Internal process near completion? Look for new alignments to PC and Metabolic. Market forces driving consolidation into one division. Headcount reductions unknown. Late Q3 2011.
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BRING IT!!
It is a brutal job market out there. Responsibility, integrity, honesty, committment all mean nothing in todays companies. They don't care what your accomplishments and successes were 5 years ago either. Bottom line is that sales people are a dime a dozen and if you haven't done something huge recently then forget it. Unless you're 25 years old and talk a big game and they can pay you a $50K base. Its amazing how many reps are getting hired that are just players, shit talkers that lie about everything. You would think that interviewers with large corporations would be able to see through the BS.
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Heard today from an in house source that layoffs will begin about a month after ILCK. The regional mtgs and testing are designed to help weed out the weak links. I know this is rumor. Just what I heard.
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Heard today from an in house source that layoffs will begin about a month after ILCK. The regional mtgs and testing are designed to help weed out the weak links. I know this is rumor. Just what I heard.
Nope. as usual will be done by impartial third party. Legal issues are top priority when layoffs hit. Can't leave it up to locals, they would expose company to too many law suits.
Whomever lays you off, will not know you at all.
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However, upper management gives the third party consultants (like Hewitt and ZS) the criteria, i.e., anyone on a CCP or PIP, anyone in the high control point range for their grade level pay scale, anyone with less than 6 years to reach full retirement benefits especially if there are more than 2 reps in that given territory... you know... things like that. Look at January... exactly what happened. Example: an All Star rep in TN alone in their territory (no counterparts) was displaced... they were highly compensated and had less than 6 years to reach full retirement benefits. They could move lower compensated reps from adjacent territories to work it. Fact. Done with only stating that after looking at the strategic needs of the organization, their position had been eliminated.
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However, upper management gives the third party consultants (like Hewitt and ZS) the criteria, i.e., anyone on a CCP or PIP, anyone in the high control point range for their grade level pay scale, anyone with less than 6 years to reach full retirement benefits especially if there are more than 2 reps in that given territory... you know... things like that. Look at January... exactly what happened. Example: an All Star rep in TN alone in their territory (no counterparts) was displaced... they were highly compensated and had less than 6 years to reach full retirement benefits. They could move lower compensated reps from adjacent territories to work it. Fact. Done with only stating that after looking at the strategic needs of the organization, their position had been eliminated.
I am retirement age and have survived the last 4 layoffs
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However, upper management gives the third party consultants (like Hewitt and ZS) the criteria, i.e., anyone on a CCP or PIP, anyone in the high control point range for their grade level pay scale, anyone with less than 6 years to reach full retirement benefits especially if there are more than 2 reps in that given territory... you know... things like that. Look at January... exactly what happened. Example: an All Star rep in TN alone in their territory (no counterparts) was displaced... they were highly compensated and had less than 6 years to reach full retirement benefits. They could move lower compensated reps from adjacent territories to work it. Fact. Done with only stating that after looking at the strategic needs of the organization, their position had been eliminated.
Yes, how we do at the regional mtgs on ILCK will be fed to this 3rd party. It's a small part of the equation but a part nonetheless.
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Yes, how we do at the regional mtgs on ILCK will be fed to this 3rd party. It's a small part of the equation but a part nonetheless.
Ten signs you work in a fear-based workplace
Tyrannical, brown-nosers rising again — and it could hurt your companyJIA
By Liz Ryan
Business Week
updated 7/13/2010 8:30:27 AM ET 2010-07-13T12:30:27
A friend of mine called me from a noisy airport. "I can't wait to get to my hotel and tell you the latest drama from my office," he said. "I would have called you earlier, but my boss was in the cab with me." "Before I hear the drama itself, I have a question for you," I said. "Do you ever talk to your boss about all the craziness in your company?" "Talk to my boss?" my friend exclaimed. "Are you nuts? I tell my boss exactly what he wants to hear. People who tell my boss what he doesn't want to hear are people who get laid off at the end of the quarter."
