Below are all the posts — topics as well as replies — that mention the hashtag #performance.
Mention #performance in your post to continue the discussion!
“We base pay on labor market trends—not cost of living—so your compensation reflects your role’s true market value.”
Ok fine, but does anyone else see the idiocy of paying Stankey 26 million then? Based on what he’s done to once-proud AT&T he wouldn't get half that money at any other company in the world! Zero chance.
CVS Health CEO David Joyner received $17.8M in total 2024
Tilak Mandadi earned over $11.36 million in total compensation for 2024, driven largely by stock awards.
1% raise and only 5% of my bonus, even though I got a 'Leading' rating.
Just a 1% raise after the executives were boasting about how great of a year we had. They are probably thinking we should be grateful we got a raise at all. Were are all of the profits going??? Oh yeah to the executives who don’t actually do anything, while us individual contributors who do the real work get literal pennies compared to them
Can’t believe it, but expected. IA pulling some T& C out on the sellers Q4. That’s its guys take it way from the people who actually bring in the orders.
If you already got an invite for performance review; please share the date (can be range of date to be anonymous) and the department. It would help people from the same department to anticipate if they are on the chop-off list. I’ll start first.
ECS, no invite yet!
Should laid off employees expect a 100% bonus payout on 2/27 if they were terminated due job elimination with no mention of performance? I assume most who were laid off in January never had a performance review with their leader…. Severance docs only mention pro rated bonus for 2026 and is unclear about how bonus for 2025 will be paid out
Steve said that we achieved 100% on the goals for the Annual Incentive Plan and that it would be funded at 100%. and I quote: "it means there's enough money to pay the entire company 100%, but not everybody is going to get 100%. Some people will get less, some people will get more. We've been talking about establishing a high performance culture. I am pushing the management and leadership team to make sure we differentiate. So, if you're a top performer, you should expect more than 100%. That's what our management team has to do. We're not gonna just spread the funds out amongst the whole company. Were going to recognize the top performers."
Layoff, RTO, relocations, and rumors are what bring us here. I have a few minutes to share some of my insight moving from individual contributor to tech director and lastly AD. I hear chatter about who gets laid off and who doesn't. A lot of you think that layoffs purge the poor performers, and you're absolutely right. But, what makes a poor performer? Lets say I have 10 people on my team and all of them are great. I am told I have to reduce 2. If I happen to have an approved req for a backfill, I may be able to use that. If not, I have to go into the pool looking for poor performers. Here's a real example. Unfortunately, its one of many. You see, we go through this at least once a year, sometimes more.
10 people, 2 positions. Here were my poor performers.
First was an L2 single mom who was frequently swiping in closer to 9 most days. Great PO but, late. She was a solid performer and had an excellent rapport with her team and stakeholders. Next was an L1 QA analyst. He was a little hard of hearing so sometimes he played his music a little loud through his beats. People complained that they didn't like John's music tastes and that even when he wasn't listening to music, he still ignored them. Poor John's hearing loss and loud music didn't change the fact that he was outstanding at his job, worked 9+ every day and cared about his performance. Last person was an employee whose family lived offshore. He would take long vacations once or twice a year to go back to his homeland. One year, his vacation coincided with an outage that happened a couple weeks after a release. "John #2" was in India and was sleeping when we identified the problem. He did not respond to emails and didn't have cell service. We fixed the problem. No one blamed John 2, much. i was called to the mat and asked why I let him go so soon after the release. I said, A. we release every 2 weeks, and B. I can't control the timing of his religious holidays. He was a good developer though a little full of himself... and he smoked like a fiend. I hated it. Always smelled like cigs. Good performer though. Respected and worked constantly. Except when he was on vacay, that is.
Quiz time! Which one got the pink slip? It was only 1. I had one get out of jail free card to play. I had me a scapegoat that i pulled from another team to fill a backfill. We 'met' at a HH. He was an L2 who had been elevated. Lower salary. UOP bizzness degree. Nice enough but a bit too conversational after a couple beers. Very active social life. Work was a clear second, maybe third priority. He met all the criteria for a good worker who'd be easy to boot in a 10% rif. There's a poor performer. That was 1. Who do you suppose number 2 was? Answer. None of them. I didn't want to have HR probing my selections. Instead, I said that "Tom" was a great developer but he was abrasive at times and didn't like the Agile game. Tom was smart, experienced, and expensive. He exceeded expectations at every turn despite hating to have to attend the agile ceremonies.
