Below are all the posts — topics as well as replies — that mention the hashtag #performance.
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We’re basically being told on the downlow by our managers that “they” can see how often we’re using CoPilot (AI). They forced it into our performance goals. So if we don’t use AI enough (no, “enough” has not been clearly defined of course), we won’t meet our performance objectives for the year.
Our screensavers are about AI.
Personally I would like to see them address how this objective isn’t causing yet another drain on our natural resources, but of course that’ll never happen.
What's the biggest percentage increase you've gotten at EJ? Mine was 6 percent, and that was the high point.
Is it going be mandatory performance cuts in October like Meta or do we wait until winter? Ryan’s message indicated it will be in the “coming years and quarters”, which implies one’s definitely happening between now and next summer.
Got called on it and told to do 8 hours
So the people that said you can just do 6 hours or 7 hours. That was all BS
14+ years with this company and I don’t recognize the culture I grew a career with.
Great leaders are being squeezed out due to location, being too “disruptive”, and being too much of champion for higher standards from the ground up when the HQ allow bare minimum to be enough. We are left with figure head leaders who have little to no interest in learning about employees under them, the work they do, the hurdles they jump over, and the hurdles they need help with.
Kiss a-s employees are securing jobs and leadership positions who lack innovative thinking but are good at pretending they have it. Senior leadership that can’t define their own KPIs remain in power and shouldn’t be. The business is crumbling because of it.
We cannot build a sustainable future on prestige and shortcuts. By prioritizing executive optics over operational excellence, we are actively eroding our own foundation and it is costing us our competitive edge.
This isn’t the Comcast I know. This isn’t the Comcast I was proud to work for over a decade.
So after 18 acquisitions, 8 1/2 years of Neri leadership, and a really long period of flat, nothing revenue growth, HPE is finally showing some signs of life. I wouldn't count on it lasting though.
I’m in sales at OT everyone is heads down in PTEP SFDC spending all day filing out stupid fields. It’s so cumbersome….. Q1 is a mess anyone agree ?
I have never seen Halliburton do a layoff every week. Shannon and Jeff up there are destroying lives and going to sleep peacefully. How evil is that? They are getting rid of people in the name of cost savings blaming it on the war, can anyone explain how they decide who leaves? I’ve seen people who have done well performance still get laid off. The rest of the year is going to be anxiety effing riddle. Eff you j and s
So we have Smiles Week and looks like lots of effort going in to make this a good event, but wait who is actually doing work? The same folks that always are busy and those who have spare time ie no work are organizing. They are not admin staff they are university graduates being paid to make PepsiCo better. Come on Snr Leads open your eyes and get some work for these that have no work or get them out. You now want us these people in the office more so please monitor their output.
Does this make sense. In this specific order... I think they are following this logic when deciding who to cut. Feel free to add or correct me.
I came here five years ago expecting to build some useful experience and move forward. Instead, I've spent a lot of time doing repetitive work with systems that feel years behind where the industry is headed. The hours are long and the pressure is constant, but there's very little sense that you're building toward something. Raises are abysmal and don't really make up for the rising cost of living. Promotions are limited, and sometimes it feels as though there isn't even a path to develop into something different. Management doesn't exactly make the situation easier. After enough time doing the same tasks, you start worrying about your skills becoming outdated too. That's probably what bothers me most. It's one thing to work hard for a while when you know you're gaining something from it, and it's another thing to feel exhausted and stuck at the same time.
I know it's not just performance, considering the people we lost. But what is?
I wonder if leadership understands the position they’ve put employees in now that we are facing the possibility of being laid off AND cut for being in the bottom 10%. Being laid off means it’s not due to your performance - your role just doesn’t exist anymore. Being let go in the bottom 10% “could” mean you’re a good performer on a high performing team. Just think about that. There are good hardworking people who create value for the company facing TWO possible ways of being unemployed. Really cr-ppy.
