#performance

Posts mentioning hashtag #performance

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Clover is on the brink of disintegrating as a unit

The past few years at Clover have exposed the full extent of failure in engineering and product leadership. Decisions are reckless, priorities constantly flip, and nothing ever gets executed properly. Every new “initiative” collapses into chaos because the people in charge can’t think ahead, can’t follow through, and seem completely out of touch with reality. Teams are left to pick up the pieces while leadership pretends everything is fine.

The lack of accountability is absurd, the same mistakes keep repeating, yet nothing changes. If real progress is ever going to happen, serious action needs to be taken at the top. Clover leadership needs a hard reset, and the company can’t afford to keep operating with this level of repeated mismanagement

#Accountability #Culture #Leadership #Management #Performance

Our Company is Prioritizing Fake Close Rates Over Customer Service

The current implementation of internal account indicators—often referred to as "banners" or "flags" for priority opportunities—is fundamentally distorting our approach to customer engagement and compromising the integrity of our sales data.

The core issue is that management directives are prioritizing the achievement of a high banner "close rate" metric over serving the complete needs of the customer.

Metric Manipulation Over Sales Integrity:
The mandate to achieve a positive close rate on these specific accounts results in behavior that is detrimental to both the customer and the business's long-term health:

Avoidance of Service:
Employees are being instructed to actively avoid accessing accounts with a high-priority banner if the customer's immediate need is not a confirmed purchase (e.g., they need a simple phone activation, a non-committal upgrade quote, or troubleshooting). This is a direct abandonment of the core principle that customers are the lifeblood of our operation.

Skewed Performance Data:
This avoidance strategy does not reflect an increase in sales; it merely creates an artificially inflated "close rate." If an account with a high-value opportunity is never opened, the company still fails to capture the potential revenue. The resulting data gives a misleading picture of our sales effectiveness, suggesting we are performing better on these opportunities than we actually are. This is not salesmanship; it is data manipulation.

Unrealistic Expectations and Pressure:
The immense pressure placed on front-line staff stems directly from unrealistic expectations set by executive leadership, who demand near-perfect closure on every flagged opportunity.

This lack of realism ignores the fundamental reality of the sales process, which inherently includes customer deliberation, declines, and service-only interactions.

Furthermore, this intense focus and pressure are applied despite the fact that successfully closing a high-priority banner sale does not typically result in increased commission or compensation compared to a standard transaction. This disconnect forces employees to endure significant stress without adequate incentive.

The Call for Change!!
The mandate to avoid customers based on a potential sales banner is a betrayal of the stated core values of the organization, particularly integrity. True success is measured by serving every customer need honestly and driving organic sales, not by fabricating positive performance metrics through systemic avoidance and data manipulation. This practice must be immediately reviewed and reformed to align our operational goals with genuine customer care and ethical sales practices.

#Accountability #Culture #CustomerService #Leadership #Performance

Question About Year 5 Comp and RSU Refresh

For new hires, the minimum total compensation (for example, a $100k base salary + $100k in RSUs) is locked in for the first four years as stated in the offer letter, but that guarantee expires in the fifth year. When I checked the compensation section on my.company.com, it only showed my $100k base salary and didn’t mention RSUs at all.

Can anyone clarify how total compensation works starting in year five? Will the RSU portion remain the same as the amount listed in the original offer letter, or will it be adjusted based on the current market compensation for my job level and performance?

#CareerGrowth #Compensation #EmployeeRelations #Performance #RSU

Will Elliott Get More Aggressive at Medtronic?

Will Elliott’s underperformance pressure lead to more aggressive activism at Medtronic? Given that Elliott is lagging the S&P 500 and facing investor scrutiny about its fees and returns, might they push harder for faster, more dramatic changes at Medtronic to demonstrate results and justify their performance?

