#performancemanagement

I just have copilot recycle my PDS write up from the prior year. It doesn’t matter what you put down. The assessment meeting outcome is already determined and won’t change based on what you write.

I have not seen a post about the new productivity tracker going on. The first meet had most all principle engineers up and worried as they were told last year to start using AI, create tickets and push releases. After 4 months, they are most categorized as low value to the company. Only few senior engineers had records of commits and massive of features pushed to production.

It's just a say do process. Say we are doing this, assign it to a person, assign to a secondary, do what the ticket says, push the code and close, and repeat.

I am not surprised those principle engineers can even write down what they're going to do or want to do

SAP has been keeping a close eye on how Joule and AI agents are being used within the company. They also track the time employees spend and the links they click on SAP product pages. Layoffs are on the horizon, and they’ll be viewed positively if they demonstrate AI efficiency. It’s easier for the executive board and HR to justify cutting 10% of the workforce by claiming that Joule has made us more efficient. This narrative is the best SAP can present at Sapphire. To enhance this story, Sapphire's theme revolves around two main points. First, we have a wealth of data on employee performance, which is stored in a global repository for decision-making. Performance Management majes it easier of course. Second, AI can analyze raw data to generate insights and recommendations that boost operational efficiency. Although these algorithms are complex, AI agents simplify resource management for 'managers' because of their conversational skills. Now, here’s the kicker: SAP has improved efficiency by reducing its workforce by 10%. That’s a significant win for the Sapphire narrative. In fact, over the past few months, SAP has been promoting SuccessFactors AI and HR-related application AI, with management constantly focusing on operational efficiency.

So why is there skepticism about layoffs? Our executive board has openly stated their desire for layoffs and aims to make the transition tough for employees. The funds for executive bonuses and share buybacks aren’t coming from customers, so they have to come from the workforce. Since customers aren’t buying into the narrative, SAP needs to provide the proof using substantial layoffs. That is the only way the share price will go up and some gullible customers will help improve SAP's cloud backlog.

I'm dreading the coming week. Losing the literal backbone of our team has made it impossible to keep up, and everyone around me is struggling too. Work was stressful before, now it's three times worse. And you know what happens if we don't perform? That becomes the excuse to cut us next. If results actually mattered, maybe they'd have thought harder about who they let walk.

Just curious if EM executives set the same PIP targets for people that get paid full salaries vs people that get paid 1/10 salaries.
It seems the bar is set much lower for the 1/10 salary group. The person in America making corrections to BTC work products seems to get a lower ranking and more likely PIP’d than the engineers that made the potentially catastrophic errors in BTC.

Would anyone that has been though it like to share what the PIP process is like? Im wondering if it might just be a blessing in disguise, because right now I get dozens of random, vague requests coming from all directions. And it’s always up to me to figure it out. If I do get chosen to be the “lucky one” to go on a PIP, does that mean I will be receiving clear, defined expectations? Will I have one focused agenda and that’s it? Is it confidential or can I openly tell my coworkers to leave me alone so I can focus on my PIP? Will my success, my ability to complete the goal be dependent on others cooperating, or will I be able to work independently on this so-called objective?
Will the supervisor somehow be allowed or prohibited from making the usual vague, random requests, changing the goalposts, and assigning work that depends on a bunch of other people who may or may not cooperate. Just curious how this really works and if anyone can shed some light or give some examples from their experience with PIPs.

Any of my fellow non complaints get put on pip or reprimanded today? Didn't hear from management today not sure if that's good or bad haha.

I can't afford to be laid off so I'm doing all I can to improve myself, but the feedback I get changes depending on who I talk to or even what day it is. Something that’s fine one week suddenly isn’t the next. It makes it really hard to know where I stand. I feel like I’m constantly adjusting without ever actually feeling confident in what I’m doing. This is just worsening my anxiety, to say the least.

