At IBM, many women work with managers to map out a personalized strategy for returning before going on extended leave. At Deloitte & Touche, employees can dial workloads up or down depending on personal needs.
LEAVES WE LOVE. Mothers receive eight weeks of fully paid maternity leave. Many take advantage of the Flexible Work Leave of Absence, which gives them the option of working a reduced schedule instead of taking a full leave. Interested in staying home with your baby for a few years? The company's generous leave policy allows new mothers to take up to three years of unpaid job-guaranteed time off.
The response was, uuhhh...I don't know, let me see what HR says. So, after a week+ of going round and round with HR, I get the answer that this statement only applies to the FMLA entitlement period. Ummm, ok, if that is the case, then why didn't the letter state "Upon expiration of the FMLA entitlement period..."?
So, according to HR and my first line, I have 30 days to find a job, extend my leave, or resign. That gets them out of a severance package for actually laying me off, and leaves me without income and children to support.
I suppose it is my fault for being so naive to trust that IBM would really come through with work-life flexibility and supporting the working mother. So much for the profile from Working Mother Magazine that states "The company's generous leave policy allows new mothers to take up to three years of unpaid *job-guaranteed* time off." Yeah, right.
I am heading out for a second hand surgery that is covered under workman's comp. I was told that any time off over three days will require the STD forms be sent to HR. I fought this the first time saying it was not disability but WORKMANS COMP. I was told if I wanted to come back to work I had to have the doctor send the form. A no win game.
So, under the new game rules if you get sick and are out more than three days they can push the STD in your face and suddenly close your position. Good luck on your fight !
I'd suggest another call with HR and your manager, but this time call up Working Mother magazine or a a local station and tell them you have a juicy story of a flagging multinational that's lied to the press, namely them. Have them join the call, unannounced. Then ask the manager and HR why the change in policy...is IBM in financial problems? Then watch them dance.
You have nothing to lose. Damage the brand. Give them no quarter.
In newspapers this week, there is a lead business article by the AP titled "Firms Roll Out Welcome Mats For Returning Moms" written by Candice Choi. In it, the article state: "At IBM, many women work with managers to map out a personalized strategy for returning before going on extended leave."
Obviously someone is either totally misinformed or is completely complicit in a conspiracy to mislead the Associated Press.
Time to call or e-mail Candice Choi and advise her she's either been lied to by IBM Communications or she's a liar.
Don't let this cabal of the HR person and your local manager off the hook. As they realize they've been caught, HR will ask for forgiveness and understanding. Answer back to the HR investigator and communications people that these two can ponder about it on the unemployment line. As a female attorney married to recently departed IBMer, this makes my blood boil.
They are counting on your weakness because you are a decent person. Don't give them any quarter. Damage the brand. That's the only way this company's shareholders will realize what the senior management is doing to them. Contact Candice Choi. If not, contact your local press and show them the article and describe them your plight. That ought to get things going. I sent her an email with a link to this board.
Consider joining the Alliance and talk about this incident to your friends to spur them into joining the Alliance as well. We can only bring these lies to the surface with the truth.
I'd recommend that you contact your state's Department of Labor and Department of Human Rights to understand your legal rights - a second opinion may be helpful - in fact some states may take up your fight on your behalf.
The issue that may be a stickler in your case is is the old "reserve the right to change" clause.
As a Band 10 business development executive, I admit I laughed at first at the idea of being paid overtime. But the fact is that I have not worked less than 65 hours a week in many years -- and managers are pretty brazen in their demands for admin baloney, such as participation in conference calls at 5am local time because it's convenient for them to hold a call at 8am Eastern time -- and endless requests for annoying reports that have to be done outside of customer time. I would not mind being paid overtime for doing this crap, for sure!
Kinda like the batch of lawsuits sometime back were fast-food employees were made "assistant managers" and put on salary but then spend most of a 50 or 60 hour week mopping floors and and cleaning bathrooms without OT comp.
Total income listed on tax returns grew every year after World War II, with a single one-year exception, until 2001, making the five-year period of lower average incomes and four years of lower total incomes a new experience for the majority of Americans born since 1945. [...]
The growth in total incomes was concentrated among those making more than $1 million. The number of such taxpayers grew by more than 26 percent, to 303,817 in 2005, from 239,685 in 2000.
