Some insight into how BMS conducts its layoffs

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anonymous

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The external consultants (McKinsey) look at a typical list of stuff. FYI - involving outside consultants is one way C-suite and execs avoid taking blame for failure, and provide a smokescreen of fair process.

They're going to check out all the data the company has gathered, like how long you've been at the office (if you are not in the field), your engagement score, how you've been reviewed on your performance, and then chat with several managers to figure out who they're not interested in keeping around.

The "engagement score" is one of the main things that is mostly in your control, so be careful. Usually those "anonymous" surveys they ask you to fill out, but they will know who did and who didn't fill it out. Since they are generally rating 1 to 5 you just keep responses to 3-5 range and don't use the low end responses to avoid the disengaged label. If the survey goes into more social or soft skill aspects as well, the key engagement bit is that you have friends at work. Otherwise, it's more who the higher ups want to get rid of like high-salary or outspoken folks.

My team got gutted by them. We saw teams of McKinsey consultants camping out in the conference rooms at LVL and sure enough, three months later, 80% of our team was let go. It was a bad time. I survived the cut but GTFO'd as soon as I found something else.

Good luck to everyone hanging on @ BMS.
 






anonymous said:
The external consultants (McKinsey) look at a typical list of stuff. FYI - involving outside consultants is one way C-suite and execs avoid taking blame for failure, and provide a smokescreen of fair process.

They're going to check out all the data the company has gathered, like how long you've been at the office (if you are not in the field), your engagement score, how you've been reviewed on your performance, and then chat with several managers to figure out who they're not interested in keeping around.

The "engagement score" is one of the main things that is mostly in your control, so be careful. Usually those "anonymous" surveys they ask you to fill out, but they will know who did and who didn't fill it out. Since they are generally rating 1 to 5 you just keep responses to 3-5 range and don't use the low end responses to avoid the disengaged label. If the survey goes into more social or soft skill aspects as well, the key engagement bit is that you have friends at work. Otherwise, it's more who the higher ups want to get rid of like high-salary or outspoken folks.

My team got gutted by them. We saw teams of McKinsey consultants camping out in the conference rooms at LVL and sure enough, three months later, 80% of our team was let go. It was a bad time. I survived the cut but GTFO'd as soon as I found something else.

Good luck to everyone hanging on @ BMS.
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A common denominator I saw in WCE was the highly talented, successful, upper percentile performers, but independent minded, all being let go. The ass kissers, the liars, the clueless, were all retained and in some instances promoted to roles they are not capable of performing or understanding. And now people cry about the lack of innovation? Oh well.
 




anonymous said:
A common denominator I saw in WCE was the highly talented, successful, upper percentile performers, but independent minded, all being let go. The ass kissers, the liars, the clueless, were all retained and in some instances promoted to roles they are not capable of performing or understanding. And now people cry about the lack of innovation? Oh well.
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Bingo!
 




anonymous said:
The external consultants (McKinsey) look at a typical list of stuff. FYI - involving outside consultants is one way C-suite and execs avoid taking blame for failure, and provide a smokescreen of fair process.

They're going to check out all the data the company has gathered, like how long you've been at the office (if you are not in the field), your engagement score, how you've been reviewed on your performance, and then chat with several managers to figure out who they're not interested in keeping around.

The "engagement score" is one of the main things that is mostly in your control, so be careful. Usually those "anonymous" surveys they ask you to fill out, but they will know who did and who didn't fill it out. Since they are generally rating 1 to 5 you just keep responses to 3-5 range and don't use the low end responses to avoid the disengaged label. If the survey goes into more social or soft skill aspects as well, the key engagement bit is that you have friends at work. Otherwise, it's more who the higher ups want to get rid of like high-salary or outspoken folks.

My team got gutted by them. We saw teams of McKinsey consultants camping out in the conference rooms at LVL and sure enough, three months later, 80% of our team was let go. It was a bad time. I survived the cut but GTFO'd as soon as I found something else.

Good luck to everyone hanging on @ BMS.
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Engagement scores or any other crap is put in by managers who feel either threatened by certain employees, don’t like them for whatever reason or are influenced by gossip mongers. This kind of engagement score has nothing to do with the way people work. Absolutely ridiculous way of creating a list. Our entire function was gutted except the SVP. Wonder who agreed with such scores for the function.
 




anonymous said:
A common denominator I saw in WCE was the highly talented, successful, upper percentile performers, but independent minded, all being let go. The ass kissers, the liars, the clueless, were all retained and in some instances promoted to roles they are not capable of performing or understanding. And now people cry about the lack of innovation? Oh well.
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Spot-on. This is exactly what I saw in WCE last year as well. Out of the small group that was retained, 75% were clueless ass-kissers who weren't able to perform at their current title and 25% were solid performers - but ALL were retained and promoted.