Why does this fool continue to push his lies? Lets flood miss Mornings with Maria who interviewed him and let her know what crumpet man is really doing with firing forced bah employees and falsifying performance ratings to terminate or not pay merit to bah again

https://www.marketwatch.com/story/exxon-says-iran-war-will-curb-1q-production-by-6-4aa8c83e

What kind of id--t loses revenue with $100 oil price? As a shareholder, I demand DW get NSI ranking, and if he ever does this again in the next five years, be fire!

Imagine this scenario. You get PIP’d, then work hard to pass it. Bring up your ranking the next 3 years. Think you’re in a good spot. Then in year 5 some manager says, “we need to cut headcount, find anyone that’s been PIP’d once in the last 4 years and we’ll knock them out this year with a PIP.” All the hard work wasted. Just another lever for the company to pull when they want to accelerate the headcount reductions.

Bumping this up for visibility. Found at @b2+1knpqre16.

Looks like adjustments will come much easier than expected…2 MLRP strikes within 5 years and you are to be separated…welcome to the jungle…

Anyone else hear of others getting put on so called coaching plans? I was put on one last fall and somehow made it out. Others weren’t so fortunate. Hearing about some others here lately that have been put on them during Q3

The performance expectation is no longer meeting certain metrics but comparing your performance against other peers. I thought this practice has been widely discredited because it destroys morale? Preparing for more RIF at Fiserv?

Any way to get HR to stop me from being put on Focus? Don't want to share too much detail, but I was lied to by my SR and his main reasoning for wanting to do this is because of department metrics. My own Manager does not think I should be in Focus

Optimum Communications Inc Class A (OPTU) has provided an announcement.

On March 12, 2026, Optimum Communications, Inc.’s compensation committee approved deferred cash awards for key executives, including CEO Dennis Mathew, CFO Marc Sirota, General Counsel & Chief Corporate Responsibility Officer Michael Olsen, and President, Consumer Services Michael Parker, as part of its 2026 long-term incentive program. One-third of each award will vest on December 14 of 2026, 2027, and 2028, contingent on continued service, with grants valued at $5 million for Mathew, $1.75 million for Sirota, $1.5 million for Olsen, and $1.125 million for Parker.

The deferred cash awards will constitute 50% of the 2026 long-term incentive package, with the remaining portion expected to be delivered as cash performance awards under the company’s existing 2017 long-term incentive plan, effectively replacing restricted stock units used in prior years. Executive long-term incentive targets, base salaries, and bonus plan targets remain unchanged from 2025, but the committee has shifted to setting and evaluating bonus performance on a quarterly basis, which may tighten alignment between pay and short-term operational results and provide more frequent performance feedback to senior leadership.

FULL ARTICLE --> https://www.theglobeandmail.com/investing/markets/markets-news/Tipranks/756219/optimum-communications-adopts-new-executive-long-term-incentive-plan/

Goldman Sachs plans a new round of layoffs in April. These cuts will target underperforming employees. They are separate from the bank's usual annual workforce reduction. The firm is adopting a more continuous performance management strategy. This reflects a wider trend across Wall Street.

https://www.peoplematters.in/news/strategic-hr/goldman-sachs-eyes-april-layoffs-of-underperformers-as-performance-scrutiny-rises-48886

30 day PIP process, based on DAPR numbers not CCRS. Takes one month of lackluster results, and 90 days to get off. Even if you hit the quarterly number, a single monthly miss puts you on a written. Have fun trying to take vacation or any time off.

R2B moving out of stores, managing the biggest demographic, and outnumbering Mid Markets 2:1. Open reqs for Mid Markets continually closing and reopening, no new hires.

Full calendars of nothing but blitz calls and zero focus on anything but "growth" via new logos and phone adds. Calendar filled up for 10hr, and being told by Sr Managers and Directors that we need to "sacrifice" to hit the number.

It has been a fun ride. Hopefully it ends in some severance packages and not just managing everyone out with asinine policies.

Is off cycle progression still possible?

We need real growth, not by pulling ahead to make quarterly figures. Financial Hocus Pocus always ends in tears.

Algorithm for PMP and ranking. Yes I said it. Now its all new, so there will be considerations. But if AI you can compare across organization and huge data bases. What I am saying, it there are known attributes for high potential.And performances. Have a great day!

