#feedback

Has your presence report been off the last 2 weeks? Last weeks report was atrocious. It’s wayyyyy off

An HR expert believes many employees are hired into roles that don't suit them because employers refuse to pay competitive salaries. They then remain in those jobs for years, receiving little meaningful feedback, before eventually being dismissed or made redundant.

Kate Underwood, founder of Southampton-based Kate Underwood HR and Training, said the result was that workers lost "valuable" years of their careers "without ever being told the truth". Kate said employers often complained that they "can't find good staff", when in reality they're offering salaries that fail to attract the right candidates.

She added: "'Nobody wants to work anymore' is the most comforting sentence in British business, because it puts the fault out there somewhere. It is almost never true. There's no shortage of people who want to work. There's a shortage of people willing to do that job, for that money, in that building."

According to Kate, businesses frequently compromised during recruitment, hiring the best candidate from a weak pool of applicants before convincing themselves things will improve.
The bigger problem, she said, was what happened next. Rather than addressing performance issues early or admitting the role needs to be paid more competitively, employers often keep someone in post for years because replacing them would cost more.

Kate added: "Owners tell me they're keeping someone on out of kindness. I have never once found that to be the actual reason.

"You're not keeping him out of loyalty. You're keeping him because letting him go means admitting what the job actually costs.

"That is not kindness. That is a cost-saving measure with a human being in it."

Kate believes this can be devastating for the employee, who may have no idea their employer has already lost confidence in them.

She said: "Gary is 34. He's spent three years being quietly tolerated.

"Nobody has told him the truth... He thinks he's fine. He's walking around with a completely false picture of his own working life and everyone in that building except him knows it."

She said that by avoiding honest conversations, employers denied workers the opportunity to improve or find a role where they are better suited.

Kate added: "He'll find out eventually. When the business cracks, or gets sold, or when a new manager arrives with no history and does in a fortnight what should have been done in month three.

"You didn't spare him anything. You took years off his career because you couldn't face 20 minutes and a payroll decision."

Instead, Kate believes employers should recruit realistically, pay market rates and tackle performance concerns quickly rather than allowing problems to drag on.

She said: "When it isn't working, say so early, out loud, kindly, in month two rather than year three. Give the person a real chance with real support and a real deadline. If it still isn't working, let them go while they've got the confidence and the CV to land somewhere better."

The bigger problem, she said, was what happened next. Rather than addressing performance issues early or admitting the role needs to be paid more competitively, employers often keep someone in post for years because replacing them would cost more.

Kate added: "Owners tell me they're keeping someone on out of kindness. I have never once found that to be the actual reason.

"You're not keeping him out of loyalty. You're keeping him because letting him go means admitting what the job actually costs.

"That is not kindness. That is a cost-saving measure with a human being in it."

Kate believes this can be devastating for the employee, who may have no idea their employer has already lost confidence in them.

She said: "Gary is 34. He's spent three years being quietly tolerated.

"Nobody has told him the truth... He thinks he's fine. He's walking around with a completely false picture of his own working life and everyone in that building except him knows it."

She said that by avoiding honest conversations, employers denied workers the opportunity to improve or find a role where they are better suited.

Kate added: "He'll find out eventually. When the business cracks, or gets sold, or when a new manager arrives with no history and does in a fortnight what should have been done in month three.

"You didn't spare him anything. You took years off his career because you couldn't face 20 minutes and a payroll decision."

Instead, Kate believes employers should recruit realistically, pay market rates and tackle performance concerns quickly rather than allowing problems to drag on.

She said: "When it isn't working, say so early, out loud, kindly, in month two rather than year three. Give the person a real chance with real support and a real deadline. If it still isn't working, let them go while they've got the confidence and the CV to land somewhere better."

My manager still hasn't provided his feedback on my FY26 performance review, it's still in-progress on him.
Do you know what was the deadline for manager evaluation step?
Am I a goner?

Am I petty and immature for being overjoyed that my dog sitter texted her clients to say she has had too many bad experiences with Venmo and will no longer accept payments via Venmo?

This is a company stuck in amber. Old school processes, old school thinking, old school resistance to anything new. Propose a fresh idea and watch it get crushed. Try to work differently and see how fast you get shut down. Individual contribution isn't rewarded, compliance is. And we're all slowly suffocating under the weight of "this is how we've always done it."

What is our true Enbridge culture?

I was asked to become a Culture Ambassador a while back and, admittedly, was skeptical, I’ve never fully trusted HR initiatives that claim to gather grassroots input. A recent meeting has me genuinely reflecting on what our actual culture is at Enbridge, as opposed to the aspirational one we often describe. I’d be interested to hear others’ perspectives.

