Thermo Fisher Scientific News and Happenings.

mass21 in Massachusetts said: You forgot micro managing the employees to death. Worst company
I ever worked for.

associates is no common sense.
Bachelors is "LEADING THE WAY"?
Leading the meetings. Leading the 'CHARTs". Leading the "CARROTS", Leading the "Discipline Action", Volunteer for "Bonuses and credits".
then I don't know what the heck i am doing. So,who cared as long I screw things up and get paid big bucks.
just Wait to "LEADING TO THE DOOR" later and It will be times I complete my duties :).

For those who may be interested, here is the REALITY of PMD's and pay increases at Thermo :

Thermo has an annual calendar. The budget process for the following year takes place in September - November of the previous year (yes, they really do make the process take that long). Need some PPI to improve it !!

As part of the budget process, each business is given an instruction from Thermo HQ about what per-centage is allowed for each site for pay rises. Usually it is 1.5% or 2%.

When the budget is finally approved, (in December), this %-age is crystallised as a fixed $ amount - that becomes the TOTAL $ amount that a site can allocate for pay rises. So, this is fixed LONG before the PMD process (January - February).

The total pay increase pot for the site must then be allocated between all of the staff, including the senior management. Again, this is all done BEFORE the PMD process is carried out.

When the senior managers get their big pay raises, it has a major reduction on what is left in the pot for everyone else.

So, the managers then use the PMD process to try and justify why most of their workforce are getting a really bad payrise.

Does this sound familiar ??? Has this happened to you ??

Ex Thermo UK in London, United Kingdom said: For those who may be interested, here is the REALITY of PMD's and pay increases at Thermo :

Thermo has an annual calendar. The budget process for the following year takes place in September - November of the previous year (yes, they really do make the process take that long). Need some PPI to improve it !!

As part of the budget process, each business is given an instruction from Thermo HQ about what per-centage is allowed for each site for pay rises. Usually it is 1.5% or 2%.

When the budget is finally approved, (in December), this %-age is crystallised as a fixed $ amount - that becomes the TOTAL $ amount that a site can allocate for pay rises. So, this is fixed LONG before the PMD process (January - February).

The total pay increase pot for the site must then be allocated between all of the staff, including the senior management. Again, this is all done BEFORE the PMD process is carried out.

When the senior managers get their big pay raises, it has a major reduction on what is left in the pot for everyone else.

So, the managers then use the PMD process to try and justify why most of their workforce are getting a really bad payrise.

Does this sound familiar ??? Has this happened to you ??

Very familiar.

Ex Thermo UK in London, United Kingdom said: For those who may be interested, here is the REALITY of PMD's and pay increases at Thermo :

Thermo has an annual calendar. The budget process for the following year takes place in September - November of the previous year (yes, they really do make the process take that long). Need some PPI to improve it !!

As part of the budget process, each business is given an instruction from Thermo HQ about what per-centage is allowed for each site for pay rises. Usually it is 1.5% or 2%.

When the budget is finally approved, (in December), this %-age is crystallised as a fixed $ amount - that becomes the TOTAL $ amount that a site can allocate for pay rises. So, this is fixed LONG before the PMD process (January - February).

The total pay increase pot for the site must then be allocated between all of the staff, including the senior management. Again, this is all done BEFORE the PMD process is carried out.

When the senior managers get their big pay raises, it has a major reduction on what is left in the pot for everyone else.

So, the managers then use the PMD process to try and justify why most of their workforce are getting a really bad payrise.

Does this sound familiar ??? Has this happened to you ??

This is DEFINITELY how it works. The PMD is just a feel-good process that makes the employees think they have a role in how much they are paid. In theory, there is some flexibility for performance-based increases but that is only based on what is left in the pot after the final amount available was approved (4-6 mos earlier!).

With that said, I think most companies have a similar approach as they need to be able to know and allocate a certain amount of money for merit increases for budgeting purposes. It just may not be hidden behind such a flawed performance system. If there's one thing that Thermo excels with it's their horrible talent management policies.

Ex Thermo UK in London, United Kingdom said: For those who may be interested, here is the REALITY of PMD's and pay increases at Thermo :

Thermo has an annual calendar. The budget process for the following year takes place in September - November of the previous year (yes, they really do make the process take that long). Need some PPI to improve it !!

As part of the budget process, each business is given an instruction from Thermo HQ about what per-centage is allowed for each site for pay rises. Usually it is 1.5% or 2%.