Now, we are in 2026. RTO has happened. You can't use that any more. Countless layoffs have whittled down the poor performers. So, look around at your teams tomorrow. You are the pool. One or 2 of you are poor performers and you don't even know it. Its not the person you want it to be. It rarely is. Its the person who believes in AT&T or at least believes in the product. Its the person who wants to hang out or who enjoys HHs with coworkers. Its the guy who busted his hump to get a degree while supporting a family and its the new grad with a CS degree but no actual development experience. Its the PM who sits in the conference room capturing notes for a few minutes too long after the meeting ends. Yes, every one of you could get your walking papers due to the very things that you think make you indispensable. Sorry to be the one to inform you.
As for me, I out in my notice 1 month and a few days after the August "Memo". I refused to have to label an exceptional employee a poor performer. If you are concerned, just remember that your value is not reflected by the salary you earn but how you treat the people you work with.
Leaderboard shows how outlandish quotas are right now. 60+% of the company is struggling to hit. What’s next?
What is the criteria for being a HiPo in XOM?
I have seen a few so far - they literally just destroy the morale of the teams, make terrible decisions that the teams have to bear the impact of long after they leave. They focus heavily on optics to outside organizations, they don’t like technical people (or anyone in their teams) that actually are heart and soul of their teams and perhaps the only good part of it is that they leave soon but it never feels soon enough.
Question is are the rest of us incapable of seeing how amazingly great these future leaders are (and that’s why we didn’t make it) or is this all just as true as it feels?
The summary is work even harder and hope for the best. Really annoying to say the least
If the rumours are accurate, TD has reportedly made the decision to significantly reduce its New Business team — primarily those operating at field level. In effect, it appears the accountability process was STUBBED at that level.
What is notable, however, is that leadership responsibility for growth through new-logo acquisition does not appear to have been treated with the same level of scrutiny. The individual tasked with delivering that mandate seems to have avoided the cull, despite the outcomes not aligning with the original brief.
Whether this results in a lateral move or progression into another senior role, it raises broader questions around governance and performance accountability. When growth ambitions are not realised, it is reasonable to assess whether the issues sit purely with frontline execution — or whether strategic direction, positioning, and leadership oversight also played a role.
In any organisation, sustainable new-business acquisition underpins stability and long-term success. When that engine stalls, the impact is inevitably felt by those closest to the revenue line. Yet growth challenges are rarely isolated to field execution alone.
If product-market fit was genuinely a barrier, that insight should have been formally escalated and addressed through a structured mitigation plan. Where systemic obstacles remain unresolved, responsibility must extend beyond those executing the sales motion.
In competitive markets where alternatives such as SF or DB may already hold stronger positions, the key question becomes whether the opportunity to win new logos was constrained externally — or whether it was effectively STUBBED internally by gaps in strategy, capability, or vision.
When leadership continuity persists despite repeated growth underperformance, it inevitably prompts reflection on how accountability is applied — and whether standards are consistent across all levels of the organisation. All in all, its evident, those that should hold accountability, despite failure are continuously being rewarded and there lies the problem at TD!
when will bonus for 2025 being distributed? Will bonus being adjusted (up/down) based on refinery performance? what are the benefits of being rated as extraordinary results/role model?
Unless they are stopped, they will continue to force low ratings, terminations, removed merit amongst other things. They plan alot more cuts in 2026 and think they will be AI leaders in the industry when we have to work off systems over 30 years old cause they refuse to upgrade them. FOH. Dont let them get away with it people. Save all prior performance now and challenge any bs ratings
A lot of you have probably faced issues working with offshore where they shirk tasks, overexaggerate their impact, and usually expect their American counterparts to pick up the slack they create. I spoke up about this during my manager 1:1 specifically about how tasks assigned to offshore ended up being done by onshore 60-75% of the time, BACKED UP WITH ACTUAL SCREENSHOTS FROM ACCESS LOGS AS PROOF THEY HAVEN'T BEEN THE ONES WORKING ON TICKETS. The response? "Well you get paid more than offshore so the expectations are a little different." WTF? The whole point of offshoring from the corporate suits perspective is to save money to get the same amount of work done. If they get let off the hook for subpar work quality AND quantity because they get paid less, then why not just keep the same American employees that were delivering more proportional to how much more they were getting paid, while avoiding the communication issue, work culture differences, and time zone barriers? The only thing keeping this company going despite pivoting towards people who get 1/5 of the work done for 1/4 of the price is the fact that the onshore side is willing to shoulder the extra burden because of the sh-t job market.
Does my performance review increase/decrease chances of being laid off?
