#culture

Watch Charlie Youakim’s latest post on LinkedIn about Sezzle’s growth. This is the sort of leader employees rally behind. Warm, grounded, respected. A unique subscription model to BNPL - a new p2p offering that’s unique.

What will we learn about today? That their idea of making people more comfortable is to add a Wellbeing center to a fully saturated, overpopulated, and loud office environment? Or pickleball for all? None of that will improve the quality of the experience for the customer, who can’t hear us on our calls due to the noise around us. The only part that makes me feel included is that it stinks for everyone.

Large number of people are not criticizing layoffs. There is very little lament, or for that matter - very little anger...

What I see here is MANY Citi employees just asking whether we can stop anticipating layoffs, whether a meeting means something, and whether this or that area is next.

That's a sad place to be at. I feel defeated.

There was a time when I would've defended this company without thinking twice. After everything that's changed, I don't have that same attachment anymore. The way employees are treated has made me much more careful about how much I give. Now I do my job, collect my paycheck, and keep some of myself for my life outside of work.

Is it normal to be expected to do 50-60 hour weeks?

If you got one and refused it, I don't understand you. Centene is a sinking ship. Why you'd choose to stay on with such a good alternative is beyond me.

I've had bosses I loved and bosses I couldn't stand in my 20-year career, but I never dealt with so many bad ones in such a short stretch. Most of them somehow ended up during my current four years at Synopsys. Not a single positive experience with a manager since I joined.

Be careful about constantly taking on responsibilities that aren't part of your job. Once everyone gets used to you doing them, they will stop seeing them as extra and you'll be sc--wed. I'm talking from experience.

my department leader is scared of pulse. she sends us pre and post pulse surveys no one is brave enough to fill out. she tries to act like a fun, happy leader. she promotes leaders who overdo social engagements.

everyone knows how fake she is.

For a company like NVIDIA, I am not happy with the kind of support we are getting from IT. How about other business units?

is it normal behavior for a director level POS to run around telling people they are jealous of a higher ranking person who has an office?

If you can get out of Fiserv/Clover, you should do it as quickly as possible. This company has been driven into the ground and is a shadow of what it used to be. The leadership is completely incompetent and they have driven off whatever talent they had. Now they are just hiring whoever is cheapest. It's doomed.

Got called on it and told to do 8 hours

So the people that said you can just do 6 hours or 7 hours. That was all BS

14+ years with this company and I don’t recognize the culture I grew a career with.

Great leaders are being squeezed out due to location, being too “disruptive”, and being too much of champion for higher standards from the ground up when the HQ allow bare minimum to be enough. We are left with figure head leaders who have little to no interest in learning about employees under them, the work they do, the hurdles they jump over, and the hurdles they need help with.

Kiss a-s employees are securing jobs and leadership positions who lack innovative thinking but are good at pretending they have it. Senior leadership that can’t define their own KPIs remain in power and shouldn’t be. The business is crumbling because of it.

We cannot build a sustainable future on prestige and shortcuts. By prioritizing executive optics over operational excellence, we are actively eroding our own foundation and it is costing us our competitive edge.

This isn’t the Comcast I know. This isn’t the Comcast I was proud to work for over a decade.

Workday is messed up org is all over the place

COF Mexico City Tech Hub / Capital One Technology Labs Mexico. Capital One-owned operations .. setting up new tech teams over there And kicking DFS employees out !! No mercy on DFS employees. And new vendors in place soon .. kicking out Cognizant, Capgemini vendors

I have been here long enough and I’m done! This place is past fixing. Nobody is even trying to save the sinking ship and the CEO is MIA.

There is absolutely no way that it's the best place to work with RTO. I don't know who is filling out the survey but it has to be bots. And the people putting this on linked in are bootlickers.

