#attrition

The company keeps letting go of people who actually know the work and matter, then shuffling others into roles they aren’t set up for. It’s creating gaps and inefficiencies that could’ve been avoided. I'll never understand the logic behind their thinking.

I’m about 9 months into HCSC. I heard mixed reviews about the organization before I joined. My immediate team is friendly and professional, but it seems the company as a whole is dysfunctional. There is no accountability and no one really knows who does what. I heard before that HCSC routinely hires from outside of the health insurance industry because they can’t attract and retain specialized talent. It appears to me to be the case. It seems like there are a lot of people who have been here for many many years and lots of churn with newer talent.

Serious question—- why do people stay for so long? Doesn’t the dysfunction and lack of leadership get to you? It seems to be to a culture of complacency and sticking to a false narrative than actually trying to run an excellent business.

The leadership will wait to see how many people walk out due to RTO and other issues before they pull the trigger again. It's cheaper to find a way to get folks to leave than have to pay them to get them out.

Can’t imagine that this whole company won’t be in TX in 3-5 years. Stop backfilling OKC jobs in OKC and let normal attrition handle 15% of the lift while targeting back office jobs for rolling relocation (IT, HR, Accounting, Legal). Geologists and Engineers will hang on longest as the “center of excellence” but eventually bye bye.

Everyone is realizing that this is a sinking ship, over the last 3 weeks, stores have seen entire departments quit, including management.

fiserv had been losing top talent for years. the people who built the products and who teams actually respected and followed. some climbers thought this was an opportunity for advancement but they have proven to be pretenders.

In some departments there’s no worry for layoffs. People quit at such a rapid rate they can’t even staff properly. This company is doomed unless it corrects its ways. Customers and workers alike despise how evil the processes are and customers cancel and employees leave because of how terrible the call routing is.

Do the needful and quit already. They are moving the RTO goal post again because they aren’t seeing as much attrition as they hoped with the 8 hour tracking.

They don’t like that we use 1/2 days pto to avoid the office.

AI can't compare to the lost institutional knowledge. I'll be here with popcorn the day everything starts going to he-l and leadership finally realizes that.

Any idea where he is going??

Has anyone else received their demotion related to Senior Status?

We’re increasing pay for order taker CMs, yet lowering pay for recruiters. It feels like we keep asking certain teams to absorb the impact while others are protected.
If leadership is unable to right the ship, are they also taking title reductions or salary cuts? Accountability shouldn’t only apply to frontline employees.

This approach is damaging to morale and culture. Repeatedly cutting pay or downgrading roles sends the message that hard work and tenure aren’t valued. Strong leadership builds trust, stability, and shared accountability — not uncertainty and resentment.

Right now, this feels less like strategic decision-making and more like reactive cost-shifting, and that’s not good leadership.

Wouldn't it be smarter to wait for severance?

I’ve seen people get slowly starved of chances until they leave on their own with no raises, no projects, and no recognition. It starts to feel like getting pushed out without the paperwork. Makes me wonder if this quiet push out is happening more often than real layoffs these days.

New Sales plan incentives sales to reach their targets 2x better than previous plans
and panelizes these below much more than previous plan

This is going to let Dell always earn more per share/deal while also a lot of Sales are goign to leave since it be unbearable - these left are ones they delivered over their numbers and with more accounts assigned are expected to do even more

it's similar to what EMC plan was - so not all that negative. Reward big sales that deliver and push out these that don't. Like it or not .

House is always the winner

Enterprise Reimagined was positioned as a top down reorganization to ensure headcount was aligned to efforts appropriately. People were laid off, demoted, and moved to new teams. The dust on all of that hasn't settled yet and the firm is introducing more policies that obviously intend to get people to quit. Enterprise Reimagined should have accomplished any headcount reduction goals.

Bonus levels right after this were a 9 instead of a 10...so these changes aren't even yielding expected profits since the norm has been to have level 10 bonuses.

Such a colossal waste of time. Leadership is more interested in torturing home office associates and exerting control rather than creating business results.

I'm watching coworkers who are just a few years from retirement willingly walk away. That never used to happen. If people that close to the finish line are giving up their secure exit, you know there's something seriously wrong with this place.