The U.S. financial crisis has caused fear in the boardroom, and that unease trickles down to every worker. The principal signs of a fear-soaked senior leadership are a preoccupation with looking out for No. 1, a clampdown on consensus-building conversations, and the shunning or ousting of anyone so bold or naive as to tell the truth about what he or she believes. We've seen the fear epidemic hit dozens of major firms over the past few years, and it isn't pretty. When a leadership team's attention turns from "How can we do the right thing for our customers and employees?" to "How can we keep our stature, our jobs, and the status quo intact, at any cost?" then fear officially rules the roost.
Here are 10 signs of a fear-based workplace. If you're the person in charge of a shop, pay attention:
1. Appearances are everything. When employees are preoccupied with staying in the office later in the evening than the boss does, fear is king. When people worry less about the quality of their work than about how they're perceived by managers higher up the chain, you've got fear.
2. Everyone is talking about who's rising and who's falling. When a daily focus of office conversation is the discussion of whose stock is rising and whose is falling in the company's internal stock index, you've got a fear infestation. A preoccupation with status and political capital is a sure sign that stakeholders' best interests have taken a back seat to me-first, fear-based behaviors.
3. Distrust reigns. Would this be your knife in my back? When your employees have to stop and ask themselves, "Is it safe to tell Marybeth my idea?" you have a fear problem in your organization. Workplaces where people steal one another's intellectual capital are places where trust is subordinate to fear (if trust exists at all). If your business is one where backstabbers thrive, ditto. In a healthier shop, people would be comfortable rising up in protest against a backstabbing colleague, and the paradigm "I win when you lose" would be quickly nipped in the bud.
4. Numbers rule. Sensible performance goals help people understand what's important. An obsession with metrics, daily, weekly, and hourly, and a world view that says an employee is the sum of his numeric goals, are signs of a fear-based culture. Why? A healthy organization builds performance goals into its leadership framework, but the metrics don't equal the framework. When management views people as complex, creative, multifaceted value producers and considers metrics as just one element of a well-rounded leadership program, you can beat the fear back to a tolerable level.
5. And rules number in the thousands. Maybe the most stereotypical yet valid sign of a fear-based workplace is an overdependence on policies in place of smart hiring and common sense. These organizations fear their own employees' instinctive reactions to everyday circumstances (the need to book a business trip, order a stapler, or schedule a vacation day), so they install lengthy, tedious policies to keep employees from thinking independently. A need to tout the trust and openness in the organization constantly can be another red flag. As my friend Marla says, "The more an employer drones on and on in the handbook and other employee materials about trust, the less trusting they are."
6. Management considers lateral communication suspect. My brother worked for a major electronics manufacturer. One day, stopping in the office just before taking off to visit a remote location, he ran into some guys who had just returned from the same facility. "Let's compare notes," said my brother, and five or six team members went into a conference room to confer. Within seconds, a manager burst into the room and demanded, "Who authorized this meeting? None of you guys is at a level to authorize a meeting." Evidently sharing ideas that could benefit the company is only a good thing in this organization if you carry a certain title and salary grade. How idiotic is that? Organizations that don't allow employees to brainstorm with one another are places where fear has made inroads.
7. Information is hoarded. Closely related to the question "Can employees in my company chat freely?" is the question "How do people find out how things work around here?" If the sole answer is, "Ask your manager," you've got some creepy-crawly fear bugs on your hands. Cultures that allow people to hoard what they know to consolidate their power are cultures where fear has smashed trust under its heel. Likewise, if employees learn about a company layoff through the grapevine or in the newspaper vs. a frank sitdown with their managers and their teams, something is rotten in Denmark, and fear is a silent partner in your management roster.
8. Brown-nosers rule. When the people who get rewarded and promoted are the least-knowledgeable but most-fawning ones in the org chart, fear has come to town. Fear-based senior leaders surround themselves with yes-men and yes-women because it's more pleasant to hear the "right" answer than the truth.