Recent Financial Times Article:
https://www.ft.com/content/74631e4d-f841-4e9a-a770-6933189894f0

Article is paywalled so here is a summary:

Elliott Management, the $78 billion hedge fund founded by Paul Singer, is addressing investor concerns about whether its massive size is hurting performance after lagging behind market returns.
Key Points:
• Recent Performance: Elliott gained 4.7% (net of fees) in the first nine months of the year, compared to the S&P 500’s 15% total return
• Historic Milestone: For the first time in over 20 years, Elliott’s annualized returns since 1994 have fallen behind the S&P 500 (though it still beats the index since its 1977 founding)
• Size Defense: The firm insists its $78 billion in assets is an advantage, not a hindrance, attributing underperformance to “mistakes, problems with hedges, or market issues” rather than scale. However, it pledged to reduce assets if size becomes a barrier
• Growth Challenges: Assets have nearly doubled in five years, forcing Elliott to target larger companies. This makes it harder to find overlooked opportunities and easier for targets to mount sophisticated defenses
• Investor Concerns: Some investors question whether the firm’s high fees are justified given its recent underperformance compared to simply investing in the S&P 500
• Current Activity: Elliott remains active as an activist investor, recently taking stakes in Pepsi, BP, and Southwest Airlines, and is raising a $7 billion drawdown fund​​​​​​​​​​​​​​​​

#Performance

Deep cuts just made in TransUnion's CTO org only have gone way to far

on 11/23/26 TransUnion just laid off hundreds of amazing people in their CTO technology org. People around the world were laid off. They cut way to deep this time and I expect a huge performance ripple effect in Q1. 100% their CTO Venkat is about to sink the ship with these cuts in order to hit unrealistic cost savings targets tied to his bonus. Moral is horrible.

#CostCutting #Layoffs #Leadership #Morale #Performance

Geico Insurance planned to layoff 20% in Jan.

Geico is reportedly planning to lay off around 20% of its workforce in January. According to employees, the company intends to label the affected group as “low performers,” with approximately 20% of employees in each department expected to be classified this way.

#EmployeeRelations #Layoff #Layoffs #Performance #WorkforceReduction

Forced Stack Ranking Question

Its an open secret now that there is a quota for performance ratings this year, similar to last. no 5s are allowed at all and there is a minimum number of 2s per team that must be allocated or senior leadership will draw names from a hat.

My question - Do any people leaders know if offshore team member's 2s count towards this quota? Our team is 18 offshore and 4 onshore. Would we be forced to lose another onshore person?

We used to have 9 onshore team members before this madness. any more onshore layoffs would mean we are on call and doing releases at night once every 3 weeks, which is insane. :( All the offshore folks are also at a university student level skill-wise, despite senior level titles, so they dont help with anything.

#ForcedRanking #Performance #Ranking #Offshore #Layoffs

Bonus elgibile

I recently became bonus eligible (grade 11) in September (US employee).

However, I was basically told “everything is under review and typically you’d get 33% of your bonus in cash and the other 67% in stock”

Anyone know if that’s staying and when the payouts typically are? Can’t find anything on FUEL and my managers keep saying they can’t be 100% certain…

#Bonus #Compensation #EmployeeRelations #Performance #Transparency

Special Advisor

Can anyone circle back, follow up or close the loop on q4 kpis for Hans the special advisor? Vz is positioned to win the holiday with a top talent team, org structure and culture OS. Let’s keep the momentum going! Also if someone could make sure he completes the pulse and survey hours that would be great thanks. And make sure he takes the guilt free vacation too and brings his best self to power and empower the way we work live and play. Honored and humbled for world class art of the possible leadership that treats us with dignity and respect, honesty about the state of the business, and our bright future!

#Accountability #Culture #EmployeeEngagement #Leadership #Performance

RE-Joyce No-Hit Wonders - The RECAP CAP (Get it?)