These individuals, who constitute less than a quarter of 1 percent of all taxpayers, reaped almost 47 percent of the total income gains in 2005, compared with 2000.
People with incomes of more than a million dollars also received 62 percent of the savings from the reduced tax rates on long-term capital gains and dividends that President Bush signed into law in 2003, according to a separate analysis by Citizens for Tax Justice, a group that points out policies that it says favor the rich.
The group’s calculations showed that 28 percent of the investment tax cut savings went to just 11,433 of the 134 million taxpayers, those who made $10 million or more, saving them almost $1.9 million each. Over all, this small number of wealthy Americans saved $21.7 billion in taxes on their investment income as a result of the tax-cut law.
The nearly 90 percent of Americans who make less than $100,000 a year saved on average $318 each on their investments. They collected 5.3 percent of the total savings from reduced tax rates on investment income.
While women hold 51% of all professional positions in the work force, they only made up 26% of IT pros in 2006, down from 29% in 2004, according to the National Center for Women and Information Technology. Only 13% of corporate officers at Fortune 500 tech companies are women. And Jenny Slade, communications director for the NCWIT, tells the Business Technology Blog that women who do pursue IT careers tend to leave them at a higher rate than men.
"Women feel discrimination in IT," Ms. Slade says. Indeed, a recent survey of nearly 2,000 female IT workers by Women in Technology International found that 48% say that their views aren't as acknowledged or welcomed as those of their male colleagues, and 44% say that they have fewer opportunities to participate in or lead large initiatives. Consequently, women feel they need to leave IT in order to advance, says Ms. Slade. Over time this becomes self-perpetuating: Women say that one of the main reasons they leave IT is that there aren't other women in the field, says Ms. Slade.
Many fear it'll get worse in the wake of the Bush Administration's decision to crack down on undocumented workers. Construction companies say offices and highways may not get built. Farmers talk of crops rotting in the fields, as illegal immigrants flee and Americans refuse to take up the plow. "Who will be there to put meat and vegetables on American dinner tables?" says Craig Regelbrugge, co-chairman of the Agriculture Coalition for Immigration Reform and spokesman for the American Nursery & Landscape Assn. "The only unaffected group will be Americans who do not eat." (See BusinessWeek.com, 8/14/07, "Immigration Rules: An Economic Disaster?"). [...]
David Rosenberg isn't buying it. A North American economist at Merrill Lynch, he is one of a number of economists who say the concerns about too few workers are vastly overblown. Rosenberg recently studied the issue and put out a report entitled Is There a Labor Shortage? If employers are having trouble filling jobs, "perhaps they're not looking hard enough," he says.
The issue may not be the number of workers, but rather the level of pay. Economists like Rosenberg argue that in a market economy, there's really no such thing as a true shortage. If you want more of something, you can pay more and have it. When employers say that there's a worker shortage, what they really mean is they can't get enough workers at the price they want to pay, the argument goes. "While it makes for nice cocktail conversation, the data aren't saying there is an acute labor shortage in this country," Rosenberg says. [...]
Rosenberg argues the simplest way to gauge whether there's a worker shortage is to look at the price of labor. According to the basic laws of economics, the tighter the supply of labor, the more it should cost. So if the economy were operating with full or near-full employment, we would be seeing an "explosion in labor compensation," he says. [...]
Most Americans certainly aren't finding their incomes exploding. The wages of 80% of the U.S. workforce -- made up of nonsupervisory workers -- have been stagnating since the late-1990s boom ended. On Aug. 20, the government released data that showed the average household income increased 4.1% in 2005, to $55,238. But that's still below the average household income in 2000.
1. If you could change ONE thing about our health care system, what would that be? The financing. Instead of hundreds of profit-seeking health insurers, money should be collected and bills paid by a single government payer. At present, insurance company overhead and the paperwork that inflicts on doctors and hospitals wastes more than $350 billion a year — money that could cover the uninsured and eliminate co-payments and deductibles for those who currently have partial coverage. Progressive income taxes would be paid, just as we now do for other financially socialized benefits such as libraries, the police, schools, Social Security and, in the health area, for Medicare. Because of the huge administrative savings, a single payer system could cover everyone without expending any more dollars.