9. 'The Office' evokes sad chuckles, rather than laughs. My friend Amelia writes, "As hard as the writers for 'The Office' try to make Steve Carell's character look like the world's most bumbling, officious egotist, my actual boss is worse." When cartoonish fiction looks more appealing than everyday existence to your employees, fear may play a major part. Fear shuts down our ability to think creatively, collaborate, and bring passion to the job. When getting through the day requires a focus on keeping one's head down, taking no risks, and sucking up to anyone in management, your organization's soul has left the picture.
10. Management leads by fear. When senior leaders make virtually all decisions in secret, dole out information in unhelpful drips, and base hiring on sheeplike compliance rather than energy and talent, and the PA system all but blares "Be glad to have a job, stop whining, and get back to work," your company's fear problem is off the charts. I saw an example of this myself the other day when I stopped at a national retailer to look at earrings. A sales associate mentioned to his co-worker, "Crazy thing, I broke something in my car's engine, and my mechanic says it'll be $1,400 to get it fixed." In a flash, the supervisor of the department swooped into the conversation with the message, "Lucky you've got a job, aren't you then! A lot of people are unemployed, and we've got a list of people who'd love to have your job. That's your thought for the afternoon: Lucky Me!" and off she went. When leadership is based on keeping people in the dark and keeping them off-balance, no one benefits except the tier of managers near the top who justify their existence by devising ways to solidify their stature.
Chief executives know in their hearts that smart people, set loose to solve big problems, are responsible for every success and innovation industry has ever seen. Fear-trampled employees don't do a thing for your business. Still, management by fear is a hard habit to break, because fear-whipped underlings don't squawk. Meanwhile, your competitors may be hiring your best talent away and stealing market share while you make it easy for them to do so. Those meek, submissive, broken-down employees might blossom in your rival's trust-based culture. Do you really want to find out?
Copyright © 2011 Bloomberg L.P.All rights reserved.
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However, upper management gives the third party consultants (like Hewitt and ZS) the criteria, i.e., anyone on a CCP or PIP, anyone in the high control point range for their grade level pay scale, anyone with less than 6 years to reach full retirement benefits especially if there are more than 2 reps in that given territory... you know... things like that. Look at January... exactly what happened. Example: an All Star rep in TN alone in their territory (no counterparts) was displaced... they were highly compensated and had less than 6 years to reach full retirement benefits. They could move lower compensated reps from adjacent territories to work it. Fact. Done with only stating that after looking at the strategic needs of the organization, their position had been eliminated.
Sorry, don't buy it. Anyone can scan a list of severed employees and find someone to fit whatever scenario they want. It's more likely decisions are made on the profitability/potential profitability of individual territories, and staffing decisions are made based on that criteria. There's less risk of bias charges, can be sold strictly as a business decision, and allows the company to transfer/rehire displaced workers without being accused of favoritism.
The downside is, there may be many reps cut loose whose personal numbers were excellent. It gets a lot tougher to sell those remaining on the value of hard work and top performance when they see their highly successful peers being let go. The company has to know this, and it just adds fuel to the feeling that addditional reductions/restructuring/realignments are coming sooner rather than later.
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Your summary doesn't hold water for the January downsizing. In that one, many top performers were let go, and it wasn't just at the rep level. It affected several DMs that were All Stars over the last two years. Many RMs were demoted to GPAEs that had been highly ranked. Even the two top performing SDs had their positions eliminated. And regarding the part about AP having to know that it would be difficult to keep the field motivated if they saw top performers being let go, where have you been? The field is demoralized and at its lowest point ever. What insulated bizarro world are you living in?
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Top consideration is territory, territory, territory. If you are in a city that is surrounded by many other loaded up teams, you are very vulnerable. The obvious way to look at this is geography size per rep and the biz generated. Even very high volume cities do not need alot of reps each covering a very small piece of turf. If docs are fairly concentrated in area they only need a very small number of reps to adequately cover them. Look around you. The party is coming to an end soon.
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God I hope so for all you overpaid UPS workers in a suit or skirt who actually think they influence what a doctor does.
boozing it up at "training" meetings while the elderly cannot afford their medications.
