#performance

Has anyone had performance reviews this year? Any raises?

I'm sure there's some logic behind getting rid of the best performer on our team, but I sure as he-l can't figure it out. I guess that's why those on top are paid the big bucks. /sarcasm

It’s not entirely surprising to see these results when a company that’s neither growing nor shrinking decides to place relatively inexperienced people into senior roles across different parts of the organization, all at once. From one group to another. The decline in EBITDA and EPS speaks to something deeper — a lack of true leadership, professionalism, and understanding of how to steer a business forward.

What’s more concerning is the culture that seems to celebrate losses — where layoffs are treated as a sign of “efficiency,” masking deeper issues and compensating for poor financial performance. It’s an organization that appears more focused on politics than outcomes.

At this point, the “P” might as well stand for Party — because for some at the top, the rewards keep flowing regardless of results. The irony is that leadership likely recognizes these systemic flaws but continues to indulge in a system that benefits them. In the end, it’s the long-term everything is eroded including their own proposed values.

Customer service and technology employees differ significantly from shopfloor workers, rendering the principles of Scientific Management and productivity gains through motion studies irrelevant and ineffective in these roles.
However, Truist, as a service-oriented company, places undue emphasis on the Sapience tool to measure productivity. While this highlights Sapience’s success in marketing and selling its productivity tool to large corporations, it raises concerns about its appropriateness for evaluating service and technology roles.

While the new leadership is focused on cutting, Customer service needs to be addressed as the top priority:

https://www.reddit.com/r/verizon/comments/1oqujew/in_case_anyone_dealing_with_verizon_support_right/

This is just one example. I had a family member have the same issues this week, and cancel Verizon service.

A few things the leadership has to get right:

• Customer Service #1
• Ease of doing business with VZ, including intra-VZ customers/services
• Ki-l money losing businesses
• Collapse the org chart, and maximize resources in the process.
• Give employees a reason to be proud and generally happy. I dont think one discount perk will fix that. But, employees have to feel valued!
• Performance Culture, we expect excellence from employees

Layoffs will happen, but it can't be the headline of the business. or the #1 priority.

When the only thing that “matters” is quarterly performance, leadership starts trimming everything that isn’t a number that moves the stock. Pay. Comfort. Flexibility. Those are the first to go.

Directors and VPs play it safe. They tighten rules not because they believe in them, but because they’re scared to stick their neck out. Fear trickles down faster than trust ever does.

In orgs that reward visibility over results, advancement goes to the safest pick, not the strongest performer… the chosen few keep things calm, nod along, and soothe the people above them…

Real competence can unsettle because it exposes gaps and weaknesses... when u do excellent work leaders are forced to confront how little control they actually have….So instead of building strength, these systems recycle timidity and value loyalty much more than leadership. Once the loop starts each layer shields the one above, and real talent burns out or walks. This is how mediocrity becomes the norm.

AI baby!

BP has said it will ramp up efforts to hive off parts of the business, as the energy company reported a drop in profits in its latest quarter.

The company reported an underlying profit of $2.2bn (£1.7bn) in the three months ended in September. It marked a slowdown against its previous quarter, when it made a profit of $2.4bn, but beat analyst expectations of $1.98bn.

Its chief executive, Murray Auchincloss, who is under pressure from shareholders to reverse years of underperformance by moving away from renewable projects and increasing investments in oil and gas, said BP would push to sell off parts of the business faster.

“We are looking to accelerate delivery of our plans, including undertaking a thorough review of our portfolio to drive simplification and targeting further improvements in cost performance and efficiency,” he said.

Auchincloss, who has vowed to sell off $20bn of assets by the end of 2027, added that he expected the company would have sold or announced the sale of $5bn worth by the end of the year.

BP’s new chair, Albert Manifold, told staff on his first day in the job last month that the company needed to accelerate a plan to cut costs and sell assets.

BP has already managed to agree to sell its US onshore wind business to LS Power, as well as a deal to offload its Dutch retail fuel sites and its electric vehicle charging hubs.

This week, BP also agreed to sell its stakes in US shale assets for $1.5bn, including four Permian central processing facilities: Gand Slam, Bingo, Checkmate and Crossroads.

However, BP did not provide an update on the sale of its multibillion-dollar Castrol lubricants unit, which will be a central part of its plan to raise at least $20bn by 2027.

