#employeeengagement

To: My Valued Cost-Centers (Employees),

​Happy New Year! As I sit here in my climate-controlled, triple-glazed corner suite, watching the sunrise over the yacht club, I couldn't help but feel a fleeting sense of warmth—though that may have just been the heated massage function on my Italian leather chair.

​2026 is the year of Synergy, Sacrifice, and Shareholder Supremacy.

​The Triumph of the Office Return
I want to personally congratulate those of you who have successfully navigated the commute to join us in the office at least 3 days a week. Seeing you all hunched over your laptops, participating in Teams meetings with the person sitting three feet away, truly warms my heart. It’s that "water cooler magic" we talked about—even if the water cooler was removed to make room for another row of unassigned lockers.

​I’m aware that some of you have complained about the Hot-Desking Lottery. Look at it as a daily adventure! Will you find a desk with a working monitor today? Or will you spend your morning playing "musical chairs" with a tangled nest of broken HDMI cables? If you find yourself working from the broom closet again, just remember: it’s not a "broom closet," it’s a Cozy Collaboration Pod™.

​Efficiency: Our North Star
​While you are busy creating value for our institutional investors, I have been busy ideating. To ensure we are squeezing every drop of "lemonade" out of our human capital, I am thrilled to announce several Employee Wellness & Productivity Initiatives for Q1:
​Bio-Break Benchmarking: We’ve noticed a slight dip in keystrokes during mid-morning. To help you stay on track, we are installing "Smart-Flush" sensors. If a restroom visit exceeds the mandated 120-second "Standard Relief Window," an automated alert will be sent to your manager to discuss your time-management skills.

​The "Big Wael" Policy: In the spirit of your favorite office slang, we’re aiming for maximum efficiency in all... movements. If you’re going to "take a Big Wael," please ensure you’ve pre-filed a "Functional Downtime" request. We wouldn't want your lack of productivity to be as disappointing as a stagnant stock price.

​Oxygen Optimization: Studies show that humans exhale carbon dioxide, which is bad for the environment (and our ESG score). We are considering a "Breath-Per-Minute" tax to encourage calm, shallow, and highly efficient respiration while at your desks.

​Vertical Desking: Why sit or stand when you can lean? We are replacing chairs with 75-degree padded planks to ensure no one gets too comfortable. Comfort is the enemy of the 52-week high.

​Looking Ahead
​Remember, every time you struggle to find a functional mouse or spend 45 minutes looking for a stapler, a shareholder somewhere gets their wings (or a slightly larger dividend). You aren't just "employees"; you are the fuel we burn to reach the moon.

​Now, stop reading this and get back to your Teams call. I can see your "Active" status flickering from here.

​In Solidarity (With the Board),
​The CEO

Do you think they can ever bring back to me once great family sport of State Farm?

Smart companies & their HR departments use Glassdoor to improve $ It doesn't appear Mutual actively uses the Glassdoor to improve $ Top companies can drive great results using Glassdoor the right way $ memo to our HR, implement this and watch MOA dramatically improve $ Check this out.

Glassdoor Team
Glassdoor Team | Author & Career Expert at Glassdoor | Jul 21, 2025

The best companies know that employer branding is make-or-break. The right approach can help you attract top talent, combat industry stereotypes, and build a workplace culture that actually retains people. The wrong approach? It makes you invisible to the candidates you want most. 

Leading companies are turning to Glassdoor not just for employee reviews, but as a strategic platform with real-time feedback and authentic talent engagement. Here's how three organizations are using the platform to transform their employer brand and attract the right people.