When digging in further, one of the Omni Exec Directors explained his rationale for why he retained his specific people. He said "We were told we could only each retain 2-3 people and I selected high-performers who have always shown me loyalty and who I could rely on for having good relationships with brand teams and being knowledgeable about existing BMS process." So it's fair that he selected high-performers, but his criteria was self-serving in nature and subjective at best. His oncology colleague, on the other hand, actually selected ONLY incompetent ass-kissers who can not perform in their role at all, and are walking HR landmines who have needed heavy HR mediation due to their incapable and unpleasant demeanor. BUT they are loyal TO HIM and will follow his orders no matter what.

So the criteria for layoffs is still a bit unclear and undefined when you hit a certain point on the list, and then it comes down to friends and benefits.
 




anonymous said:
A common denominator I saw in WCE was the highly talented, successful, upper percentile performers, but independent minded, all being let go. The ass kissers, the liars, the clueless, were all retained and in some instances promoted to roles they are not capable of performing or understanding. And now people cry about the lack of innovation? Oh well.
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As a 28 year industry vet that has worked at three different companies, I can tell you that this is precisely the way that it goes down. Cronies and sycophants of higher-ups stick around, while the real talent is escorted out. Several years later, 2 or 3 members of the C-suite "retire" or "leave to explore other options", and all of their cronies and sycophants get canned (or "downsized") by the new regime.
 




anonymous said:
As a 28 year industry vet that has worked at three different companies, I can tell you that this is precisely the way that it goes down. Cronies and sycophants of higher-ups stick around, while the real talent is escorted out. Several years later, 2 or 3 members of the C-suite "retire" or "leave to explore other options", and all of their cronies and sycophants get canned (or "downsized") by the new regime.
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Maybe in sales. In R&D, histirically it was the obtuse specialty technology types, and nice underperforming types that got slagged. The guys who demonstrably shifted gears and rose to new challenges were kept around....until CELG came on the scene. When BMS hit that crossroad, it was a complete, total CELG-centric shit show. The good ones who could do so, left immediately.
 




Glad I am out this place! Reading these forums show how much hate and anger BMS employees have for one another. Came here to get a laugh, but it’s actually just sad. Wishing everyone the best.
 




anonymous said:
Glad I am out this place! Reading these forums show how much hate and anger BMS employees have for one another. Came here to get a laugh, but it’s actually just sad. Wishing everyone the best.
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It’s sad, I’m personally hoping to get an offer in a couple of weeks just to escape this dogshit culture and lunatic employees who want to eat each other
 




anonymous said:
Glad I am out this place! Reading these forums show how much hate and anger BMS employees have for one another. Came here to get a laugh, but it’s actually just sad. Wishing everyone the best.
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Ditto. Getting another job offer and leaving BMS was one of the best things that has happened to me in my life. I thank God every day.

Sometimes you have to go through struggles and miserable times in order to really appreciate life and come out a stronger person.

I went through hell every day working at BMS -- toxic culture, horrible people, incompetent leadership, colleagues walking on eggshells and waiting for the next layoff....a once-great company that is now in an unending downward spiral -- but it is all over now.

I pray for each of you that still have to endure this place and are no doubt living in your own personal Hell. May God have mercy on you all.
 




anonymous said:
Glad I am out this place! Reading these forums show how much hate and anger BMS employees have for one another. Came here to get a laugh, but it’s actually just sad. Wishing everyone the best.
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Glad to be out of PPK. Took a job there as I was laid off from another RT 1 company. It was a sub optimal existence at PPK. I have never met so many lost souls and malcontents. Eventually I was called back from my old company and I could not pack my things quick enough. BMY will never appear on my resume so I will not experience PTSD explaining my short stint at Motel Hell.
 




I was laid off in BI&A - no transition plan in place whatsoever. Just someone up high decided to cut my position.. my whole team (and stakeholders) are panicking. Got a new job and will still be receiving my package. See you later losers.
 
















anonymous said:
I was laid off in BI&A - no transition plan in place whatsoever. Just someone up high decided to cut my position.. my whole team (and stakeholders) are panicking. Got a new job and will still be receiving my package. See you later losers.
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BI&A will be gutted. Greg is sharpening his knives as we speak
 












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