On credit hold with nearly every vendor that’s need at RUSH… CT not working, internet not working, server crashes, phones in stores not working, let’s not even get into the absolute garbage fire of Shopify…. I spend 80% of my day “putting in a ticket” or following up on a ticket… or resubmitting a ticket I’ve already placed… but, oh, if you’re behind or not getting results it’s your fault because you’re not being persistent enough. Let’s not forget to GET MORE EMAILS! But oh, sorry, let me check you out on my Shopify register… oops sorry, actually, I can’t because half of what you’re trying to buy doesn’t scan so let me take you to this other register! Don’t forget to get your surveys filled out with Highly Satisfied! What an actual joke…..

Go!

One of the things Schwab like to bring forward is the unique "Schwamily" concept. I.e., that everyone is like a big family, and care for each other.

I would like to know if someone actually experienced that?

After working for Schwab for more than 10 years, I was laid off a couple of months ago. Many I had worked with on a daily basis for years.

How many reached out to me after I left? You know the answer. No one!

I always reached out to people I knew were laid off, and I always got the same response: "Thanks, you are the only one that reached out." So, I was not really surprised when I got the same treatment.

The Schwamily concept is an HR ploy, with no bearing in reality. Prove me wrong.

Schwab is "dog eat dog", nothing else.

I’m sorry but does BB leadership really think making the severance 4 months instead of 2 months is a big carrot? Not too mention, it’s obvious that an employee’s term of employment doesn’t factor into anything. Whether you’ve been there 1 year, 10 years or 20+ years, it doesn’t factor into their perceived value of your service. So it shouldn’t shock anyone that their number of years working there doesn’t apply to any severance in this “enhanced” offer. I’m curious if anyone will comment that they’re going to sign up to be evaluated for this. Which is a whole other gut punch. Imagine signing up for this and BB says you don’t qualify because they already pay you so low that it would cost them more to replace you. NOT because of your knowledge mind you. Only because a replacement would cost them more to do the same job.

The company has consistently performed at a low 3-star rating over the past decade, and now your main focus will be retention!-) GTFOH

https://www.phonearena.com/news/we-asked-you-what-it-would-take-for-verizon-to-bring-you-back-and-the-answer-was-no-surprise_id181970
We asked you what it would take for Verizon to bring you back and the answer was no surprise.The answer probably won't shock you, but the number will.
Verizon has leaned on network reliability as its calling card for years. 52.79% of voters said cheaperplans would get them to come back to Verizon.Only 15.79% wanted a better or faster network, and 11.48% wanted improved coverage, while 19.94% said nothing would bring them back at all.To ex-Verizon subscribers: what would make you return? Better network with higher speeds.12.07%.Reliability isn't what's keeping people awayThat's a strange kind of win for Russo. If the goal really was a network nobody thinks.about, this poll suggests he mostly pulled it off. Only about 27% of respondents cited.the network or coverage as a reason to return, and that number looks smaller once
you remember plenty of longtime subscribers walked away over price hikes If ex-Verizon customers aren't shopping for a stronger signal, network bragging rights carry less weight than the monthly bill.
MVNOs like Visible and Mint Mobile, which lean almost entirely on price, are probably
better positioned to win this group back than any new 5G milestone.What the 19.94% tells us If you're one of the 19.94% who said nothing would bring you back, that's worth sitting with. Almost a fifth of respondents aren't shopping on price or performance anymore, they're just done.For everyone else, the takeaway is simpler. Verizon's reliability doesn't appear to be in question anymore, at least according to you. What's still in question is whether the carrier is willing to compete on price the way its own MVNOs already do.
Where Verizon's pitch still falls short that reliability builds trust. But trust alone doesn't win back asubscriber who already left, and this poll makes it pretty clear that price decides it for most people.Verizon has leaned on network quality as its calling card for years, and based on what.you told us, that part of the pitch isn't what's broken. The pricing pitch is. If Dan Schulman's promised customer-first era is going to move the needle with ex- subscribers, it likely runs through cheaper plans long before it runs through faster
speeds. 

We used to get a gift card or something for completing the get active challenge are we not getting anything this year

Bullet point #3 on the survey states -

You can access the survey from any computer, but you must be logged into your EH account via your Domain ID.

Why does this organization think people are so stupid?

These Town Hall meetings should be shown to people with insomnia so they can get some sleep. Brutal.

What do these people do all day? Honestly they never get back to tickets. It’s like pulling teeth for simple requests. Why are they outsourced to “Beacon Hills Staffing”? This company wastes so much money. Go back to the 90s when we had actual employees in the building handling requests in a timely fashion.

What happened?

Apparently everything is going great blah blah blah. Not one mention of the stock imploding in July and $70B of IBM market value evaporating. My take away is that these "leaders" are professional liars and con-men/women.

fun times!

in the entire corporate world.

Not just among oil majors. Look it up. That’s it, that’s the post.

I have seen the exact same behavior labeled as passion and excused resulting in OWD label and then another person with no issue but some backstabbing feedback claiming the person gets upset being put in NSI for much less to nonexistent behavior.