I hope you are proud.
boozing it up at "training" meetings while the elderly cannot afford their medications.
I hope you are proud.
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Your summary doesn't hold water for the January downsizing. In that one, many top performers were let go, and it wasn't just at the rep level. It affected several DMs that were All Stars over the last two years. Many RMs were demoted to GPAEs that had been highly ranked. Even the two top performing SDs had their positions eliminated. And regarding the part about AP having to know that it would be difficult to keep the field motivated if they saw top performers being let go, where have you been? The field is demoralized and at its lowest point ever. What insulated bizarro world are you living in?
Thank you for making my point. Are you claiming that a sales organization believes a demoralized salesforce isn't a problem? SDs, RMs, and DMs are only viable in an "sales" organization when there's a field salesforce that generates revenue for the Company. Other than that, they're as useless as furniture in a vacant office building.
And how do you sell your salesforce as an effective partner for co-promotion when you have a reputation for casting off top performers? Face it, the current structure of Primary Care is not long for this world. We were warned at the National meeting in Las Vegas that the transition of the salesforce was just beginning, and profitability will be the sole determinant of future restructuring.
Next time, try comprehending what you've read before commenting.
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Hey Bozo... Ever hear of residual sales? If you get rid of your most effective people because they cost more and stay with many less effective people that cost less, the financial rationale is that the short term savings drop in SG&A to the bottom line. Classic Boston Consulting Group four quadrant analysis of a product's life cycle management. Dyslipidemia is lower right quadrant, i.e., "cash cow". Acceptable coverage for the least amount of money. Try comprehending the entire picture before you criticize someone who actually knows. I'm not someone from the field who doesn't understand how the decisions were made.
Thank you for making my point. Are you claiming that a sales organization believes a demoralized salesforce isn't a problem? SDs, RMs, and DMs are only viable in an "sales" organization when there's a field salesforce that generates revenue for the Company. Other than that, they're as useless as furniture in a vacant office building.
And how do you sell your salesforce as an effective partner for co-promotion when you have a reputation for casting off top performers? Face it, the current structure of Primary Care is not long for this world. We were warned at the National meeting in Las Vegas that the transition of the salesforce was just beginning, and profitability will be the sole determinant of future restructuring.
Next time, try comprehending what you've read before commenting.
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It is a brutal job market out there. Responsibility, integrity, honesty, committment all mean nothing in todays companies. They don't care what your accomplishments and successes were 5 years ago either. Bottom line is that sales people are a dime a dozen and if you haven't done something huge recently then forget it. Unless you're 25 years old and talk a big game and they can pay you a $50K base. Its amazing how many reps are getting hired that are just players, shit talkers that lie about everything. You would think that interviewers with large corporations would be able to see through the BS.
and you forgot that they love to kiss the ass of the boxer short wearing Androgyn basketball referee RSD
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Hey Bozo... Ever hear of residual sales? If you get rid of your most effective people because they cost more and stay with many less effective people that cost less, the financial rationale is that the short term savings drop in SG&A to the bottom line. Classic Boston Consulting Group four quadrant analysis of a product's life cycle management. Dyslipidemia is lower right quadrant, i.e., "cash cow". Acceptable coverage for the least amount of money. Try comprehending the entire picture before you criticize someone who actually knows. I'm not someone from the field who doesn't understand how the decisions were made.
Ah yes, another MBA candidate whose entire perception of business management comes from pie charts and bell curves. Layoffs in the pharma environment of today are as much a marketing exercise as a business necessity. Companies want to avoid messy lawsuits charging bias, or some deranged employee shooting their DM/co-workers. See if Classic Boston Consulting Group has a quadrant analysis for that. It's called reality.
Reps in Primary Care have come and gone for as long as there have been products to sell, and very little changes. Sure, doctors and staff moan the loss of their favorite rep, but in a few weeks, they won't remember your name. The real name of the game is product and managed care coverage. The best rep in the world can't save a bad med or even a good one with no coverage in a crowded class of agents.