When the budget is finally approved, (in December), this %-age is crystallised as a fixed $ amount - that becomes the TOTAL $ amount that a site can allocate for pay rises. So, this is fixed LONG before the PMD process (January - February).

The total pay increase pot for the site must then be allocated between all of the staff, including the senior management. Again, this is all done BEFORE the PMD process is carried out.

When the senior managers get their big pay raises, it has a major reduction on what is left in the pot for everyone else.

So, the managers then use the PMD process to try and justify why most of their workforce are getting a really bad payrise.

Does this sound familiar ??? Has this happened to you ??

What you describe is consistent with my experience at TMO. The rank and file get to fight over pennies.

ExTMODrone in Pittsburgh, Pennsylvania said: This is DEFINITELY how it works. The PMD is just a feel-good process that makes the employees think they have a role in how much they are paid. In theory, there is some flexibility for performance-based increases but that is only based on what is left in the pot after the final amount available was approved (4-6 mos earlier!).

With that said, I think most companies have a similar approach as they need to be able to know and allocate a certain amount of money for merit increases for budgeting purposes. It just may not be hidden behind such a flawed performance system. If there's one thing that Thermo excels with it's their horrible talent management policies.

You mean TMO has a talent for horrible management.

Rightsized in Pittsburgh, Pennsylvania said: You mean TMO has a talent for horrible management.

Yes...MUCH better wording!

I did my PMD drunk.Why not?A big 2% will give me a quarter.

bottle packing box taper in Rochester, New York said: I did my PMD drunk.Why not?A big 2% will give me a quarter.

You aren't the first, Taper.

The PMD process is a joke. It's intended to be for personal development but it is used like a report card. Goals with measurable metrics are fine. A thoughtful approach to helping employees to grow in their careers and contribute more to company success is good, too.

But WTF is the point of the 4-I BS and all of those qualitative measurements (Business Acumen et al)? They are a subjective poison in this methodology. And when the TMO gods take four months or more to determine the organization goals, which trickle down to the rank and file, the evaluation year effectively compresses to three quarters or less. That was a huge pain point for my direct reports, and me.

If your department was led by a director who shifted priorities during the year because she couldn't say "no" to projects (we were a shared service), then you end up devoting time to activities that may or may not be tied to your PMD goals. If they aren't, you pray that you can play catch up in December.

And then, the next spring, you will be damned in your PMD for not meeting goals that you had no chance to achieve. Because, of course, managing a PMD is the employee's responsibility.

I couldn't have said it any better myself, Rightsized! I found that all I did each year was refresh the content from my previous PMD and my manager liked it. Shows how worthless the whole process is. I never got any real actionable goals, just those "subjective poisons".

The PMD process is presented as a collaborative effort between you and your manager, but when you ask questions, they just tell you that you're in charge of it all. Hocus pocus is all it is.

PMDs:
When they first rolled out the PMD process people were allowed
to make their own goals. Then eventually management started to make
the goals for you. The PMD goals became the company's goals instead
of your own.By the time I left my goals were "95% on time delivery","do at least one PPI project",etc, etc. They made it impossible for you to make your goals. How could you make your "on-time" delivery goal if they pulled you onto another project for weeks? Of course,they didn't want to hear it. They would mumble some corporate lingo like "time management" or something like it... all BS.
The problem with Thermo is it's management and it starts with Marc Casper. With Thermo it's all about the money, not customers or
employees. I understand business's need to make money, but there
is no happy medium with them.

I now work for a new company and the difference is like night and
day. Thermo had too many distractions. You know what I'm talking
about: PPI projects,PMDs,Iconnect social media,5S,metric charts,etc.
etc.
Now I just come to work and focus on my job without all the
extracurricular nonsense.

mass21 in Massachusetts said: I now work for a new company and the difference is like night and
day. Thermo had too many distractions. You know what I'm talking
about: PPI projects,PMDs,Iconnect social media,5S,metric charts,etc.
etc.
Now I just come to work and focus on my job without all the
extracurricular nonsense.

And how sweet is that, to be able to focus on your job without all the nonsense? I landed in a spot like that, too, and it is glorious.

TMO galley slaves, take heart. Don't let anybody there make you feel worthless or incompetent. Stick the PMD (metaphorically) someplace where the sun don't shine. That place is whack. Places where employees are respected and valued do exist.

I was talking to another former colleague at Thermo last night - there are SO many former Thermo people these days. She made me laugh when she told me that there is an amusing thing going round the Thermo network.