The company is under pressure from Elliott Management, the activist New York hedge fund that is known for its attempts to shake up listed companies. It has built up a stake in BP and has been pushing the company to cut costs.

https://www.theguardian.com/business/2025/nov/04/bp-asset-sales-fall-in-profits-oil-gas

What is the timeline for

1. Manager submit perf rating.
2. Bonus amount confirmed.

I got the enroll in deferred compensation email today .

Here's what will be said at the town hall:

1. The company is performing very well due to BT.
2. All employees are fully embracing BT.
3. Asinine questions from shills planted in the audience
4. Few if any real questions will be addressed
5. Go-Go will say "full speed ahead".

This isn’t rumor, emotion, or gossip.

This is what the company itself has said, plus the math that follows from it.

No fluff. No slogans. Just reality.

Where Xerox actually is:

• Q3 cash generation did not cover costs; free cash flow driven by working-capital timing, not profits.

• Legacy business declining on a like-for-like basis.

• GAAP gross margin is 22%, very thin to support debt, restructuring, investment, and dividends.

• Significant debt added to fund acquisitions.

• Leadership has stated we do not have 2 years to fix this.

• Workforce reductions confirmed to continue into 2025–2026.

• Integration urgency now tied directly to SURVIVAL narrative.

• Merit / raises tied to profit (uncertain to say the least).

• Strategy locked: no pivot planned, only “execute faster”.

This is a turnaround under time pressure, not a routine quarter.

What has been signaled:

• The model is right, execution has failed!

• The company will run out of runway without faster performance!

• More layoffs are expected!

• Every function and region expected to “do more with less”!

• Employees told to stop prioritizing personal situations and put the company first!

• Execution failures = leadership changes!

The bets are already placed. No turning back. Sink or swim on execution.

Employee reality:

• Job security is performance- and speed-dependent.

• Raises contingent on profitability, not guaranteed.

• Higher workloads, fewer resources.

• Culture shifted from “corporate career” to “survival, sprint, sacrifice”.

Clear message: contribute at full speed or self-select out.

What happens next? Likely 12–18 month environment:

• Continued restructuring & RIFs

• Ongoing cost compression

• Integration friction + tech platform migration

• Talent drain and forced performance pressure

• Narrow focus: cash, margin, execution speed

Best case? Turnaround works, company stabilizes, slow growth returns.

Middle case? Extended grind — layoffs, morale erosion, cash tightness.

Worst case? cash performance fails... strategic alternatives come to play (asset sales / debt restructuring / Private Equity involvement).

All are standard outcomes in leveraged turnarounds; which one we hit depends on speed, cost takeout, and execution.

Bottom line:

• Xerox is no longer operating in “business as usual”.

• This is SteveB's plan A: execution speed vs. cash runway.

• There is no plan B. And plan A must work quickly.

• Everything else — morale, culture, careers — is secondary to operational survival right now.

Wartime rules are in effect. Everyone just heard it live.

The mood shift, the urgency, the tone, the pressure... all real.

This is what corporate in distress looks like when management says it out loud.

Now you know.

Nothing seems to have a good captaincy anymore. Sailors are shaking the boat. In Visa domain knowledge and love for systems is not rewarded anymore. New direction is looking at easy points. Share prices stumbling. Old people are let go. Maybe if there's any small indication, it is right time to part.

Anyone else unable to access the My Performance section of the HR portal to enter their year end comments?

Will someone please post what the Bonus payout percentage is, if it was emailed yet or when they do send it? As someone that was laid off this summer, we’re eligible for pro-rated payment and I’m curious where it’s sitting at as of Q3. I saw a post about the GTH and usually they release it around the same time but haven’t seen anyone mention it.

• Irrespective of performance
• 3-6 month packages

Now a new sales target tier has been unleashed. It starts at one million and Ends at seven miiion we already had sales tiers before
This is the new company making up new things. Even if they existed

We know leadership at a certain point is about potential- not actual merit or experience/ qualifications.

Who would you say our great leaders would be if it was really up to merit and qualifications?

Demolished. Down $111.00 in 18 months, with buybacks. I guess the investors just don’t trust us yet? Put the guy from Slalom in. Or anyone.

The remote workers not performing should be the first to go! WFH doesn't equal watching Jude Judy and going to the mall or getting your hair done etc. Those acting like that did put themselves on this list while those that preferred to be in the office and PERFORM should prevail as well as the WFH employees that actually do their jobs! The lazy as--s are ruining it for the legit WFH employees. Just watch! The WFH 3 days a week hurt us bad! Complacency is through the roof! We also have too many damn AD's. Everywhere I turn there's an AD making $150-$180K. It's stupid! Get Russo out!