1. Closing the gap between perception and reality
   Capgemini, a global leader in consulting and technology services, wanted its Glassdoor presence to reflect the company’s positive employee experience more accurately. With a large volume of reviews across global locations, they saw an opportunity to better align internal culture with external perception and use that feedback to inform their long-term talent strategy. Key focus areas included increasing review response rates, strengthening the connection between the employee value proposition and day-to-day experience, and using data to identify areas for improvement.
   The company rolled out a required training program to ensure leaders could thoughtfully respond to reviews, with monthly check-ins to share best practices. They encouraged employees to leave reviews at key milestones like promotions or project completions, helping to surface a more representative view of life at Capgemini. Using Review Intelligence™, they analyzed sentiment across departments, locations, and roles on key topics like culture and DEI, and benchmarked those results against competitors. They also launched enhanced branding through the Employer Branding Hub for each global location, sharing localized employee stories, EVP content, and branding campaigns. 
   As a result, Capgemini’s global Glassdoor rating climbed from 3.2 to 4.0. Reviews began reflecting the impact of internal efforts, and the company strengthened its position as a talent destination — improving both hiring outcomes and employee engagement.

2. Building transparencyto overcome hiring hurdles 
   Equans UK, with nearly 15,000 employees in energy and services, faced serious skills shortages and high turnover in engineering. They needed to show they were a progressive employer that valued diversity and growth, particularly to retain apprentices and achieve gender balance in senior and operational roles.
   The company implemented a comprehensive employer branding strategy centered on their Glassdoor profile. They revamped their "Why Work With Us" section and featured their #ProudtoMakeitReal campaign spotlighting actual employees. Crucially, Equans increased its review response rate and acted on employee feedback, demonstrating genuine commitment to transparency and improvement. They paired this engagement with targeted Employer Branding Ads for their key demographics, including skilled trades and engineering.
   This multi-pronged approach delivered massive results, including 84% more unique visitors and 53% more page views across their Glassdoor and Indeed profiles. They also saw their overall Glassdoor rating jump by 0.6 points, solidifying their reputation as an employer of choice.

3. Attracting mission-driven talentwith targeted messaging
   Thomas J. Henry Law, one of the nation’s leading personal injury firms, needed more than just good attorneys — they wanted lawyers with integrity and determination who truly believed in their mission. Their existing methods weren't attracting this caliber of talent, so the firm took a different approach.
   They analyzed what their current employees loved most about working there, then crafted targeted messaging around DEI initiatives and career development. This refined content was integrated into their Employer Branding Hub and, crucially, their advertising strategy. The firm used custom messaging in "always on" Employer Branding Ads across Glassdoor, Indeed, and other sites in their candidates’ online journey, ensuring they stayed top-of-mind with qualified job seekers who shared their values.
   This strategic and sustained effort delivered impressive results: application rates more than doubled in three months, while cost per application dropped 37%. Their targeted approach showed that precise messaging attracted better-aligned talent more efficiently than broad recruitment tactics.
   The common thread: Authenticity drives results
   Candidates can spot inauthentic employer branding from miles away. These three companies crafted credible narratives that resonated with the right talent — and backed them up with real action. This solid foundation, built on genuine transparency and strategic consistency, led to results that speak for themselves: better candidates, lower costs, and stronger company cultures that actually retain top talent.
   Your next great hire is already researching employers online. Make sure they find the real you.

Your company lacks corporate transparency. Modern forward looking companies practice social responsibility with ESG transparency. In 2026, Rich'
Board needs to get into the 21st century with basic corporate norms. Transparency boots employee morale, confidence, and helps the company address and allocate resources better:

++Full Annual Report w/full audit financials & audit report++
++Corporate Executive Compensation Policy & Disclosures Published w/compensation for all SVPs and above by name & amount++
++Publish Board of Directors Compensation along with outside business interests++
++Summary of Board Minutes & Agendas++
++Board of Directors required to provide update to employees and to meet w/employees & clients through focus groups each quarter++
++Publish Annual Filing w/NYDFS w/all schedules on public website++
++Publish 5 year strategic plan to all employees++
++Post Corporate Tax Return on public website++
++Post all pages of the full un redacted rating agencies reports on the public website++
++require all internal leaders of divisions to hold quarterly meetings with all of their divisions and employees especially in IT, Sales, & Operations++
++Human Resources needs to release all results of Annual Employee Culture Survey within 1 month of survey completion++ no sitting on the survey results.
++360 feedback by associates of their managers and their managers managers++

Remember, the cover up is worse than the crime and it's time to stop covering up. This is not Watergate.

Curious about everyone’s New Years Work Resolutions.