Pip process moved to 30 days. 1 month of not hitting 80 and bam your on a pip. No room for error. Oh and don’t forget if you don’t hit 50% of your INSANE phone quota you go straight to a written. Oh and theres more! 30 days to get on a pip BUT 90 days to work yourself off. Idk but seems like they want us all out for some reason. Make it make sense.

Use this guide to help you manage team members who are not meeting the expectations of the office work goal and who are in a hub location. Holding your team members accountable to this goal is one of the expectations of your People Leader Goal. You should seek further guidance from HR Advisory Services (HRAS) if coaching the employee as described in this guide doesn’t result in improvement.

Note: This People Leader resource provides guidance regarding ongoing performance management relating to the office work goal. For information relating to the office work goal in relation to the year-end performance review process, please refer to our Measuring performance: People Leader resource.

Details

As a leader, we trust you to lead your teams with empathy while ensuring you set clear and consistent expectations. Be mindful that the office work goal may be challenging for some. Listen and provide the guidance needed for your team to achieve their office work goal.

U.S.: As a reminder, medical accommodations or flexible work arrangements may be applicable depending on the reason someone is not fulfilling the office work goal.

Europe: For leaders with team members in Europe, approved flexible/remote work arrangements and exceptions may also be applicable depending on the reason someone is not fulfilling the office work goal.

You have access to a dashboard to see how frequently your team members come into the office. This data should be considered, among other factors, when assessing team members’ performance with respect to the office work goal, such as observations of a team member’s work location (in person or via Teams video), vacation, illness, work travel, etc. For more information regarding the dashboard and its metrics, see the people leader resource.

Considerations

When using the dashboard to assess your team member’s in-office work, you are expected to assess the full picture of their performance, collaboration, and in-office presence, including but not limited to the following considerations:

Timing. When was the office work goal in effect for your team member? Because hub transitions are taking place on a rolling basis, team members should only be held accountable to the goal once they have an assigned work location and are directed to work onsite three or more days per week.

Absences. Was your team member on vacation, sick and safe leave (SSL), or an approved leave of absence (continuous or intermittent) during the relevant time period? Don’t count approved absences against your team member.
Note: team members on an approved leave of absence are excluded from the dashboard while on leave.

Work travel. Did your team member travel for business during the relevant time period? Don’t count work travel against your team member, even if they weren’t working from a U.S. Bank location.

Flexible work arrangement (FWA)/reasonable accommodation (U.S.). Did your team member have an approved flexible work arrangement or reasonable accommodation that allows them to work from the office less frequently or not at all during the relevant time? If your team member’s in-office work (or lack thereof) is consistent with an approved FWA or reasonable accommodation, they are meeting their office work goal.
Note: Team members on an approved FWA or remote work reasonable accommodation and their badge swipe data are excluded from the dashboard while the FWA or reasonable accommodation is in effect.

Approved flexible/remote work arrangement or exception (Europe). Did your team member have a flexible/remote work arrangement or exception request approved that allows them to work from the office less frequently or not at all during the relevant period? If your team member’s in-office work (or lack thereof) is in line with such approved requests, they are meeting their office work goal.

Short-term need. Has your team member requested a short-term need to work remotely? You can approve short-term exceptions (up to two weeks) to the office work goal without additional documentation or approval (for example, a mild illness that does not prevent them from working remotely, temporary transportation challenge, other personal issues, etc.).

Other. Was the team member using a temporary badge or are there other reasons the data in the dashboard may not be accurate?

What is a Targeted Review?

Total insensitivity for those that have been part of the many layoffs. Metrics are almost impossible to meet and performance reviews are calculated so unfairly. Not the company everyone used to know. Associates are crying, frustrated and disappointed in how the way they make their lives are being handled. SO SAD.

Can’t wait for the first level apocalypse that’s surely coming this year.

if yes, do you feel it was justified or just a game to push you out. i am in the second camp. all was rosy and all of the sudden NI

So here it is the Enron model for managing headcount - forced ranking with 12 different goals, most out of your control. BOTTOMLINE, just another way to reduce 10% each year. Interested what comments are:

Wondering how the next few months usually go during this time of year.