Any CEO could meet those incredibly low expectation's.
Spend five clicks minimum on SalesChat to prove you’re engaged.
Help train AI systems designed to eventually replace your role.
Accept shrinking commissions so executive comp stays intact.
Stay chained to a desk eight-plus hours a day, regardless of performance.
Bounce between internal tools and dashboards to signal productivity.
Operate inside an expanding web of apps built more for monitoring than selling.
Daily workflows dominated by internal systems, compliance tools, and activity tracking.
An environment where optics often outweigh outcomes.
Operate primarily as a quote generator - processing pricing requests instead of driving strategy.
Go “all-in” and be grateful you have a job.
How convenient. The ratings are updated to drive more slavery. For zero pay increase year over year. Billions and billions in profit.
For any engineers on the board, I have a couple of questions. Don't take offense, they are legitimate questions:
Why can't engineering ever release any projects on time?
Why is anything you do release full of bugs and half complete?
Why are we as a company years and years behind the competition when it comes to full-stack enterprise IT solutions?
Why can we never see a roadmap with anything on it when requested?
Why is there seemingly never any accountability to address failed projects or missed deadlines?
This is by far the worst engineering environment I've ever seen at any company I've ever worked at. Seems to me it's engineering comp plans that need to change, not SCPs.
The new performance distribution targets are roughly 18% 'Contributing' and 2% 'Underperforming.' Is leadership actually held to these same quotas, or is this just another squeeze on ICs? Word on the floor is that managers are using the lower tiers to offload people they personally dislike rather than using actual metrics. Between the forced rankings and the 3-year raise freeze, it feels like the IC experience is being sacrificed to pad the leadership layer.
We have invested so much on an awesome team and leadership in PC chips
Dell used to have quarterly spifs.
Both LEMC and LDell.
They didn't make a huge difference to earnings but they were fun and something to focus on.
Aren't there short term bonuses available any more to push a new or hot product?
Approaching mid Q1, and not a word about goal setting. Makes it very convenient to give bad ratings when you wait till a month before mid year reviews to set the unreasonable goals. Better yet, don’t even bother. Manager “expectations” are better when not actually stated clearly.
If EJ wanted to improve their financial standing they would lay off lazy FAs and replace with people who were willing to work. So many of us are being laid off because of lazy FAs who drink the koolaid.
I’m east of St. Louis and can name many of them that never show up to work and “work from home” but their numbers are awful.
For those who got partially meets what’s your plan? Are you quite quitting until a new job or picking up the pace?
what is your red line regarding CC and V performance that would cause you to say, ok, now we have to act?
New Sales plan incentives sales to reach their targets 2x better than previous plans
and panelizes these below much more than previous plan
This is going to let Dell always earn more per share/deal while also a lot of Sales are goign to leave since it be unbearable - these left are ones they delivered over their numbers and with more accounts assigned are expected to do even more
it's similar to what EMC plan was - so not all that negative. Reward big sales that deliver and push out these that don't. Like it or not .
House is always the winner
What is actually happening to the low performers? Just not getting the “much higher “ gdp? Will there be a layoff targeted at them this month? It sounds like not all are getting PIPs
How many CATA's have we had between 2015-2020 VS. 2020-2025????
CATA's have doubled since Covid and the hybrid schedule! Wake up!!!!!
Get everyone back to the office or weed out the lazy complacent ones that don't put forth the effort from home! It's not rocket science. I know the mandatory 4 days is coming but it needs to happen now! Stop worrying about feelings and daycare! That's half the problem. Some work from home and save on daycare but spending more time dealing with kids than working. VZW has this data already and they know as do the shareholders.
Performance reviews done by direct manager but pending review by executives?
I feel a mass exodus from my location. Nobody likes a layoff obviously but the workload had tripled for some as myself. Yes, the stock went up but at what cost. Fire all those people just to hire them back as contractors and paying them more! Should've spent a little time weeding out the ones not performing and those not doing their work from home! Just the lazy one working from the house could've made up for the 15K.
Instead of watered down deals and "pipelines"
Is it true that director and higher level executives get paid on demand but front line and managers get paid by shipped?
No matter who is to blame this is the greatest share destruction of a fortune 200 in the last decade. Mike and this leadership team is going to be under pressure to start showing results soon.
My AD manages 2 people and owns one product . No working level duties .. No delivery pressure or resolving ground level problems
Keep making decks and spreadsheets. Attending meetings where they are not even required.. Taking status from us passing it to leaders as if she is making great progress