Let's go over the basic results of the last 3 years..... and some basic facts of what's happened on the Re-Joyce era of NSIT. Now in Lame Duck mode..... LOL

Base Salary = $6Mil? $5.5? (Can feed a few families with that now can't you....)
Stock Sold = $2,0100,000
Shares Outstanding = $48,460 = let's say at $80 to be optimistic LLOL, since she'll be a lockout insider post Jan (and by then the stock will of more than likely be in the 70's at this pace) = $3,876,800
Shares Purchased = 0

Damage done to this company = Priceless
Sr Leaders hired with out the needed skills or competence = >20? >25?
Individuals laid off = 1,200+ (Easily) <- If you have a better estimate, put it in the comments
Job Offshored to India / Philippines ± 800
Market Cap Erosion = $3B
Current Market Cap = $2.784B
Previous Market Cap High = $5.78 billion (Thanks to riding Ken's Coat Tails)
Quarterly Estimates Missed

Q3 2025: Missed both EPS ($2.43 reported vs $2.49 consensus) and revenue estimates ($2.0 billion reported vs $2.15 billion consensus).
Q2 2025: Missed both EPS and revenue estimates. Revenue missed by 2.9%, and EPS missed by 33%.
Q1 2025: Beat analysts' EPS estimates by 2.5% but missed revenue estimates.
Q4 2024: Full year 2024 EPS missed expectations.
The available information indicates a recent trend of missing revenue estimates, particularly in the latter part of 2024 and through 2025, while EPS performance has been mixed, with two beats and two misses in the last four quarters. A complete history for the entire three-year period (from late 2022 to late 2025) would provide the exact total number of misses.

That's only one year, still not something to be doing Ted-X Talks on or guest Forbes articles.

Thanks InsightGPT!

#Layoffs #Leadership #Performance

Official Wealth Management Firm of Big XII

Penny Pennington announced Edward Jones is the official Wealth Management partner of the Big XII Conference. This figures. A third class wealth management firm for a third class athletic conference. Everyone knows the top two conferences are the Big 10 and the SEC. Come on, Penny, if you really mean business you should do better. Everyone knows you are not a real leader and you are in over your head. That is why you could only secure a deal with the Big XII. While the Big 10 and the SEC have been adding programs leading the NCAA in positive growth the Big XII has been losing programs and been scrambling to pick up third tier programs to fill the holes. This sounds very similar to Penny Pennington's leadership at Edward Jones. While top leaders at Schwab, Raymond James, and LPL take talent from Edward Jones Penny Pennington is scrambling to fill the gaps as best as she can. Penny Pennington is just not adding up. Penny Pennington has already sealed her fate as a doomed leader in firm history.

#Company #Culture #Leadership #LeadershipDevelopment #Performance

Laid off

I was laid off last week it was so surreal I'm a hard worker, always come in on time, meet company goals, never written up. I get good reviews and exceeds expectations.
But they do this to me? Are they not basing this off job performance?
I'm fighting their notion that I'm always late. I asked late to what! They said they couldn't give me details and sign here is you want the package. Well I signed but I will also be filing for unemployment and giving them a copy of the recording of my lay off! I bet their lies fall apart when I show them my Google Timeline! Also emails and teams messengers screen saved where I constantly responded before 8am. I'm done with these fools!

#Layoff #Performance #WrongfulTermination #Unemployment

For those that have been through this before - how do they typically decide who to lay off?

I have never been through a massive layoff before. For those that have been through this before - is there specific criteria that they typically use? Is it always the lowest performers? Do they target people that have been with the company a long time and are making a higher salary? I am not new to my department, but they moved me to a different team within my department with the first wave of VSP last year (which I wasn't happy about). While I am definitely not considered a low performer, I am however the least experienced on my team with the particular work that we do. As we get closer to the November 20th date, I am starting to really worry that I will be selected.

#Layoffs #Criteria #Performance #JobSecurity

We don't have unlimited hours in the day

Our manager just raised our quota again, like we’ve got unlimited hours in the day. I’m pretty sure he thinks he’s boosting performance, but all he’s really doing is making it impossible to provide decent service. Can he even do that? I know for a fact this isn’t a company-wide change, and it’s not the first time he’s pulled this stunt.

#Company #Management #Performance #Quota #Service

Use AI, or you're fired

https://www.wsj.com/tech/ai/ai-work-use-performance-reviews-1e8975df?mod=hp_lead_pos7

For those of you too cheap to pay the buck a week:

Julie Sweet, the chief executive of consulting giant Accenture ACN 1.83%increase; green up pointing triangle, recently delivered some tough news: Accenture is “exiting” employees who aren’t getting the hang of using AI at work.