I am part of the Splunk organization and our team has been handed over to the most toxic manager I have had in my entire working career. We couldn't tell if they were exceptionally stupid or if this was a strategy to get our entire team to quit without severance. On the .Conf floor, I learned there are other teams facing the same situation with their management. We've already had two folks quit that I have worked with for 10+ years. Did John Morgan instruct his management teams to find ways to get us all to quit so they don't have to pay out, or is the company culture to just hire trash directors now? Wondering how many other people are facing this.

Ford Motor Company as an Internal Learning Organization. Inside the company, Ford uses the classic six pillars of a learning organization (Personal Mastery, Mental Models, Shared Vision, Team Learning, Systems Thinking, and Open Communication) to adapt to rapid changes in the auto and tech industries. Maybe we should challenge existing mental models and embrace the softer side of recalls and product quality?

"We no 1 in this , We're no 1 in that, We are market leaders, We have a broad portfolio"

The fatigue is real

I’m interested in that area but curious if anyone has insight on culture? And I’ve heard they get hit a lot through layoffs

Are they granting just enough of them to breed discontent and further lower morale?

As a teammate with nearly three decades at Truist and a pre-merger heritage organization, I want to name what I believe is the company’s real problem.

It is not low deposit growth. It is not the search for a niche. It is not delinquencies, charge-offs, underperforming products, weak technology, missed post-merger execution, revolving senior leadership, constant reorganizations, a vision that is endlessly discussed and rarely delivered, or employee surveys that appear to be read and never understood.

The core failure is that executive management has become so disconnected that employees, with thousands of years of combined experience, now show up each day less concerned about being terminated than about collecting the severance they believe they are owed.

They no longer come to work the way they did for decades: to do the best job they can, to serve clients they once loved serving, and to make this bank the best it can be. They walk in knowing the relationship has become transactional. Truist asks for more and more while treating “teammates” as a 50/50 business arrangement it no longer honors.

I never thought I would share that mentality. I always believed that showing up, putting in the work, and receiving fair compensation was a win-win. Over the last seven years, that balance has broken. Poor execution and poor decisions have created a kind of daily mental grind: people do not know where the company is going, where they will sit tomorrow, or whether they still have any real value to an organization that feels rudderless in a storm.

The Regional Acceptance decision made sense on paper and was probably overdue, as were other strategic moves. The failure is how those decisions, layoffs, and restructurings have been handled. Town halls from executives who have been here barely a year - talking about their trips, résumés, and past experience - do not land with people who have spent their careers here. Neither does the constant “team-centric” language about living your best life and endless career possibilities while the next reduction in force is already taking shape.

Executive management has been the problem since the merger was announced, and it remains the problem today. Teammates have said as much, repeatedly, through the surveys leadership seems obsessed with collecting and unwilling to act on. Truist is one of the best examples of organizational myopia in corporate America.

What is the end goal to end up jobless?
Is there a contingency plan once AI fails?

Why are you so eager to give up all effort and critical thinking to AI. You people are useless pushing this cr-p. SRX is the worst thing to happen to Omnicom. Clanker wa-kers.

no one cares about this company. If you do, you’re a cuck.

There are many examples of mis-management. Let’s list them out.

So the Anderon split from ibm has been announced for October 1st and new announcements and employee contracts are coming out.

Setting aside the painfully obvious point that this is a "quantum wafer foundry" with no real foundry that it owns or controls outright and that the Albany site itself can barely classify as a fully operational fab.

We need to ask ourselves honestly why?

• Why is IBM really splitting off 70-100 people to form this new company?
• Why create Anderon at all in the first place?
• Why not just keep it all internal to IBM?

The publicity stated comments and justification - that this is a way to attract customers who wouldn't work directly with IBM - doesn't hold up. Those same customers know Anderon is strongly affiliated, owned and controlled by IBM, so the same logic of avoid working with IBM would apply to Anderon as well.
Why would a competitor hand over its most sensitive fabrication data to an IBM-affiliated company when IBM is competing against them directly?

Flip it around: why would IBM let its competitive-advantage IP flow into Anderon, where it could end up supporting competitors' builds? Anderon is taking a capability that gives IBM an edge and potentially turning it into shared infrastructure. So basically the publicly stated purpose for creating Anderon is a bold face lie.

