#culture

The bodies are there but the people aren't. Hundreds have already left in their heads. We do the minimum, watch the clock, and wait for the day we can physically leave too. Schwab did this to itself.

You ask three people the same question and get three different answers. All of them sound confident too. So it turns into a game of eeny, meeny, miny, moe to decide what to do. And if you get the wrong one, guess whose fault it is? This whole place has turned into one big joke.

I know this is not layoffs related, but it's been bugging more and more since it's slowing me down and it might affect my future here. We send out docs ahead of time for every single meeting, but it’s obvious no one reads them. Then the meeting turns into reading the doc out loud and re-explaining everything. I don’t understand why we even bother sending materials in advance at this point. It's slowing down the meeting, everything takes longer, and I have less time to do my actual job. How hard is it to get to a meeting prepared??

Morale at Cherry Point feels like it’s at a historic low. What was once considered a standout site in the Pacific Northwest, known for its strong culture and sense of family, feels very different today.

Many employees feel disconnected from leadership, and recent organizational changes have made the refinery feel unfamiliar to those who have been here for years. There’s a growing perception that leadership is not fully engaged with the workforce or the site’s legacy culture.

Recent safety concerns have only amplified these feelings. Employees want to feel heard, valued, and safe—and right now, there’s a noticeable gap between leadership decisions and workforce sentiment.

Cherry Point has always had the potential to be exceptional. The hope is that leadership will re-engage with the people on the ground and work to rebuild the trust and culture that once made this site so strong.

If you currently work here or have worked here recently, I’d be genuinely interested in hearing about your experience. Is this something others are seeing as well?

Been thinking about this a lot lately. Going back to four days a week in the office with the open plan unassigned seating (HMP) has definitely brought some good energy. You run into folks from different teams, have those quick real-time conversations, and get problems solved faster than the endless email chains we had before. Its helped cut down on friction and made collaboration feel smoother.

That said, I keep noticing how our field teams run on a solid 5-day rhythm and it shows in their consistency and momentum. Maybe bringing the office side to a full 5 days could line everything up even better across the company. Wrapping the week strong with everyone in on Friday, plus the occasional half-day on Saturday when it makes sense, might give us that extra edge to stay ahead of the competition and feel more like one-team.

Chevrons culture already feels special, and pushing a bit more on the in-office side could make it even stronger. Its one of the reasons Im still optimistic about sticking around long-term.

Anyone else seeing similar things? Especially curious how the current 4-day setup is landing for field and ops folks. Are you noticing quicker decisions or better handoffs, or do you think more consistent office time would help?

More ad campaigns with exclusionary b.s.

Hot. Mess.

Wow. Just ... WOW.

I came here excited about the work. I was full of ideas and wanting to make things better. Open Text took all of that from me. They don't cultivate innovation. They don't even pretend to. Any new idea gets met with bureaucracy, indifference, or outright hostility. And the toxicity, the constant politics and fear and backstabbing, it leaches into you. I noticed my creativity slipping away. First the big ideas stopped coming, then the small ones, and now I don't even try. If you're still new here, get out before you become as disillusioned as me.

So many posts about EIA snub and no recognition highlighting individual accomplishments with EIA.

An EIA IMHO stands for excelling individual, yet if you win something and instead just receive "great job team" it tells you how Chennai connection or being in Bangalore-ham is what will make you be recognized.

A person with 5 yr anniversary gets all the accolades while the one who is celebrating 10 yr anniversary doesn't get nothing, coz they're not from the same region.

This culture is what drives toxic corporate politics in every team I have been part of since 6 years.

Anyone attend this past week? Really fun times. The executives are all so nice. I got to get a picture with Charlie he’s a super great guy. Informative info as well.

A senior manager recently left the company not because they were looking for a better position but they started looking for a better position when it was explained to them that it was better to have power point slides that showed everything was on target and budget and with green checkmarks than telling the truth.

The senior manger was working on some key project(s) that was integrating legacy systems between Xerox and Lexmark.


These are the type of leaders that we need to move forward with a healthy balance sheets — the ones that will speak truth to leadership but we have a leadership that isn’t interested in hearing and sharing up to the VP and EC levels.

It’s our lost as a company that this Senior Manager left. Hopefully this manager leaving will be a warning sign to leadership but somehow I doubt it.

