Below are all the posts — topics as well as replies — that mention the hashtag #employeeengagement.
Mention #employeeengagement in your post to continue the discussion!
Pretty bad when a company doesn’t trust its own employees, managers, senior directors that everything is monitored—-in excel lol
Yes, excel spreadsheets! lol sometimes even MS Forms.
Let’s suffocate the employees and ridicule their every move then wonder why the business is failing. People who micro manager have no business as managers, more so, no business as a director, senior director, especially the VP positions. All this goes to deaf ears. Let’s make another “anonymous” employee survey.
The training program is a total mess. The new people end up confused and unable to do the basics, which means the experienced staff has to cover for them. It just feels like a huge waste of everyone's time and makes the initial problem worse. What's even the point of it?
When is the next VoiceEX survey? Folks be careful. They say the comments are anonymous but being that we are assigned a PIN number, common sense tells you that you can be identified by your unique pin. If they really want to know about a particular comment someone made on the survey, they can easily obtain it. My guess is they will avoid all questions related to work/life balance. They already know what they’ve done and how the majority feels. That’s something that can’t be denied.
You guys got it all wrong. It’s all about saving the youth from isolation. Fighting traffic, fighting for office space and waiting for the next round of layoffs is needed to save humanity! See and hear for yourselves. :-(
https://www.wsj.com/video/series/wsj-leadership-institute-leaders/why-atts-25-billion-plan-demands-a-new-corporate-culture/91BB8221-DDDA-49CB-B565-5356447B351F?mod=WSJvidctr__pos0
Verizon’s Recent Outage Exposes a Deeper Problem: Treating Operations as a Cost Instead of an Asset
Verizon has long positioned itself as a leader in network reliability and resilience. However, the company’s most recent network outage has raised serious questions about internal priorities—particularly following Verizon’s decision to lay off approximately 13,000 employees last month, many of whom came from operations and technical organizations.
While Verizon has not officially attributed the outage to workforce reductions, the connection cannot be ignored by those familiar with large-scale telecommunications operations. Network outages are rarely caused by a single failure; they are the result of systemic conditions that develop over time. Staffing decisions—especially within operations—are one of those conditions.
Verizon’s Network Runs on People, Not Just Infrastructure
Telecom networks do not exist as static systems. They are living environments that require constant monitoring, tuning, and intervention. At Verizon, this responsibility falls primarily on operations teams—network operations engineers, field technicians, escalation specialists, and incident managers.
These teams are not peripheral to Verizon’s business. They are the business.
When experienced operations staff are reduced, remaining teams inherit:
• Larger spans of responsibility
• Slower response windows
• Reduced redundancy in expertise
Over time, this weakens the network’s ability to absorb and recover from disruptions.
The Overlooked Consequence of Verizon’s Layoffs: Talent Disengagement
The impact of Verizon’s layoffs did not end with the employees who were let go. Among those who remained—many of them high performers and subject-matter experts—a different effect emerged.
Fear.
Highly skilled operations professionals began reassessing their future:
• Some actively started searching for new roles
• Others secured positions elsewhere and left quietly
• Many stayed, but with divided attention and growing uncertainty
These are often the individuals who carry critical institutional knowledge—people who know how Verizon’s network behaves under stress, how legacy systems interact with newer platforms, and how to prevent minor issues from escalating into outages.
When these individuals become distracted or disengaged, network reliability suffers, even if headcount numbers appear sufficient on paper.
Operations at Verizon: Viewed as a Burden Instead of a Strategic Advantage
A broader issue underlies this situation. Like many large corporations, Verizon has increasingly treated operations as a financial burden rather than a strategic asset. Operations are often categorized as “non-revenue generating,” making them frequent targets during cost-cutting initiatives.
This mindset is fundamentally flawed.
At Verizon:
• Operations prevent revenue loss
• Operations protect brand trust
• Operations ensure service continuity for millions of customers
Without strong operations, every other investment—5G, fiber expansion, edge computing—rests on unstable ground.
Why Outages Become More Likely After Cuts
Network failures are rarely instantaneous consequences of layoffs. Instead, they emerge after:
• Knowledge gaps widen
• Response teams become understaffed
• Early warning signs go unnoticed
• Decision-making slows under pressure
By the time an outage occurs, the root cause is often months old.