Companies including Aetna Inc. and WellPoint Inc. have recently begun offering individual health-insurance packages tailored for young adults, the fastest-growing population of uninsured Americans. Besides basic medical coverage, the packages also often include such benefits as teeth whitening and gym-membership discounts, because insurers say many young people are especially concerned about looking good. But to keep the policies affordable -- Humana Inc. packages start at $26 a month, for example -- the plans usually have high deductibles of as much as thousands of dollars a year and strip out some coverage that could be important, such as maternity care and brand-name prescription drugs. [...]
Insurers are expanding their insurance offerings for individuals in part because of the dwindling share of employers -- especially smaller companies -- offering health benefits in recent years. Though the new plans could meet some of the needs of a number of young and older people, they won't necessarily reach those among the roughly 45 million uninsured Americans most in need of health coverage. That's because the new plans currently are available mainly in states where looser regulations allow insurers greater leeway to cull prospective policyholders, and thus choose the healthiest people as customers. [...]
Some regulators are critical of some of the new policies. "The Tonik program is specifically designed to create a significant profit for the insurance company," says John Garamendi, California's lieutenant governor and former insurance commissioner. "It is designed to cover everything that a 19- to 34-year-old is not going to need. That happens to be the principal childbearing age, and it doesn't cover pregnancy," he says.
Democrats seized on the findings as evidence that the benefit is not working well for those who need it most: seniors who have several chronic illnesses and must take a number of medications.
"It's a system basically designed to create profits for private insurance plans," said Rep. Pete Stark (D-Fremont), chairman of the House Ways and Means subcommittee on health. "I don't want to see it repealed, but I want to see it repaired."
Massachusetts requires all residents to obtain insurance. Those who do not qualify for state-subsidized coverage can apply for a waiver, and if their insurance premiums are deemed unaffordable, they will be exempt from paying penalties for not obtaining insurance. While Massachusetts allows for pricing based on age, the insurance mandate, "combined with the new ability to compare plans on the Internet," is "leading to a mini-revolt," according to the Globe.
In insurance terms, pre-existing conditions can encompass any medical problem you have now or may have had years ago. If the ailment (or the history of it) makes you a high-risk patient, insurers and employers know that covering you could prove to be expensive. When people discover they're subject to a pre-existing condition exclusion, "they're completely stunned and dismayed, and they feel abandoned," says Nancy Davenport-Ennis, founder and CEO of the National Patient Advocate Foundation, which helps people access and pay for medical treatment. Her group supports a recently introduced bill that would limit the impact of these exclusions on patients. [...]
The problem isn't going away and may be getting worse. According to a study by the Commonwealth Fund, a health policy think tank, 2 million people lost their health insurance in any given month between 1996 and 1999, and 38 percent of adults under age 65 were uninsured at some point during that period. With employer-provided coverage on the decline and the number of uninsured rising, more people are likely to be without health coverage for periods of time, says study coauthor Pamela Farley Short, a professor of health policy and administration at Pennsylvania State University. The result? More people, even relatively healthy ones, may find themselves in a no-win situation, either unable to buy insurance at all or faced with a policy that covers them for everything except the very condition they most need coverage for.
The hallmark of health care reform over the last 20 years, regardless of whether it’s been done on the state or federal level, has been to fix the cracks, fill in the holes and smooth over the rough spots - basically, anything that’s needed to prop up a fundamentally flawed system. We have seen state and federal reform proposals in various iterations, generally presented with great fanfare and with promises that were either short-lived or never materialized.
The one approach we haven’t tried - because of fear, complacency, politics, apathy, or all of the above - is to wring out the inefficiencies in financing, while maintaining our basic fee-for-service delivery model. This is the basic premise behind single-payer national health insurance.
It is sad that so many people see red when they hear the term “single-payer.” One imagines them conjuring up visions of rampant socialism, with all the epithets inherent in that moniker: massive governmental bureaucracy, indiscriminate rationing, crushing tax burden, long waits for care, incompetent graft-prone civil servants.
But I would like to think that reasonable people would look beyond the inflammatory rhetoric that disparages single-payer, and at least consider the potential salutary benefits.
Consider first the enormous administrative costs inherent in our current pluralistic “system,” one that is dominated by 1,200 private health insurers. These costs use up money that is detoured from acute and preventive medical care. We spend about 31 cents of every health care dollar on administration; Canada, with its single-payer system, spends just 17 cents. Each year, we pay more and seemingly get less, as the insurance companies attempt to restrict access and impose upon employees more restrictive cost-sharing arrangements while collecting higher profits. Employers are scaling back their employee health insurance coverage, with the result that more people are being priced out of the insurance market. And the inability to pay medical bills is responsible for about half of the personal bankruptcies filed each year in the U.S.
