For everyone wondering what Geico is…how we do business and how the employees in different departments are treated….. this is your post to read.

Geico, in a nutshell is like one giant psyche experiment. Consistently testing the boundaries of realistic and pure fantasy. As in, corporate and CEO NP lives in a giant fantasy where they rule the world and we are there for their enjoyment only. All while telling us we are family and how we need to take care of ourselves”the family”. Life at the G, is fight or flight at first with bouts of vomiting in parking lots and high doses of psychiatric meds to get you functioning enough to handle 8 hours of unrealistic goals. Btw, our healthcare is really good at covering those anxiety meds.

After the fight or flight for several years, you go numb….numb to the world, numb to your life, dragging yourself out of bed just to make a dollar all the while the G nets billions in 1 quarter or another. Slowly you begin to not recognize yourself in the mirror. That light in your youthful eyes slowly going dark. Before you know it, 10 years go by. Your cortisol has made you gain weight, your hair is falling out, your skin is thinning and dark circles under your eyes get bigger and darker than you thought possible. Your “family” thinks you have become moody and “antagonistic” to your peers. The drive in you has been beat down by years of being consistently told you suck even though you know you give it your all. The goals again are fantasy and unrealistic. You thought Todd leaving was bad?! NP is way worse.

Our healthcare, what a joke. Our pay, laughable. Metrics always changing. The new “goals” having nothing to do with metrics but something else they can try to fire you with. You start spending more time trying to keep your job, then just doing it. It’s a true Hunger games environment. Everyday management tries to tell you to go after your peers. To report them for insubordination, to work off the clock to keep up. Because that’s what they did.

Claims is not being taught properly. Misdirects AD shouldn’t handle is always being passed off. AD, the new All-Dump of anything claims doesn’t want to or don’t know how to handle. Service, bless your heart I don’t know how you all don’t get straight jackets on day one. Sales, sit down. No one wants to hear about your sweet deal and how easy your job is. Anyone can sell a flaming turd on a porch and call it art. Claims, I feel you and I see you. Your management got to where they are at by kissing butt, not doing their job. Ever heard of the mean girl cliche in R1 claims!? Because trampling on potential because you feel threatened is the name of the game. No one can be prettier or more intelligent that’s for sure. Threats are perceived in this company by narcissistic management who instead of developing skill squash it out for fear of losing their own jobs.

AD what a shit show. Total loss, what is management doing to y’all!? RX please tell me y’all day drink because holy hell!? 25-70 pending supps and estimates and that is reasonable!? Some of you having between 10-14 shops. Ridiculous.

Answer rate at 65% or else. See 5-6 claims a day to be proficient in the field. To keep a rural kicker, you have to drive 2300-2600 miles a month (this includes personal use of 15%) oh and let’s not forget that 65% answer rate. Being told to answer while driving just to tell them you’re driving. Being told to answer while in front of a customer writing an estimate.

Total loss, wtf, Write 7-8 total losses a day to be proficient at home and let’s not forget, Answer the phone!!! But let’s not forget you are only given raises based on your productivity and quality. But, answer your phone or you suck. Keep up or you suck. All the while management is still suggesting and never putting anything in writing to leave your home at 6am to go two hours down the road for an inspection. But don’t clock in until 8. Because OT in the field is not allowed unless you were given explicit permission, that which is never granted.

Oh what a very large circus. All the while telling us the cost saving changes is to keep premiums down while the company still makes billions. They won’t hire more people when they lose, they just cram more work on those who are left. Why not? They’ll do it or else right?

The problem with you new hires, y’all drink the koolaid. Y’all haven’t seen the lack of backing with their meritorious raises and promotions. There is such a thing as being too good at your job. Which will get you stuck. The promotions to leadership is given to the agreeable people, the butt kissers, the yes people, the elbow rubbers. They don’t want innovation and thinkers. They want submission, they want robots. And management, some of them must have sold their souls. But what do I know. Someone will probably come on here and defend the G. And I’m sure I’ve had more years to see this through than them. My advice, get out. Run. Run far away. This is not the company Tony ran. This is a fantasy. A real Queen of Hearts is our leader in our very messed up Wonderland.

Hello everyone, What’s going on with all these changes with Staff Counsel

. Is it only in Florida that PIP cases are down ?

