, and better rewards for those who embrace it. We're already seeing entirely new roles emerge, like Agent Managers, that didn't exist a year ago.

ClickUp is positioning to lead this shift, not just internally, but for our customers too. I've never been more certain about where we're headed.

https://x.com/dj_curfew/status/2057522382315929802

Can we hire some more vice presidents? The more vice presidents we hire, the more Expand has to pay the worker bees to put up with the extra BS. Then we can get a raise! In reality, we challenge the vice presidents to justify their salaries and bonuses to the stock holders. We know they are worthless from the inside view of the company. Oh, they will claim the worker bees' accomplishments, but we know who really gets the work done around here. And we don't have skeletons on our closet.

Did we notice a pattern here in all tech layoffs ? lot of 1-3 year experienced who got joining stocks or stocks at executive range are thrown out. Same happened with Oracle and now with Meta.
We all know Oracle was faking around the hikes and promotions with just 2 words: Longevity and Stocks. Both are gone now.

With all this good news being said about Lumen, why are raises for non-union employees not being given?

Might be a dum--ss question but we typically get it in August wonder if they will prorate if tomorrow is in fact the day .

Any word on merit increases for this round of year-end reviews?

Management and supervisors have been given their marching orders. By July 1st they are to determine which employees will become business analysts with a 2% raise, which employees will remain in their current position with a 2-3% pay decrease and up to a 20% reduction in staff overall. Higher earners are expected to be fired first with a compensation package.

Going to be tough doing reorganisation due to tons of long services staff. The company compensation would be sky high if they do it.

HR sleeping in their job let it grow out of proportiate w high numbers of long service. Most of them have no drive at work

These id--ts remove remote work and expect software developers to work a lot for 75% of the average pay. They also expect you to do POCs and come up with all the solutions and lead new efforts like a software architect at a director level pay lol.
The expectations are delusional and ridiculous.

Can the bank afford another bonus for Charlie? Can Charlie survive without it?

Wondering if it the same as last time.

Cutting bonuses drastically by raising metrics incrementally every year, until they're just out of reach. Q1 2026 quarterly bonus dropped $1500 for me compared to other quarters and my performance increased this year. The base isn't the best, so you have to rely on bonuses to make up for it. All that makes people want to do it put in less effort, which I'll be doing.

What is the average raise after graduating from the analyst program? Is 10% an average or that’s too high to expect?

Was offered an internal position slightly below advertised salary on internal site & on LinkedIn. When I pushed back was told the pay range was "actually lower than advertised" - hm indicated the advertised rate was for midline to highest and I was told I can't qualify for midrange b/c the new grade was much higher than my current rank.

USB would NOT pay me for the role and job that I would be doing. They wanted to pay me off of my current salary & a certain % of the advertised midline - was firmly told no wiggle room that's how offers are made now.

Promptly declined and the manager seemed surprised. So I'm qualified enough for the job but don't deserve the pay? No thanks I'm not desperate. My next move will be to a better employer.

For those laid off on 4/30, last day 5/14 was your final check smaller than usually? I believe they don’t pay for the final day so we received 72 hours instead of 80. Is this the case for other folks as well?

Can anyone elaborate on what happens with RSU's if you are currently getting package? I'm looking for specifics (in advance of next round) so I can plan accordingly. I'm assuming you just get the 60 days on payroll to vest but hoping they may forward vest some. Retirement eligible may be a variable also.

Thanks in advance. Good luck to all.

R2B reps are getting hit extremely hard right now. They are expected to manage stores while also prospecting in both the R2B and B2B space. Meanwhile, compensation has been gutted to a fraction of what it once was through quota inflation and reduced payouts on products like tablets and connected devices.

The company wants these reps competing against full B2B teams for pennies on the dollar in compensation.

People are preparing to jump ship, and when that happens, the burden shifts onto customers, remaining employees, and Verizon business units trying to make up for the lost revenue and damaged relationships.

Business owners generally want to work with experienced, intelligent, laid back business managers who are compensated well enough to actually care about building long term relationships. Constant turnover destroys that trust.

What is happening feels incredibly short sighted. T Mobile and AT&T will be waiting like vultures to scoop up business from owners who are tired of losing their reps every few months.

I sort of forgot we only get a 3% match and then the cr-ppy additional match based on business results. Most other competitors do better than but we have a 'great comp package.' We struggle to get great talent in the door anymore because even our own TA teams are frustrated we keep getting turned down for not being competitive with our offers. ugh.