This is the worst area to work in. The Directors are incompetent, treat their managers and direct reports with total disrespect under JS. Some of the Directors talk behind their direct reports back to other departments, accuse them falsely and are tanking their business lines. I heard the switch of Directors to other business lines is not going well and team members are aborting as fast as they can. Executives do not listen to team members who have been in PI working in this line of business for many years and are allowing incompetent Directors to mismanage teams and bully them. It’s awful what is happening in CCA(Complex Clinical Audit).

Truly fascinating how some people are able to identify every problem in the company with surgical precision, yet somehow remain here…contributing to all of them.

If we ever bottled the energy spent on complaining, predicting layoffs, and re-litigating leadership decisions from behind a keyboard, we’d probably solve margin pressure overnight.

It’s impressive really, how “culture” is always something management breaks, never something we all participate in.

And the confidence required to critique leadership while never having led anything beyond a Slack thread debate is honestly elite-level consistency.

At some point, you have to wonder if the issue isn’t the company…but the subscription.

Anyway, if all that energy got rotated into literally anything productive, $NKE would be at ATHs just off vibes alone

Highway to He-l by AC/DC

TLDR: It’s not one problem. It’s a broken culture, recycled leadership, slow everything, and no real accountability. Nothing changes until the people at the top do.

It’s the culture. It’s the nepotism. It’s the same insular leadership group playing musical chairs and calling it progress. Your reward for poor performance is getting moved to run another department.

It’s the fact that half the people on campus on any given day are contractors. It’s hard to build anything real when so much of the workforce is temporary and disconnected.

It’s us still working like it’s 2006 while most of corporate America is in 2026. Outdated systems, outdated processes, and no urgency to fix them. Ten year “transformations” that take one year at any competent company.

It’s the consultants who latch on and never leave. Endless decks, endless frameworks, no real accountability. Just more layers between the problem and anyone willing to actually solve it.

It’s a tech org that still acts surprised that global talent exists. It’s marketing that talks about the consumer like it only fits into narrow boxes instead of understanding how broad the audience actually is.

Too many people with “creative” in their title, not enough actual creative thinking. Safe ideas, recycled ideas, nothing that really pushes.

And all these posts about going back to some golden age miss the point. Those same problems existed back then. People just didn’t care as much because the company was winning and everyone had a job. The s-xism, the favoritism, all of it was there. It just got ignored. Then the company tried to correct course with DEI but a lot of that turned into people taking care of their own under a different label. Still no one said anything. Not really. Not until layoffs started hitting.

There is no course correcting this with the same people making the same decisions. It needs new leadership and a genuinely fresh perspective. That’s not impossible. Look at Abercrombie, Gap, Levi’s. Even Adidas managed to steady itself after the Kanye mess in a couple of years.

Culture starts at the top. Always has.

Toxic boss believes no one can look good besides the toxic boss.

So last July I was in SIU and got forced, with a two day notice, to move to Fire Claims. It took me 15 years to get to SIU, enjoyed my job and got good level 3 & 4 ratings. I do not have any fire claims experience. I absolutely loathe Fire claims and miserable every day. This place is a total sh-t hole! So our SM was in our huddle this week and basically said we are overstaffed in certain areas in Fire claims and we should expect some changes coming soon. Going to need less people...also there will be no new hiring in 2026! I've only been out of training now for 8 months and basically what they are trying to do is fire anyone and everyone due to overstaffing. This really is a complete and total evil clueless company! Stay away and go find something else to do!

Such a waste of time. The only measurable outcome is my rising blood pressure.

It’s convenient to blame engineers at every level, but management seems to operate in a different accountability universe—one where failure has no real consequences.
At the LL6, LL5 level and above, you see the same pattern of weak, indecisive leadership repeating the same mistakes quarter after quarter. There’s little ownership, no urgency to correct course, and no visible standard for performance. Yet the paychecks keep coming, funding comfortable lifestyles that appear completely detached from the results they deliver.
What’s worse is the revolving door. Ineffective managers get swapped out, only to be replaced by equally ineffective ones. Nothing improves because the system itself tolerates—and even rewards—mediocrity. It’s not just an individual failure; it’s structural.
At that point, calling it a product-driven organization feels dishonest. It looks far more like a closed circle protecting itself—an insular social club that talks strategy but consistently fails to execute anything of real substance.

How hard they are trying to find people to get rid of. Multiple ways of tracking the same work, how often you're moving the mouse, clicking, and typing. Whether your work can be replaced by a push-button workflow.