It seems that Thermo Fisher is also an anagram of " sh*t from here "

Funny that.

Ex Thermo UK in London, United Kingdom said: I was talking to another former colleague at Thermo last night - there are SO many former Thermo people these days. She made me laugh when she told me that there is an amusing thing going round the Thermo network.

It seems that Thermo Fisher is also an anagram of " sh*t from here "

Funny that.

And true!

Now THAT is priceless! How appropriate and I couldn't agree more.

Ex Thermo UK in London, United Kingdom said: I was talking to another former colleague at Thermo last night - there are SO many former Thermo people these days. She made me laugh when she told me that there is an amusing thing going round the Thermo network.

It seems that Thermo Fisher is also an anagram of " sh*t from here "

Funny that.

Cue the PPI project to investigate all customer-facing names for hidden adverse anagrams.

I did my own PPI project for 2 minutes last night, as suggested by "Rightsized"

Clearly it was difficult to do it properly, as you need at least 10 people who know nothing about the problem, and they need to take about 10 hours a week for 3 months.

The outcome is that I have discovered that Marc Casper = Scream crap.

Maybe there is a theme developing, or is it just that the truth sometimes has a strange way of showing itself.

Ex Thermo UK in London, United Kingdom said: I did my own PPI project for 2 minutes last night, as suggested by "Rightsized"

Clearly it was difficult to do it properly, as you need at least 10 people who know nothing about the problem, and they need to take about 10 hours a week for 3 months.

The outcome is that I have discovered that Marc Casper = Scream crap.

Maybe there is a theme developing, or is it just that the truth sometimes has a strange way of showing itself.

I am laughing so hard! That's great! Any other hidden messages out there?

PMD time... TMO's green alternative to water-boarding.

Rightsized in Pittsburgh, Pennsylvania said: PMD time... TMO's green alternative to water-boarding.

How do you cope during the PMD meeting with your boss?
Do you just go along to avoid any conflict or do you tell them
they're full of it?

The PMD is supposed to be a 2-way conversation.....for the benefit of the manager and you.

If you feel that you are not getting your say, then you have the right to call a time-out and stop the conversation. You also have the right to make a complaint to your site leader, or a senior HR person - I always found that if you have a grievance, it is more effective to first tell a very senior person.

Never feel afraid to tell it like it is. The truth is a very strong message.

Good luck !

Ex Thermo UK in London, United Kingdom said: The PMD is supposed to be a 2-way conversation.....for the benefit of the manager and you.

If you feel that you are not getting your say, then you have the right to call a time-out and stop the conversation. You also have the right to make a complaint to your site leader, or a senior HR person - I always found that if you have a grievance, it is more effective to first tell a very senior person.

Never feel afraid to tell it like it is. The truth is a very strong message.

Good luck !

I agree in principle with taking a complaint high. It's a calculated risk. You might burn bridges with your manager, but if that manager is weak, a high-level HR person is in position to facilitate change. I'd ask to meet with a VP. Go to your front-line HR operative and you are more likely to suffer because the issue gets squashed at your unit level. Your manager, or his/her boss, will be informed and you could be branded a troublemaker.

There is the Truth. And there is TMO Truth, which is whatever the organization wants it to be. In my time there I observed more than once how hearsay became the pillars of performance improvement plans. Small skirmishes or misunderstandings got blown way out of proportion. PMDs ride a bell curve. Somebody has to be substandard and take the fall, and if the truth gets in the way, so be it.

These comments could not be anymore spot on in terms of PMD process. Hey don't forget the calibration process and how they fit their employees onto a bell curve. Last year even good employees had to take one for the team and not get a pay raise or promotion just to fit the curve. I worked for these clowns for many years and the management is simply comical. They don't listen to their scientists and they lack the comprehension to know what products to pursue. It is truly a dog and pony show and embarrassing/insulting to a veteran scientist. Marketing is horrible and just scramble to make a deadline of which they have no clue of what the product involves. When trying to become "educated" the info just hits them in the face. Another disaster is HR which has no clue of attracting or retaining good talent. Well maybe half of that statement as they did land me but was unable to retain. In terms of acquisitions the ones that make sense fall through and the ones that don't are acquired. Can't even name how many have fallen on their face because they did not listen to their scientists. The amazing thing is the clowns behind the acquisitions get promoted rather than fired. The best way to move up the corporate ladder at TMO is fail but be able to use all of the key punch words when necessary. Long story short these guys have taken the science out of science by inundating their staff with 5S, PPI, Lean, Gimba, etc, etc. I have colleagues back there going through PMD right now so I am sure this discussion board will fill up soon.

