#performance

That tells you a lot about the 'executive' ability of the lineup that steers this ship.

Top of the leaderboard again. Year after year:

https://x.com/TheLayoff/status/2055330545052381473

Thanks for sitting down with the Houston Business Journal, M@rk. Another example of time away from the office to manage your image while the CEOs at MPC and VLO are in the office leading.

And “responding to what the world needs” is an example of M@rk overestimating the company he is supposed to be leading. Phillips contributes, sure, but the tone shows arrogance and lack of awareness of the real scope of this domestic mid con business. At the moment, all supplying the world has done is ki-l earnings and increase volatility and led to MASSIVE underperformance vs peers

Do not ask me where I got this from. This is the layoffs plan:

Leadership has determined a strategic shift to cut costs, invest in AI, reorganize priorities. Finance and HR has identified which teams, roles, or locations will be reduced, mostly around Engineering. Managers are evaluating employees based on performance, role relevance, and compensation, while HR and legal reviewing the plan for compliance with labor laws and discrimination risks (Yes, external consulting firm involved).
Once finalized, affected employees are notified (by this month) — often through meetings or emails — with system access revoked immediately. Intuit will make announcement via public messaging framed around terms like “restructuring” or “AI transformation” to shape the narrative.

A hiring freeze will remain in effect for the next six months, after which recruitment will resume with a focus on new strategic priorities — even as current employees continue to shoulder heavier workloads within leaner teams and under heightened expectations.​​​​​​​​​​​​​​​​

Hope this helps.

It’s very evident that ConocoPhillips has created a real niche and is running on automatic. The companies top leadership and enforcement arm…HR has manufactured a false reality with pretty impressive results. What happens when timelines and realities converge and expose or challenge this fragile ecosystem? Is COP a quarterly darling or do real reality and fragility intersect?

Nike increased women in VP+ roles from 39% to 45% and minorities at Director+ level from 26% to 36% between 2021 and 2025. Considering how few senior leader roles open up each year, that’s a big change in a short time. Has the company become stronger because of it? Would Nike be in an even worse position if it hadn’t invested in DEI?

Trading under $8.50/share. Its IPO price was $20/share less than a year ago.

Demon David Kenny riding a wave of su-ksess.

I've been in "corporate america" long enough to understand that the decision to surplus you often goes beyond just performance or willingness to improve, it often hinges on the fact if your supervisor or leadership chain like you. If they don't like you or you're always seeming to cause a problem, you're likely one of the first to be selected.

What got people on the list vs what saved them? There’s one person my team - haven’t seen them in the office. Another person in a different office within commuting distance but never goes in.. neither one was on the list. Each has other issues - unresponsive, argumentative, harassment - so yeah what got you on the list? Has to be more than no more Agile framework.

A monthly aggregate means that we don't know about any data problems until after the fact. And since this data is tied to performance and possibly bonuses, we should on a weekly basis if any of our in office days didn't track accurately. Fix this please MC!

I've worked in plenty of healthcare companies, all ugly and rotten. But this place is next level. You'd think someone would figure out that this much stress, micromanagement, and tearing people down doesn't actually improve performance.

Let me break down why most of the employees are unhappy. First, forced ranking. Everyone is fighting for survival, taking credit for others' work just to avoid a PIP. Second, false ranking. People on the fast track get top ratings even when they cause major problems. Third, location bias. An expert here gets rated lower than someone in a cheaper country who makes constant errors. Fourth, promoting incompetent people. Industry experts end up reporting to managers who don't understand the work. These problems could be solved, but leadership chooses not to.

https://www.devdiscourse.com/article/headlines/3907833-intels-grand-reentry-into-formula-one-sponsorship

Looks like Intel is rich now. Employee going to get big bonus this year?

BNY has finished its evolution from financial institution to LinkedIn‑themed performance art, where optics outrank output and your “personal brand” is the only deliverable that matters.

Real work is optional; what counts is the curated feed of hallway selfies, Teams‑call enthusiasm, and gratitude posts praising and thanking the EC, all polished to a corporate shine.

Following RV's brilliant example, Leadership has quietly traded competence for corporate‑influencer energy, rewarding visibility over execution because it’s easier to manage a workforce obsessed with image than one asking hard questions.

