#performance

Quick show of hands how many of you are seeing higher earnings under the new comp structure, and how many are seeing less?

How will my manager manage?

She has 3 pets, 2 performers, 2 under performers.

How will she fit them in the corporate Thrive boxes? With only $16,485.38 cents for raises, 2 of the pets are going to be punished by being forced into the performer box.

I do not see this working out well for my teammates. Feels like more undocumented RIF actions than NetApp's move important asset.

WDGSTIF? Who Did George Steal This Idea From? Oh, well his twin brother of course.

Dow? Up. Nasdaq? Up. S&P? Up. Xrx? DOWN 6%... Xerox word salad no longer served with, "headwinds."

Anybody currently work this role or know someone in it? Looking for any reports how you like the role and your day-to-day functions. Also if targets are achievable or there is high turnover in the role.

And the death knell sounds on WatsonX.

https://247wallst.com/investing/2026/03/13/ibm-has-fallen-16-as-anthropic-puts-them-in-the-bullseye/

2025 10-K just published on SEC.gov. See for yourself, page 82 for executive compensation.

PP - $28M
AM - $21M
KC - $22M
DC - $19M
KJ - $21M
FL - $21M

$132M among 6 people. Unreal.

One thing I genuinely appreciate about my team at Truist is the leadership style in our organization. Our leaders trust us to do our jobs. There’s no constant hovering or minute-by-minute monitoring. We’re given autonomy, clear expectations, and ultimately we’re judged on the results we deliver.

What’s interesting is when you compare that to some of the cross-functional groups we work with. Their leadership approach couldn’t be more different. From what I’ve seen, it’s a lot of micromanaging and tracking every hour people spend on their laptops.

And honestly, the outcomes speak for themselves. That group seems to struggle far more just getting basic things done, and the results simply aren’t there. Our clients are the ones that pay the price for this!

It really reinforces a pretty simple lesson: when leaders don’t trust their teams and try to control every detail, it usually backfires. Autonomy and accountability drive performance. Micromanagement just slows everything down.

Ah yes, what a remarkable era for leadership. After all the sweeping changes and grand announcements, we’ve clearly reached the pinnacle of organizational excellence. Truly inspiring.

Now that performance reviews are safely behind us, it’s the perfect moment for everyone to relax into what really matters: another round of meetings—carefully designed, of course, to justify the existence of a few very well-compensated roles. Remember part of the Kool Aid part is to comply with Optics.

Perhaps it’s also time for us all to drink a bit more Kool-Aid and fully embrace the spectacle. For those looking for inspiration, a rewatch of Eyes Wide Shut might set the right tone. After all, if we’re going to have a party, we might as well do it properly. Oil, gas, and a healthy dose of theater—what could be more fitting?

With the reviews done, the real work begins: dinners, drinks, and decision-making of the highest imaginable caliber. Nothing says “strategic leadership” quite like carefully curated stakeholder fun and flawless optics. Ah yes, what a remarkable era for leadership. After all the sweeping changes and grand announcements, we’ve clearly reached the pinnacle of organizational excellence. Truly inspiring.

Now that performance reviews are safely behind us, it’s the perfect moment for everyone to relax into what really matters: another round of meetings—carefully designed, of course, to justify the existence of a few very well-compensated roles. Substance is optional; optics are essential. Perhaps it’s also time for us all to drink a bit more Kool-Aid and fully embrace the spectacle. For those looking for inspiration, a rewatch of Eyes Wide Shut might set the right tone. After all, if we’re going to have a party, we might as well do it properly. Oil, gas, and a healthy dose of theater—what could be more fitting? With the reviews done, the real work begins: dinners, drinks, and decision-making of the highest imaginable caliber. Nothing says “strategic leadership” quite like carefully curated stakeholder fun and flawless optics. Actual work? Well… that seems to have quietly slipped off the agenda somewhere along the way. But that’s a small price to pay when the show is running this smoothly. Actual work? Well… that seems to have quietly slipped off the agenda somewhere along the way. But that’s a small price to pay when the show is running this smoothly.

We need net Adds for Q1

Alright! This is neither a whining post nor a show off post. This post is for my own knowledge so can make an educated decision about moving within dell or outside of dell. I was given a 4% raise and RSU 30k this year and I’m sitting at about 155k base pay as a i9 in Texas.

I personally feel after being here for 9yrs and being one of the top performer, I should have gotten more than just 4% raise and 100% bonus. So I’m trying to understand what the avg i9 in Services make so I get an idea of me being underpaid or is it just where I need to be.

HouseCalls leadership is setting the program up to fail. At a time when MA risk-adjustment coding is under the highest scrutiny it’s ever been and risk scores are still one of the main revenue drivers, they keep adding more internal metrics and efficiency targets that make accurate documentation harder, not easier. There’s a clear inverse relationship between coding to the level of specificity now required and pushing APC, completion %, and daily volume. You simply can’t maximize quality, compliance, and productivity all at the same time. Something will give. Right now it feels like leadership wants all three, which isn’t realistic in the current regulatory environment. This is exactly how programs end up with compliance problems.