In high-trust societies, people assume good intent. Information flows freely. Collaboration feels natural. In low-trust systems, the opposite happens: people protect themselves first. Energy shifts from building to guarding.

Consider modern Russia. Decades of opacity and centralized control have cultivated widespread skepticism toward institutions. Citizens often rely on private networks rather than public systems. Information is filtered. Incentives are distorted. When trust erodes, talent adapts by becoming cautious, political, and self-protective.

Our corporate environment shows similar warning signs. Competitive ranking systems pit colleagues against each other. Information becomes currency. Feedback is filtered for safety rather than truth. Instead of asking, “How do we win together?” people ask, “How do I avoid losing?” Innovation slows because risk feels dangerous. Collaboration weakens because vulnerability feels unsafe.

Over time, this trajectory leads to silos, quiet disengagement, and eventually mediocrity. High performers optimize for optics. Emerging leaders learn to manage perception instead of outcomes. Trust, once depleted, is expensive to rebuild.

If we continue reinforcing internal competition over shared success, we shouldn’t be surprised when initiative declines and politics rise (and one may say that we are already there). But the reverse is also true: when trust increases, performance compounds.

The future of our company will not be determined by strategy alone, but by whether we choose fear-based competition or trust-based collaboration. We sit in a moment when the system to identify future Management is hindering the ability to run the organization. Perhaps its time to not burden the majority of the organization with PDS classifications and let them operate with a stable performance reward system. No system is great but we sit in a time of history where a credible change is necessary.

Anyone else feel like this is taking an illegal turn of directions? Constructive discharge and hostile work environments? Instead of just laying people off the normal way, we’ve turned into this…. I hope that everyone affected will utilize their benefits and protect their mental and physical health. Crazy what is going on after the last few years. I guess this is our reward for being loyal to the company.

For any engineers on the board, I have a couple of questions. Don't take offense, they are legitimate questions:

1. Why can't engineering ever release any projects on time?

2. Why is anything you do release full of bugs and half complete?

3. Why are we as a company years and years behind the competition when it comes to full-stack enterprise IT solutions?

4. Why can we never see a roadmap with anything on it when requested?

5. 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.

How would one do this?

AK made clear on feb office hours that 15-70-15 here to stay. Is this means 15% layoff every year in the form of PIP?

I’ve been at WF almost 10 years and never really heard of anyone getting inconsistently meets until last year, where good and hard working colleagues told me in confidence their managers gave them IM rating. I also noticed that on this site, there appear to be more topics related to this rating. Is this a new thing at WF? I have been an individual contributor so never needed to give rating, but I am finding that the IM’s are coming not because the employees are doing a bad job, but because their managers are micromanaging everything. It makes me want to voluntarily leave as I don’t want to fall victim to this. The ones who I know personally who received IM were shocked when they got it. Some of them had an exceeds rating the year earlier. One of them was only in their role for a few months.

Listening to HR discuss how to move up in your career is such a joke. The company is reducing expense everywhere they can, eliminating positions, and have completely shut off the promotion pool as part of the yearly promo / merit changes. If you want to move up, you have a better chance leaving the company and then applying to a higher position somewhere else in the company (as long as you have 18 months to ki-l).

Let me save you some time scrolling through the portal. Key info:

Will there be layoffs this year? Yes. Why? Because Oracle does layoffs every year.

Which roles will be affected? All roles.

Will my product be affected?

If your product makes money and revenue is growing → less likely to be affected. low performers will be let go.

If your product isn’t making money or revenue is shrinking → higher chance.

Being part of OCI or AI → safer.

Not in cloud or AI → more at risk.

End of story.

Is there a time period or deadline after the year end evaluation the employee is told they’re on a PIP plan?

My team is tired of writing quarterly check- ins and monthly practice reviews. They work hard and spending all this time is getting to them. I had a few just not submit one this quarter despite my weekly reminders. Can’t say I really blame them.