About 90,000 layoffs over the last 4 years -- both regular and silent irregular layoffs (Focus/PIP, RTT/RTH/RTO, voluntary buyouts, immediate termination w/o cause, etc.). And regretted attrition (around 40,000-50,000).

Is that going to reduce bureaucracy or does it simply increase the chance of outages? Why not just prune "management" layers instead of junior employees?

So basically they want sales reps working for salary only (no commission) up to the first 60% of your quota. Then you only get paid on the portion above 60%. Does MD personally just ignore the first 60% of revenue that comes in to the company? Ridiculous. Got one of the 10 richest men in the world trying to squeeze people who helped him get there. His company; he started it. He can do what he wants. But not sure how he sleeps at night knowing he's sc--wing the people who continue to pad his pockets. And management is spewing the executive BS line saying that none of us are in sales to underachieve and how we should be motivated by the upside. More BS. There will be a lot of people leaving, which is their goal with this plan. Well done MD and schmedium-size t-shirt wearing JC.

Just sharing an internal perspective for anyone wondering why Proofpoint roles are constantly advertised.

In my time there, I’ve seen multiple small teams (single-digit to low-teens headcount) experience significant churn — in some cases 5–6 people leaving or moving internally within a single year. These aren’t large departments, so the turnover is very noticeable.

Over a few related teams in the same function, the overall headcount might look stable (around 20–25 people), but the individuals filling those seats change frequently. There tends to be a small long-standing core, with the majority rotating in and out.

A few years ago, retention was something teams genuinely took pride in. Today, there are very few people left with long tenure, and entire teams can look unrecognisable after a short period of time.

From what I’ve observed, many new hires decide fairly quickly whether the environment is sustainable for them. Morale issues are noticeable, and employee wellbeing has been a recurring concern internally, without much visible follow-up.

There’s also been a strong push toward AI-driven tooling for productivity and quality measurement — including how case updates and communications are evaluated. Some people may find this helpful, but others experience it as constant monitoring tied closely to performance metrics.

To be clear, this isn’t unique to Proofpoint — much of the tech industry is heading in this direction. That said, it can take a real toll if you value autonomy and long-term stability.

If you’re looking for a stepping-stone role and a strong name on your CV, Proofpoint can serve that purpose. But I’d strongly recommend going in with open eyes and realistic expectations about turnover, pressure, and culture.

How large corporations (purely hypothetically, of course…) elegantly sidestep WARN Act Requirements with the grace of a tax‑optimized ballerina.

Dear Valued Human Capital Unit,

As part of our ongoing commitment to Transparency™, Integrity™, and ***Doing Whatever Minimizes Our Regulatory Exposure™, we’d like to explain how the WARN Act works — and how we, as a forward‑thinking enterprise, heroically avoid triggering it.
“We Value Transparency — Which Is Why We Carefully Avoid Situations That Require It.”
Because nothing says transparency like never triggering a legal obligation to be transparent.

What the WARN Act Actually Says
The WARN Act requires companies to give advance notice before big layoffs:
- Federal WARN: 60 days
- New York WARN: 90 days (because New York likes to go big)

A “mass layoff” is triggered when a company lets go of a certain number of employees in a short window.
In other words:
If we fire too many of you at once, we have to tell you in advance.
And we can’t have that.
“We Care Deeply About Our People.”
Just not enough to notify them 60–90 days in advance.

How Even the Most Admired Companies Gracefully Avoid WARN Requirements

Below is our Strategic Workforce Optimization Playbook™, designed to ensure that no WARN notice ever darkens your inbox.

1. The “Rolling Layoff” Ballet
Why lay off 250 people at once when you can lay off:

• 20 this week
• 20 next week
• 20 the week after (and so on... and so on...)
  Each batch is too small to trigger WARN.
  It’s like slicing a pizza into 64 pieces so you can claim you “barely ate anything.”
  “If We Fire You in Small Enough Groups, It Doesn’t Count.”
  It’s not a mass layoff — it’s a series of unfortunate Tuesdays! :(
  “We Believe in Right‑Sizing.”
  And, just like our P-O-M model, right‑sizing is always easier when done in small, WARN‑free batches.

