#management

Interested in hearing if your performance eval rating/manager comments were as expected or a surprise?
For the first time in over 18 years, I received a “less than expected” rating even though I achieved my stated goals, met deadlines.

Anyone in CM ever been put on coaching for "failing" a SOFT audit? I truly think mgmt is trying to get us to quit or fire us for "not meeting expectations" before VSP takes effect. Centene has truly turned out to be a grimy place. I will spend the rest of my days encouraging people to avoid working here & avoid signing up for their plans.

Seen this a hundred times. Massive layoffs, but useless mid manager and c-suites are mostly retained. No real stock value injection attempted.

It is a tired strategy, one used on so many brands in the past. The goal is not to bring the company back to its former glory. The goal eventually is to shop to other rising companies.

Verizon lost. T-Mobile handed us our hats.

Please tell me I'm not the only one who finds this phrasing offensive? They're plastering this phrase on every corporate email like a proud child showing off their finger painting. I think it smacks of condescension from the higher ups. Like we're not taking our jobs seriously enough or working hard enough. Also, we don't "own" anything here as evidenced by the fact that they're cutting us loose at every available opportunity. You want buy-in from the employees? Give us job security and fair compensation and benefits, not patronizing emails.

Supervisor said he has meeting 11-1230pm. We are in wireline… Cssc rep union . We are doomed

product team marketing team and multiple managers non need major impact nothing else.

What exactly does this role entail, and what product are we working with? It looks like a glorified Scrum Master position, and most of the people in it are G8s. I'm not sure how sustainable this setup is long-term. What began as a pragmatic shift to stop engineering teams from building things nobody wanted has devolved into a massive, heavily certificated industry of performative bureaucracy.
More than 95% of product managers are not required .We have projects ,We dont have products .In tech there are no products.There are product managers even in data teams .Thats level of insanity this so called "product mindset" BS has reached

Rumor of the next round aiming people leaders Sr Mgr, AD, SD, AVP, with less than 10 direct reports in September

Meeting were held with the general manager, members and union to discuss the closing of call centers in Tustin CA and Cerritos CA. Management said they will consolidate both offices into a new office space. They are pushing propellor out of the business. The union hasn’t sent out a single message to its dues payers. We really don’t know what the union does here except sit in meetings and say nothing.

Does management genuinely believe the recent PADP/MLPR changes are the best way for EM to meet its goals? If the real aim is headcount reduction, there are far less damaging approaches that don’t undermine morale. Does EM HR, the MC or board truly see these changes as strengthening the company, given the risks they introduce?

Don't spend money on paying Indian contractors to astroturf here. Use that money instead to give American workers a raise. I am not kidding when I say every post that is clearly from management or a foreign worker is a clear sign to the American workers that you are scared, and I'm using it accordingly. Give us salespeople higher base pay and activity here will begin to calm down AND productivity will increase!

I heard a rumor in November that management had no decision in the personnel that were fired and that it was all determined by AI. Can anyone with HR intel verify if that is true and how are layoffs being determined for the next round?

During my time at FIS, I observed instances where individuals with limited technical knowledge were placed in leadership positions over highly skilled resources. It highlighted the importance of having the right expertise and leadership approach in place.

Heard major surplus's in craft elimination of job titles, consolidation of job titles, 2nd & 3rd level managers cut out

Something is coming. Right before each transition or layoffs pass downs become a nightmare! Literally, they came in one day said don’t do x,y,z moves . After we did it the night before . So, next day we don’t and follow directions they come in and get upset we don’t do it after they asked us not to.
When this kind of bull starts happening and first shift and upper management starts losing their temper and minds something big is always on the way!

This is becoming quickly one of the worse places to work!

Morale is so bad
Coming in and making fuss after fuss over sometimes the directions they gave to do . Why would anyone want to do this to themselves?

This company especially this particular fab in Richardson is going to run everyone off!!!!!!

Ask questions before you start flying off the handle !

Especially if you are at the top be sure you’re setting the example!

McKinsey have been poking around on cost for years why has the T5 layer of managers not been removed. In my experience they largely work from home, demand lots of travel and are blockers to true change viewi g everything through their personal lens.

At many large enterprises like SAP, having a highly concentrated, top-heavy layer of senior executives (like the T5 band) can become a major drag on agility. While senior leadership is necessary for governance, an over-reliance on a massive executive tier often does more harm than good.
Here are some other reasons why a heavy executive management layer can be a bad idea, a waste of resources, and a massive blocker to organizational change:

1. The "Telephone Game" of Communication
   When strategic goals have to travel down from the board through T5 executives, T4 directors, and T3 managers before reaching the people doing the actual work, the original message gets distorted. Key details are lost in translation, and the boots on the ground often end up executing something entirely different from what was intended.
2. Decision Paralysis and Over-Analysis
   With too many high-level leaders wanting to leave their mark, decisions require endless rounds of reviews, steering committees, and alignments. Simple choices that should take days get dragged out for months because too many executives need to "sign off" or feel included.
3. High Compensation, Low Direct Output
   Executive-level talent commands premium salaries, stock options, and bonuses. When a company carries a bloated executive tier, a massive portion of the budget is spent on individuals who manage and coordinate, rather than those who build, sell, or support the actual product. This is a highly inefficient allocation of capital.
4. Preservation of the Status Quo
   Executives at this level have often spent decades navigating the corporate political landscape to achieve their status. Because their success is tied to the existing system, they are naturally incentivized to protect it. Truly disruptive change threatens their established domains, making them quiet saboteurs of radical innovation.
5. Silo Creation and Empire Building
   To justify their premium titles and budgets, senior managers often focus on expanding their "empires"—hiring more people under them and fiercely guarding their departmental boundaries. This breeds internal competition and political infighting rather than cross-functional collaboration.
6. Detachment from the Customer and Technology
   The higher up a leader goes, the further they get from the actual product and the day-to-day frustrations of the customer. Decisions are often made based on polished PowerPoint decks and sanitized reports rather than the raw, messy reality of the market.
7. Death by PowerPoint (The "Tax" on Middle Management)
   To keep senior executives informed, middle managers and individual contributors must spend countless hours preparing status updates, dashboards, and presentations. This "reporting tax" drains valuable time and energy that should be spent on actual execution.
8. Dilution of Accountability
   When a project involves multiple senior stakeholders, responsibility becomes diffused. If a major initiative fails, the layered structure makes it incredibly easy to point fingers, meaning no single executive is held accountable, and the organization fails to learn from its mistakes.
9. Suffocation of Grassroots Innovation
   Great ideas in tech usually bubble up from the engineers, designers, and customer-facing staff. When there is a thick layer of top-down management, these ideas struggle to get noticed. If an idea doesn't align with an executive's personal roadmap, it is often ki-led before it can even be trialed.
10. Heavy Friction for Agile Pivots
    In a fast-moving market, companies need to pivot quickly. A massive executive layer acts like a heavy anchor. Reorganizing, shifting budgets, or changing product direction requires untangling a complex web of executive egos, personal OKRs, and political alliances, making rapid adaptation nearly impossible.

MST home dispatch tech use and abuse company assets. They drive 100K-200K bucket trucks to their home and back to their home garage everyday. Big V8 6.3 L engines use a lot of gas and insurance on top. Also, with MST high pay and only have .5 job per tech a day per tech how is that saving company money and liability.
There are rules to follow when joining home dispatch program. Following the rules helps save gas and time and wear and tear on a vehicle used to drive to work and to home. But MSTs abuse this program from driving to the garage every day and dispatching at the garage. Making a stop at the grocery store to grocery shop in the company vehicle before driving home. Not closing your last job at the job site and instead, drive home and being still dispatched on your work ticket and then closing the job when you arrive home. I follow the rules, and I do not want the home dispatch program to go away because of MSTs taking advantage of the abuse. Also, MST managers are favoring many MSTs and letting the home dispatch MSTs do what ever they want. STOP ABUSING THE HOME DISPATCH PROGRAM YOU MSTs. You know who you are...

I know who I am, don’t know who you are?

Attrition is severely promoted to save CPM payout

Why does IBM hire and retain so many leaders & mgrs who are clearly unqualified for the technical areas they oversee?

Many have no relevant experience, and their lack of competence is evident in their decisions...

I just do not get it.

No wander we have problems.

What’s keeping GB gainfully employed? Is he special or actually a great leader?

It's the middle of July, shouldn't they be showing by now? And yes I know that CVS is notoriously slow at this kind of stuff, but still to not even have your manager say anything to you yet? What gives? The one time that DL's need to pressure managers to get this done is the one time DL is silent.

Lie your a-s off about why you can't be working Thursday:
Your throat is raw, you lost your voice, you are sick.
Someone close to you died.
Dropped your phone and lost all of your contact numbers.
Etc..

Terrible things have been done throughout history by "regular" people at the direction of those "above" them. Don't be one of those people. Stand up, find another job, whatever you need to do to keep some modicum of self respect and respect for your fellow human.

We have managers who have no idea what they're doing yet they insist on micromanaging every step of our work. You can just imagine how well that works out. To say it's counterproductive would be an understatement. Lay off all the useless managers and see productivity skyrocket.

It's pretty obvious that Ramon and his team have no clue what they are doing. It's only a matter of time before the company is broken up. Frito can probably be sold off to either Dow Chemical or DuPont since they are all Chemical companies.

She is clueless, pathetic, POS…no leadership skills other than paid people posting on her LinkedIn for her. FIRE her

How about instead of mistreating the folks actually doing the work at the L1 level, we get rid of a LOT of the fluff at the L3 and higher level?....There are so many L3s who do nothing but host teams calls where they circlej--kand throw out "Insightful" quotes to try to sound intelligent before we spend an hour listening to something that literally could have been an email so they can feign "Collaboration". Someone mentioned that ja----s Louie Lewis earlier in this thread and he has these fu-k a-s "Jam Sessions" weekly where its just him hosting and playing his favorite music before trying to seem Insightful like we all don't have sh-t to do. I swear to god im just waiting to hear back from some roles I have applied to so I can GTFO out of Dallas for good.