I guess that confirms a higher paycheck puts a target on your back. Fine. But why never any follow-up? There's a reason those people were paid more than the rest of us. It boggles the mind that management expects us to pick up work none of us actually knows how to do. I'm not acquiring a whole new skill set just to work more for the same pay.

Welcome to the penny stock category. Well done C-level - we'll deserved mega compensation packages.

With the yearly bul$hit that they can't afford pay raises why don't they give some money to employees via shares. They can do it for Execs across the globe so it shouldn't be an issue.

We have no money for you it belongs to the Execs.

DXC Technology reported that EVP, CES Venkataraman Ramanathan received an equity grant in the form of restricted stock units. The award covers 158,155 shares of common stock, granted at no cash cost per share as part of compensation.

Each RSU converts into one share of common stock when it vests. The RSUs are scheduled to vest in three equal annual installments beginning May 12, 2027, spreading the benefit over several years. After this award, Ramanathan holds a total of 244,935 shares of common stock, including unvested RSUs.

It would be nice to hear what other SF agents are doing to prepare for new contract changes. Set the bi--hing aside since many of us feel like venting. What is your business approach to the drastic changes to compensation.

Can anyone confirm what the offers were in voluntary?

Anyone have any insight on this happening?

Dan Schulman made 34.3 million in 3 months in 2025 :He only became CEO on October 4, 2025 — so he earned most of that in just 3 months as CEO. Here's how:He received a $9.5 million RSU grant upfront just to compensate him for pay he forfeited when he left a prior investment firm to take the Verizon job. Then a $20 million RSU grant vesting in 2027, plus a $30 million PSU grant tied to performance — all loaded in at the start. Add his $1.5 million base salary and a short-term bonus target of 250% of base salary, prorated for the portion of 2025 he was CEO , and you get to $34.3 million fast.The CEO Hans Vestberg collected $31.2 million in 2025 compensation. So Verizon paid two CEOs over $65 million combined in the same year it laid off 13,000 workers.The system that allows this:The board sets pay. The board is elected by shareholders. But in practice, executive compensation committees at major corporations benchmark pay against other large companies — creating a ratchet where CEO pay only goes up, regardless of performance. Schulman got paid to leave his last job and came in loaded with equity from day one, before proving anything.
So to directly answer your question: he made $34.3 million largely through upfront equity grants and a golden hello — not because he earned it through results. The results come later, if they come at all.

Oh sure, Citi pull out what they think is a big win by luring in some major director from other banks here and there. They make sure that hits the headlines but as you can see, they don’t stay very long.

Its a money shell game. These guys move from company to company for more money each time they move. They have no interest in making Citi a home.

They have lost all moral respect for human beings .. They feel that giving people a $20 and or 30 $ merit increase per month is going to make someone satisfied and or work in the office ? Has this company lost its mind? The huge CAMPUS that they built in Belgrade only 5 years ago , and now giving people $20 raises per month? Are they serious? They are looking to pay for the same positions a salary that they were paying 12 years ago .. .They are still trying to pay people in Belgrade $800 a month... That story has sailed... Then from what everyone heard is they fired the president of the Labor Union in Belgrade just so the top players could run the company.. This company has become criminal . All people are doing now is coming into the office and socializing all day ... what a waste of work force .. Then again while the GM in Serbia and his buddies are all profiting while they can ... not sure what is going on but people cant live on a $20 pay increase.. this is so low .. this company should be prosecuted

As an owner, I know this is a good company with kind, and capable people who are victims. The teams are carrying a huge burden, and living in fear, but the real issue is leadership. The company has become top heavy with expensive SVPs, slow to act, disconnected from customers and value, and incapable of executing with clarity or urgency or even working together. And whenever we hire a new person to lead, strategy shifts and we start all over, or worse they come up with the exact same plan that the old team did, but that leadership were too blind or paralyzed to execute on. For the last 5-6 years, there has been almost no meaningful customer context at the executive level, and even now there is a visible disconnect between leadership’s new direction and what CDW actually does in the market to create value.

Proof? The Overall messaging is weak. The company struggles to articulate or sell new solutions with confidence. Marketing has become performative instead of effective. Internal politics, favoritism, and executive empire-building are rewarded while execution suffers. Consultants swarm the business looking for problems to solve while accountability disappears, and we are slowed down. Teams compete internally instead of aligning externally against the market. Fundamental operational discipline, blocking and tackling has largely vanished. Stock is a perfect reflection of reality. We were given the shot.