The 1 year estimate of $12.96 seems a bit of a stretch……..
Capital Management continues to struggle abysmally this year. Poor stock selection. Poor positioning. Peer rankings according to Morningstar. The higher the number, the worse the peer to peer performance. Many MoA funds continue to be bottom feeders
Fund Name & Percentile Ranking
MoA Intermediate Bond Fund. 100 (this is the worst.)
MoA Clear Passage 2020 FU...96
MoA Retirement Income Fu...96
MoA Mid Cap Value Fu..88
MoA Clear Passage 2060 Fu...84
MoA Clear Passage 2055 Fu...84
MoA Clear Passage 2050 Fu...82
MoA Core Bond Fu..81
MoA Clear Passage 2065 Fu...81
MoA Clear Passage 2025 Fu...80
MoA Clear Passage 2070 Fu...79
MoA Clear Passage 2035 Fu...74
MoA Clear Passage 2045 Fu...74
MoA Clear Passage 2040 Fu...73
MoA Clear Passage 2030 Fu...73
MoA Conservative Allocation 71
MoA Small Cap Value Fu..70
MoA International Fu..66
MoA Catholic Values Index ...63
MoA Mid Cap Growth Fu..57
MoA Aggressive Allocation ...55
MoA Mid Cap Equity Index ...51
MoA Moderate Allocation F...51
Time to stop protecting Capital Management. Time to end quarterly bonuses for them. Time to layoff some people.
Nike doesn't belong there!
5 year losing streak? And still there?
Athina repeatedly says she has PepsiCo’s best interests in mind. But at some point, employees should be able to ask whether the actions and results support that statement.
When she led Strategy & Transformation (legacy before IT was combined) , significant amounts of money were spent on transformation efforts that did not deliver the expected results, with accountability seemingly landing elsewhere. Millions more have been spent on McKinsey and other external consultant this year and last year/ sometimes with very junior consultants advising experienced PepsiCo leaders.
Now Athina appears not to trust her own leadership organization and wants visibility into virtually every contract and decision. Is that really about PepsiCo’s best interests, or has decision-making become too centralized around one leader’s view of what is best?
Having PepsiCo’s best interests in mind does not mean that every decision is automatically the right one. Strong leadership means trusting capable leaders, challenging decisions with facts, acknowledging when investments have not delivered, and holding yourself to the same accountability you expect from everyone else.
Power and good intentions are not substitutes for results.
Perfectly said, @ke+1m28zmvnw.
we have managers, directors, vp’s that do not even know the purpose and what it does, a cpu, gpu, cuda, or even a workload
North Carolina has terminated a job creation grant for TTI Floor Care North America. The company failed to meet its hiring commitments in Charlotte. As a result, the manufacturer will close its local facility by year-end. TTI Floor Care must repay over $1.3 million to the state. This action highlights North Carolina's performance-based incentive programs.
Charlotte, North Carolina
https://www.charlotteobserver.com/news/business/article317130270.html
Has anyone heard?
No ideas as I saw people who delivered few things are let go?
L3Harris Technologies, Inc. (LHX) received a Rule 144 notice that an former officer, Christopher Kubasik, plans to sell 18,000 shares of Common Stock, with an indicated aggregate market value of $4,419,720, through Goldman Sachs & Co. LLC on or about September 11, 2026 on the NYSE.
The notice also lists prior sales during the past three months by Kubasik that must be aggregated under Rule 144.
The filing discloses that an officer of L3Harris Technologies, Inc. (LHX), Christopher Kubasik, has notified of an intended sale of 18,000 shares of Common Stock under Rule 144 through Goldman Sachs & Co. LLC on or about September 11, 2026.
The officer plans to sell 18,000 shares of L3Harris Common Stock. The Form 144 lists these as the Number of Shares or Other Units To Be Sold, with trading expected on the NYSE through Goldman Sachs & Co. LLC.