thermounscientific in Chicago, Illinois said: These comments could not be anymore spot on in terms of PMD process. Hey don't forget the calibration process and how they fit their employees onto a bell curve. Last year even good employees had to take one for the team and not get a pay raise or promotion just to fit the curve. I worked for these clowns for many years and the management is simply comical. They don't listen to their scientists and they lack the comprehension to know what products to pursue. It is truly a dog and pony show and embarrassing/insulting to a veteran scientist. Marketing is horrible and just scramble to make a deadline of which they have no clue of what the product involves. When trying to become "educated" the info just hits them in the face. Another disaster is HR which has no clue of attracting or retaining good talent. Well maybe half of that statement as they did land me but was unable to retain. In terms of acquisitions the ones that make sense fall through and the ones that don't are acquired. Can't even name how many have fallen on their face because they did not listen to their scientists. The amazing thing is the clowns behind the acquisitions get promoted rather than fired. The best way to move up the corporate ladder at TMO is fail but be able to use all of the key punch words when necessary. Long story short these guys have taken the science out of science by inundating their staff with 5S, PPI, Lean, Gimba, etc, etc. I have colleagues back there going through PMD right now so I am sure this discussion board will fill up soon.

You have just repeated what most of us knew a long time ago.
Welcome to the forum.

Yeah, like I said before if you are any sort of technical
person Thermo is NOT the place for you. Thermo acquires new companies
and slowly (or quickly) lays off "excess" workers. The rest are made
to do the work of 2 or 3 people until they burn out. Engineers and
scientists are not immune to the layoffs as once the products have
been established the technical people are not needed anymore (in their viewpoint).
If the company starts running into trouble Thermo either sells
off the company or merges the company into a building with other
companies. Then they do it all over again. It's not really management,it's manipulation of people.

Well another thermo injustice. A colleague of mine had an issue with a new manager that just started.
I would say this individual was "bullying" this colleague . HR Pretty much told the victim
That they spoke to that manager and told them to start a clean slate that the mgr was a valuable asset to the company and that they had to take the time to understand
The thermo culture and told the colleague that they will continue to report
To this bully. Ok really! Does HR really believe these 2 can start a "clean slate"?
I mean I'm sure the mgr is going to make the colleague's life hell for going to HR.
and obviously HR is going to side with the mgr. How sad and what a pathetic group!
So lesson to all HR or your manager are not there for you.
Why bother doing those stupid ethics training if the company doesn't stand by their own ethics.
Thermo is a F*****g joke of a company.

One needs to avoid HR at all costs especially when one contemplates filing a complaint against one's boss. If one must complain, the boss's boss might be a better route.

It's commonly known that first thing HR does is to let the offending manager know his subordinate just complained about him. HR is there to shamelessly protect the boss, never the subordinate! Your colleague should start looking to get out as soon as he realized his new boss is the bully type. The bully came to the right place considering TMO's suffocating culture!

True story:

2 employees are fed up with their boss Miss S. Their issues: a)her lack of technical skills and b)bad attitude towards them.

So they decided to complain directly to her boss Mr J. He didn't take it well as a) he's the one promoted her (note that Mr. J does not know a damn thing about her field) rather than looking outside or selected one of the 2 guys who are better qualified than Miss S for the job and, b) Mr J actually cited himself as an example when addressed her bad behaviour "I have bad temper too..." ! How pathetic!

Mr. J is known for being verbally abusive and unreasonable. Some staffs -- both American and foreign -- feel that they're working for a company in a 3rd world country. This guy came to the right company TMO!

I guess this now a Thermo requirement. it's just hard to believe that a corporation this big would allow
Such a toxic working environment. But Thermo is ony mimicking other companies. It's all about wall street, the investors, and the company's big wigs. As for these stupid mgr they don't realize they are just the same puppets as the ones they feel are beneath them.

Silicon in San Jose, California said: One needs to avoid HR at all costs especially when one contemplates filing a complaint against one's boss. If one must complain, the boss's boss might be a better route.

It's commonly known that first thing HR does is to let the offending manager know his subordinate just complained about him. HR is there to shamelessly protect the boss, never the subordinate! Your colleague should start looking to get out as soon as he realized his new boss is the bully type. The bully came to the right place considering TMO's suffocating culture!

TMO HR practices Whack-A-Mole tactics. You speak up, you get one on the noggin! KONK!