For Verizon, the recent outage should not be viewed as an isolated technical event. It should be understood as a predictable outcome of deprioritizing operations.
A Critical Moment for Verizon
Verizon remains one of the most capable telecom companies in the world. But long-term reliability depends not just on technology investments—it depends on the people who design, operate, and protect the network every day.
If Verizon wants to uphold its reputation for reliability, it must reassess how it values operations—not as a cost to be minimized, but as a core asset to be strengthened.
Because in telecommunications, operations are not overhead.
They are the backbone
Hey all, Are having these certifcates helping you with your job. Or advancing to elsewhere in the company? Can't seem to advance where having them and using the concept is helping..
Does anyone believe their division head pushed RV and the executive committee to provide higher raises this year? No need to name the division head, just name the division. It will be interesting to see if anyone believes their division head pushed for higher raises.
what is something out of the norm that they’ve never done before that you’re noticing that’s happeningy? Is this something out of the norm for you and this time of the year?
I’m asking you to message your director, your executive, your head of department to voice your frustrations. Let’s be real we have proven the remote model works very well. Acquiring BBVA and FirstBank, launching the new PNC website, onboarding over 11 million customers to a new user experience, beating earnings on a consistent basis, consistent dividend increases, record net income multiple times, becoming a top 5 national bank, and most importantly for the executives - a record high stock price less than a week ago. Let’s be real on another front, this announcement is driven by politics, power and greed. Don’t fall for the excuses. Well my friend Jamie Dimon did it, so why can’t we? Our shareholders don’t like empty buildings. Yea right our shareholders care about one thing only, ROI. (See above) Don’t fall for the corporate buzzwords that PNC loves to slurp on. “Being in the office fuels collaboration, sparks innovation, and helps us grow–individually and collectively.” In realty from someone who was five days in office, being in office fuels distractions, a longer commute, a reduce in W/L balance, and our carbon footprint (remember PNC loves the carbon footprint buzz-phrase). When a director or executive visited our floor, we were never approached or asked questions and if we tried to introduce ourself it was at the most a quick wave hi and goodbye. There was no collaboration. You took the time out of your busy schedule to come visit us and we couldn’t get a word in. Which is ironic because here we are yet again at a time where we are not given a chance to get a word in.
Long time FTE
Were you honest with the latest Glint Survey that came out today for the all staff meeting next week?
I was, and will it impact me future? If it does then I know for sure this company is not the last place I will ever work.
Do employees get early access? Is there a way for employees to buy? HELP!!
After giving the return-to-office mandate several months to be fair and well-intentioned, it’s clear this policy creates significant friction without delivering any meaningful benefit—particularly for employees who were hired explicitly as full-time telecommuters. We are now expected to spend personal time getting ready in office attire, commuting, badging in, navigating parking ramps, security checkpoints, and elevators, only to sit alone in a cubicle all day with no teammates in the same state, let alone the same office.
On top of that, there are no assigned desks. Employees routinely arrive to find reserved desks already taken, workstations missing basic equipment, and time wasted simply trying to locate a place where they can do their jobs. This is not collaborative or productive.
Requiring people to sacrifice hours of personal time and incur additional costs to sit alone on video calls all day is not improving productivity, engagement, or morale. It is creating widespread frustration and disengagement. Employees are openly unhappy with this change, and when asked by peers about the policy, they are candid in sharing how illogical and counterproductive it feels. This approach adds inconvenience and resentment while delivering no measurable value.
I've be at NM for a decade, working in tech. Idk if it's just me, but I feel like the recent reorg emails and town halls have been more fluff-filled than I've ever experienced at NM. I've been genuinely shocked at how many words are said and written without actually conveying anything of meaning, or adding any clarity. I don't remember it being this bad. Is this a testament to the age of ChatGPT where we're now seeing our leaders convey purely AI-generated fluff? Or is this just a testament to new SLT members not being as personable as previous years? I know I'm not the only one feeling a bit unsettled by recent SLT communication, but I don't know how widespread that feeling is.
Verizon CHRO: Retaining Top Talent!!!
Mind blowing: McKinsey, high performers deliver 800% more output than average employees.
Proven tips to retain top talent:
The age of pizza parties and ping-pong tables as retention strategies is over.
Use these 9 tips to invest meaningfully in your highest performers and they’ll reinvest in the business tenfold.