The Form 144 states an aggregate market value of $4,419,720 for the planned sale of 18,000 shares of L3Harris Common Stock under Rule 144.
The filing lists two prior sales of L3Harris Common Stock on September 10, 2026: 14,505 shares for $3,615,794.27 and 7,411 shares for $1,849,482.92, both by Christopher Kubasik, for Rule 144 aggregation purposes.
The Form 144 reports 186,214,616 shares of L3Harris Common Stock as the Number of Shares or Other Units Outstanding, providing context for the size of the planned Rule 144 sale.
The filing states the 18,000 shares to be sold were acquired as compensation on February 26, 2026 in the form of Restricted Stock Units from L3Harris Technologies, Inc.
https://www.sec.gov/Archives/edgar/data/202058/000195824426000590/xsl144X01/primary_doc.xml
Anyone else area focused on having all employees fill in trackers for production and what is being worked on daily and what lines of business you support? Seems we have been sent a handful of report trackers to fill out over past month or two…..
Fire new rookie CEO's.
why are they still around after consecutive quarters failure to prove themselves.
Under the “able” leadership of Ben and YL, Shell appears to be setting in the West like the sun. Before Shell finally sets, it is worth taking a hard look at what Shell Bangalore has actually contributed to the company.
Beyond facilitating cross-postings for Indian employees, enabling some to eventually become naturalized Western citizens, and creating opportunities for a number of 35- to 40-year-old Indians to move into JG2 and JG1 positions, what tangible value has Bangalore delivered to Shell’s bottom line?
Supporting projects during the Assess and Select phases is hardly a unique or differentiating contribution. Other P&T hubs, at least, are tied to country-specific assets and operations. Bangalore has no comparable asset base.
There is also a legitimate question about the impact Bangalore has had on international talent mobility. Since its establishment, Western engineers appear to have had far fewer opportunities for cross-postings to Southeast Asia and the Middle East, while Bangalore has increasingly dominated these assignments.
If the primary beneficiaries of this model have been employees in India rather than Shell as a whole, then the fundamental question is straightforward: has the establishment and expansion of Bangalore actually created value for Shell, or has it primarily redistributed opportunities within the organization?
After two decades, Shell should be able to answer that question with hard numbers—not anecdotes, headcount, or internal career progression, but measurable impact on the company’s bottom line.
Dear Mike,
Welcome! Before any process is addressed, the people responsible for carrying out that process must be heard, valued, and respected. That principle should be at the heart of Truist’s culture. Reconsider the Return-to-Office (RTO) mandate and give teammates the flexibility to choose how they work.
The majority of Truist teammates want the company to succeed. They want to serve clients well, perform at a high level, and contribute to the future of this organization. But too often, teammates feel that their voices are not being heard when major workplace decisions are made. Truist frequently emphasizes the “Voice of the Client.” But what about the voice of the teammate?
A company cannot consistently put clients first while overlooking the people who serve those clients every day. Allow teammates to choose how they work. Optional remote or a two-day-per-week hybrid expectation would be welcomed by many who simply want flexibility, trust, and the ability to balance work with the realities of today's economy.
If a teammate desires to be in-office everyday -- let them!
If a teammate desires to be hybrid 2-days a week OR more -- let them!
If a teammate desires to remote OR work from home -- let them!
Give teammates the freedom to choose how they work best.
Trust them. Measure their performance by their results, productivity, collaboration, and client impact — not simply by where they sit.
Gas prices and the cost of living continue to put enormous pressure on working families. At the same time, many teammates feel that salaries and bonuses have not kept pace with those rising costs. Requiring employees to spend more time and money commuting—without meaningful flexibility or compensation—only adds to that burden.
This should be a priority, Mike. Listen to your teammates. Respect your teammates. Trust your teammates. If Truist wants teammates to demonstrate commitment to the company, the company must demonstrate that same commitment to its people.
And where is HR in all of this?
