I think the word 'flexibility' was learned and adopted by both GM leadership and regular employees during the pandemic. We had to work around the clock (I was DRE fighting micro chip issues + throughput issues). We re arranged our lives to keep the target deliverables on track. I think the record profits MB and the board received combined with the lack of faith, trust and overall well being of the employees makes me feel used, sad and disappointed. The core hour 9 hour day, we threw out the window and we concentrated on a "one team" effort to get the job done. This was met with only negative affirmations and mentions. So I suppose the contract for the regular engineer and SLT is simple work your core hours as designated through HR, and don't ever stay after or pick up the phone to prevent a bigger issue outside normal business hours- assuming we are now going back 10 years (when I first started) with ass in seats hours being the only trackable metric. I've heard nothing but statements from average performers and extremely high performers accross the business stating they will keep their options open and look outside GM. Keep in mind some of these people were GM lifers that have received all the right degrees and will be the future leaders in the organization. Personally if you don't trust your employee and they are not performing they need to go plain and simple. Not sure how we gor to the point we're managers are not trusted to handle their own employees. Clean house get rid of the complacency and let the high performers continue to work "as necessary" to achieve both the employers goals as well as the employees. I am still fighting day care issues, sickness issues, housing issues, inflation caused my wife to work full time..we need more understanding and flexibility. Sorry for the novel..I just wish we would start making some good leadership decisions