What does everyone think of this ridiculous week of career expo training? My only goal at this point is to not lose my job - forget about all of this BS!
How are you all doing at the Wisconsin stores?
Do you enjoy your actual role and what you do for the bank
Context: hired 9 months ago and had a meets rating during my mid-year review (~3 months after starting). Today I had my year-end review and received an IM rating, specifically for "communication".
Is this common for new hires to receive an IM rating on their first year-end review? Not only that, but for something so general as communication?
Details: my review did not mention any specific instance of lack of communication. Just a general statement of how some of my superiors felt I lacked communication that led to delays. So of course my review states an action plan on how to improve my communication, obivously without knowing what the problem even is.
What's even more confusing, my review has a glowing summary and notes from my manager for an array of things. From actively leading young talent to preparing me for a promotion by mid-2026. Not to mention assist in leading a new segment in for my group that will lead to massive growth for our market.
I don't even know what I'm asking, just needed to rant and put this out there. Anyone been through something similar or at least let me know wtf is going on with my IM rating?
I was snooping around Viva Engage and came across a community called “Facilities and Real Estate Services”. From a post on 12/17/2025 there is a Workplace Mobility Overview deck.
On that page 5 of the deck, there are additional sites for the RTO timeline:
Wausau (WI012) - Return date 1/12/26
Metairie (LA013) - Return date 1/12/26
Draper (UT027) - Return date 1/12/26
Atlanta (GA019) - Return date 1/12/26
Columbia (MD101) - Return date 1/12/26
Richardson (TX023) - Return date 2/9/26
Cypress (CA120) - Return date 2/9/26
Has anyone heard more about this?
Hey everyone! Tell us about the new grades.
This latest request to fill out a form in preparation for a town hall at the branch level is a classic example of a "disconnect" in leadership. After two years of managing a team, a leader is expected to have moved beyond surface-level resumes and into an understanding of their team’s specific strengths, career aspirations, and personalities. When a manager asks for a bio this late in the game, it signals that the recognition might be performative and just a check box that she did it.
We now know we are just a set of bullet points and that she is more concerned with the optics of the meeting than the reality of our team’s work.
Read this article about the CEO of Waste Management, who regularly shows up to early-morning safety meetings, rides with frontline crews, and spends time in the field talking directly with employees and customers.
https://finance.yahoo.com/news/ceo-90-billion-waste-management-071200219.html
It made me wonder whether we’d ever see anything like that at Fidelity Investments. Would Abby Johnson meet with advisors or phone reps, sit in on client calls, or get out of the C-suite and actually see the business up close, instead of managing the firm through dashboards, executive briefings, and carefully scripted town halls?
Feels like two very different ideas of leadership. Curious how others see it.
To: My Valued Cost-Centers (Employees),
Happy New Year! As I sit here in my climate-controlled, triple-glazed corner suite, watching the sunrise over the yacht club, I couldn't help but feel a fleeting sense of warmth—though that may have just been the heated massage function on my Italian leather chair.
2026 is the year of Synergy, Sacrifice, and Shareholder Supremacy.
The Triumph of the Office Return
I want to personally congratulate those of you who have successfully navigated the commute to join us in the office at least 3 days a week. Seeing you all hunched over your laptops, participating in Teams meetings with the person sitting three feet away, truly warms my heart. It’s that "water cooler magic" we talked about—even if the water cooler was removed to make room for another row of unassigned lockers.
I’m aware that some of you have complained about the Hot-Desking Lottery. Look at it as a daily adventure! Will you find a desk with a working monitor today? Or will you spend your morning playing "musical chairs" with a tangled nest of broken HDMI cables? If you find yourself working from the broom closet again, just remember: it’s not a "broom closet," it’s a Cozy Collaboration Pod™.
Efficiency: Our North Star
While you are busy creating value for our institutional investors, I have been busy ideating. To ensure we are squeezing every drop of "lemonade" out of our human capital, I am thrilled to announce several Employee Wellness & Productivity Initiatives for Q1:
Bio-Break Benchmarking: We’ve noticed a slight dip in keystrokes during mid-morning. To help you stay on track, we are installing "Smart-Flush" sensors. If a restroom visit exceeds the mandated 120-second "Standard Relief Window," an automated alert will be sent to your manager to discuss your time-management skills.
