#meritincrease

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2027 "merit increases"

Laid eyes on the merit increase matrix for 2027, and it's as pathetic as the firm's leadership. Since we're all now meeting expectations because it's impossible to exceed (guess they're saving those ratings for EJ India), increases for meets will range from 0.9% (over 110% of midpoint) to 4% (under 90% of midpoint).

So yay... I'm just barely over midpoint (by $567), so I will get an amazing 2.1% raise for 2027.

But ELT will continue taking home their 8-figure payouts and not caring in the least about the people actually doing the work. I've said for a while now that my loyalty to EDJ is gone but that I wasn't actively looking to move. And stupid me decided to go ahead and buy in to the LP offering.

So either I'm stuck until the LP loan is paid off (18months +/-) or I have to find a way to pay that off so they can liquidate my LP and go to a competitor since it seems every other firm's pay & benefits are better than this dumpster fire.


Year-end performance and $

I heard that your rating has a merit range tied to it and getting an exceeds could affect you more negatively than a meets dollar-wise. I'm trying to understand how that even works.

And how do the calibration sessions work? Can a team of 10 only have 1 exceeds and has to have 1 not meets?


Associate to Associate Assistance Network.

Maybe Elevance should just increase merits to account for COL increases instead of asking other associates to help pay other associates bills. The timing of this is suspicious considering the huge increases in Health Insurance premiums. Elevance su-ks. Are they going to be like Amazon where a large portion are getting government assistance because Amazon can’t pay a living wage?


New pay raise amounts? 3% or 4% for successful

So it’s pretty clear for 99.9% of workers we are going to get “Successful” or less. My question is what percentage is that? The manager that had our meeting said it’s 4% and can go to 2% with bad Points. But every one I’ve talked to said it’s actually 3% and down from there if you have points. 4% percent is all ready bad enough as they promised 6 for tenured works that dedicated their lives to the company. But 3% is an absolute joke that doesn’t even cover inflation


Raises

Do you happen to know what the expected raise percentage is for this year? I’m also wondering whether employees who receive a promotion in March are still eligible for the annual merit increase. Since raises are communicated in January and promotions in March, does receiving a merit increase have any indication of whether someone was selected for a promotion?


Is a 2% merit increase normal at this stage?

2024: G8, 10% merit increase, no RSU
2025: G9 promo, 10% merit increase, no RSU
2026 (different manager): G9, 2% merit increase, no RSU

Is this a normal progression? Genuine question as this is the lowest merit increase I have seen and ever gotten


Layoffs, merit, promotions

Sr. leadership gets paid more for added responsibilities, while everyone below director gets added responsibilities for free because we’re “short on money.”
And RIP to anyone getting promoted this year and next—tiny bump now, no merit next year, and twice the work. Biggest corporate scam ever.
Hopefully those layoffs saved us a sh-t ton of money because damn.


Would you trade 1% if your base for a little more job security?

Pros
Fewer annual reorgs
More 3%+ merit (no 1-2%)

Cons
You'd have a handful of folks "advocating" for you that would have to be elected every 2-3 years
You'd give up 1% of your base annual salary

Thumbs up if you like it. Thumbs down if you don't


Sr Director/Director/AD Education Observation

It's more apparent these days that the increase in promotions at these levels are DEI/High School education level versus College Educated/Non DEI.

Tracking with this observation is results are decreasing as education/meritocracy gets devalued.

Dan... not hard to fix. Shareholders await.


Was the merit increase never planned?

When LP communicated no merit increases in Q1, he mentioned that if results were good in Q2, he would reopen the topic. Well, LP tells Wall Street everything is great, rosy, awesome, right on track, etc. and then a week or so later tells the employees the results were bad, and they will look at raises in 2027. That was a gut punch, since this will make 3 years without a raise. My VP told me that his SVP promised raises in August, but we had to sell and inkjet or I would not be eligible. Why do our leaders make promises they can't keep? Here's an idea, maybe fund raises with cutbacks. since we bought Lex, I now have not 1, not, 2, but 3 "VP/SVPs between me and my old SLT SVP. We added 3 layers of people that I have no clue what they do. Why not cut some layers like you are supposed to do with a merger, and fund worker bee merits


Understaffed and underpaid

It’s absolutely ridiculous that the phone queues have had a red alert almost daily for months now. Send another email about how we are the best place to work based off bogus surveys and more emails about record breaking profits while merit increase you’re lucky to see 2%. He-l they used to give us Amazon and door dash cards. Now it’s nothing .


Anyone Else Interested in Voting Out the Union?

What if Verizon rewarded performance instead of seniority? A non-union workplace could allow merit-based raises, faster promotions, and stronger one-on-one relationships between employees and management. High performers should have the opportunity to stand out and be recognized.

If unionized Verizon employees wanted to remove their union, there is a formal legal process under U.S. labor law. It isn’t something the company can simply decide, nor can a small group of employees do on their own.