The firm has trained about 70% of its roughly 779,000 employees in generative artificial-intelligence fundamentals, she told investors. But employees for whom “reskilling, based on our experience, is not a viable path” will be shown the door, Sweet said.

Rank-and-file employees across corporate America have grown worried over the past few years about being replaced by AI. Something else is happening now: AI is costing workers their jobs if their bosses believe they aren’t embracing the technology fast enough.

From professional-services firms to technology companies, employers are pushing their staffs to learn generative AI and integrate programs like ChatGPT, Gemini or customized company-specific tools into their work. They’re sometimes using sticks rather than carrots. Anyone deemed untrainable or seen as dragging their feet risks being weeded out of hiring processes, marked down in performance reviews or laid off.

Companies are putting their workers on notice about their AI skills amid a wave of white-collar job cuts. Amazon.com announced layoffs last week that affected roughly 14,000 jobs, while Target recently shed 1,800 corporate roles. International Business Machines has also disclosed thousands of cuts. Executives at Amazon and IBM have tied workforce cuts to the technology in statements this year.

Julie Sweet, CEO and Chair of Accenture, speaking at CES 2025 in Las Vegas.
Accenture CEO Julie Sweet says the company is “exiting” employees who aren’t getting the hang of using AI. Overall, the company expects to increase head count in the 2026 fiscal year. Steve Marcus/Reuters
Some companies are training people in how to use the tools—but leaving it up to them to figure out what to use them for. There are countless possibilities for how to deploy AI. Some businesses have required training classes or set up help desks to coach employees on how to incorporate AI into their work. Others are putting the onus on staff to think creatively about how to make money or save time with the tech.

That can prompt exciting innovations—or it may come at the expense of getting work done. Or both.

At enterprise-software company IgniteTech, leaders required staff last year to devote 20% of their workweek to experimenting with AI. On one such “AI Monday,” staff brainstormed ways to speed up processes like automating responding to customer-service tickets. Employees also had to share on Slack and X what they were learning about AI.

CEO Eric Vaughan said that employees self-assessed their AI usage and, afterward, the company used ChatGPT to rank the results. After a human review, IgniteTech cut the lowest-scoring performers.

“By their own admission, they’re in the basement,” he said. “So now they have to leave.”

It wasn’t easy: Vaughan recalls speaking with his wife over that time about the changes, feeling “terrible.” But he said he felt AI was an existential threat, and that if IgniteTech didn’t transform, the company would die. One tough exit was the chief product officer, who had been with the company for years. He and others were model, productive employees historically but were resisting the AI mandate, said Vaughan, who also leads GFI Software and Khoros.

Eric Vaughan, CEO of IgniteTech, speaking at the FT AI Summit.
IgniteTech CEO Eric Vaughan required staff last year to devote 20% of their workweek to experimenting with AI. Ghelani Studios
Greg Coyle, that executive, said he had bought into AI’s potential to improve IgniteTech’s products and add new capabilities. But he took issue with the nature of the widespread cuts, particularly because the technology is in such an early stage.

“Doing this rapid culling of your workforce, it’s very risky,” he said. “If your AI plan doesn’t work out the way you expected it to, it’s a huge risk for the business.”

After a round of cuts, Coyle said he pushed back against an AI mandate in late 2023 in an executive meeting. He said he felt the company wasn’t working strategically as it pushed out staff. A few months later, he said, he was fired.

AI, Coyle said, is “coming whether we like it or not. You either get on board or you get left behind.” But, he added, “I don’t believe that you take this brute force, across-the-board approach to AI in the business.”

Vaughan said the company has since hired AI specialists to replace the laid-off staff. Accenture has said that it expects to increase headcount this fiscal year.

At workforces large and small, plenty of workers are hesitant to adopt AI, fearful that widespread adoption will innovate them out of a job. They also doubt the technology can do the job as well as they can.

Share of responses from U.S. workers who don't use AI tools when asked to select the main reason why not

A recent Gallup survey found that more than 40% of U.S. workers who don’t use AI say the main reason is they don’t believe it can help their work. A smaller share, 11%, said their primary driver was that they did not want to change how they worked. While AI adoption has grown in the past year, working Americans are about three times as likely to say they aren’t prepared at all for AI as opposed to “very prepared,” Gallup found.