What you do or do not do is meaningless. They will spin it to get the outcome they want.

My dept is losing high quality high performing employees. In my personal experience, my PL is an airhead that has absolutely no idea what they are doing. Has earned his title by faking it up the corporate ladder and with our losses they are not capable of picking up the extra work around. Is Centene reviewing the anon employee surveys. This would shed light on a trend that PLs are aweful when it comes to helping us get our work done. I wish these people would be let go of first. Thoughts? State your dept/state

Was it just me or was that LP update nothing new?

Are you feeling connected? Energized? Valued?

Do you feel as though your L21 efforts are improving things for our customers?

What was even the point of SETH today? Another town hall that seemed like a total waste of time.

Blue suit and black socks….poor choice Mike

Honest question. I see so much dissatisfaction here. Im one of the dissatisfied too. I know execs come here to read what we really have to say. Maybe we can take a sec to anonymously tell them what would help and see if they actually care to listen and do something. So what would improve your experience at FIS?

Someone explain the interpretation on the global employee survey please

Sine the move is to pooled resources, the total number can be reduced, and AEs doing initial discovery and getting trained up.

SEs get pummeled again an again

Thought or heard something?

Well looks like this is being expanded to personal lending. The email assured us this will not be used to evaluate individual performance. Sounds like complete BS to me. I’m in position where work isn’t always steady, comes in waves, one week slow, next one busy. I don’t think I like what this means for people like me.

Any experiences with this anyone would like to share?

Nike Innovation has perfected a remarkable process: take an exciting idea, overcomplicate it, poorly position it, leave it half-finished, and then ceremoniously dump it on Inline’s doorstep.

“Here you go, team. Innovation!”

Except it isn’t innovation. It’s a tu-d wearing a futuristic PowerPoint deck.

The concept is incomplete. The consumer story is vague. The business case is missing. The execution is barely house-trained. Yet somehow, everyone stands around admiring the bowl and congratulating themselves on the flush.

Then Inline gets handed the plunger.

They have to clean it up, make it manufacturable, explain why anyone should buy it, and somehow turn the whole steaming pile into an actual product. When it struggles, Innovation can conveniently claim that Inline “didn’t protect the vision.”

What vision? The one circling the drain?

Nike Innovation doesn’t deliver finished solutions. It delivers Innovation tu-ds™: expensive, poorly positioned droppings packaged with buzzwords, dramatic renderings, and absolutely no toilet paper.

Just Flush It

There is bias toward last year’s poor ranking.

More and more supervisors are admitting in feedback sessions that the ranking system is broken and assessment outcomes make no sense.

Am I the only one who has noticed that the Webster, NY buildings feel warmer this summer than they did last summer? There is zero cool air movement in some of the labs and some of the cubicle areas. One lab in particular, which we used to call "Ice Box," is now "The Bahamas." It is literally that hot in there.

LM has outsourced recruiting and it is the worst experience ever for qualified applicants. Here is the deal..you apply for a job like sales or claims. You get an email from a recruiter with a name that suggests they do not live in the US. You think, is this a scam? Decline the interview. After several rounds of this apply, get email from rando, you decide to check it out further. This is even worse. Your phone interview is with someone supposedly calling from Massachusettes, which they are not. They are in India or the Phillipines. They barely speak English. No nothing about sales or claims culture. And these people are the ones screening you and moving you on or not to the next step, which takes way longer than it should. Sad what recruiting for US companies has become. I will no longer apply at Liberty Mutual.

Thoughts on why the employee survey is going to be near end of year. Is it because we’ll be significantly smaller than the last one? Thoughts from those that will or will not complete the survey and why. I believe the results should be available to all employees to view including ALL verbatim comments. Thoughts?

Salesforce is undergoing layoffs in a story familiar to all here: top, tenured staff targeted, no logic to changes, H1b questions, etc. Maybe this isn't as different as it feels or all executives just stupid, selfish @ssholes?

Mostly asking folks who are no longer in VMW/AVGO anymore.

We all complain how bad the culture has become - i can vouch, its pi-s bad and getting worse but nobody wants to leave because we all only talk s**t but love $$ too much and lack backbone/guts to do anytime so would rather wait out to get the package and waiting for the 15th every 3 months for the cha-ching.

I for a change, have been contemplating giving the middle finger and leave but want to get a reality check from honest folks. Should I su-k it up and stay 'cuz its too terrible outside or its not as bad as its feared ? I am no dummy but not Einstein either but always been top performer since I am good at reading the room and learning on the fly.

What happened to last pulse survey? Does anybody have insight into overall ratings?

If you’re comfortable sharing, I’d appreciate hearing about:

• How many years had you been with the company?
• What location were you in?
• Was it a complete surprise, or were there warning signs?
• Were you placed on a PIP beforehand, or was it unexpected?
• Were you notified by email, or in a 1:1 meeting?

I think hearing different experiences could help others better understand what to expect.