Hey everyone.
Using a separate account for privacy.
I have worked at USAA on the bank side for the last 2 years. Previously spent 10 years at another financial institution. Never had any issues. Solid work performer.
I was just pulled into a Corporate Investigation meeting that centered around me not being in the office for a long enough period during the work day.
Currently, I have had to be in office 4 days and remote 1 day.
I knew my manager and their manager had a tracker that was tracking days in office, and I never failed to meet this requirement or had a negative “conversation” about it. I also have received awards and recognition for being an “outstanding performer” in my time here. . Now, seemingly out of nowhere, I am being investigated for not adhering to the RTO policy. The Investigator has put me on paid leave without access to my laptop until they finish their investigation and I have no clue what to do. . . Can anyone tell me what the RTO policy explicitly says about number of hours you have to be in office? For reference, I was badging in around 8 every morning and leaving after lunch to finish my work day at home.

I’m currently in the application process for a remote auto claims adjuster role. I have read up a bit on employee experiences but I wanted to ask how it’s like working for this company, particularly in this role.

I understand the workload is busy which isn’t a problem for me. I strive in fast paced environments. The way I read it is you get assigned claims and work through them rather than just handling inbound calls.
So if you’ve been in this or you’re in it, what’s your day to day responsibilities? Is it more call center like or do you genuinely have assigned claims in which you manage their lifecycle?
How is management and PTO?
Workplace culture for remote?

Thanks!! I’ve seen a lot of bad things but a lot of good things. Moving into this role would give me a pay boost.

I've been a member for 12 years, I was in the service, and so was most of my family. Saw the job listing and thought it would be amazing as I LOVED USAA and their mission.

I want to preface this with I missed quite a few days due to a new divorce with a kid involved, sickness ( I have an autoimmune disease ) and family emergencies. This was ultimately the reason I was let go. But we'll get into that part later.

When I started, I was so excited to work for a company like USAA after 6 years in industry working for a company that didn't care about its members or its workers. Everything seemed great.
And then our team's manager wasn't available to us during post-training. And then they left us to go to a new department and we got a new manager.

Old manager was amazing. Old manager cared. They were kind, understanding, and really tried to work with us and help. My kid was terribly sick and she approved PTO for me day of to help out bc she knew my situation.
Switch to new manager: out the gate she told us "don't ask me for help, I don't know anything. I can't help you."

She skipped one on ones, consistently talked down to her employees, and flaunted that her District Manager was basically her work dad. ( which honestly frightened a lot of people on the team bc quite a few of them were being talked down to, verbally abused, etc. by her and they were worried about retaliatory actions ).

The metrics kept changing, and by month 4 on the phones, we'd been told four different things on how we needed to perform. Half my team was put on a PIP straight out of auto ( with the old manager ) bc we weren't meeting quote to close rate, then it changed a month into the PIP. Product count mattered now. And then, last month, it was changed back to quote / close rate. And retroactive to when the change was made to product count.

Shift swap was counted as a non-viable option day of. Manager couldn't change anything day of, even if you had PTO and were in the hospital. WFH was an unattainable goal that was taken away at her discretion. We lost two people in one month, one because the employee told the manager she didn't appreciate being embarrassed in front of the entire team and when she emailed our manager, she was "investigated for aux jumping" and told she'd be fired within the week after being told she was "the worst on the team in terms of numbers and everything else" despite being in the top 10 on the team. She made her sob at work, and when the manager got her email, she asked her "why would you email me something like that on our work email". The other was let go for not meeting product count, something that didn't matter a week after he was terminated.

