#compensation

Why can’t I7’s become I9 without first being an I8? These levels are so antiquated and old school. If an I7 is doing an I9 role, just promote them or at least pay them accordingly! Dell is very far behind in the times. Almost functions like the Fed govt. The longer you’re here, the higher you get based upon longevity, not talent or skill.

New to the company. Could somebody teach me about Seagate’s bonus structure?

This is an absolute mess all this that's going on. Wonder how well 19 mill helps someone sleep at night. What a nightmare this has all been. I could have thought of a better way to handle all this and gotten a much lower pay🤦 🍿

I checked the Q2 2026 NAV, and for those of us impacted by the May RIF, it's not being applied to calculate share payouts at all. It looks like nothing is being paid out post Q1. If that's accurate, years of earned compensation is just... not being paid.

I want to call out something I think is genuinely unethical about how Fidelity is handling this. Over the past several years, instead of raising base compensation, Fidelity leaned on share awards as the reward for performance. Grants from 2-3 years back that were supposed to vest and pay out over time. I put in the work to earn those.

And here's the part that really gets me: there's a clause that says you have to be actively employed on Dec 31 of a given year for those shares to pay out. Fine, maybe that makes some sense if someone quits or is fired for cause. But when the company eliminates your role — not for performance, not for anything you did — and then uses that same clause to withhold pay for work you already did years ago, that's not a "policy," that's a loophole to avoid paying people what they earned.

Fidelity talks a lot about ethics. It's in their marketing, their values statements, all of it. But quietly using a technicality to avoid paying out shares that employees earned through actual performance, right after eliminating their jobs through no fault of their own, is the opposite of that. You can't claim to value your people's hard work and then strip the payout the moment it's inconvenient for you.

Fidelity needs to actually listen and do the right thing here. Pay people what they earned through years of hard work, instead of swiping it away on a technicality the moment it's convenient.

Curious what others think. Is anyone else pushing back on this, or looking into next steps?

I was laid off this year and I snagged a better job that's more money and remote. I also canceled all my policies and went elsewhere for big savings.

It gets better, plan now and walk away. If i can do it so can you. Usaa is dead, let it die.

Lots of floating discussions on upcoming layoffs.
Regardless few facts to consider even you survive ...

1. You are always on the chopping block just waiting for your time
2. Oracle is always a low-payer and during this transition its going to be worse
3. Promotions are going to be night mare
4. Ratings are also getting bad (Usually in Oracle we don't care ratings much. but now we do)
5. We stick with old technologies (POJO - Plain Old Java Only)
6. AI is driven at each org. but without heads and tails. You prepare an axe to cut yourself.
7. Favoritism and Bureaucracy sits at top.
8. Job hunting takes time even you survive now. So better start now
9. Managers are always not good. They might seem sweet to you now. What happens to your colleague can happen to you tomorrow. You are just a paper cup.
10. People come for signing the confluence papers and running the meetings. But they don't come for sharing your workload and pain.

For those of you that have analyzed the PIL language or had a lawyer review the language, were any dealbreaker clauses found?

Is it worth signing to get 3 months of salary?

Is this a certainty or still just a rumor?

BNY doesn't seem interested in keeping talented employees. They're paying some truly great people to walk out the door with each new layoff. I don't understand the strategy. You pay people to join, you invest in them, and then you pay them to leave? The math doesn't add up.

Story by Celia Bernhardt, Sarah Nassauer

The tax benefits of putting money into a 401(k) are well known. But not all 401(k) plans are created equal.

Take Costco, for instance. Many thousands of the retailer’s front-line, hourly workers have managed to amass over $1 million in their 401(k) accounts, thanks in part to a contribution that Costco makes whether or not the employees themselves are putting money in.

For employees with at least a year of service, Costco contributes an amount equivalent to 4% of their pay. That rises as employees accrue tenure, so workers who have been with Costco for 25 years or more receive a 9% contribution. The company also has a small match that allows employees to receive up to an additional $500 annually if they contribute $1,000.

For Costco, it’s one of the ways, alongside inexpensive healthcare and higher-than-normal hourly wages, that it retains experienced employees. The company places a premium on keeping turnover low, a strategy its founders believed would reduce costs associated with training new hires and lead to better customer service.