Is this really just cost savings. Getting 70-100 employees off IBM's books and payroll? As one past comment put it: "it's just a layoff with extra steps."

Call it a spinoff, a joint venture, or a strategic carve out - it still smells exactly like a layoff wearing a lab coat.

This isn't a spinoff, it's a witness protection program for headcount. It’s a glorified layoff from ibm hidden and tucked in in a way ibm doesn’t have to classify it as such

IBM didn't build a competitor. It built an alibi.

Somewhere a strategy consultant got paid seven figures to rename 'layoff' as 'ecosystem expansion.

Bottom line: the publicly stated rationale doesn't add up to a coherent business case.

IBM’s public statements regarding this are just simply ridiculous. Do they actually believe their own words coming out of their mouths. Those saying it should be remembered and held accountable for rest of their careers.

Our leaders are using their usual flimsy internal justifications publicly to explain this. And it appears many who are not indoctrinated in the Albany culture are seeing right through the thin veil and rolling holes into it.

Make it make sense!

What are the vibes at the UW golf tourney given the looming cliff due to MSP

You can keep threatening people, but eventually the threats lose their effect. Once employees stop believing they have anything left to lose, motivation goes with it. My entire team is now completely checked out. Find better managers, Solventum, or you'll lose all of us.

So what is the over and under on how long it takes Brinks to clean house on the VP level and up at Atleos? Is it worth starting a pool?

Some of the choices coming from management are genuinely hard to understand. I've worked in this industry for years and I've never felt this disconnected from the people making the decisions.

Curious XOM salary vs others. A key Houston peers salary is posted below from 2020 (adjust for inflation).

17 = $71,700, 8% CIP
18 = $82,000, 9% CIP
19 = $93,800, 10% CIP
20 = $106,500, 11% CIP
21 = $122,900, 12% CIP
22 = $141,400, 14% CIP
23 = $163,000, 16% CIP
24 = $187,900, 20% CIP
25 = $216,700, 25% CIP
26 = $246,500, 30% CIP, & stock options
27 = $283,600, 35% CIP, & stock
28 = $326,900, 40% CIP, & stock
29 = $377,700, 50% CIP, & stock
30 = $439,000, 60% CIP, & stock

A 30 year old D&C engineer ~ 22-23. 45 year D&C engineer ~ 25-26. D&C engineering manager ~ 27-29.

I always thought XOM paid more but I’m finding out that might not be the case. We are continually laying off, moving to low cost countries and pushing more and more change. Culture is still ok, even though everyone complains.

Curious, how’s your pay compared to the above (x1.25)?

You'd rather lay people off instead of putting them in the much needed CS Phone position. You'd rather pull other teams to work phones while their primary work gets behind. You'd rather pay out time and a half for overtime (more money out) instead of hiring a phone team. You'd rather keep GR and LG as supervisors who run people away and doesn't know the first thing about integrity or professionalism, or is that it? Is it easier to make things so unbearable that employees quit instead of looking like the bad guy and laying off. Interesting!

1) every employee truly reviews their direct manager AND one level above that
2) higher positions that have 0 to 2 direct reports are also reviewed by 2 to 3 peers

Anonymous
Free form, let the workers speak.

Feed results into AI, and seriously consider the results

Someone had a copy of a strategic plan that showed KPIs for hiring women and minorities? What if that proof existed?

So we have Smiles Week and looks like lots of effort going in to make this a good event, but wait who is actually doing work? The same folks that always are busy and those who have spare time ie no work are organizing. They are not admin staff they are university graduates being paid to make PepsiCo better. Come on Snr Leads open your eyes and get some work for these that have no work or get them out. You now want us these people in the office more so please monitor their output.

There comes a point where you have to admit staying isn't doing you any favors. I've reached that point and I'm moving on. My new job is in a much smaller company, and I think it's a good thing. Qualcomm has taught me that in a place this big, you're nothing but a number.