When I heard Dell was moving the payout from invoiced to bookings, I thought, “What’s the catch? This is too good of a move — and for once, it actually benefits the people doing the real work.”
Just got back from vacation, saw my new target… and now I see the catch!
I will say this. LQ I had a complicated alignment that made revenue attribution difficult and overly complex. Been a year of payout issues due to it.
Couple months ago during a 1x1 bossmang and I were discussing that attribution issue and how I had concerns about finding myself in payback mode once demand payout went live due to those aforementioned problems. He also had similar concerns and agreed with me.
LITERALLY a week later I get an email saying I was overpaid due to a misattribution of revenue, and I found myself in payback due to other peoples mistakes. Again.
These people, especially middle management, have no idea what's going on.
@OP it doesn't make a difference since there's a draw. It only will make a difference once a draw is gone.
Did Dell just put into effect the practice that allows each level of leader to ‘buffer’ their own sales quota by imposing an increase to their directs? All the way down the chain…?
For example, say a SVP must hit 125% Q3 growth YOY. He or she requires VP must hit 140%. Directors and Sr Managers must hit 165%. Managers must hit 180%. And so forth.. the gap can vary.
It seems like an illegal practice and it should be. However the last big tech company I worked for did this.
@OP significant backlog for Q2 has all but frittered away. In previous years everything would have shipped, number made. Now with this unachievable H2 target, I’ve got 3draws to payback and zero chance of getting to 90% to clear the loan 🤬
Oh you guys thought we were going to get paid for our work? Are you new?
Union?
The end zone keeps moving out of range! Executives still getting bank!
The catch is a 300-400% increase in your target. The company knows you'll never hit that. They just want you to quit.
Yep.
It keeps getting worse and worse.