I was let go two weeks ago. I found out it was coming through an email that was sent in error to me about "job abandonment" when I left work early due to bereavement leave. I brought it up, and my manager let me know "oh yeah, your last day was supposed to be tomorrow but lemme call HR, we'll get it done today." I asked why, and my attendance was cited as the reason. I'd had six occurrences in 4 months. I mentioned I was barred from using EEM to accommodate that time, and was told "if you'd used it, you'd be painting your schedule" despite the fact that multiple employees used it for the exact reason I'd requested to but was denied. She told me "if you really needed it off, you could have used STD or planned ahead. I didn't even ask for proof of death, you should be thankful for that. I gave you bereavement in good faith. " And then, I was told while my entire team was on lunch, that I would in fact be leaving the company. I needed to return my badge. I got a little upset because my daughter was in daycare, and I asked if I could bring it next day so she could say goodbye to her friends. Was told "she can say goodbye now, can't she? Let's go. You're leaving." Was rushed to get my things, yelled at because "I want to go home, you don't have time to say goodbye." And then was quietly rushed from the building to collect my three year old who sobbed in the car when I told her she wouldn't be seeing her friends anymore.

All that to say, sure USAA is a great company to work for for the benefits alone. But the goal post is always changing, they're no longer caring for their workers, QA has been recently on witch hunts, and for every one good manager, there's 10 that are ruining the company.
I've never worked somewhere that claimed to care about their employees so much, and yet churns them and spits them out as much as I have this company.

I loved USAA. I loved what they stood for. They took care of my family when we needed them most, but now? It's turned into another profit focused company where the true intent has been lost. I sobbed when I was let go, and you know what's the craziest part?

March I hit 137 products issued a month out of property upskill.

I've heard so many good things about working for USAA. So much so that I was persistent enough to go through 6 interviews before finally landing an offer. I am currently 100% work from home and make roughly 72k a year. Starting at USAA I am losing 8k a year(before bonuses) and will be 100% in office for 6 months after that I'll be in office 3 days a week. I wanted to be in office, not 100% though, just for my mental. It's healthier for me if I'm around people due to my depression. I just dont know if it's going to be worth it. I understand there are always ups and downs to every job and I'm coming from two other carriers - one was the worst and the second (my current employer) isnt too bad. Any advice would be appreciated. It's a huge decision that will affect my home life a ton (single parent).

Message went out and no one knew

what holidays to usaa insurance professionals have off?

I've been in P&C at USAA long enough to say this with confidence: the "we serve, not sell" line is one of the most effective pieces of internal marketing I've ever encountered. It sounds great in onboarding. It looks great on a wall. And it has almost nothing to do with how the operation actually runs day-to-day.

---

**Here's the thing nobody tells you before you take the job**

USAA doesn't pay commission. That's real. But the absence of commission doesn't mean the absence of sales pressure — it just means the pressure is repackaged. Instead of commission, you have conversion rates, cross-sell ratios, and performance metrics that your manager reviews with you on a regular cadence. The expectation to sell is absolutely present. You're just not getting paid extra for it.

Think about what that actually means: you carry the sales pressure without the financial upside. A commissioned rep at a competitor at least gets compensated for hitting targets. Here, you hit the same targets and the benefit flows to the company's retention numbers, not your paycheck.

---

**The "serve not sell" framing does real work — for USAA**

It keeps employees invested in a mission narrative that softens the friction of being asked to sell. It's harder to push back on a cross-sell directive when the company has framed the entire role as selfless service. Selling doesn't feel like selling when it's wrapped in military values language. That framing is doing a lot of heavy lifting, and it's worth recognizing it for what it is.

It also functions as recruitment and retention messaging. People who might otherwise choose a commissioned sales role at another carrier take this job partly because they believe the culture is different. Some of them figure it out quickly. Some take longer.

---

**This isn't a rant — it's a pattern**

USAA is not uniquely villainous here. This is what happens when a member-focused institution scales aggressively. The expansion beyond the original officer base brought in corporate infrastructure, leadership with traditional financial services backgrounds, and the KPI frameworks that come with them. The mission language stayed. The operational reality shifted.

If you work here and feel the tension between what you were told this job was and what it actually requires — that tension is real, it's structural, and you're not imagining it.