2. Performance Recalibration™ (formerly known as “forced ratings”)
If we classify your departure as “performance‑related,” it magically stops being a layoff.
This is why your rating went from “Exceeds Expectations” to “Needs Immediate Adult Supervision” overnight.
It’s not personal.
It’s math.
“Your Performance Didn’t Drop — Our Need to Avoid WARN Spiked.”
Funny how that works.

3. Voluntary‑Involuntary Resignation™
We gently encourage you to resign by offering:

• A severance package
• A relocation to a city you’ve never heard of
• A return‑to‑office mandate >1,200 miles from your home
• A performance plan written by someone who’s never met you
  If you resign, it doesn’t count as a layoff.
  If it doesn’t count as a layoff, we don’t owe WARN notice.
  If we don’t owe WARN notice, we can continue “right‑sizing” with stealth‑mode efficiency.
  “We’re Committed to Supporting You… As You Exit the Organization Voluntarily.”
  Voluntary exits = no WARN.
  And we love, love Voluntary Resignations.”
  Especially the ones we engineered. (wink, wink, cha-ching, heart emoji)

4. Attrition‑By‑Policy™
We don’t lay you off.
We simply:

• Close your site
• Move your job offshore
• Change your job title
• Change your job responsibilities
• Change your job location
• Change your job existence
  If you leave because your job evaporated, that’s “voluntary attrition,” not a layoff.
  WARN Act avoided.
  Mission accomplished.

5. The Magical 89‑Day Window
New York WARN triggers at 90 days.
So if we restructure every 89 days, we’re not “avoiding the law.”
We’re “maximizing operational cadence.”
“We Believe in Transparency… After the Fact.”
Usually when your badge stops working.

6. The “We’re Not Laying You Off, We’re Transforming You” Strategy
We don’t eliminate your job.
We digitally liberate it.
If an AI model replaces you, that’s not a layoff.
That’s innovation.
And innovation is exempt from WARN.
(Spiritually, if not legally.)
“AI Isn’t Taking Your Job. We Are. AI Just Makes It Look Cleaner.”
And cheaper. And faster. And WARN‑free.

NOW REMIND US WHY COMPANIES DO THIS

Because WARN notices are:

• Public
• Reported to the state
• Reported to local officials
• Picked up by the media
• Bad for investor optics
• Bad for recruiting
• Bad for executive bonus season

So instead of issuing a WARN notice, we simply:

• Restructure
• Recalibrate
• Rebalance
• Re‑optimize
• Re‑imagine
• Re‑locate
• Re‑assign
• Re‑categorize
• Re‑classify
• Re‑brand layoffs as “career transitions”

Final Message

We hope this clarifies why you will never receive a WARN notice here:
We don’t do layoffs. We Just Make Staying Impossible.”
RTO policy violations, relocations, reorgs, PIPS, terminations of work from home associates — pick your poison.
We do “strategic workforce evolution.”
We evolve our workforce thoughtfully to meet future challenges.
(Translation: We avoided WARN, but you can’t prove it.)
And if that evolution happens to reduce your employment status to “former,” please know:
It’s not you.
It’s the tax code.

For every one part time hire belk is loosing five part time associates

For every one full time hire belk is loosing three full time associate/key holder/lead

For every one manager hire belk is loosing two managers

Most of the layoffs are not in the big rounds, but are happening in small, quiet batches. Combine that with demotions and people quitting, and we've lost so many without any fanfare. The total number of people gone has to be massive. It's a coward's way to downsize.

Saw the CEO of Nuvia left qualcomm and some other leavers from Qualcomm. Wonder what is going on. Leaving to found something else or layoffs/forced exits.

How many people have already left because of the return to office push?

Since that seems to be the goal. I wonder if it worked as intended, or if people, given the job market, are just trying hard to accommodate. I'm in the latter group. RTO is needlessly time-consuming, expensive, and it’s hard to see any reasonable explanation beyond pressuring people to quit. Coming into the office has made me less efficient, and nobody on my team is even nearby anyway. I’ve decided to go along with it for now while I look for another job. In this game of chicken, I'll let them be forced to lay me off. After so many years, I'm not leaving without a severance.

anyone else been put on a PIP recently? I had a meet expectations for end of year stuff but had a suspicious meeting with my sup about goals and a doc of improvements and now think its weird that happened. it wasn't us talking about goals. talked to someone else from another team and they had a similar experience but had a needs improvement end of year review. neither of us got anything from HR but maybe we shouldn't expect an email at this point.

