It's sad to see that this is where we are today. Nothing will change the situation we are in. We’ll never win any lawsuit against JNJ’s legal department and it’s no secret that speaking up will result in retaliation. We can, however, make KD, TS and GP have to answer for their actions by anonymously calling the credo hotline or going to www.credohotline.com from a private computer. If a hundred or more people started reporting the questionable ethics and credo violations by the same 3 leaders, they would at least have to answer to their superiors for the actions they took.
I’m sure we will not see a change or anything come of this but I am certain that they will be forced to answer for the decisions they made regarding the dignity and respect of their employees. Below are a few examples.
Compensation
• Ethicon Endo-Surgery – No change in the compensation plan.
• Ethicon Products – The comp plan was changed resulting in the Sales Representatives being put in a payback situation. The average EP Rep owes between five thousand and fifty thousand. This action was taken without any notification, updated playbook, or comp plan. Nothing is or will be in writing. The kicker…. They made this change two days before the Division Managers are fired and one week before the Sales Reps are fired. This has resulted in their severance package being absorbed by their new payback situation.
• Ethicon Women’s Health and Urology – The compensation plan was changed exactly the opposite of Ethicon Products. The baseline products were moved to YTD quota so their sales reps would receive more compensation.
Performance Development Plan
• This month the PDM ranking and results have been changed from Jan - Aug to Jan – Sept.
• This has been finalized without notification to the sales force.
• The PDM ranking has been finalized although September sales results still have not been closed out.
Division Managers
• The division managers were fired based on a one-hour interview.
• The senior leadership has refused tell the manager how they were evaluated or on what competencies.
• Diversity has clearly outweighed performance, tenure and leadership.
• Some cities had three local Division Managers who were all told they do not fit the secret criteria. They were all fired and their job was posted three hours later.
• All of the fired Division Managers had one thing in common. They were exceptional leaders who would have insisted on collaboration at all levels of leadership, challenged the status quo, and engaged in transparent and constructive conversations. This is obviously something that does not fit into the new Ethicon Surgical Care.
Layoff Timeline
• September of last year; the sales force was shocked when, without warning, a significant amount of people were called and told they no longer had jobs.
• After the dust settled, the sales reps were told that there would be nothing to worry about. In fact, the company probably let too many people go and that there would be more opportunities in the months to come.
• All of the messaging from the senior leadership in the most recent months leading up to now were “stay focused on our customers and don’t go doing any crazy math on how many will be displaced because it will be a small number”.
I’m sure we will not see a change or anything come of this but I am certain that they will be forced to answer for the decisions they made regarding the dignity and respect of their employees. Below are a few examples.
Compensation
• Ethicon Endo-Surgery – No change in the compensation plan.
• Ethicon Products – The comp plan was changed resulting in the Sales Representatives being put in a payback situation. The average EP Rep owes between five thousand and fifty thousand. This action was taken without any notification, updated playbook, or comp plan. Nothing is or will be in writing. The kicker…. They made this change two days before the Division Managers are fired and one week before the Sales Reps are fired. This has resulted in their severance package being absorbed by their new payback situation.
• Ethicon Women’s Health and Urology – The compensation plan was changed exactly the opposite of Ethicon Products. The baseline products were moved to YTD quota so their sales reps would receive more compensation.
Performance Development Plan
• This month the PDM ranking and results have been changed from Jan - Aug to Jan – Sept.
• This has been finalized without notification to the sales force.
• The PDM ranking has been finalized although September sales results still have not been closed out.
Division Managers
• The division managers were fired based on a one-hour interview.
• The senior leadership has refused tell the manager how they were evaluated or on what competencies.
• Diversity has clearly outweighed performance, tenure and leadership.
• Some cities had three local Division Managers who were all told they do not fit the secret criteria. They were all fired and their job was posted three hours later.
• All of the fired Division Managers had one thing in common. They were exceptional leaders who would have insisted on collaboration at all levels of leadership, challenged the status quo, and engaged in transparent and constructive conversations. This is obviously something that does not fit into the new Ethicon Surgical Care.
Layoff Timeline
• September of last year; the sales force was shocked when, without warning, a significant amount of people were called and told they no longer had jobs.
• After the dust settled, the sales reps were told that there would be nothing to worry about. In fact, the company probably let too many people go and that there would be more opportunities in the months to come.
• All of the messaging from the senior leadership in the most recent months leading up to now were “stay focused on our customers and don’t go doing any crazy math on how many will be displaced because it will be a small number”.