The shift isn’t accidental. It’s a distraction from layoffs, offshoring, and AI quietly absorbing job families. If employees stay busy perfecting “leadership presence,” they won’t notice the restructuring happening beneath them. BNY doesn’t want performers — it wants performances. Show up to the photo‑op town hall, drop a few “inspiring journey” hashtags, give a like to an EC empathy post, sing hallelujah praises to the almighty RV and EC team and suddenly you’re a rising star, even if your actual output fits on a sticky note.

At BNY, the only performance that matters is the one you can screenshot.

Is it me, or is EJ making absolutely terrible experienced FA hires? I have met a few and most have not brought over significant assets and probably were on their last leg at the firms they came from.

One actually said that they joined EJ because of Moneyguide. Not to service clients better - or for better options to grow a practice - and certainly not the culture. Simply because the firm uses MG.

Another one I met makes odd comments in meetings (totally off topic) and appears to have some personal hygiene issues (the type you smell).

Like, what is happening? Is this just hiring to keep Chubak happy? Or is this the best the K-Mart of wealth management can hire?

I heard some people will always have ratings above VG.
Is it the same as being hipo, or just protected (whatever that means)?
Does that change often? What does one need to do in order to be in that pool?

The new trend is to fire you for performance. Zero coaching or advance warning. Let say you are rated Meets. During mid-year, you will be surprised with IC or NI with no turnaround plan. It will be some minor issue too like failing to staple your TPS report. WFA is already planning this. It’s evil and they hope you don’t sue.

The amount of money this company could save by getting rid of b-ms. Anyone see these people sitting in booths all day long and the old man walking in circles- VP by the way. Lets get rid of em and allocate the salary to deserving hard working employees!

Did anyone else see the post where the Chief Digital Officer was just dancin’ around at some Good Energy Event? I didn’t see her doing any actual work.
This was posted on LinkedIn.

Watched the SAP Sapphire keynote. Embarrassing.

Speaker after speaker, palpable stage fright. Forced enthusiasm, unnatural pauses, reading slides like middle school presentations. You'd think a $30B+ company would invest in actual public speaking coaches, not just PowerPoint designers.

How you say it matters more than what you say. Every awkward "game-changing!" inflection ki-ls credibility faster than a missed quarterly target. Audiences aren't stupid. We see the anxiety. We feel the disconnect.
This wasn't visionary leadership. It was a $500k production budget wasted on executives who can't connect human-to-human.

Fire the presentation trainers. Hire actual speech coaches.
SAP sells trust at enterprise scale. Start with your keynotes.

Anyone have any insight on this happening?

What a shame - this leadership team led by Mike is not getting it done for us investors.

while broader financials only down 6%. JPM down 7%. BAC only down 9%.

Citi is up 7%

Booooooo Charlie Scharf.

Show us the asset growth.

Dan Schulman made 34.3 million in 3 months in 2025 :He only became CEO on October 4, 2025 — so he earned most of that in just 3 months as CEO. Here's how:He received a $9.5 million RSU grant upfront just to compensate him for pay he forfeited when he left a prior investment firm to take the Verizon job. Then a $20 million RSU grant vesting in 2027, plus a $30 million PSU grant tied to performance — all loaded in at the start. Add his $1.5 million base salary and a short-term bonus target of 250% of base salary, prorated for the portion of 2025 he was CEO , and you get to $34.3 million fast.The CEO Hans Vestberg collected $31.2 million in 2025 compensation. So Verizon paid two CEOs over $65 million combined in the same year it laid off 13,000 workers.The system that allows this:The board sets pay. The board is elected by shareholders. But in practice, executive compensation committees at major corporations benchmark pay against other large companies — creating a ratchet where CEO pay only goes up, regardless of performance. Schulman got paid to leave his last job and came in loaded with equity from day one, before proving anything.
So to directly answer your question: he made $34.3 million largely through upfront equity grants and a golden hello — not because he earned it through results. The results come later, if they come at all.

Are we out of the woods yet with the low stock price yet? Looks good so far. Hopefully everyone onsemi layed off in the past can enjoy some of the benefits to the price rise when they sell and put the onsemi experience behind them.

