Webcor Reviews

I am very grateful that you alerted us to your experience. Harassment and/or discrimination of any kind are a violation of our company policy and are not tolerated. To ensure that we are able to address employee concerns, we have an established process for reporting issues or concerns to anyone in HR, in any supervisory role, or anonymously through our ethics hotline, which is administered by an independent, outside organization. Speaking up regarding issues or concerns is a critical component of our safety culture, and we have focused on creating a psychologically safe work environment to enable our people to do so. We do not tolerate or permit retaliation of any kind aimed at employees who raise concerns. Please contact me or anyone on our management team to share your experience details. Just call our main number and ask for any of us. If you're more comfortable using our anonymous hotline, call 1-844-993-2267. But please, do respond. We cannot take action on your experience if we don't have adequate information. At a more macro level, our CEO, Jes Pedersen, affirmed his commitment to combatting racism following George Floyd's murder. You can read his commentary here: https://www.linkedin.com/pulse/my-tipping-point-jes-pedersen/ We have been working hard to follow through on Jes's commitment to providing the resources needed to effect meaningful change and for Webcor to take a stand and take action. A lot of people have been working very hard to translate that commitment into concrete actions. We are committed to hiring, developing, and retaining a diverse workforce and actively fostering an inclusive culture of collaboration, which we believe produces the deepest insights and the best ideas. We have an active DEI committee and dynamic Employee Resource Groups, including Women of Webcor, The Collective (our Black employee ERG), and Webcor Queers and Allies. Additional ERGs are in the works. Among the actions we have taken are expanding our talent search beyond traditional sources, particularly Historically Black Colleges and Universities. We are diversifying the panels conducting candidate interviews and have adopted the consistent use of behaviorally based interview guides that help maintain a level playing field for all candidates. We have also developed a bespoke training program that has earned very high marks from employees; it is just the first of several training sessions we have in the works to engrain further diversity, equity, and inclusion into our culture. This is just a brief outline of some of the highlights of our DEI efforts. Mei Lin Wolff Executive Vice President and Chief People Officer

Thank you for your candid review. I want to make sure everyone reading this understands our performance evaluation process, which we are working hard to apply consistently across the company. It is only a few years old and, as you might imagine, it takes time to drive this kind of change through a large organization. But even with that process, our own employees have ranked us a Bay Area Best Place to Work for the last five consecutive years, which speaks volumes about our culture. You are right that "calibration" is a key part -- but not the only part -- of our performance review process. That process begins with one-on-one sessions between each employee and their immediate supervisor no less frequently than every two months. Many managers conduct these more often, ensuring employees know where they stand, what is expected of them, and what both the manager and employee need to do to ensure the employee stays on track. Because of this, employees should not be surprised by their calibration score because they have been talking about the factors that influence it all year long. The calibration process is an opportunity to solicit external feedback from key stakeholders who work with the employee. This feedback includes the employee's technical knowledge and skill level, their leadership capabilities, and discussion on next steps to continue development. One of the great benefits of the calibration process is that it ensures that we are using consistent criteria across the company to measure performance within a role. Another benefit of the process is that no evaluation of an employee is solely based on their supervisor’s assessment. Calibration scores are set based on a well-rounded view of employee performance. After calibrations are finalized, managers should be discussing the score with their employees, sharing feedback, and communicating what steps should be taken to ensure they continue to make progress and succeed. This year, individual calibration scores will be made available to each employee though our performance management system, part of our work to ensure that this information is as transparent as possible. I'm sorry your experience with some of your managers was not optimal. Many of our managers predate this process and we continue to work to bring everybody along. Part of that effort includes leadership surveys, in which employees rate their leaders on several dimensions. We work with those who fall short in any category to help them improve and score better in the future and therefore create a better employee experience. We have implemented a variety of other programs to continue to build a strong culture of management and leadership, including a newly reconfigured "Management Essentials" course that is currently being piloted. I am available if you would like to talk more about your experience. Hearing directly from employees and former employees about their experiences helps immensely in our work to make Webcor the very best place to work. Just call Webcor's main number and ask for me. Mei Lin Wolff, EVP and Chief People Officer

The comment left in this review claiming that Webcor's record is one of laying off senior staff is factually inaccurate. I'm speaking from personal knowledge. I was 63 when Webcor hired me in 2017. Clearly, my age was not a factor in the hiring decision. Nor was it a factor in leadership's decision to promote me at the beginning of this year, elevating me to a senior leadership role at the age of 67. It is not just me. I'm aware of at least five senior Webcorians who were hired in recent years AFTER they had reached retirement age. That's why I find the assertion made in this review so confounding. I am well aware of the pervasiveness of age discrimination, but Webcor is one company where you simply will not find it being practiced. It is not impossible that someone over 60 was terminated from Webcor but I can state unequivocally that whoever that might have been, the decision to part ways with them had nothing to do with their age. Shel Holtz, SCMP, ABC, IABC Fellow Sr. Director, Communications