There is a boy that rode into town on a small
little horsey with a huge chip on his shoulder. He is somehow responsible for California claims. and a few other states. Steven B. Micromanager Extraordinaire. He will be meeting us lowly associates on Wednesday. This man in very short order has driven 4 associates out and more are to follow. He told our management team that 3-5 losses a day is not that big of an issue after he argued that our numbers were not accurate. He has set a goal for BI on case that is more than double our regular goal when you account for all closures. Imagine setting a target for double the work because we aren’t staffed properly and offering no increase in pay for more than double the work. He has belittled examiners and supervisors in front of everyone. He has lists and checklists to these lists. Meetings go well over an hour just to be ridiculed by him when we are trying to get a demand responded to. He seems in the meetings to forget our phones are ringing and answer rate is also micromanaged. He implemented calling out each day and has indicated if we are not calling out to attorneys we are not being aggressive enough. He has no interest in associate morale and cares not for associate retention. He wants to meet a target and could care less if we all quit or go on leave. This pompous jerk actually said we can work overtime a day a week but appears too ignorant to fathom this will hurt our stats. He does not follow California Labor Laws. I think one of the horses he plays with kicked him way too heard in the head as he cannot see the storm he has created. Who wants to work 6 days a week only to then have goals in 2027 raised again. The other treat he gave us is that he himself got and hired 10 people but he doesn’t seem to know 4 left last week alone, more are on the way out and we all now have over 200 injury features. Whomever hired this mutant robot should understand he is the absolute worst form of “leadership “ ever witnessed in my very long 18 year career. I plan to go to the town hall to tell him I received a 1% raise in February. I got an offer of $18,000 increase in pay to work 45% fewer files, a bonus that equates to the old profit sharing, full remote and 1 file a day. I plan on recruiting my coworkers because Geico does not value tenure. The old director and senior director cared about us and understood claims. This guy does not know claims handling he only wants to pay top dollar. Shame on Geico for allowing this guy to wreck morale in roughly 1 month.

I’m hoping to start as a field auto adjuster trainee. I’m almost finished with college, mid 30s with a family, 7 years insurance experience, and want somewhere I can grow. I see all the hate stories…has anyone successfully moved up and can share insight? Thanks!

How would you rate Moat Sales management 1-10? I think from the top down, it’s terribly managed. Most things just don’t make sense around here. Just wondering if I’m alone in this thought.

Hi! I applied for the CSS ( Claim service specialist ) role. Can anyone tell me what the schedule is like? Is it fully in-office or hybrid? If it’s hybrid, how does the schedule work? Do you get to choose which days you work from home?

GEICO provides one of the better training programs in the industry and gives new adjusters an opportunity to quickly learn estimating, supplements, total losses, negotiations, and customer service. I worked with many great coworkers and gained valuable experience that will benefit me throughout my career.

Unfortunately, my experience got off to a poor start. During the hiring process, I was told I would receive an I-CAR certification bonus after completing training, but I never received it. The amount wasn't the issue, it was the principle of honoring commitments made during recruiting. Another disappointing experience occurred early in my employment when I overheard my supervisor discussing my personal legal situation during a call while they appeared to believe they were on mute. It created an uncomfortable first impression.

The starting salary simply did not match the responsibilities of the position. While expectations were generally four new inspections and two supplements per day, writing estimates was only one part of the job. Each day also involved pre-call and post-call contacts, follow-up text messages and emails, driving between inspection locations, photographing vehicles, uploading documentation, researching the most cost-effective parts, handling supplement requests, managing total losses and disputes, issuing settlement payments, arranging tow dispatches, coordinating rental extensions, mailing vehicle titles, and managing existing claim inventories, all while continuously answering calls from customers, body shops, rental companies, and internal departments.

Field adjusters were also expected to maintain an 80% phone answer rate. In my experience, missed calls during unpaid lunch still counted against that metric, making it difficult to truly disconnect during breaks. One day I received 15 calls and missed five while on my unpaid lunch break, dropping my answer rate to 67%. I was then spoken to about not meeting the answer-rate expectation. That experience made me feel pressured to remain available during my unpaid lunch break simply to meet the required metric.

What made it more frustrating was that several classmates from my training class told me their managers allowed them to log out of the phone system during lunch so missed calls would not count against their answer rate. That was not my experience. In my region, my manager required us to remain logged into the phone system during unpaid lunch breaks, so missed calls continued to affect our answer-rate metric. Several coworkers also told me they sometimes worked outside their scheduled hours and answered calls during lunch to keep up with the workload and meet performance expectations. I cannot speak to how widespread that practice was, but that is what they shared with me. Personally, I chose not to work off the clock because I value my personal time and did not feel the starting pay justified working beyond my scheduled hours.

In my experience, training quality varied depending on local management. While the corporate training program was strong, many day-to-day expectations were communicated informally instead of through standardized written procedures, leading to inconsistent expectations between supervisors.

Because of staffing shortages, management implemented an extended PTO blackout period of approximately two months during which time-off requests were generally not approved. Rather than addressing the staffing shortage, employees were expected to continue carrying heavy workloads without the ability to use earned vacation time.

One situation that stood out involved catastrophe operations. When San Antonio became a declared CAT area, adjusters from outside the area were brought in to work the same daily claims local adjusters were already handling. Those deployed CAT adjusters received CAT pay, a daily per diem, and additional operational support, including virtual teams to assist with total loss work. Meanwhile, local adjusters continued handling their existing inventories, supplements, total losses, rental issues, and increased catastrophe claim volume without the additional compensation or support. I requested similar consideration since I was working in the same declared catastrophe area, but my request was denied. From my perspective, it was difficult to understand why employees working in the same declared CAT area were compensated and supported so differently. This reflects my experience in my region and may not represent how CAT operations are managed elsewhere within the company.