The "Big Wael" Policy: In the spirit of your favorite office slang, we’re aiming for maximum efficiency in all... movements. If you’re going to "take a Big Wael," please ensure you’ve pre-filed a "Functional Downtime" request. We wouldn't want your lack of productivity to be as disappointing as a stagnant stock price.
Oxygen Optimization: Studies show that humans exhale carbon dioxide, which is bad for the environment (and our ESG score). We are considering a "Breath-Per-Minute" tax to encourage calm, shallow, and highly efficient respiration while at your desks.
Vertical Desking: Why sit or stand when you can lean? We are replacing chairs with 75-degree padded planks to ensure no one gets too comfortable. Comfort is the enemy of the 52-week high.
Looking Ahead
Remember, every time you struggle to find a functional mouse or spend 45 minutes looking for a stapler, a shareholder somewhere gets their wings (or a slightly larger dividend). You aren't just "employees"; you are the fuel we burn to reach the moon.
Now, stop reading this and get back to your Teams call. I can see your "Active" status flickering from here.
In Solidarity (With the Board),
The CEO
Do you think they can ever bring back to me once great family sport of State Farm?
Smart companies & their HR departments use Glassdoor to improve $ It doesn't appear Mutual actively uses the Glassdoor to improve $ Top companies can drive great results using Glassdoor the right way $ memo to our HR, implement this and watch MOA dramatically improve $ Check this out.
Glassdoor Team
Glassdoor Team | Author & Career Expert at Glassdoor | Jul 21, 2025
The best companies know that employer branding is make-or-break. The right approach can help you attract top talent, combat industry stereotypes, and build a workplace culture that actually retains people. The wrong approach? It makes you invisible to the candidates you want most.
Leading companies are turning to Glassdoor not just for employee reviews, but as a strategic platform with real-time feedback and authentic talent engagement. Here's how three organizations are using the platform to transform their employer brand and attract the right people.
Closing the gap between perception and reality
Capgemini, a global leader in consulting and technology services, wanted its Glassdoor presence to reflect the company’s positive employee experience more accurately. With a large volume of reviews across global locations, they saw an opportunity to better align internal culture with external perception and use that feedback to inform their long-term talent strategy. Key focus areas included increasing review response rates, strengthening the connection between the employee value proposition and day-to-day experience, and using data to identify areas for improvement.
The company rolled out a required training program to ensure leaders could thoughtfully respond to reviews, with monthly check-ins to share best practices. They encouraged employees to leave reviews at key milestones like promotions or project completions, helping to surface a more representative view of life at Capgemini. Using Review Intelligence™, they analyzed sentiment across departments, locations, and roles on key topics like culture and DEI, and benchmarked those results against competitors. They also launched enhanced branding through the Employer Branding Hub for each global location, sharing localized employee stories, EVP content, and branding campaigns.
As a result, Capgemini’s global Glassdoor rating climbed from 3.2 to 4.0. Reviews began reflecting the impact of internal efforts, and the company strengthened its position as a talent destination — improving both hiring outcomes and employee engagement.
Building transparencyto overcome hiring hurdles
Equans UK, with nearly 15,000 employees in energy and services, faced serious skills shortages and high turnover in engineering. They needed to show they were a progressive employer that valued diversity and growth, particularly to retain apprentices and achieve gender balance in senior and operational roles.
The company implemented a comprehensive employer branding strategy centered on their Glassdoor profile. They revamped their "Why Work With Us" section and featured their #ProudtoMakeitReal campaign spotlighting actual employees. Crucially, Equans increased its review response rate and acted on employee feedback, demonstrating genuine commitment to transparency and improvement. They paired this engagement with targeted Employer Branding Ads for their key demographics, including skilled trades and engineering.
This multi-pronged approach delivered massive results, including 84% more unique visitors and 53% more page views across their Glassdoor and Indeed profiles. They also saw their overall Glassdoor rating jump by 0.6 points, solidifying their reputation as an employer of choice.
Attracting mission-driven talentwith targeted messaging
Thomas J. Henry Law, one of the nation’s leading personal injury firms, needed more than just good attorneys — they wanted lawyers with integrity and determination who truly believed in their mission. Their existing methods weren't attracting this caliber of talent, so the firm took a different approach.