Capitalism is showing just how ruthless it truly is.

Remember, at the end of the day everyone is replaceable. Never think you aren't. Don't ever work harder than you think you should. Just get your work done, go home be with family , take care of your health before any damn job. Sometimes less is more.

I recently resigned because my lit job started to feel like I was at Allstate or Geico. Upper management micromanaging has reared their ugly head and begun making life miserable. I wonder how much worse it will get

If you sent a job to the Total Remuneration department to be graded and the job description included "data entry" the job would most certainly come back with a low non exempt pay grade. But that is what the refineries have engineers doing, data entry. When drawings and equipment databases need to be updated, the process if for the highest paid and highest skilled people to sit at a computer and do tedious data entry instead of handing this off to staff. This is just stupid. And to add insult to injury, there is no org wide initiative to entertain work process improvement opportunities. If we raise this as an opportunity, there is no mechanism to hear it or act upon it. This breeds mediocrity. Let the engineers do engineering work and project management, and hand off the lower level work to cheaper employees. What are we doing here? How about you go back in the wayback machine and read Tom Peters instead of worrying about the cost of coffee and copy paper.

Got flagged for occasional coffee badging. They must be monitoring the cameras. Any others?

RYAM held a company wide meeting on Wednesday April 15th titled “RYAM Uplift” with goal of uplifting employees hearts and minds. The meeting quickly jumped off the rails when it was clear that leadership had no plans on actually taking questions via the provided Slido app. Employees grew concerned over the poor leadership under former CEO DeLyle Bloomquist who was outwardly hostile to employees on numerous occasions. Questions around the third in a string of fires at RYAM largest facility in Jesup, GA was a hot topic as it impacted spending coming out of their annual outage. Overall sentiment among employees is that leadership is out of touch with employees at the plant levels.

Conway management threatening employees with handling if the don't get ridiculous yard repair number. Being told to replace parts unnecessarily just to hit the numbers. Any other locations pushing this? AAR/FRA?

Nike stock up 40 cents today. Adidas stock up over 3 dollars today.
Every leader should be embarrassed as they take months to fumble another layoff execution.
Fing ridiculous…..
Tech is a joke.
3soles not cutting it….

Do you remember when we were sent a book by ibram x kendi and ask to read it. And we had DEI meetings discussing pronouns and such? What a bunch of garbage that was.

Over the past few years, I’ve noticed a consistent pattern: when full-time employees in my role leave, they’re almost always replaced with contractors rather than new permanent hires. That shift feels telling. It suggests that Truist may no longer see this position as a long-term investment, instead opting for the lower cost and reduced obligations that come with contract workers. No benefits, no paid time off, and a built-in exit after a fixed term.

This wasn’t always the case. Historically, Truist staffed this role with full-time employees, which reflected a different level of commitment. What makes the change even more striking is that a closely related job family within the same organization continues to be filled exclusively with permanent hires. The contrast highlights a clear shift in priorities: one job family appears to be viewed as strategically important for the long term, while the other, despite having the same pay grades, is treated as more temporary or expendable.

Could Elcio have been more of a condescending a-s? I am just so done with him, he doesn’t listen. He is completely tone deaf. Anyone else?

Our Q1 earnings call opened with its usual corporate shine: revenue up, efficiency up, and the stock price climbing like it had somewhere far better to be. But when the discussion turned to employee merit increases, the mood darkened faster than a server outage on payroll day.

Executives praised their “disciplined approach to compensation,” which employees on TheLayoff.com immediately translated as: “Your raise will be so small it can be expressed in decimal places.”

Associates reported merit bumps between 0.00% and 1.00%, the kind of increase that doesn’t meaningfully change anyone’s paycheck—or mood.

Meanwhile, the Executive Committee’s compensation disclosures told a very different story—one written in double digit percentages. As one commenter put it: “Our single digit raises must be the secret engine powering the double-digit growth in the stock price… and the even bigger growth in the CEO’s bonus.”

Consider RV’s 2025 total annual compensation of $83.5 million USD is roughly equivalent to the annual earnings of about 17,000 average workers in Pune, India. Interestingly, according to company sources, BNY India operations currently employ 7,000+ people across Pune and Chennai.

The CFO’s package drew similar reactions: “My raise couldn’t cover a tank of gas. His could fund all the lost tolls for ships transiting the Strait of Hormuz.”