This seems like a clear pattern and a major problem, doesn't it?

There's is around 22k BNY employees in India and 23k in US... The former is increasing while latter decreasing...

15 percent of high performers across all band levels are be rated as low performers to reduce bonus pay outs. This is the next move on attrition. Next steps may be pips and subsequent layoffs. You would think a company as large as IBM would be able to handle this differently. Hopefully people who know they are high performers that get a low performance review know this has nothing to do with them and everything to do with the dysfunctional management team at IBM.

I do believe HC is essentially in trouble. With 2027 projected MA revenue change of 0.09% which indirectly affects 2026 projections, projected further MA membership attrition (up to 3 million), HC will inevitably shrink.

“They’re choosing profitability over membership in certain books (expecting membership attrition as they reprice / exit margin-dilutive segments).” Basically dropping millions of members where they’re supposedly losing money. It doesn’t look good at all.

The old rule of laying off the newest people with least experience first seems to be gone. Completely vanished. These days, tenure makes you a target. The longer you've been with Dell, the higher a chance of being laid off. If that isn't messed up, I don't know what is.

Lots of people are heading for the exits and I get it. I'd leave too if I could find a similar paying job. Anyone know where they're landing? I need some leads.

Looks like several advisors and a portfolio manager in Atlanta left TIAA. I thought wealth management was their bread and butter

URA solution worse than the problem....

Why stack rank across an individual team? It's myopic. If a team only has high performers and you're forced to cut by dishonestly ranking three reports as "least effective", then what's the point? Those reports may be (relatively) ranked as "exceeds" on a different team that has much lower performing reports that aren't ranked "least effective". Plus what if the cause of actual "performance issues" is their manager and their leadership instead of those reporting? Ding ding!

Targeted Attrition: The goal is for managers to ensure a certain percentage of employees (often cited as 6%) leave, known as "unregretted" because the company does not regret their departure.

Focus & PIPs: Employees deemed part of the URA quota are often placed on Performance Improvement Plans (PIPs) or a program called "Focus," which acts as a precursor to forced resignation or termination.

Managerial Pressure: Managers are expected to meet these targets, and if they fall short in one year, they may be forced to make up the difference in the next.

"Quiet Firing" Tactics: Reports indicate that employees may be encouraged to find other jobs or be subject to "silent sacking" to avoid the negative publicity of layoffs and, in some cases, severance costs.

Cultural Impact: This system has been criticized for fostering a high-pressure, fearful environment where employees feel pressured to leave even if they are solid performers.

Guys have you ever been in a workplace where all the original coworkers have left and you are the only one who remembers season one like a walking histroy???
now it feels like season four with new charactors and wierd energy and everyone asks questions you learned in colege years ago??
inside jokes are gone group chats vanished and the one co worker who made it tolerable was written off and i definately felt it!!
So you stand there smiling while new hires are enthuastic and say they love it here even though it was better before the reboot!!!

you keep doing the job you know where everything is how things really work and no one asked for that so you just watch them learn the hard way and never recieve credit...
it feels odd to be the last extra who survived too many seasons here for the paychek and thier stories..

If you see me quiet at work i am not anti social i am mourning the original cast?!
.... season one was elite and season four is just showing up for the check.

We are carrying excess headcount in Wealth and Brokerage SLs/GCLs. They are largely unproductive, with their primary 'output' being pointless PowerPoints for internal forums that achieve nothing. Their grades are inflated and must be cut to a Grade 7 level

Citi’s stated goal of reducing headcount from roughly 240,000 in 2022 to about 180,000 by 2026 cannot be reconciled with the headline figure of ~20,000 layoffs. Even allowing for normal attrition and divestitures, the numbers imply that a far larger reduction is occurring off-headline—through hiring freezes, role eliminations via restructuring, automation, and business exits—suggesting the “20,000” figure significantly understates the true scale of workforce contraction.

This is crazy 25% of my team on OT was wiped out. Even offshore employees were let go. I'm guessing they will be replaced by bottom of the barrel contractors.

How id everyone else's team doing?

One of the long standing and influential APAC VP in Taiwan for Test left Qualcomm recently. Not sure if she was fired or she left this bs