Sadly it will probably be the regular one.In which case there maybe a few that are planning on leaving soon so they will benefit.But the rest who are not close to Medicare eligible will stay the next 4 to get closer to that age.Me being one !!!The current medical retirement disaster was one of the biggest mistakes of the last few negotiations on the part of the union .Probably right after the worst one deciding to give up new members pensions.I remember adamantly saying no way to both issues .While most of my brainwashed fellow members kept repeating what the union told them that we will get it all back later when things are better with economy and people are more on our side .Ya right.I will say union wise it has provided some job security and little better treatment then being non.We have also watched the mismanagement within the ranks become a neutered company run union .Wishing luck to all my long term buddies that you get that big Eisp your waiting for but sadly it may be more disappointing

Oracle is very poor in its operations. The management is filled with oldies who don't know how to steer . Every one travels like they boarded a flight or train rather than sitting in driver seat. Need lots of layoff at the top. All EVP's, VP's, Senior Director roles need to be evaluated for transformation they did for the company in past 3-4 years and be removed if not.

Warnings of Earnings miss.

IBM shares slipped double digits in premarket trading after the firm released preliminary second-quarter results that fell short of expectations.

CEO Arvind Krishna blamed the shortfall on weakness in the software and infrastructure business because clients shifted money toward hardware purchases like memory chips.

Do you see a future of company? Would we still exist in 5 years?

It just appears more and more concerning to me... Many great talents but the management team is really running it to the ground.

Surely, Oracle knows where the next round of layoffs in September are going to be? Probably Cerner, maybe Sales, maybe OCI, other places, if I had to guess from my uninformed internal location. So, why is management letting 150k people just generally wonder about if they're going to be next, and give current employees some sort of heads up? It's ki-ling all internal workflows with letting everybody think that "they're next", when it doesn't have to be that way.

Fonts and Colors. And has an army of yes people to crack the whip. Spent more time walking the line activities than driving OI there. Total knucklehead operation.

Same old one Pearson project. Same old story. Different stupid trollop hiring her mates to underachieve.

I am just a T3 employee do I don't know who is going to be laid off. But I am super frustrated with the current messaging by upper management in all areas.

Design has become super important and we are hiring designers like crazy. This should not be the case because design is one of the areas where we need less people as AI has made prototyping easier.

Developers are super important and I hope they don't cut any. Not because I am a developer but because a conventional developer is not equivalent to an AI developer and almost no one gets this. As a tech company, we need more developers not less.

Development Managers is a really bad role now. This used to be a role consisting of developers who wanted to be managers as well. And they are supposed to be able to "develop" their reports from a technical perspective. But a majority of these new development managers from HPOM are not technical at all and don't understand the basics. We now have product owners, agile coaches and even retail managers and DEI coaches as development managers. SAP is increasing the number of development managers of poor quality with no added benefit.

We need more QA colleagues.

AI cannot replace support colleagues and we need to find a more sustainable way to deal with this.

And we probably should replace all executives with AI because they don't seem to do anything for the benefit of customers or stakeholders. They are too obsessed with getting their pensions.

Can anyone share any BTC or KLTC success stories? I presume we have above average ppl at the highest levels of management. We’ve been on this TC journey now for a while and should be able to judge whether or not we should double down or reset our global talent management strategy. Are there truly tangibly positive results?

In ACN what are all the major credentials required to become an MD?

I am a Senior Manager for the last 5 Years in SAP Finance (5 Years ago close friend that is an MD helped me to become a Sr Manager and as a CC he helped my pay hike every year, now that MD was let go last week), now how do I become an MD, when my Network Helping MD is gone, my dreams are falling apart

I want to flag a growing operational risk regarding Nike's recent workforce changes that warrants leadership's attention. While experienced technical professionals are being impacted by layoffs, we are simultaneously integrating non-IT profiles into core technical roles and seeing a rising number of couples placed within the same departments or domains.

Currently, leadership and management often lack visibility into these domestic relationships within teams/cross-domains. This dual trend introduces distinct vulnerabilities: Competency Gaps: Replacing experienced talent with individuals who lack a foundational technical background creates immediate skill gaps. This overburdens senior engineers with unscheduled training and significantly increases technical debt. Compliance & Culture Risks: Placing couples within the same operational loops or reporting lines introduces compliance risks, confidentiality bottlenecks, and perceptions of bias that severely erode team morale during an already sensitive time of restructuring. I highly recommend that leadership reviews our technical vetting standards and formalizes strict disclosure and reporting line policies for related employees.

So how is management spinning the drop in stock price? With BH announcing a fairly substantial layoff, will WFRD be rolling one out soon?

It seems like they've systematically removed anyone who actually knew what they were doing. The decent managers are all gone now.

Too many layers and way too many people who think they're important but don't actually contribute anything. We spend our days in pointless meetings, dealing with endless back-and-forth, and watching people fight over territory instead of actually moving things forward. Nothing gets accomplished because everyone is too busy trying to look like they're in charge. Flatten the management structure and watch as things improve overnight.