New productivity metrics for APCs announced this morning.
…here’s comes more emails and performance plans about how we arent doing good enough

https://www.barrons.com/articles/berkshire-deal-for-occidental-chemicals-unit-is-a-winner-51a720f0?siteid=yhoof2

OxyChem valuation up ~$3B since Oxy sold. Deal was done in tax inefficient manner. Oxy retained Environmental liabilities. Oxy didn’t try to sell to any other buyers and only negotiated with BRK. They have Vicki pegged as their mark.

This is why Oxy stock is sitting in the mid 50’s with oil at $100/bbl compared to significantly higher when Vicki became CEO and when Oxy acquired Anadarko. Buy high, sell low is not a winning strategy.

Wouldn't it be better to actually do your best till whenever you are at Oracle so that you don't have regrets later or you won't wonder if karma has come to bite you when something goes wrong in the future.

I've been working here for two years and still don't understand how they keep the lights on. The people running this place make decisions that hurt the business constantly. They ignore what customers want, run off good staff, and act surprised when sales drop. It's a miracle we're still around.

For those from legacy Ansys, how did bonuses change 2026 vs 2025 ?
Trying to get a sense if they went up, down, or stayed roughly the same.
US / APAC / EMEA ?

https://hitconsultant.net/2025/08/22/klas-report-oracle-health-faces-customer-losses-and-declining-satisfaction/

Manager added 7 performance goals to MyGPS without my consent yesterday.

5 are AI related. Stuff like "develop your AI Persona", "demonstrate AI to the organization", and "Deploy AI to Production."

None of this stuff is related to any of our day to day work at all. We use AI as an assistant, it helps sometimes and we are mandated to. Thats it. There is no AI in production anywhere, and customers dont want it.

WTF are we doing here? Its year 4 of this song and dance. Shouldnt there be returns on investment and real products to point to at this point?

That's more than enough to go with data centres built and have less laysoffs.

Performance based restricted stock units (PBRSUs) for Wilkinson, Kelly, Schoch, et al, if the share price hit... $24!

https://investor.ncrvoyix.com/node/33601/html

November 2024, not even 18 months ago.

$24, what were they smoking?

24 cents is looking a lot more likely. Couldn't have happened to a more deserving group of people. I can only hope Mike Hayford and that whole clown show held onto their shares.

Heads up: My manager said upper management is actively pushing to fire people to save costs and told us to “get ready for the worst.” I’ve been here 5 years, and while last year I didn’t meet some performance metrics, I have documentation showing the assessment isn’t fully accurate. My manager even admitted the pressure is coming from above.

Is anyone else seeing the same thing? Thought we should share experiences and be prepared.

Nike Leadership finds a way to fail and lose shareholder value everyday...

Stock is almost below $38. Piece of cr-p.

We can easily dispatch another 30% and it will still function. There are too many coasters, old timers sitting there doing nothing. Too much dead weights. Americans are lazy.

Here we are in 2026:

https://www.foxbusiness.com/technology/ford-deep-water-after-sweeping-recalls-hit-every-model-since-2020-one-exception

(Ford only built 1,350 of the one exception, unrecalled GTs.)

Did Farley miss any bonuses?

Farley in 2022: Ford F-150 Lightning has exceeded Ford’s expectations as 200,000+ customers lined up to reserve one… exceeded production capacity for the 2022 model year.

Ford sold 15,617 units of the F-150 Lightning in 2022.

Did Farley miss any bonuses?

The legacy EMC group is the only group making any money in ISG.

The Dell side couldn't put two spoons together in a drawer. Anything they develop has more bugs in it than an outhouse.

I received a 2.5 performance rating that my manager told me “had to round down to a 2 due to a new policy”. Has anyone else been told about this “round down” policy? And then I was told I will not receive anything for a bonus payout because of my rating. I’ve been here for years and this is my first time ever getting a 2, so want to see if any of this sounds normal or if I should be taking to HR

Dear John,
Oh behalf of the COR retail sales team, we are informing you that you “failed” your side by side observation! Your failed to do your mid check in as well as loosing money for the Company with your failed sales techniques! Your inability to sale and represent the companies values are lacking!

Watching promotions happen makes you wonder whether performance is really the deciding factor.

It doesn't matter in the end. If your number's up, you're gone, and the only reason is the bottom line. Don't ki-l yourself trying to prove your worth. You'll just regret the wasted effort later. Nobody's indispensable to leadership, especially when there's no growth strategy anyway.

Considering they demoted the majority of sr managers last February... Which su-ks bc my manager was AMAZING! New manager/director is cool but he has no clue wtf we do on a daily basis and has no personal relationship with any of us.

I've never gotten below a 4% raise so hoping for a 6% this year at least.

Not feeling that great about the new commission structure. It feels like it’s set to cap at the new at risk. It will be nearly impossible to make the same as if there were still multipliers.