Do hiring managers tend to be prefer candidates at the New York City office compared to other locations regardless of how many other locations the role is posted?

I saw most of it on social media but the group who went kept it off LinkedIn, probably because they were told to. So many useless people who under perform got to go. Unbelievable.

How much time does EH have left until he himself is laid off for underperformance? Who would the next CEO even be? Internal or external?

Teradata’s Autonomous Knowledge Platform is impressive! Is this the comeback shareholders have been waiting for?? #teradata #winning #tdcshareprice

Good riddance to that garbage KPI. Everybody was fudging their numbers anyways.

Source: Inside line on a leadership call

My entire snapshot was empty except for a yes that I’m on track to meet or exceed expectations, my teammates had theirs all filled out. Do you think I’m on the list?

Fidelity pushed the non-tech to tech roles during the pandemic. Then finally someone realized it’s better to pay more for people who know what they’re doing.

Next cut will be managers who aren’t qualified and have been in their roles too long. Weak managers cost the firm too much, it’s not just one expense, but there’s a serious ripple effect.

Culture comes from the top down and when the top are filled with people that only have one brain cell, the rest of the company takes a hit.

More product line sales this year?

In the last 5 years, MDT stock is down 44% while the SP500 is up 67%. How much longer for CEO and Chairman Martha? Obviously his DEI strategy hasn’t paid off and neither has anything else. How much longer board?

I've been through a few layoff rounds now and I've started tracking who goes. The pattern makes no sense. Hard workers, people with great reviews, people who consistently deliver get cut. People who coast, who hide in meetings, who produce almost nothing stay. People usually explain it as being about salary. High performers have been here longer and make more, which make them targets, and the cheaper people survive. Which makes sense only if you disregard the fact that this sends a message not to be too good at your job. Just be average and cheap and you'll be safe. How is that kind of workforce good for the company?

In my experience unless you have someone higher-up actively advocating for you, this is often Cisco's legal way of pushing you out - the goals are usually vague enough that they can later say, u just didn’t meet expectations. Thanks for playing and now fu-k off.

If you genuinely believe it’s nonsense, start saving copies of anything that supports your performance such are emails, annual reviews, awards, praise from mgrs, anything showing you were doing well. once you’re let go, you will lose access to all of it, and things will become hard to find if you decde to challenge it legally. Also, if u end up using unemployment check whether your state offers a training or careerchange program near the end of your benefits. U usually only get to use it once so choose carefully. I used it as a stepping stone into a new career. Larned a lot at Cisco but it was an ugly divorce for me.

It is an open secret that many employees across major hubs—including Hopkins—are navigating the RTO mandate by doing the bare minimum, coming in person for few hours/two days a week, leaving laptops on Monday locked with Kensington T-Bar laptop Lock ($15) at or under a desks overnight to simulate presence, and take them off on Thursday or Friday. They all got 100% RTO compliance for last 4-5 months given RTO enforcement uses IP address tracking which is also our OFFICIAL "Talent" and "Performance" Metric for year 2026 (no other company or bank has this metric).

It’s an open secret that most employees hit 60-100% compliance while they were actually working from home, just by using U.S.bank Teams (attend meetings from home) and Outlook (compose reply emails) all from mobile phones at home or elsewhere (Hawaii vacation). I myself tried last month at Knoxville and yes it worked, but made sure to just get 60% RTO compliance so I do not get caught, but surprised to see many doing it without any fear.

Question: Why did Gunjan approved this ineffective 60% RTO compliance by our D-MB SEVP-HR with IP tracking as performance metric? What were she thinking? Is Gunja equally D-MB - like the CXO suite mocks her?

So we’re actually getting the quarterly bonus. Underperformed on Data Losses, but outperformed on Mobile Adds, so it basically evened out.

Was anyone given this offer as an alternative to the layoff? If not, why? It seems like that would indicate a performance or other reason than just someone being remote.

Is the Performance Harassment Cycle affectionately known as PIP administered fairly and equitably at XOM?
Is PIP used as a method to legally remove dead wood 🪵 or is employed to stifle, marginalize and sabotage employees that are competent and valuable to the organization?
When (time frame) will PIP manifest itself as declining oil production as has been evidenced recently in onshore assets?