We're up 11% in public cloud ARR, vantage is winning in the market

Athina’s podcast is back…

Unsure who the he-l would listen to this. How “transformational” can a Strategy & Transformation officer be when their company's stock is only up 3% over her 5 year tenure????

She needs to go, this toxic S&T culture starts with her, absolute corrupt coward who acts like a dictator

With this new system, and unattainable goals: how can a goal be set if management doesn’t allow you to meet it? It seems like a very complicated way of saying gotcha!

All the performance managers, to marketsource.

When will the company share sales performance and financials for the new brand?

Performance/Talent reviews are happening now for Director levels and above. Districts will consist of around 10 stores. SMs will take on a larger roll and accountability will increase from Rep level up. No more minimum threshold. Basically you hit your quota or get out starting 1st quarter once holiday traffic slows and less staff is needed. It’s going to be an apocalypse in retail for the bottom feeders.

The Employees and Wall Street dont believe Raul F. "The debut of the Xponential AI framework adds a fresh storyline, but with not a single major analyst rating DXC a 'buy' – unlike its IT services peers – the company’s still playing catch-up.

As digital transformation gathers pace globally, DXC’s stronger cash flow and AI push could keep it in the game for the long haul – as long as it can deliver on its promises."

Usually there is an email sent out around this time of year for progress on Success Bonus. If green or yellow or whatever. Anyone seen it? Any word from the suits on our bonus?

I get the feeling that whoever’s making these layoff decisions is just incredibly lazy. Cutting by numbers without any deeper thought, let alone real strategy. My team hasn’t had some roles backfilled since forever, and you can definitely feel it in our performance and workload. I think the company loses far more than it gains by letting people go. Layoffs have turned into nothing more than a performative exercise to prop up the stock.

Finally some acknowledgment of what most employees already knew…things aren’t great and they need to change

But…where’s the acknowledgment from the other leaders as they rapidly pivot to protect their own positions

I can’t help but feel that some should be reflecting on poor performance and leaving proactively..at the very least they should be on a PIP! Maybe these discussions are ongoing but the culture has to change to one of more honesty and transparency

The market expects almost doubled Earnings from Oracle, putting intense pressure on the company to deliver rapid growth and justify these numbers.
Leaders/Engineers with stock holdings will be trimmed more.

Due to the company's high profitability, there's a low need for massive layoffs. instead, expect targeted layoffs (mostly performance-related) , hiring freeze, project cutdowns and more reorg.

Oracle is safe till next 3-4m to stay for sure but pressure will mount. Leaders will face more problem to deliver with less salary to employees and more mounting pressure.

What’s the opinion on this words from MD?

“ Over the past two years, we have built one of the most efficient, data-driven cloud environments in our history, cutting costs, boosting performance, and shrinking our carbon footprint at the same time.
Through smarter architecture, tighter governance, and cross-functional discipline, we've saved double digit millions and improved computing performance all while reinvesting those savings into new digital experiences that elevate how we serve athletes around the world. 🚀
This transformation isn't just about cost, it's about capability. It's about unlocking faster performance, smarter scaling, and stronger resilience. It's about building smarter, recovering faster and managing better through tagging, infrastructure-as-code, and managed platforms. Savings is one of the many outputs.”

It’s always the reliable people with real skills and experience. Meanwhile, the same workload just gets dumped on the rest of us, including a bunch of near-useless folks. Why, ffs? Sometimes I honestly wonder how this place even functions. If office politics, basically code for su-k-ups doing fine, is the main criteria for layoffs, there’s no way this company keeps quality people.

Can my supervisor move my weekly meetings to bi-weekly while being on PIP?

I have noticed during my time here that HQ has a really high tolerance for poor performers. We definitely have a few in my area that just skate by and hardly put in any effort. I wouldn’t be surprised at all if they all survive Tuesday. Management protects them so much. Is this toxic cultural trait common on a lot of teams?

I am hearing different views on this. While he has been given a retention bonus, word is that Dan is catching up to the fact that Sampath was the one who was supposed to turn Consumer group around and has not been able to do that. In fact he has misfired a few strategic moves. What do you all think. Sampath is gonna survive or……?!?!?

When will the new raise system go into effect, and when will we see it?

muzza is likely done...who might be next ceo? company value has really not gone up with him running the shoe