Single-payer is not “socialized medicine,” a term that is reserved for a system where the government owns the hospitals and the physicians are civil servants. Rather, a single-payer arrangement combines a private health care delivery system with public financing and puts everyone in a common risk pool. It reduces administrative inefficiencies and severs the link between employment and health care, making health insurance truly portable.
Single-payer would lead to a reduction in out-of-pocket expenses by reducing deductibles, co-payments and co-insurance. It would give you the freedom to select your own doctor and hospital, without first obtaining “preauthorization” by your current managed care plan. It would reduce health care disparities between Caucasians and under-represented minorities. And it would nurture free enterprise by ending the struggle of American companies to keep up with escalating health care costs, which makes them less competitive in a global market. [...]
Single-payer would consolidate administrative functions, simplify billing, streamline claims management for patients and providers, and reduce costs. The Government Accountability Office has estimated that administrative savings from a single-payer system would be in excess of $200 billion annually, more than enough to cover those who are presently uninsured. Of course, a modest increase in payroll taxes would pay for it, but at the same time, individual households would be spared the average $11,500 in annual insurance premiums they are now paying for health insurance, an amount that is increasing by roughly 8 percent to 10 percent per year. [...]
Given finite resources, rationing in one form or another is inherent in any health care system. However, regardless of its flaws, the Canadian system generally allocates care according to medical need, rather than patient socioeconomic status. Over 80 percent of Canadians receive elective surgery within three months, and there is no evidence that Canadians are wait-listed for emergency surgeries. We don’t see busloads of Canadians crossing the border into Michigan every day to get expedited MRIs, nor is there evidence of a mass immigration of Canadian physicians into the U.S.
Also, polls have shown that Canadians are generally pleased with their system and an overwhelming majority of those asked would not want to replace it with American-style medicine.
Finally, to those who think single payer would never work in the U.S., consider this: the most popular health insurance program in the U.S., based on patient surveys, is a single-payer, government-run, tax-financed, administratively lean, non-means-tested, universal access program. Perhaps you’ve heard of it: Medicare. With administrative expenses of only 3 percent of annual receipts (versus 18 percent or more for some for-profit HMOs), Medicare is economically efficient.
When it was created 42 years ago, Medicare was castigated by the American Medical Association as a program of “socialized medicine” that would impede the doctor-patient relationship, destroy American health care and undermine democracy. Yet within a few years of its birth, it was a big hit with patients because it guaranteed access to hospital and medical services, while doctors (and hospitals) loved it because it guaranteed payment
Second, health insurance is mostly contingent on where you live and whom you work for. It’s easy to transfer car insurance, but not health insurance.
Finally, insurance companies make more money by minimizing pay-outs than by keeping people healthy. Human beings — who need preventive care, who have babies, who may lack living wages and job security, and who get older—find the house rules stacked against them.
Plans in Massachusetts, California, and soon New York propose to strew the same old red tape over even more people. Members of the same family could end up with separate policies, with different benefits and different expiration dates. This will make it even harder for doctors and hospitals to figure out whom to bill, which services are covered, and - worst of all - whether coverage will last long enough to complete treatment for a sick patient.
Other developed nations have universal healthcare, not “insurance.” They give healthcare to everybody, they spend less, and they are healthier for it.
But, we have an example of success in this country, too. It’s called Medicare. And while flawed, Medicare meets the most important criteria for a universal healthcare system: it’s permanent, it’s portable, and it’s simple and inexpensive to administer.
The health insurance model is flawed because it depends on people falling between the cracks after they pay their premiums and before they collect their “benefits.” Rather than insurance, providing healthcare to everyone would cost less and deliver more in the long run.
He was a field sales guy, very close to customers and they loved his irreverence to the starchy Armonk types. I was sitting in the back and I remembered some ed center bigwigs quietly showed up to listen to him and speculate how long it would be before he got fired. I guess he proved them all wrong! He once said "I have no mentors, no protectors in IBM. There's no one I feel worthy of mentoring me in management." Boy was he right!. -Old Fart-
Upper management couldn't care less about any of us as long as they can continue to fill their pockets with more money. Sam Palmisano, you should be ashamed of yourself for allowing this to happen especially since you have spent your whole career at IBM. I thought that having someone like you running the company would be a good thing, but boy was I sadly mistaken. You are rotten to the core and far worse then those that came before you. For a company man to treat his employees like you have is truly and injustice and very disheartening.