Work is supposed to be fun, but companies have made it so difficult that many Gen X and Gen Z employees hate going to the office and feel like they’re just following marching orders. The ’90s and early 2000s felt more enjoyable because we had people from other cultures who assimilated and didn’t treat the U.S. as merely an economic zone. People weren’t constantly worried about their jobs being outsourced to developing countries.

Everyone’s miserable at Dell. They come here looking for meaning, but all they find is confirmation of how trapped they are.

RTO is an antiquated strategy based on how the company was in 2010 not 2025. Our roles have changed as have the people, and their locations, that we all interact with. There will be no measure of success because it’s based on a belief in collaboration and nothing more. There is not a single metric that will support it. However I will lay money that sickness and absence rates will rise.

Well said, @a9+1kc3yqn6p.

Did I miss it? They didn't mention it during the Town Hall at all. Hmm...

Bandy the Clown can not even be bothered to send the “troops” a Christmas message. While they usually say nothing and spout BS not to make an effort is an all time low when I thought he could get no lower. Maybe him and the new CMO have decided that internal communication is no longer needed?

Since SB, DC and the EC can’t be bothered I will say it - Happy Holidays 🙂

https://careers.massmutual.com/job/springfield/global-workforce-management-director/724/89713009728

The Opportunity
The Global Workforce Management Director will be responsible for leading the development and execution of Operations’ global strategies to enhance organizational performance. Establish and implement workforce management standards and best practices to promote strong communication, collaboration, and engagement across onshore and offshore teams, ensuring the organization operates efficiently and effectively in a global environment.

The Team
The team is comprised of Strategic Consultants responsible for developing, implementing, executing, and overseeing global transition initiatives across Operations. Your individual role will have an impact on ensuring we have effective remote working standards, hybrid working guidelines, cultural competence, work location recruiting and engagement strategies, etc.

The Impact
You will be accountable for driving the strategic vision, planning, and management of global workforce transitions, ensuring alignment with organizational objectives and operational effectiveness. As the Global Workforce Management Director , you will partner with senior leaders, business units, and external partners to identify, plan, and execute transitions that optimize the global operating model. This will include communication, change management and readiness considerations.

Key responsibilities include, but are not limited to:

• Lead and Develop Team: Manage and mentor a team of Strategic Consultants focused on global transition activities, ensuring coverage across all operational teams. Ensuring the team maintains effective coordination, communication, and appropriate confidentiality in the work they perform.
• Strategic Roadmap Execution: Develop and drive the execution of the global workforce transition strategy, including the creation of transition roadmaps and governance standards.
• Stakeholder Engagement: Consult with senior leadership and business partners to identify transition opportunities, provide recommendations, and facilitate decision-making.
• Transition Management: Oversee the identification, planning, and execution of work transitions to global partners (e.g., MMI, external vendors), ensuring seamless handoffs and operational continuity. This includes establishing new offshore engagements, modifying existing engagements and coordinating corrective actions for underperforming engagements.
• Vendor and Partner Oversight: Maintain and enhance relationships with external partners, manage contracts, and ensure business satisfaction through regular performance reviews and issue resolution. This includes monitoring SLA’s and operating results, taking the lead on coordinating performance improvement and corrective action planning as needed.
• Governance and Reporting: Establish and oversee standards, KPIs, and reporting mechanisms to monitor the performance and impact of global transitions.
• Enterprise Coordination: Work with the MassMutual Global Business Services (GBS) team to maintain alignment on short- and long-term planning, execution, reporting and governance of offshore activities. Ensure the Operations GWM and MassMutual GBS teams maintain alignment on their activities and avoid duplication of efforts.
• Continuous Improvement: Identify and implement strategies to enhance productivity, mitigate risks, and continuously improve the global operating model.
• Change Leadership: Lead organizational change initiatives, fostering a culture of agility, accountability, and inclusivity.

