#compensation

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Pay question for late career

Question for those late in their career. I expected my biggest raises to be early and at some point to max out and then just keep up with inflation. Has this been your experience? What age did you max out? Have your raises kept up with inflation or are you making less each year when considering inflation as you approach retirement age?


Unfiltered, Performance Management and Executive Compensation

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.


GM hired a guy worth Bill Ford and Farley combined salary

Will he do better than DF did at Ford?

“General Motors Co. wooed new executive Sterling Anderson with a $40 million hiring package to leave his Silicon Valley autonomous vehicle startup and join the Detroit automaker in 2025, according to a financial disclosure filed Monday.

Anderson received $16 million in 2025 as the company's executive vice president, global product and chief product officer, according to a U.S. Securities and Exchange Commission filing. The rest of the $24 million will be paid out this year and next.”


Engine No. 1

Remember these guys? What a joke. These are what they claim they did below. I haven’t seen any of it. They just got in during low COVID stock price and then claim they were genius because stock price rose?

Action #1: Refresh the Board of Directors with energy experience.

Action #2: Impose greater long-term capital allocation discipline.

Action #3: Implement a strategic plan for long-term value creation.

Action #4: Align management compensation with value creation, not production growth.


Charging back our BYOD+ sales

So the are adding new rules to the OST and sales and retroactively removing them from our commissions to take money away from us after Senior Managers, DM's and directors pushed us to sell them and even had calls you had to be on if you didn't sell enough. What a freaking clown show. Big red and local leadership can su-k a huge one. Make sure you bring this up if they ever want to PIP you. Thanks for all the people who are vocal on WorkVivo, you are the real hero. What a freaking joke.


What is going on!!

I wanted to share a concern that was recently brought to my attention. I spoke with someone who said they had conversations with people at Light & Wonder, and they described a perception that certain upper management employees are highly compensated while contributing very little on a day-to-day basis. Specifically, it was mentioned that some individuals in senior leadership roles allegedly come in only when they choose, spend a short amount of time socializing, then leave while earning substantial six-figure salaries.

As an employee working on the production line, I can say that many of us work extremely hard every day to support the company’s success. It is frustrating to hear these kinds of comments and perceptions, especially when frontline employees are putting in consistent effort.

I hope leadership takes a close look at management structure, accountability, and whether certain high-level positions are truly adding value. In particular, it may be worth reviewing legacy Bally Gaming leadership roles to ensure fairness, efficiency, and alignment with the work being done across the company.


Q1 Earnings Call: Merit‑Increase Mirage

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.


Significant salary raise since 1st of April - it is 16th already

So we were promised significant salary raise starting since 1st of April, I mean significant because mail mentioned "market rates" so I assume it should be 25-40%, but it is 16th of April and still no one heard anything? On Town hall they said thousands of people got it, WHO?
Yes I have Analyst in Workday so should be elliglible but neither me nor anyone who I know got anything.
What is going on? I got it they used to say "we will see, let's check again in few months" and similar stuff but this time they promised and gave specific date, yet nothing happened.
Does anyone know anything? Honestly, I feel betrayed. Not because I did not receive anything, but because they told us we will got it, and then nothing. Not "maybe", not "next time" - but "yes, from 1st April".
Unfortunately the labour code prevents me from "leaving" as many suggests, in Europe people have to work two, three months more after giving notice, and not many employers are willing to wait that long (apart from some very few specialized expert positions).

I am really disappointed.


Executive Pay Benchmark Companies

Why do we not benchmark against companies out executives actually leave to go work for? I haven’t seen many leave for Ford, GM, Verizon, AT&T, Johnson & Johnson, Boeing, RTC Corp, Proctor & Gamble, IBm, Pfizer, or GE Aerospace. Chevron is the only one that makes any sense. Why not BP, Woodside, Hess, etc which are companies I know executives have left ExxonMobil for.


Left a year ago

Went to a smaller refiner - 20% compensation increase (salary & bonus). No giant corporate office full of "experts", "chiefs", "advisors", etc. Work done in house at the sites, no BTC's, GBC's, etc. Work is done efficiently and most importantly, correctly, the first time. It is a pleasure again to come into the office every day. No shuffling the deck of people every 6 months, so that "decision makers" can run /hide from how horrible things are run. No "ticketing system" full of unanswered, or supposedly resolved and closed tickets that still need to be addressed. The only thing I lost was saying that I worked at EXXONMOBIL! Seeing that most of my new coworkers came from places like XOM, Shell, BP, Dow, etc., it's was eye-opening to find out that saying you work for XOM may be more of a hinderance/anchor in your career, as you are thought of as a delegator of work/ticket enterer, as opposed to someone that does real work (how accurate)! Good riddance XOM!


Should I be getting paid more?

I’m a sales associate with well rounded retail experience and knowledge. I swap posters in beauty and fragrances when the VC is away. I was given holiday seasonals to train without being a seasonal captain..I also get ask to tell employees what to do and even to reprimand them. How should I go about addressing this issue? Should I be getting paid more? any input would help.


IBM Pays $17 Million to Resolve Allegations of Discrimination Through Illegal DEI Practices

Finally. Not much of a penalty. Should have been $17,000,000,000.

https://www.justice.gov/opa/pr/ibm-pays-17-million-resolve-allegations-discrimination-through-illegal-dei-practices

"The United States alleged that IBM took race, color, national origin, or s-x into account when making employment decisions, including by using a diversity modifier that tied bonus compensation to achieving demographic targets. The government further alleged that IBM altered interview criteria based on race or s-x through the use of “diverse interview slates” and other related employment practices in connection with identifying “diverse” candidates for hiring, transfer, or promotion."