Does anyone know what the bonus were funded at?
And the merit increase percent?

not so friendly reminder…

When corporate says bring your whole self to work, please do not.

Bring your professional self. The edited version. The safe version. The one that says good question even when the question made absolutely no sense.

When someone asks what did you do this weekend, you do not tell them you were dancing on bars, binge watching shows, or questioning your life choices.

You say you relaxed and recharged.

When the big boss tells a joke that completely dies in the room, you laugh. Not because it was funny. Because everyone understands the script.

Here is the truth nobody says out loud.

Corporate is theater.

Meetings are scenes. Titles are costumes. And most people are acting like they have everything under control.

That is why they call them performance reviews.

Some people think corporate sucess is purely about talent. Sometimes it is. But a lot of the time it is about knowing when to nod, when to stay quiet, and when to say great point.

so if you want to survive corporate…

work on your acting.

because the people winning the game are not always the most qualified.

They are the ones who understand the stage.

REALITY check??

Am I wrong, or just saying the quiet part out loud?

Global bank Morgan Stanley announced significant job cuts. The cuts impact three percent of its global employees. The company cited changing business priorities and individual job performance. These reductions follow similar moves by other large firms. Layoffs affect investment banking, wealth management, and investment management divisions.

https://uk.finance.yahoo.com/news/huge-layoffs-continue-tech-finance-135217128.html

0% for managers in many groups. Fully met but 0% and lower Sti's than last year. Great year numbers wise in these groups. What's going on? They said they didn't have enough money and had to take care of people. Is it the $2M they had to give the guy who couldn't start . . . what a joke! We are tired of beating goals and getting 0.

There’s a lot of negative sentiment here around Thrive Together. That reaction is completely rational. Many people are trying to rationalize the decision - commercial real estate exposure, leadership being out of touch, or executives undervaluing remote productivity. Those explanations miss the point. Thrive Together is a much larger slight against employees than most people realize.

It’s easy to assume the executive team is uninformed or making poorly thought-out decisions. That assumption is wrong. These are experienced business leaders who understand exactly what they are doing. Whether internal metrics show remote work to be more productive is irrelevant. If those metrics supported the narrative being pushed, employees would see them. They don’t, and they won’t. Leadership knows the data doesn’t support the story, and they don’t need it to.

Their only real objective is increasing the stock price.

Historically, one way companies accomplish that is by reducing headcount. The problem is layoffs come with costs - severance packages and payouts of accrued PTO. Thrive Together creates a mechanism to reduce the workforce without formally conducting layoffs and without paying those costs.

Instead of layoffs, the company now has a framework where employees who cannot comply with Thrive Together requirements can simply be labeled as low performers. That label leads to performance improvement plans and eventual termination. The end result is the same as a layoff, but without severance, without PTO payouts, and without triggering the procedures that normally accompany workforce reductions.

Flexible Time Off (FTO) reinforces this system.

FTO didn’t expand a benefit - it removed one. Under a traditional PTO system, employees accrued time off that the company was obligated to honor or pay out. Under FTO, nothing accrues. Time off is technically “unlimited,” but in practice none of it is guaranteed.

FTO can function in a truly flexible remote or hybrid environment where employees aren’t bound by strict office attendance quotas. That is not the environment being created here.

Under the current policy, time taken under FTO does not reduce in-office attendance expectations. For the average employee, that creates a clear disincentive to take vacation because office quotas remain unchanged regardless of time off.

Leadership recently increased the expectation to three days per week in the office. If an employee takes a week of vacation, they still owe those three in-office days somewhere else in the fiscal year. Two weeks of vacation doubles that deficit.

If the company eventually moves to four or five in-office days per week - as many suspect it will - the system becomes mathematically unsustainable. There will be no practical way for employees to take time off while still meeting attendance expectations within a quarter. FTO with Thrive Together is structurally incompatible with meaningful time off.

What’s happening here isn’t confusion or poor planning. It’s a gradual tightening of pressure on the workforce while removing the company’s obligations that typically accompany layoffs. Even better, some employees will leave on their own to avoid the mess.

The plan was always to make you work more while creating a system that results in less time off, lower performance reviews, and a convenient excuse to fire people without severance.

Raise %:
Bonus %:

Once upon a time, the biggest concern was the lack of ‘good for you’ products in the portfolio. Today, the biggest concern is the lack of good leaders in the organization. How is each function holding up, is there any hope?

One of the most fascinating management models I’ve seen recently is the “mutual admiration club.”

A small leadership circle hires each other, promotes each other, and then gives each other outstanding performance ratings. Meanwhile, the people actually running operations and supporting customers suddenly become “underperformers.”

It’s a brilliant system if the goal is to protect the club and shift accountability elsewhere.

Unfortunately, it’s not a great system if the goal is to run a serious business.

In the long run, organizations usually discover that echo chambers are very good at protecting leadership, but not very good at running businesses.