The Minimum Qualifications

• Bachelor’s Degree or 8 years of experience in operations, strategy, global or workforce management.
• 5+ years of experience in strategic consulting, operations, or managing large-scale transitions.
• 5+ years people management experience or commensurate leadership experience

https://www.compactmag.com/article/the-lost-generation/

Dear Team,

As we gather with our families this holiday season – or, more accurately, as those of you within 50 miles of an office get your butts back in here to maximize collaboration and real estate utilization – I want to extend my warmest wishes for a prosperous and metrics-driven New Year.

The winter holidays remind us of timeless values: giving (of your maximum effort), receiving (higher margins for shareholders), peace (on earth, as long as your business unit stays well above the Line of Doom), joy (in hitting quota, even if it means public call-outs in all-hands), and goodwill toward all men (provided they contribute tangible value and don’t just “make air” like those software folks).
Remember the miracle of the season: just as one small acquisition can multiply into trillions in market cap through ruthless simplification, your continued sacrifice of work-life balance turns our portfolio into evergreen revenue streams.

Family time is wonderful, but nothing says “holiday cheer” like knowing your RSUs are vesting while underperforming divisions get divested faster than you can say “perpetual licenses are dead.”

To those celebrating Christmas: may your stockings be stuffed with stock options – contingent, of course, on office attendance thresholds.

To those observing Hanukkah: eight crazy nights of efficiency gains.

To everyone else: focus on what really matters – Q1 targets.

Thank you for your obedience dedication.

Let’s make 2026 another record year of cost-cutting and shareholder delight.

Happy Holidays,

Hock Tan
President & CEO, Broadcom

The company hired me to lead their "Agile Transformation."
I don't know what Agile means.
Nobody does.
That's why it works.

I make $425,000 a year.
To move sticky notes.
From left to right.
On a board.
The board is digital now.
The sticky notes cost $80,000 in Jira licenses.
Progress.

Day one, I said "we need to break down silos."
Everyone nodded.
Silos are bad.
I don't know why.
But destroying them is a career.
My career.

I introduced "squads."
Squads are teams.
But disrupted.
We disrupted the teams into teams.
Different names.
Same people.
Same problems.
But Agile problems now.
Agile problems are strategic.

A senior engineer asked what we're actually changing.
I said, "The mindset."
He asked what that means.
I said, "It's a journey."
He asked where we're going.
I said, "Toward agility."
He asked what agility means.
I pointed at the sticky notes.
They were moving left to right.
That's velocity.
We have velocity now.

The VP of Engineering said two-week sprints don't fit their work.
I said, "That's waterfall thinking."
Waterfall is bad.
Like silos.
I don't know what waterfall is.
But I know it's bad.
She stopped talking.
Waterfall accusations end conversations.

We had a retrospective.
In the retro, we discussed what went wrong.
Everything went wrong.
We put it on sticky notes.
Then we moved the sticky notes.
Into a column called "Parking Lot."
The Parking Lot is where problems go to die.
It's full.
We don't look at it.
That's agile.

Velocity is up 40%.
I defined velocity.
I also defined the points.
I also defined the stories.
We're crushing it.
At the things I made up.
To measure.
Ourselves.

The CEO asked for ROI.
I showed a chart.
The chart went up.
Charts should go up.
This one did.
I didn't label the Y-axis.
Nobody asked.
Leadership is confidence.

We do standups now.
Every day.
We stand.
For 45 minutes.
Standing is agile.
Sitting is waterfall.
My legs hurt.
But we're transforming.

The transformation is now "Phase 3."
Phase 1 was assessment.
Phase 2 was implementation.
Phase 3 is "continuous improvement."
Continuous means forever.
Forever means job security.
I'm very secure.

My contract was extended.
Three more years.
For "cultural impact."
The culture is confused.
But impacted.

Agile transformation isn't about being agile.
It's about transforming.
Continuously.
Toward more transformation.
The destination is the journey.
The journey is billable.

Do you know if only extraordinary ratings will qualify for legends of possible or do meaningful ratings employees can also qualify?

Heard a comment the other day that implied they are tracking people teams activity, green, yellow and red. This person also said if you don’t sign on to teams they have a report for that. Any truth? All these reports I can’t keep track of what they are tracking. We need a weekly tracking report of what they are tracking so we can track ourselves.
Great now I feel like I should go running.