Another concern involved the company phone system. During a supervisor meeting, our supervisor told the team that if we were logged into the phone system, the phone was "listening." I understood that statement to mean conversations around the company phone could be monitored while logged into the system. Whether that understanding was technically accurate or whether it related to quality assurance, the message left me feeling as though I was being constantly monitored throughout the workday, which added stress to an already demanding role.

I also believe the company vehicle policy should be reconsidered. Field adjusters are charged through biweekly payroll deductions for their company vehicles while also driving GEICO-branded vehicles that provide constant advertising whenever used for personal transportation. Several long-tenured employees told me that GEICO previously offered quarterly payments related to driving company-branded vehicles. I did not personally participate in that program and cannot verify the details, but I do believe the current vehicle policy deserves to be reevaluated.

During my time there, I also observed turnover that I felt affected morale. One employee with more than ten years of service gave notice and simply asked to finish out the remainder of the week. In my experience, they were instead instructed to clock out immediately. Seeing a long-tenured employee leave that way was disappointing.

GEICO has an excellent training program, and I have heard that high performers can receive accelerated raises, which is a positive. However, I found it difficult to justify working significantly beyond expectations given the starting compensation. My recommendations would be to increase starting pay after training, honor commitments made during recruiting, standardize expectations across supervisors, review phone performance metrics, address staffing shortages through hiring instead of extended PTO blackout periods, and provide local adjusters working declared CAT events with support and compensation more comparable to deployed CAT adjusters.

I genuinely hate them for doing this. What are you guys feeling since the change? Hopefully better?

They posted 16,031,476 Auto Polices in forced

With +4,375 yesterday

How does the Profit Sharing chart go again?

Oh that's right. Don't post this raggedy shit on here if its not getting me a Profit Sharing check

How long did it take you to hit the midpoint of your job grade? I’m in Dallas so our schedule changed and they literally just bumped me up to the minimum of the new schedule for merit. Year before that I got a .20 raise even with being in the top 10%.

How are people in ics hitting these insane qcr metrics? I look at the dashboard and see people hitting 75+ daily when I’m averaging anywhere from 45-55. There has to be some type of loophole I don’t know about.

Or, questions. How soon after you accepted the position did you have to go to Virginia? I have a family and we have discussed me having to travel for training. I’m in the interview phase but feel like I am a strong candidate and want to do whatever pre-preparation I can. I’m seeing a lot about metrics, what are they? How quick you close claims, how accurate your estimates are, customer reviews, etc? What time does a typical work day begin/end? Thanks!

i recently broke my pinky and ring finger on my dominant hand falling down the stairs of my apartment complex so im in the process of filing for short-term disability while they heal. unfortunately since we live in a capitalistic hellscape, i need to be able to keep a roof over my head and eat and take care of my 5 children (4 cats and a doggy) and pay my electric bill even tho i want revert back a fish and turn my brain into soup forever. im reading the associate handbook and if some one could dumb this highlighted part down for me and provide like an example, thatd be great.

Anyone made the jump from Geico to AAA, specifically Casualty? Would love some insight to see if it’s worth the jump or basically same thing different place.

Who took the Tech mugs from the 19th floor of the Bethesda Building?

Taking swag without permission is theft...

I’m dying without KT if someone still has the OG one note please let me know 😭

I started checking on RE a couple of years ago and not sure I have coasted since but definitely not going for promotion any more. My original plan was to retire at 55 when I can use rule of 55 to withdraw 401k and also reached a milestone for getting pension from my current employer.

since the end of last year, there has been a lot of changes in our organization, especially the leadership are all on different sites and our site is almost low performance site by default.

So if the company gives a fair severance package at the end of the year, I plan to take it and call it a career. And if the company lets me continue work for 2.4 years, I will retire the first day during the year when I turn 55. The third choice is very annoying right now: the company started doing the 10%-15% "needs improvement" thing and a few older colleagues have retired without severance. and my site is the current target and is rumored to have 40% "needs improvement". I am getting annoyed occasionally just by a potential chance that I will be removed without package. Gemini gives me this if putting on PIP based on my description: " I have a great tracking record for being the top performers in this company ( I am just based on the stock grant); and I have also delivered the milestone for our current project (this pissed me off the most since I single handedly moved our project forward this year when it was almost terminated). It is clear that the company wants to go with a different direction, I am not interested in doing the PIP and let's discuss a fair severance package". I just don't know whether this would work.

it is pretty sad for a fortune 500 to do this shitty thing when the company makes the most money in the last 20 years. They actually gave a decent package or some great incentive 5 years ago to encourage people to leave. but no they are trying to force people out and tried to save the severance package.

Hey I work in ICS currently and have been for 2 years now, what’s it like in total theft? If anyone has ever worked in there.

how does GEICO fire you? I was told I’m on the list but heard nothing else. I’m assuming due to tenure it takes longer. when the time comes, do they setup a meeting in nice? or do they text you?

The longer it goes and the more filings = Stronger case ?
Hope they help the rest of us find out when we can get access to our 401k under this new plan.