Employees joked that BNY had perfected a new economic model: Shrink employee raises + Inflate margins = Celebrate the ‘efficiency gains’ with ginormous executive compensation packages.

By the end of the call, the stock was soaring, the executives were glowing, and associates were refreshing TheLayoff.com to see who got “realigned” next in the daily crusade for cost-efficient chaos.

A flawless quarter. KPI’s say one thing while non-digital human associates say something very differently.

I thought we had great working relationships with some brilliant ex-colleagues, but I’ve been cut off after they left the company. It hurts more than I’d like to admit, and it’s happening more often. I genuinely value those people and would really like to work with them again. Why does it happen? I want to keep the relationship but they don’t.

Looking at the number of likes there is a high visit rates

Never seen an entire organization all check out at the same time in my career like this. Nobody has confidence in leadership and I would estimate over 80% of people are looking for new jobs. Even new hires are skeptical, turn over the leadership team before it’s too late.

I am paying nearly 30% more for my commute every week, and that’s in my econobox of a ten year old Toyota. I asked my boss if I could WFH one or two days a week. His response was su-k it up, “You don’t hear the people driving those 4WD trucks and SUVs complaining, do you?”

The position is being described as “an amazing opportunity” in a “winning company”

The reality is you will be working at a store in a dead mall from the 1970s.

A mall parking lot with creators in it that can swallow your car

A store full of mold and rodents

A skeleton crew of employees

The year Chevron made the most money and the employees made nothing more for their work. Chevron on track for another record year and another middle finger to the hard workers who decided to stay. 100+ people that I know are ready to walk. Take care of your people or you will find out we can fu-k you harder.

The situation at Verizon perfectly encapsulates a bitter reality of the corporate ecosystem: when leadership miscalculates, the workforce absorbs the shock.

The executives who championed the failed pricing strategies of the past are rarely the ones standing in the unemployment line. Instead, the everyday workers pay the price for those executive missteps so that the institutional investors can recoup their money.

​Schulman’s strategy may very well succeed in bouncing Verizon's stock price back to a respectable valuation. The math might start working again.

But what the brand truly stands for when its financial resurrection requires the systematic dismantling of its own culture and the displacement of the very people who trusted the company with their careers.

It is a financial victory achieved through a human loss.

Has anyone noticed that this business excellence BS is just another flavor of the month initiative that literally teaches us nothing new. Old concepts that have been around for an eternity such as DMAIC , 5whys, 6 sigma concepts wrapped with a different bow and labeled business excellence. What’s even more disturbing is the amount of directors , senior directors and vp level that have been hired to run this gimmick around the world . No wonder the company is falling apart .. no wonder our stock is tanking .. poor leadership, poor director, bad culture and lack of execution. When the entire c suite runs out it’s more than a red flag it’s a burning flag .. penny pinch the poor little guys and the manufacturing sites.. choke them to death with your kaizen nonsense and keep streamlining processes to death until quality is non existent and complaints begin to skyrocket and patients die with our products oh wait that already happened.. complaints started to climb up thanks to the cut cut cut cut cut to maximize gross profit. Tom get out and take all the incompetent leaders with you cause there are lots of them. Also take the business excellence “plants” with you they add no value and they’re costing u a lot. I suppose u had to give big titles to show Wall Street u mean business when it comes to maximizing gross profit and shareholder value? What a sad story.

In my time with the firm, there’s been a real shift in leadership in my organization.

The current group of MDs doesn’t have the same tenure or approach, and the environment shows it. The previous group wasn’t perfect, but there was a baseline level of professionalism and respect.

With this leadership team, a lot is visible about how they operate, and it’s not what you’d expect from people in those roles. It’s hard to take them seriously or have much respect for them, whether they realize it or care.

The current team of MDs has no accountability for unacceptable behavior, yet they decide everyone else’s future while not being held to the same standard.

Everyone sees it, but posts like this may be the only form of accountability for those at the top

They barely bothered finding a new name..

Qualcomm buys NUVIA, they get bored by how this company works, they create a new company that QC will have to buy in a few years to get competitive again. That says a lot…

https://www.tomshardware.com/pc-components/cpus/legendary-qualcomm-apple-and-nuvia-alumni-form-new-cpu-startup-nuvacore-promises-to-rewrite-the-rules-of-silicon