It is worth reflecting on what it means when positivity is met with hostility. When someone expresses gratitude for their work or appreciation for the people they work with and that expression is dismissed or downvoted simply because others are hurting, it reveals the depth of collective pain rather than any fault in the person sharing their experience. Disagreement is valid but silencing hope is something else entirely. Suffering does not grant permission to diminish another person’s reality.

This space exists because uncertainty is real and many are navigating fear and loss. Acknowledging that truth, however, does not require rejecting honesty or resenting those who are in a different season of life. Sharing stability or fulfillment is not an act of dismissal but a reflection of where someone is on their own timeline. Empathy is not conditional and compassion is not a limited resource. We can hold space for hardship without turning on one another. Growth begins when we stop pulling people down to match our pain and remember that understanding must extend in every direction.

Given our current workforce culture ratio(s), this is curious to me. Are WE to become more like THEM, or are THEY going to become more like us?

It's nice to finally hear that DG is trying to accommodate remote workers in thoughtful manner next year!

Will there be more RIFs ?

Compensation and reward always appears as a negative in your voice feedback. Is there a plan to address this ?

Responses, erm we have a new employee development project.

Is anyone else hearing chatter about a potential massive walkout of PNC employees being organized at some point after there is an announcement about the 5 day return to work requirement?

Hike is coming in Q4.

Just don’t ask which year.

Meanwhile keep giving 200% effort.

Structure w/out trust just feels like punishment.
The people you are chasing will still hide, just now from a desk.
The rest of us lose flexibility that actually helped us deliver.
Thats why this feels like optics- not strategy.

Have the most recent employee survey results been released? No one seems to know in my area. And if they have - are results the same, higher or lower than the previous survey?

Seems to be a Dell thing. Wow!

For now, no new assignment—just a new manager. I've had a great few years here, consistently handling the workload of multiple people day in and day out. With the next review round coming up soon, I guess I need to really sell myself to have a shot at a promotion this time. Or maybe if I start doing the jobs of eight people, they'll finally notice.

I was not rif'd but I am disgusted by the holiday activities that are being shoved down our throats. Most laid off employees are not gone yet and leaders are trying to shove "fun" events down our throats. Meanwhile, we are all so overloaded with work, that the idea of participating in a fun event just feels like another task that is being piled onto us. Now on top of all the extra work, you want me to cook for my coworkers too?

Surprised nobody has said anything yet

Use this post to discuss today’s town hall

Is this a weedout course for employees? I've just completed it and tbh, it's not something everyone could complete. It requires critical thinking, debugging and prompt engineering to complete.

What do you think will happen to those who don't get a good grade on theirs?

I have never seen this site so much silent. No new topics since long or people have stopped posting. Seems company is doing well. I think yesterday was good employee meeting focused on a lot about members & employees.

A physical employment of Eliza in android form? A keynote read to us by an AI voice circa 2010? A parade of newly appointed MDs patting themselves on the back? A fourth pillar focused on Being More for our Overlords?

It’s peak gaslighting. Not a shred of information on anything even remotely important.

Next cascade should focus on redoing cascade 1. Since cascade 2, we’ve seen the same incompetent leadership coming through. How about doing cascade 1 correctly before shaving associates first? As they say, it all starts with leadership and we have it seen one in a while. Btw… doing listening posts is not enough.

have a lot of hope for the new year. clearly there are quite a few malcontents here that might want to consider greener pastures. but for the dedicated fiserv loyalists, the new year is going to rock!!!!

Today's all hands confirm one more time that the Unfiltered survey is only s checkbox to say to employees: provide your feedback, we receive it but we do not care about it.
They spent maybe 2 minutes on today's all hands on the topic...+40% of employees not trusting the board are not enough to worry the board. An email saying they are going thoroughly through the feedback and take actions is all what they do... truly a sad and shameless joke!

Why is it so hard to keep us properly informed about what's going on? Why do we have to guess and put together scenarios based on a sentence here and an email there? What does it cost them to be open with us? Even if it's bad news, it's always better to know than just guess.

I can't wait. 2026 is shaping up to be great and prosperous year!