What happened to our Louis up in Mass, this board's Defender of the Faith? He used to chime in on threads like this.

You don't suppose.... he has been separated from the company? That would suck. He has steadfastly had TMO's back.

Louie, if you are out there, let us know!

I actually had to deal with HR when I was at Thermo. They were
actually pretty good. HR dealt with my fairly on one particular issue. Funny, that HR person got laid off soon after that. Then two
new HR people came in and quickly resigned after less than a year.

mass21 in Massachusetts said: I actually had to deal with HR when I was at Thermo. They were
actually pretty good. HR dealt with my fairly on one particular issue. Funny, that HR person got laid off soon after that. Then two
new HR people came in and quickly resigned after less than a year.

TMO HR people have the lifespan of mayflies.

Well I hope the so called HR reps we have fly off soon.
I doubt they will they have it too good, they come in when they feel like it,
when they are in the doors to their office are always closed, so that you
don't bother them, and they leave early.

TFS Gloom in Houston, Texas said: Well I hope the so called HR reps we have fly off soon.
I doubt they will they have it too good, they come in when they feel like it,
when they are in the doors to their office are always closed, so that you
don't bother them, and they leave early.

Funny, that's the way it was at my Thermo site.

mass21 in Massachusetts said: Funny, that's the way it was at my Thermo site.

Lol. Must be a Thermo requirement.

TFS Gloom in Houston, Texas said: Lol. Must be a Thermo requirement.

I think HR is such a lousy job at Thermo that the HR people left
whenever they could. Can you imagine being interviewed for that job?
It's probably something like: "Tow the company line or else."

Rightsized in Pittsburgh, Pennsylvania said: What happened to our Louis up in Mass, this board's Defender of the Faith? He used to chime in on threads like this.

You don't suppose.... he has been separated from the company? That would suck. He has steadfastly had TMO's back.

Louie, if you are out there, let us know!

I do not believe that Thermo needs me to help defend it. The Company can take care of itself.

I understand that Thermo is not for everyone. This site seems to be nesting place for disgruntled current and ex employees. For that, I can only expect negative feedback to my positive postings.

I am not going to apologize for enjoying my place in Thermo. I enjoy the challenges, the pace, camaraderie and certainly the rewards that go with everything.

Louis Pashinsky in Massachusetts said: I do not believe that Thermo needs me to help defend it. The Company can take care of itself.

I understand that Thermo is not for everyone. This site seems to be nesting place for disgruntled current and ex employees. For that, I can only expect negative feedback to my positive postings.

I am not going to apologize for enjoying my place in Thermo. I enjoy the challenges, the pace, camaraderie and certainly the rewards that go with everything.

What do you actually do at Thermo Louis? That might help to
explain why you are so happy there.

Louis Pashinsky in Massachusetts said: I do not believe that Thermo needs me to help defend it. The Company can take care of itself.

I understand that Thermo is not for everyone. This site seems to be nesting place for disgruntled current and ex employees. For that, I can only expect negative feedback to my positive postings.

I am not going to apologize for enjoying my place in Thermo. I enjoy the challenges, the pace, camaraderie and certainly the rewards that go with everything.

Glad you are still with us, Louis. Yes this is the roost for us bitter ones "clinging to our [Fisher catalogs] and our guns". Posting is cheaper than therapy. Especially when you have been separated from your benefits. Don't apologize -- most of us wish we had had a Thermo outcome as good as yours. Your sliver of TMO paradise seems the exception, not the norm.

Louis Pashinsky in Massachusetts said: I do not believe that Thermo needs me to help defend it. The Company can take care of itself.

I understand that Thermo is not for everyone. This site seems to be nesting place for disgruntled current and ex employees. For that, I can only expect negative feedback to my positive postings.

I am not going to apologize for enjoying my place in Thermo. I enjoy the challenges, the pace, camaraderie and certainly the rewards that go with everything.

Glad you are still with us, Louis. Yes this is the roost for us bitter ones "clinging to our [Fisher catalogs] and our guns". Posting is cheaper than therapy. Especially when you have been separated from your benefits. Don't apologize -- most of us wish we had had a Thermo outcome as good as yours. Your sliver of TMO paradise seems the exception, not the norm.

From an online site where employees review companies (I'm not allowed to name it here)

Thermo Fisher Scientific Human Resources Coordinator in Pittsburgh, PA: (Current Employee)

“Looking to leave 2 months into the job. Working here makes me wonder if NO job is better than any job.”

Pros
Benefits and not much else.