We need a new breed of management that is willing to look into each employees eyes and find the value that each has to bring to the company. We as employees were once your greatest asset and now all we are is a liability that is inhibiting your ability to make more profits. IBM used to stand for something in the business world and now it is just a joke. Big Blue is no longer the company that others would model themselves after; but rather a company that others should run away from.
The corporate giants of the future will once again prove that treating your employees with respect will not only bring back loyalty but also record profits to those that are willing to fight for their employees who work hard and create those profits in the first place. So just remember, if you as corporate executives are willing to settle for mediocrity, then you should expect nothing less from those that you lead. The key in management is to lead by example and IBM has gotten so far away from that principle. IBM corporate execs are so far removed from reality and couldn't really care less, so why should we as employees care? Remember, "Lead by Example". -Anonymous-
Vault's IBM Business Consulting Services message board is a popular hangout for IBM BCS employees, including many employees acquired from PwC.
And the mafiosos in the middle can do nothing but try to protect their turf and advance according to the old rules, because that's the way the synapse has always worked in the economy.
Is it any wonder that thug Putin is trying to reconstitute the old Soviet Empire?
Maybe IBM's next step will be to try to recreate the machinery that produced the old 360? Of course, with the pervasive brain drain throughout this company, that dog won't hunt anymore, for products, let alone for consulting.
As to the answer from the old guard about resurrecting the 360 it is a resounding yes. They have rescinded the decision to kill the old VM and CP on the mainframe, put a light "green Linux" coat on it and re-sell it as the "green data center" concept.
Cringley may turn out to have been closer to the truth than we surmised after all. I hear of massive cuts coming now in SWG, STG, GBS and GTS. It's now a torrent leaving the pig, not just in traditional high turnover areas like consulting, but in product development, management, finance, support, etc.
The blue pig may help put Lenny Kravitz "I Want to Fly Away" song back in the tech top ten!
Best wishes to all of the family of IBMer's out there. I hope that everyone takes heed of the actions of IBM'er.. polish the resume.. be prepared for the next round of cuts coming soon.
The current regime is focused on maximization of past investments in the US, and looks overseas for the future.
Unfortunately, the leadership has been effectively just opportunistic caretaker management and the brand has not been able to successfully cope with the inevitable commoditization of technology.
It appears, sadly, that there are only two viable strategies for most IBMers. Everyone must take one of these 2 paths eventually, after they have personally exhausted themselves morally and physically. One is to seek opportunity elsewhere on your terms. The other is to sit on your ass and let them fire you. I cannot judge either strategy, for either one or both may make sense depending on the individual situation.
A lot of those folks the young consultants complain about are either broken souls waiting to get canned or quietly and secretly building a new career while fighting a rearguard action with IBM management trying to keep financially viable until their new business succeeds.
A friend of recently bought some used equipment and found out the owner of the company he dealt with was an active 2nd line manager!
One of my old friends retired recently and HR and management demanded a celebration of his 33 years in IBM. He filed an injunction to force IBM to secretly let him leave. He felt sad as he left not because he left a company, but because so many of his colleagues who were good and deserved to reach retirement never got their chance. As he put it: "It was just pure dumb luck I made it as high as I did and as long as I did."
As Rome fell, there were a lot of stories of how people coped with the collapse. I'm afraid we will see the same when the blue pig collapses.
Some one else used the phrase Hydra's teeth. In Austin the pig is struggling with a state contract to consolidate data centers. Funny thing the delivery team cannot get enough bodies on the deal to do the basic keep-the-lights-turned-on tasks, what we called Keep Alive at PECO. Maybe the thousands of layoffs there over the years has something to do with it?