In general, the process is:

  1. Employees file a decertification petition with the National Labor Relations Board (NLRB).
  2. At least 30% of employees in the bargaining unit must support holding an election by signing a petition or authorization cards.
  3. The NLRB determines whether an election is appropriate. There are timing rules—for example, elections generally cannot be held during the term of a valid collective bargaining agreement except during a specific “window period” before the contract expires (subject to NLRB rules and exceptions).
  4. A secret-ballot election is held.
  5. If a majority of employees who vote choose “no union,” the union is decertified as the bargaining representative.

Use that like button to cast your vote.


Merit Increase

Are we really going to silently accept a drop in our real salaries? At the first townhall this year we were told we'd get an update on merit increase by June.
It's mid-July. No update. No explanation. Nothing. Leadership had no problem making the promise publicly, apparently following through with even a basic communication is a different story.


Merit Increases

How is everyone coping with no merit increases this year? Are you all still happy to be doing 2x the work for 1x the pay while your CEO takes home a $16 million dollar pay package, an increase of over $8 million since he joined in 2020?


Lee Raymond’s Famous Quotes on Employee Performance at ExxonMobil - CoPIlot Search

Lee Raymond’s Famous Quotes on Employee Performance at ExxonMobil

Lee Raymond, CEO of ExxonMobil from 1999 to 2005, was known for his strong emphasis on merit-based systems, hard work, and the role of competition in driving performance. While he did not publish a single “employee performance” manifesto, several of his public statements reflect his philosophy on how people should be rewarded and motivated in business.

Key quotes related to performance and merit:

“The market system requires that people be committed and willing to work hard. Inherent with that is what I call a merit system, which I think gives people the greatest opportunity.”

This statement underscores his belief that performance should be tied to effort and results, with merit being the primary driver of advancement and rewards.

“The main professional responsibility of a person in business is business. He or she must be successful in economic terms, but always within an ethical framework.”

Raymond stressed that business success—measured by performance and profitability—is the core duty, with ethics as a guiding constraint weheartquotes.com.

“It is important to remember that all business has an impact on the lives of real people.”
This reflects his view that performance should be evaluated not just on numbers, but also on its tangible effects on people and communities weheartquotes.com.

“Ethical conduct is something that becomes inherent in an organization over a long period of time.”

While not directly about performance metrics, this implies that a culture of integrity supports sustainable, high-performing organizations weheartquotes.com.

Overall philosophy:

Raymond’s approach to employee performance was rooted in a meritocratic, results-oriented mindset. He believed that hard work, competition, and measurable success were the keys to both personal advancement and organizational success, while maintaining ethical standards as a foundation.

If you need a concise summary for a presentation or discussion, you could frame it as:

“At ExxonMobil, we reward those who are committed, willing to work hard, and deliver results—within an ethical framework. Merit, not favoritism, should be the standard for performance.”


Cost of living adjustments labeled as "merit increases" that are really layoffs

As we go into the annual review process, HR is always quick to point out that the employee evaluations have no direct correlation to the amount that an employee might get as a "merit" increase. I have two issues with this:

  1. When increases come around every year, the vast majority of employees get a "merit" increases in the 1-3% range. This is essentially a cost of living adjustment. In fact that amount is usually less than inflation, so most of us are getting paid less every year (relatively speaking).

  2. If an employee is rated as "developing" they are ineligible for a "merit" increase. Managers are pressured to identify approx. 5-10% of their team who fall into the "developing" category. These employees don't even get a cost of living adjustment, which is, for all intents and purposes, a pay cut because of forced ranking of team members.

HR points out to managers that its ok to label someone as "developing" if they've been in the role for <1 year, so a lot of managers put their newer employees in that category. But based on your hire date, that might mean you may go 18+ months before getting any sort of cost of living adjustment. For managers without any new team members (which are most of them after all the WFRs), they can find themselves stuck tagging a few people who may get a rating they don't deserve and its corresponding pay-cut because of the stack ranking.

Because this has been brought up, HR says they're evaluating the policy on "developing" employees not being eligible for increases, but that opens a can of worms if they do.

More and more, it feels like yet another underhanded way of getting people to quit so the company can continue to fly under any government regulations for lay-offs that exceed a certain threshold number of affected workers. In this case, the idea is that you get lower performing people to leave, however, I'd argue that in some teams, there simply aren't people who are truly "developing" and thus get pushed out because of this manipulative process.

I sincerely hope that this is still just a holdover from the previous regime's culture that will be corrected by the new executive leadership team, but I'm not holding my breath.


Thought Process?

How are the 55yo and under thinking they should stay until the end? You have lost out on merit increases, 401K matching and a future, are you staying just for vacation? Just curious as to how Xerox are retaining this group.
I realize some of the younger ones are just trying to build experience for a resume, and some nepatism is helping a few families. But the others?