Many employees, even when exposed to AI tools that companies spend a lot on, aren’t biting. When researchers at the Massachusetts Institute of Technology reviewed more than 300 AI initiatives, they found only 5% were achieving quantifiable value. Employees flock to tools like ChatGPT and Microsoft’s Copilot for their ease of use, but don’t often adopt other software.

A big impediment, the researchers found, is that many of those tools aren’t yet programmed to learn from users’ past interactions. That makes approaching a human colleague a better option for complex work. The best return on investment, the researchers found, has often been on back-office functions.

Prioritizing AI adopters
Companies are finding other ways to push staff to integrate AI into their work.

At McKinsey, analytic problem solving is at the heart of what consultants do. When that skill is measured in future performance reviews, consultants will be evaluated on how they make decisions with AI. Now, in assigning staff to some client projects, McKinsey gives priority to employees who are trained in AI, said Kate Smaje, a senior partner and global leader of technology and AI.

People in KPMG’s human-resources division are assessed on how well they collaborate with AI in their wider evaluations, the firm’s head of people said.

PwC is requiring AI training for its newest hires. It kicked off a nine-piece pilot curriculum for new-graduate associate hires in October, including lessons on “prompting with purpose,” designing workflows that include AI and instruction on how to use the tools responsibly.

And at a fall PwC all-partner meeting with thousands of attendees, working with the technology was part of the agenda. The multimillion dollar investment in AI training “will absolutely pay off,” said Margaret Burke, the firm’s head of recruiting and learning and development.

At Concentrix, a customer-service outsourcing company with more than 400,000 staff, bosses recently realized low-performing developers weren’t using AI.

“You find out those people are refusing to adjust,” said Ryan Peterson, Concentrix’s chief product officer.

Concentrix hired Peterson from Amazon in 2024 with a mandate to find ways to incorporate AI across the company. Its attorneys now use AI to redline new versions of contracts. The technology flags clauses that the company would never agree to in negotiations—like accepting unlimited liability, Peterson said. These efficiencies mean that Concentrix was able to redeploy 10 attorneys to higher-value negotiation work and litigation management.

Purchasing teams use the technology to compare requests for proposals, and marketing teams now use it to format and template emails, he said.

Concentrix’s CEO said in a June earnings call that he doesn’t foresee a “massive decrease” in employment, though he noted that declining head count is a possibility.

‘AI will, not just skill’
Multiverse, an education-tech company in London, states that its mission is to advance AI adoption. Each quarter, it awards an employee who has come up with the best uses for AI 10,000 pounds, or about $13,000. Finalists this quarter include the creator of a paperwork automation system that cut a 30-minute task to five minutes and someone who made a sales aide that creates a customized briefing based on publicly available information.

Job applicants at Multiverse are asked in interviews how they use AI in their lives, and in one assignment, prospective hires write prompts to complete certain tasks, said Libby Dangoor, who oversees the company’s human resources and AI among other areas. If applicants are skeptical of AI, it would be picked up in the application process, she said.

“We have to hire for AI will, not just skill,” she said.

LinkedIn job postings requiring AI literacy skills have expanded by 70% in the 12 months ended in July, according to the site.

Annie Hamburgen hiking in Torres Del Paine, Chile.
When Annie Hamburgen began a job search after an extended trip to South America this year, prospective employers kept asking her about AI. Annie Hamburgen
Annie Hamburgen, 28, of Incline Village, Nev., left her marketing job in March to travel in South America. When she came back and began looking for new work this summer, prospective employers kept asking her about AI. “I’ve been trying to demonstrate my openness to learning while making it clear that I’m not going to blindly type things in and accept whatever result comes out,” she said.

Hamburgen recently got hired for a role leading integrated marketing and starts on Monday. In conversations with her future boss, it’s been clear that she should be using AI to synthesize information. A common refrain: “Type it into Grok!”

#AI #EmployeeRelations #Performance #Training