Some companies go far and beyond, offering jealousy-inducing match rates to win over prime talent. Employers in specialized fields who want to stay neck-in-neck with their rivals often conduct benchmark surveys to assess what kind of benefits are most attractive to their staff and what is offered by other companies.

Here’s a look at other better-than-usual retirement benefits offered by employers across industries.

A high match rate
The average company 401(k) match is about 4.7% of eligible salary, according to a Vanguard analysis of plans it manages. Only 6% of those plans offered a promised matching contribution totaling 7% or above in 2025.

A select few employers hungry for talent go well beyond that.

Southwest Airlines, for example, offered a dollar-for-dollar match of up to 9.3% of employees’ salaries in 2024. Boeing boasts an even higher one of 10%.

Competing credit-card giants Visa and Mastercard offer better than a dollar-for-dollar match. Visa will put in $2 for every $1 that an employee deposits in their 401(k), up to the first 5% of their pay; Mastercard puts in $1.67 for every $1 on the first 6%. Both of those add up to a 10% total employer contribution, but employees don’t need to put away as much in order to get it.

Although the most important number is that 10% total match, the warp speed matching rates are attractive, said Chris West, a managing director at human-resources consulting firm WTW.

“It’s distinctive,” West said. “It probably creates really strong incentives for employees to contribute. It’s also really easy to communicate.”

Nonelective contributions
With a limited matching program, the strength of Costco’s 401(k) lies in its nonelective—or nonmatching—contributions.

Nonmatching contributions are often structured as profit-sharing plans or, less commonly, as an employee stock ownership plan. Of the plans included in Vanguard’s report, 37% used both matching and nonmatching contributions; 11% used solely the latter.

Tobacco company Altria Group matches employees up to 3%—but add that to its profit-sharing plan and workers get a whopping 13% to 17% employer contribution in total. The Aerospace Corp., a nonprofit government contractor, also uses a 3% match but provides a total of 12% for the longest-tenured employees through added nonelective contributions.

The practice is more common in some fields than others. Legal-services firms are disproportionately likely to opt for nonmatching contributions alone, according to Vanguard data.

Unionized workers at Ford and General Motors receive a 10% nonelective contribution as their retirement plan. The employer contributions were bumped up from 6.4% as part of contract negotiations in 2023. Both automakers transitioned away from offering pensions to new hires about two decades ago.

An employee stock ownership plan, a specialized retirement plan to which a company contributes shares of its stock, is often offered in combination with a 401(k). ESOPs are most common in sectors including manufacturing, construction and engineering. The structure is thought to give workers a sense of investment in a company’s success and, in some circumstances, provides the business a tax break.

Publix, a Florida-based grocer, automatically provides employees with shares of the company’s stock after they have clocked in 1,000 hours within a year and offers an option for them to purchase more.

Stewart’s Shops, a regional gas and ice-cream chain in Vermont and upstate New York, operates an ESOP-only program in lieu of a 401(k). The company says its employees have seen retirement contributions of 17% on average in the past five years.

Publix and Stewart’s both say that some of their cashiers have become millionaires through stock ownership. Stewart’s puts the number at over 200.

Student-loan benefits
Boeing’s benefits don’t stop with a good match—it is among a growing group of employers that allow workers to receive matching contributions for some of their student-loan payments. A Boeing worker who puts 10% of their salary toward paying off a qualified loan will get a matching amount from the company in their 401(k).

It’s a relatively new program launched after the passage of the federal Secure 2.0 Act in 2022. That bill expanded the features employers can include in their retirement plans. Among the many other companies that have hopped on the bandwagon are Verizon, Chipotle, Comcast, Walgreens and News Corp, publisher of The Wall Street Journal.

Write to Celia Bernhardt at celia.bernhardt@wsj.com and Sarah Nassauer at Sarah.Nassauer@wsj.com

Northeast CZW tech who are being forced into the Union are getting their comp sheets in September and will have 30 days to decide if they will be joining the Union or will be laid off by the end of year

Is this actually legal to force employees into the Union?

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.