They analyzed what their current employees loved most about working there, then crafted targeted messaging around DEI initiatives and career development. This refined content was integrated into their Employer Branding Hub and, crucially, their advertising strategy. The firm used custom messaging in "always on" Employer Branding Ads across Glassdoor, Indeed, and other sites in their candidates’ online journey, ensuring they stayed top-of-mind with qualified job seekers who shared their values.
This strategic and sustained effort delivered impressive results: application rates more than doubled in three months, while cost per application dropped 37%. Their targeted approach showed that precise messaging attracted better-aligned talent more efficiently than broad recruitment tactics.
The common thread: Authenticity drives results
Candidates can spot inauthentic employer branding from miles away. These three companies crafted credible narratives that resonated with the right talent — and backed them up with real action. This solid foundation, built on genuine transparency and strategic consistency, led to results that speak for themselves: better candidates, lower costs, and stronger company cultures that actually retain top talent.
Your next great hire is already researching employers online. Make sure they find the real you.
Your company lacks corporate transparency. Modern forward looking companies practice social responsibility with ESG transparency. In 2026, Rich'
Board needs to get into the 21st century with basic corporate norms. Transparency boots employee morale, confidence, and helps the company address and allocate resources better:
++Full Annual Report w/full audit financials & audit report++
++Corporate Executive Compensation Policy & Disclosures Published w/compensation for all SVPs and above by name & amount++
++Publish Board of Directors Compensation along with outside business interests++
++Summary of Board Minutes & Agendas++
++Board of Directors required to provide update to employees and to meet w/employees & clients through focus groups each quarter++
++Publish Annual Filing w/NYDFS w/all schedules on public website++
++Publish 5 year strategic plan to all employees++
++Post Corporate Tax Return on public website++
++Post all pages of the full un redacted rating agencies reports on the public website++
++require all internal leaders of divisions to hold quarterly meetings with all of their divisions and employees especially in IT, Sales, & Operations++
++Human Resources needs to release all results of Annual Employee Culture Survey within 1 month of survey completion++ no sitting on the survey results.
++360 feedback by associates of their managers and their managers managers++
Remember, the cover up is worse than the crime and it's time to stop covering up. This is not Watergate.
Curious about everyone’s New Years Work Resolutions.
Work is supposed to be fun, but companies have made it so difficult that many Gen X and Gen Z employees hate going to the office and feel like they’re just following marching orders. The ’90s and early 2000s felt more enjoyable because we had people from other cultures who assimilated and didn’t treat the U.S. as merely an economic zone. People weren’t constantly worried about their jobs being outsourced to developing countries.
Everyone’s miserable at Dell. They come here looking for meaning, but all they find is confirmation of how trapped they are.
RTO is an antiquated strategy based on how the company was in 2010 not 2025. Our roles have changed as have the people, and their locations, that we all interact with. There will be no measure of success because it’s based on a belief in collaboration and nothing more. There is not a single metric that will support it. However I will lay money that sickness and absence rates will rise.
Well said, @a9+1kc3yqn6p.
Did I miss it? They didn't mention it during the Town Hall at all. Hmm...
Bandy the Clown can not even be bothered to send the “troops” a Christmas message. While they usually say nothing and spout BS not to make an effort is an all time low when I thought he could get no lower. Maybe him and the new CMO have decided that internal communication is no longer needed?
Since SB, DC and the EC can’t be bothered I will say it - Happy Holidays 🙂
https://careers.massmutual.com/job/springfield/global-workforce-management-director/724/89713009728
The Opportunity
The Global Workforce Management Director will be responsible for leading the development and execution of Operations’ global strategies to enhance organizational performance. Establish and implement workforce management standards and best practices to promote strong communication, collaboration, and engagement across onshore and offshore teams, ensuring the organization operates efficiently and effectively in a global environment.
The Team
The team is comprised of Strategic Consultants responsible for developing, implementing, executing, and overseeing global transition initiatives across Operations. Your individual role will have an impact on ensuring we have effective remote working standards, hybrid working guidelines, cultural competence, work location recruiting and engagement strategies, etc.
The Impact
You will be accountable for driving the strategic vision, planning, and management of global workforce transitions, ensuring alignment with organizational objectives and operational effectiveness. As the Global Workforce Management Director , you will partner with senior leaders, business units, and external partners to identify, plan, and execute transitions that optimize the global operating model. This will include communication, change management and readiness considerations.