Band 6: Hey I just grajeated college, and my daddy told me IBM is a good company. He said they make these big boxes called computers, and every company uses them. The company is really big, so it must be a good place to work –right? Otherwise, how could they get so big? I interviewed with this old lady who was a lot like my Aunt Millie, and she told me IBM was a great place to work, but she couldn’t tell me why. That’s OK – my Aunt Millie never lied to me. I am having a great time here – putting numbers in a spreadsheet, typing notes, and making appointments for my manager. Next month, they are going to let me actually speak to a client. I have also been put in charge of a guy named Ravi who works from 9:00 PM – 6:00 AM. He is really hard to understand, but is always asking “How can I help you”. Unfortunately, he never does…..help me that is. I don’t think my manager likes him
Band 7: I spent 6 years working as an accountant at Pepsi, but I left last month when they promoted Ravi’s mother to CEO. IBM really likes me – they are teaching me how to fill in all these menu screens in this program called SAP. I have no idea why I need to fill them in, or what they do, but my clients keep asking me. I just agree with everything they say, and everything works out OK. When I get stuck, I call Ravi, and he puts me on hold a few times, and then asks “is there anything else I can do for you today?”
Band 8: I used to be an accountant, but then I worked on a project implementing SAP at my company. I got a call from IBM, and they said they wanted me to become a management consultant. That sounded impressive, so I said – “sure why not”? My daddy told me that IBM is a good company. I have since been working on projects copying all the SAP designs from my previous company and putting them into client companies. I asked my manager “how can we be sure that the designs are going to work here”. He told me that the client would accept everything we say and do, because we are IBM, and besides, we don’t have the time or budget to do anything but slam it in. I spend my whole day telling band 7 how to fill in SAP screens, and when I don’t know what to do, I call Ravi, and he puts me on hold a few times, and then asks “is there anything else I can do for you today?”
Band 9: I really like telling people what to do, especially when I have no idea what they are doing or what it means. I spend my whole day checking off tasks that we have completed, and telling my team to complete them on time, or else. Of course, there is no “or else”, because their actual performance has nothing to do with their evaluation at the end of the year, and regardless of how they ARE evaluated, they all get the same paltry rise and bonus. When I get behind schedule, I call Ravi, and he gets 5 of his friends to get together and complete in two weeks what my band 8 could complete in two days.
Band 10: I haven’t delivered a single work product in over 10 years. I used to work in the software group, but was kicked out because I was determined to have no people skills, and don’t have a clue about technology or software applications. My partner really likes me, because I do whatever he says to do, and whenever anything goes wrong, I find a band 9 to blame. My favorite thing to do is put Powerpoint pitches together – I have hundreds that I have collected and stolen over the years. Global-search-replace is the best thing invented since the system 360….or was it the PC?….no – I meant Lotus 123; I always get them confused. Whenever I need material, I call Ravi and he sends me documents from a course he took in college – “Making clients think you really want to and can help them, even though you don’t know wtf you are doing, and still think you are better them”.
There are 5 core classifications before you get to partner level, band 6 – 10. Band 6 is actually the lowest rung on the client-facing consultant ladder, reserved for entry level consultants with limited prior corporate or consulting experience. Band 6 and Band 7 together comprise the conventional “consultant” classification. Work responsibilities range from project office/administration activities and documentation and/or configuration assistance up to the upper end of the scale perhaps leading or conducting client interviews, assisting with planning, doing basic design work and related documentation, and completing testing streams. Note I am grounding this discussion in a typical IT development model. Obviously straight business process work would use a different language, but hopefully you can make the translation in your head.
Band 8 and Band 9 equate to “Senior consultant” or “Principal consultant” in the case of PwC. Band 8 would typically lead a major workstream, perhaps with a small client or consultant team to manage. Tactical planning, status reporting, test planning, configuration leadership for a module or application are here. These are the real workhorses of the pyramid – enough experience to lead, sometimes removed from the hands on documentation, and can occasionally serve as project manager on a small project. Band 9 is the core project manager class, with responsibility for day to day management of virtually all of the medium to large size projects. They may also take on some internal practice development roles, and also have primary responsibility for tactical management of sales proposals. Band 10s come in two flavors – business development and practice development, sometimes a swirl between the two. They are typically a partner’s “right-hand man”, or may span practice areas with a client list or industry focus. Above Band 10 is the partner level.
Rough market equivalents for BCS bands:
Oh, so you wanted actual figures - OK Salary levels and approximate breakdown of realistic ranges would be as follows:
There are outliers - the actual mandated ranges overlap somewhat more than this to accommodate them. Most staff are clustered below the midpoint, and new hires are consistently brought in at the 25th percentile or below.
Am I wrong?
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