Cons
limited capability of management. Most cost issues are met with a headcount reduction. This is not a company that builds employee loyalty, unless you are in the chosen few...grade VI and above. As a culture this company encourages mid managers to lead through intimidation and fear...LWS is an urban legend in this company on how mistreatment of a business and its employees was encouraged to make the bottom line look good. Data and more data used as an excuse not to act. This place is a repository of big egos who could not make a go of it at GE. Now they want to prove they should have gotten promoted where they used to work. If Thermo stopped buying other companies there would be no growth at all. This will all spiral out of control but not until a certain number of these vendors of corporate greed line their pockets with others money. How many American jobs can be moved abroad? Half of the corporate hot shots should be moved to Tijuana and have their salaries lowered to meet area standards. Oops, I forgot they need to be in Boston for the culture.

Advice to Senior Management
Where to start? Act like your motto says. Stop moving work to low cost countries while you pad upper management salaries and bonuses for dreaming up this important cost saving idea. Stop thinking only of yourselves and consider the country you live in.

Ex Thermo UK in London, United Kingdom said: The PMD is supposed to be a 2-way conversation.....for the benefit of the manager and you.

If you feel that you are not getting your say, then you have the right to call a time-out and stop the conversation. You also have the right to make a complaint to your site leader, or a senior HR person - I always found that if you have a grievance, it is more effective to first tell a very senior person.

Never feel afraid to tell it like it is. The truth is a very strong message.

Good luck !

FINALLY got my PMD on 3/15/12.We were at it for 90 minutes!The HR meeting is 3-19.Can't wait.How do 8 "AS",1 "CS",3 "DO" and 2 "RI" equal an "Overall Performance" of an "RI"???

bottle packing box taper in Rochester, New York said: FINALLY got my PMD on 3/15/12.We were at it for 90 minutes!The HR meeting is 3-19.Can't wait.How do 8 "AS",1 "CS",3 "DO" and 2 "RI" equal an "Overall Performance" of an "RI"???

Let me know how it goes, if IRS worth going to HR.
I had a similar outcome, but noRI's.

TFS Gloom in Houston, Texas said: Let me know how it goes, if IRS worth going to HR.
I had a similar outcome, but noRI's.

Meant to say "if it's worth going to HR" auto spell check ..smh

Bean counter in San Jose, California said: From an online site where employees review companies (I'm not allowed to name it here)

Thermo Fisher Scientific Human Resources Coordinator in Pittsburgh, PA: (Current Employee)

“Looking to leave 2 months into the job. Working here makes me wonder if NO job is better than any job.”

Pros
Benefits and not much else.

Cons
limited capability of management. Most cost issues are met with a headcount reduction. This is not a company that builds employee loyalty, unless you are in the chosen few...grade VI and above. As a culture this company encourages mid managers to lead through intimidation and fear...LWS is an urban legend in this company on how mistreatment of a business and its employees was encouraged to make the bottom line look good. Data and more data used as an excuse not to act. This place is a repository of big egos who could not make a go of it at GE. Now they want to prove they should have gotten promoted where they used to work. If Thermo stopped buying other companies there would be no growth at all. This will all spiral out of control but not until a certain number of these vendors of corporate greed line their pockets with others money. How many American jobs can be moved abroad? Half of the corporate hot shots should be moved to Tijuana and have their salaries lowered to meet area standards. Oops, I forgot they need to be in Boston for the culture.

Advice to Senior Management
Where to start? Act like your motto says. Stop moving work to low cost countries while you pad upper management salaries and bonuses for dreaming up this important cost saving idea. Stop thinking only of yourselves and consider the country you live in.

Bingo! Depending on your situation no job may be better.

bottle packing box taper in Rochester, New York said: FINALLY got my PMD on 3/15/12.We were at it for 90 minutes!The HR meeting is 3-19.Can't wait.How do 8 "AS",1 "CS",3 "DO" and 2 "RI" equal an "Overall Performance" of an "RI"???

Let us know how it goes.

bottle packing box taper in Rochester, New York said: FINALLY got my PMD on 3/15/12.We were at it for 90 minutes!The HR meeting is 3-19.Can't wait.How do 8 "AS",1 "CS",3 "DO" and 2 "RI" equal an "Overall Performance" of an "RI"???

The game is rigged against the player. DO's aren't supposed to be negatives, they are opportunities to grow by definiton. Looks like they are counting the RI's, which are serious along with the DOs and weighing the scales against you.

Good luck.