Key responsibilities include, but are not limited to:
The Minimum Qualifications
https://www.compactmag.com/article/the-lost-generation/
Dear Team,
As we gather with our families this holiday season – or, more accurately, as those of you within 50 miles of an office get your butts back in here to maximize collaboration and real estate utilization – I want to extend my warmest wishes for a prosperous and metrics-driven New Year.
The winter holidays remind us of timeless values: giving (of your maximum effort), receiving (higher margins for shareholders), peace (on earth, as long as your business unit stays well above the Line of Doom), joy (in hitting quota, even if it means public call-outs in all-hands), and goodwill toward all men (provided they contribute tangible value and don’t just “make air” like those software folks).
Remember the miracle of the season: just as one small acquisition can multiply into trillions in market cap through ruthless simplification, your continued sacrifice of work-life balance turns our portfolio into evergreen revenue streams.
Family time is wonderful, but nothing says “holiday cheer” like knowing your RSUs are vesting while underperforming divisions get divested faster than you can say “perpetual licenses are dead.”
To those celebrating Christmas: may your stockings be stuffed with stock options – contingent, of course, on office attendance thresholds.
To those observing Hanukkah: eight crazy nights of efficiency gains.
To everyone else: focus on what really matters – Q1 targets.
Thank you for your obedience dedication.
Let’s make 2026 another record year of cost-cutting and shareholder delight.
Happy Holidays,
Hock Tan
President & CEO, Broadcom
The company hired me to lead their "Agile Transformation."
I don't know what Agile means.
Nobody does.
That's why it works.
I make $425,000 a year.
To move sticky notes.
From left to right.
On a board.
The board is digital now.
The sticky notes cost $80,000 in Jira licenses.
Progress.
Day one, I said "we need to break down silos."
Everyone nodded.
Silos are bad.
I don't know why.
But destroying them is a career.
My career.
I introduced "squads."
Squads are teams.
But disrupted.
We disrupted the teams into teams.
Different names.
Same people.
Same problems.
But Agile problems now.
Agile problems are strategic.
A senior engineer asked what we're actually changing.
I said, "The mindset."
He asked what that means.
I said, "It's a journey."
He asked where we're going.
I said, "Toward agility."
He asked what agility means.
I pointed at the sticky notes.
They were moving left to right.
That's velocity.
We have velocity now.
The VP of Engineering said two-week sprints don't fit their work.
I said, "That's waterfall thinking."
Waterfall is bad.
Like silos.
I don't know what waterfall is.
But I know it's bad.
She stopped talking.
Waterfall accusations end conversations.
We had a retrospective.
In the retro, we discussed what went wrong.
Everything went wrong.
We put it on sticky notes.
Then we moved the sticky notes.
Into a column called "Parking Lot."
The Parking Lot is where problems go to die.
It's full.
We don't look at it.
That's agile.
Velocity is up 40%.
I defined velocity.
I also defined the points.
I also defined the stories.
We're crushing it.
At the things I made up.
To measure.
Ourselves.
The CEO asked for ROI.
I showed a chart.
The chart went up.
Charts should go up.
This one did.
I didn't label the Y-axis.
Nobody asked.
Leadership is confidence.
We do standups now.
Every day.
We stand.
For 45 minutes.
Standing is agile.
Sitting is waterfall.
My legs hurt.
But we're transforming.
The transformation is now "Phase 3."
Phase 1 was assessment.
Phase 2 was implementation.
Phase 3 is "continuous improvement."
Continuous means forever.
Forever means job security.
I'm very secure.
My contract was extended.
Three more years.
For "cultural impact."
The culture is confused.
But impacted.
Agile transformation isn't about being agile.
It's about transforming.
Continuously.
Toward more transformation.
The destination is the journey.
The journey is billable.
Do you know if only extraordinary ratings will qualify for legends of possible or do meaningful ratings employees can also qualify?
Heard a comment the other day that implied they are tracking people teams activity, green, yellow and red. This person also said if you don’t sign on to teams they have a report for that. Any truth? All these reports I can’t keep track of what they are tracking. We need a weekly tracking report of what they are tracking so we can track ourselves.
Great now I feel like I should go running.