*Current employee. Opinions are my own.*

Quick pole who is actually happy and proud to be working at UsAa and if yes or no why

I’m an IP3 been with USAA for 14 months now. I have a degree I have a masters and I applied for this job because I wanted to get my foot into the door and eventually move out of the sales/service. Now when I first applied I was under the impression that this was servicing accounts like admin work. Nothing about sales until like the 3rd week of training. BUT it was for needs based. They really minimized it. I really enjoy working for USAA. The benefits are great my team is awesome the members have been really nice as well. My sales metrics have gotten better but I’ve never had experience in sales so it’s been a learning curve. This year has gotten a lot harder with it being back to back since the start. Im applying to jobs internally and haven’t heard anything or they are going elsewhere. I’m starting to notice getting out is pretty rare or it takes yearssss. My manager is also really new and doesn’t really know about dev hours or how to use them or support getting out. I’m feel stuck because I like working for the company but am I just wasting time being here even for another year. I’m in my early 30s I’m not afraid of hard work but getting this job just seemed like getting out of one hole and then getting pushed into another one that I have to climb out of. It seems easier to just get an entry level job at a different company and work my way up and not taking over 300 calls a month constantly being told I’m not doing enough even though I’m making my goals. Idk I guess I’m looking for more career advice.

I was terminated early March for “trend of absences after using Approved state sick leave time 10 days after my absences in February. Spoke to an attorney they took the case pro quick.

I've been in P&C at USAA long enough to say this with confidence: the "we serve, not sell" line is one of the most effective pieces of internal marketing I've ever encountered. It sounds great in onboarding. It looks great on a wall. And it has almost nothing to do with how the operation actually runs day-to-day.

---

**Here's the thing nobody tells you before you take the job**

USAA doesn't pay commission. That's real. But the absence of commission doesn't mean the absence of sales pressure — it just means the pressure is repackaged. Instead of commission, you have conversion rates, cross-sell ratios, and performance metrics that your manager reviews with you on a regular cadence. The expectation to sell is absolutely present. You're just not getting paid extra for it.

Think about what that actually means: you carry the sales pressure without the financial upside. A commissioned rep at a competitor at least gets compensated for hitting targets. Here, you hit the same targets and the benefit flows to the company's retention numbers, not your paycheck.

---

**The "serve not sell" framing does real work — for USAA**

It keeps employees invested in a mission narrative that softens the friction of being asked to sell. It's harder to push back on a cross-sell directive when the company has framed the entire role as selfless service. Selling doesn't feel like selling when it's wrapped in military values language. That framing is doing a lot of heavy lifting, and it's worth recognizing it for what it is.

It also functions as recruitment and retention messaging. People who might otherwise choose a commissioned sales role at another carrier take this job partly because they believe the culture is different. Some of them figure it out quickly. Some take longer.

---

**This isn't a rant — it's a pattern**

USAA is not uniquely villainous here. This is what happens when a member-focused institution scales aggressively. The expansion beyond the original officer base brought in corporate infrastructure, leadership with traditional financial services backgrounds, and the KPI frameworks that come with them. The mission language stayed. The operational reality shifted.

If you work here and feel the tension between what you were told this job was and what it actually requires — that tension is real, it's structural, and you're not imagining it.

*Current employee. Opinions are my own.*

Does anyone have any info or (maybe even better) inside tea on whether the Higher Ups are really considering a move from Slack & Zoom to just Teams?

Someone forwarded me a post from the your-voice channel that made it sound kinda official and like it's a done deal, but something about it didn't quite look or sound properly official. Actually, in hindsight the fact that they were making that announcement and requesting feedback was an indicator that maybe someone had gone rogue and was spilling info they weren't supposed to. Since then I saw some other posts that made it seem like maybe it isn't happening.

One thing we can count on: The Big Decision Makers will make their Big Decision in the least transparent, worst communicated, most "IDGAF about the workers" way possible. Important details will be left out and people will have to hunt for info and share it at the grass roots level. Unnecessary details will be dragged on endlessly. You know, the usual USAA way, LOL.

