The Hartford – “A 200 year company in search of an identity.”

Pros

The salary for experienced and strong performers was good overtime. However, if you are a "successful" (ie. medium, C ,3, meets) review salary was increase was modest, below that...likely no increase. "Total compensation" which included 401K match, employee stock purchase plan was worthwhile, as long as the stock price held. many have seen the retirement funds they counted on decimated (although in fairness this was true of many plans the Hartford stock value was essentially wiped out in March.
The culture was a strong, positive one, with a focus on diversity and inclusion, however that too has been eroded with the innocculation of the Progressive mindset into the P&C company.

Cons

I was shocked and disheartened about 8 years ago when the Mission statement's #1 mission was to deliver value to the shareholder......not outstanding products, not ethics, not sound financial judgment.
Once the stock price became the main driver greed seeped into the organization. Since Hartford proudly states they "pay for performance" they get the results that provide max compensation to the employee, not necessarily the most ethical, prudent or business savy results.
 The Hartford has become a 200 year old company in search of identity. Leadership adopts the McKinsey business philosophy of the year, sometimes resulting in corporate whiplash as the organization seeks to change direction to adapt to the change in a management philosophy. They believe their own hype and this resulted in imperiling the company's existence.

Advice to Senior Management

Return to fundamentals. Remove the greed motive; modify the executive compensation plan. Ramani Ayers, I believe, is truly devoted to this company - he grew up in the organization and has been with The Hartford since the '70's. The key focus of the senior leadership will be to identify the new vision for the organization and embed consistency of direction in the corporate focus.
Ramani will be retiring soon as he approaches the age for compulsory retirement. The company must be turned over to a seasoned manager - not a high flying "wiz-kid". Return to the values that allowed the company to make it to 200.