There is a growing perception that HR is disconnected from the sentiments, concerns, and undercurrents among the very teammates it is supposed to support. Leadership needs an honest, unfiltered understanding of what employees are experiencing—not simply what is being reported through formal channels.
The solution is not complicated: Ask teammates what they want. Listen to what they say. And then act on it. Give people choices.
Trust high-performing professionals to determine where and how they can do their best work. Measure employees by their results, client service, collaboration, and performance—not simply by the number of days they sit in an office.
Mike, Truist has an opportunity to demonstrate that it truly values its people. Make flexibility a priority. Make listening a priority. Make the Voice of the Teammate every bit as important as the Voice of the Client.
Let teammates choose how they work.
Paying $385 an hour, I learned a concept called Radical Acceptance. It means completely accepting reality as it is in the present moment, without trying to fight it, judge it, or wish it were different. Whatever you experience with this company, no matter your status, whether you've been displaced, terminated, or are going through the performance management process, accept the truth. The truth is, this is a sh-t company doing sh---y things to its employees. You can't change anything; you just have to accept the truth. That's the world, and that's life. Period.
All you can do is either do your job happily or find another one.
That's the wisdom of modern psychology.
I wish this could help anyone here who is going through what I'm going through.
Peace and love
Is it true that new hires with less than 1 year tenure are given the "developing contributor" primarily due to them being new to role and not really because of performance reasons? Also, what are the implications of this rating?. I believe getting rated the same next year will spell doom and gloom.
Those who were laid off should ask themselves why they were selected instead of someone else on their team. What was missing? Many people are complaining about how unfair it was, but you wouldn’t be in this situation if you had consistently made yourself indispensable. Too many treat the company like a home where they deserve to be taken care of. Your role is only secure if you are a difference‑maker. The fact that you were chosen because your removal doesn’t affect the team’s productivity should tell you something
If you haven’t upgraded your skills or delivered meaningful impact, you become an easy target — fair and square. And you should expect the same outcome anywhere else. You wouldn’t hire or keep a contractor for your home if they weren’t excellent, just because you liked them, especially when better quality and cost saving options exists. That’s why you read reviews before hiring one
SBHP recently started using PEGA to track "productivity". However, no one has a clear answer on how it works or what it's tracking. No one in our department has above 67% and people are being told to just click around more. Obviously that's not the solution because everyone would be successful at that point. Does anyone have any clear metrics or tactics that work?
What exactly do these guys do? They're always in POC mode, churning out white papers that nobody really reads. Do they actually add any value?.
Curious if anyone here has been through a round of layoffs and can share how it actually played out. When companies say it's "cost cutting" or "moving jobs offshore" — is it usually the entire team/department that goes, or do they pick people out individually?
Also wondering if performance ratings really matter here, or if it's more about tenure, pay level, and role redundancy. Trying to get a realistic picture rather than just guessing.
PIPs are rarely about improving performance. They're about building paperwork to fire you. If you get one, start looking. I'm talking from personal experience.
My supervisor dropped me like a rock in the ranking this year without giving me any heads up. Had me relocate to a new group in a new city. Now I have to stay for 12 months with no possibility of a meaningful raise or repay the relocation costs.
So your IC will take a hit if you do not meet workday persona.
Has anyone seen the data Ron used to support his BS claims about "productivity" gains while being in the office?
Stock down almost 6%, in anticipation of a negative update?
Oil is down, refining equities surging. PSX up 1.7%, VLO up 2.9% and MPC 2.2%
The hole deepens
I have coworkers saying they received their ranking and were put on NSI for multiple categories and good on a few. They said they only have to meet their goals for two months for the NSI categories. I thought it was 6 months to meet all the goals and I didn’t know you could get NSI in only certain categories, I thought you were ranked NSI or you weren’t. This is for hourly employees. Does anyone have any incite on how the process works now?
https://www.zacks.com/stock/news/2984394/tfc-still-trails-its-2019-merger-targets-can-the-new-ceo-change-that