I just hope they make their decision and get on with it, and don't half-ass it. If they're sticking with the 'best of breed' approach and keeping Slack & Zoom, then say that and kill this rumor. If they're going with the 'we're already paying for Teams, why pay Slack and Zoom, too?' approach, then let's get on with it. While they're at it, they should get rid of Box, too - that certainly won't be missed.

Anyhow, I'd be interested to hear if anyone's got info on how this is going down.

The case for unionizing at USAA has shifted from a "what if" to an urgent "must," driven by a management style that many employees now describe as a regime rather than a leadership team. The arguments for collective bargaining are no longer just about pay; they are about basic dignity, transparency, and the survival of human roles within the company.

1. The Silence of the "Regime"

Leadership has systematically dismantled the avenues for employee voices and corporate transparency.

• The Severe Reduction of Pulse: By limiting and changing the feedback questions on the Pulse surveys, management has essentially cut the brake lines on employee feedback. This wasn't just a survey; it was the last official channel for frontline workers to warn leadership about failing systems and burnout.
• Performance Blackout: The decision to stop communicating clear company performance data prevents employees from understanding the health of the organization they serve. This lack of transparency is a classic hallmark of a regime: keeping the workforce in the dark to prevent organized questioning.

2. Layoffs Without Honor

The recent waves of layoffs have been handled with a coldness that contradicts the "Military Values" the company advertises.

• Zero Warning: Employees have reported being logged out of systems mid-shift with no prior notice, explanation, or even a direct conversation with their supervisors.
• Arbitrary Execution: Without a union contract, these layoffs appear random and "faceless." Long-tenured employees—the ones who hold the institutional knowledge—are being discarded without reasoning, leaving those who remain in a state of constant "survivor’s guilt" and hyper-anxiety.

3. The AI Displacement Strategy

Management is no longer using Artificial Intelligence as a tool to help employees; they are using it as a replacement strategy.

• AI-Washing: While leadership claims AI will "augment" roles, the reality on the floor is workforce reduction. Complex member issues that require human empathy are being pushed toward automated systems, while the human staff is reduced to "teaching" the very software that will eventually take their desks.
• The Union Defense: A union can negotiate AI Protections, ensuring that technology is used to enhance human jobs rather than erase them, and mandating retraining programs for those whose roles are automated.

4. A Toxic Culture of Micromanagement

The current culture is often described as a "Burnout Factory."

• Service vs. Sales: Despite the "We Serve" branding, employees are measured like high-pressure telemarketers. The pressure to "pivot" to sales on every call, regardless of the member’s emotional state, is creating a toxic ethical dilemma for staff.
• Surveillance Metrics: Frontline roles are now subjected to "pacing requirements" and "digital monitoring" so strict that they leave no room for the human connection that once made USAA legendary.

Why a Union is the Only Logical Step

In a regime-style management structure, individual complaints are ignored or met with retaliation. A union forces the company back to the bargaining table.

The Current "Regime" Reality	The Unionized Alternative
Dictated Terms: Management changes rules without input.	Negotiated Contracts: Management must bargain over changes.
At-Will Firing: Laid off without notice or cause.	Just Cause Protection: Clear rules for discipline and layoffs.
One-Way Communication: Pulse is dead; we just listen.	Direct Representation: A seat at the table with leadership.
AI Displacement: Quietly replaced by algorithms.	Automation Safeguards: Contractual job security against AI.

The "mission" of USAA was always about taking care of those who serve. If the current leadership has abandoned that mission, it is up to the employees to reclaim it through the power of a union.

I have been looking through a lot of the posts and I actually see a mixed bag. It's always up to a manager how well any job goes, but I'm currently a VA disability rated veteran. It's truly not the money, it's more so the benefits and USAA's benefits are looking nice. Supposedly given on day one. Had an interview with a recruiter, now we're off to the local branch manager. So, what is the exact call center attitude like for you guys? I did one long ago when I was about 20 and it was, indeed, a nightmare. So like how stringent is the claims representative attitude usually? No breaks? Can you look at your phone? Can you pause incoming calls if you just need a breather? How'd like those type of things go for you guys?