An equally concerning problem is that too many leaders are learning the business while running it. A top strategy executive from a bloated fire alarm company with stock performance almost as bad as CDW’s. A CMO from a car dealership with no meaningful B2B expertise. A former C level executive from a second rate department store. A sales leader from an HR leadership role. A Bain person running partners and acquisition integration, now c suite strategy. And it goes on, throughout the organization. Customers can feel it. Employees can feel it. The market can feel it. Partners scratch their heads and wonder when it’s going to implode. You people literally have no respect in our market. We apologize for you on every call. Now, we are losing credibility by even working here. Destination workplace? .

At some point, there have to be consequences and structural change at the top instead of another round of resets and reorganizations.

Here is what should happen, thinking like an owner:
• Name a new CEO immediately, even on an interim basis. Anyone would be better than a stock in freefall with no plan. Alternatively, appoint a President with full operational authority from a competitor, or internally, who knows how we create value, is respected and has run these businesses. The organization needs visible leadership and accountability now, not eventually.
• Any executive who cannot hold a credible customer conversation about the company’s core business and solutions should be visibly removed in a layoff. We are better off knowing you were fired, in order to regain respect for you leaders and ourselves. This is not an academic exercise. If leaders do not understand customers relative to our CDW value, they should not be leading any customer-touching organizations.
• Standardize technical and AI enablement across the company using actual vendor ecosystems, proven customer conversations and market platforms just like our peers, not internally manufactured abstractions disconnected from reality created by the burglar alarm team. Everyone should know the stacks, the tools, and the customer use cases. Everyone should be able to prove it.
• Align sales compensation to strategic outcomes, not just individual revenue extraction. The current model rewards personal economics over company transformation.
• Stop socializing executive compensation across broad leadership layers. Compensation should be tied directly to measurable departmental outcomes and execution quality. If I am doing well, don’t penalize me for a weak link i cannot control. Or I will leave, like many other effective leaders have.
• Expand equity participation broadly across employees instead of concentrating upside only at the top. The people doing the work should share in the value creation. They will be loyal and work harder, and be able to actually hold each other accountable as owners. And we will do better as a whole.
• Reduce consultant dependence dramatically, or to zero. If the business cannot operate without armies of external advisors, leadership has already failed.
• Re-establish operational fundamentals: accountability, execution speed, customer intimacy, and cross-functional alignment. Reduce red tape at all costs. AI isn’t enough. Mentality has to shift.

Finally, leadership credibility and employee loyalty requires you make shared sacrifice right now, and it should also be very public. If performance, growth, execution, and customer confidence are all materially off-track, CEO and EVP compensation should reflect that reality. That’s CEO, CFO, COO, CHRO, CCO, CSSO. Accountability cannot only exist for the people lower in the organization. No pay until we are fixed. If you don't like it, please leave or don't expect any respect. Step up and lead.

Since Udit Batra took over as President and CEO of Waters Corporation in September 2020, his total compensation has risen approximately 146% - from $5.7 million in his first partial year to $14 million in 2025 - while the company’s financial performance has largely stagnated. Revenue grew modestly from $2.37 billion in 2020 to $2.96 billion in 2024, a rise of around 25%, and net income actually declined from its 2022 peak of $708 million to $638 million in 2024. The most glaring disconnect came in 2023–2024, when earnings were flat to negative yet Batra received a 27.6% pay increase. Over the same period, the company’s workforce has shrunk. After growing to a peak of 8,200 employees in 2022, Waters cut roughly 328 jobs in a formal 2023 layoff round - approximately 4% of global headcount - and has continued to shed staff, ending 2024 at 7,600 employees, a net reduction of around 700 from the peak and below where the company stood when Batra arrived. Batra himself has cited the headcount reductions as a management success, pointing to flatter org structures and tighter spans of control, while employee reviews describe a culture of ongoing layoffs, increased workloads, suppressed pay, and leadership disconnected from the workforce. In sum, Waters under Batra presents a picture of a CEO whose compensation has substantially outpaced both the company’s financial results and the fortunes of its employees.​​​​​​​​​​​​​​​​

Is it just me, or are bonuses and raises well below market?

Even though you're doing more work, more hours, more roles and the load of three others, you don't deserve a raise because Vz is so much more efficient and has better tools than ever before?

He actually said that with a straight face.

Need advise what to do with PTOs as I am one affected by the recent layoffs.
Do we get them paid out or take them prior to leaving?