#culture

Zayo signed a major contract with Mastec. Lord help us.

What's the latest ?

The CEO with the worst presenting skills and personality ever is off. Apparently he leaves us in a position of strength…..

Every day, associates at BNY Mellon share raw, unfiltered feedback on TheLayoff.com—concerns about ongoing job cuts, shrinking mobility opportunities, and a workplace culture that feels increasingly uncertain. What’s striking isn’t just the volume of comments, but the silence that follows. People are asking whether Executive Leadership genuinely cares about what employees are experiencing or whether these voices are simply being ignored.

The Executive Committee has chosen not to acknowledge the discussions happening across these forums, and that silence speaks loudly. Associates want transparency. They want accountability. They want leadership to show that they understand the human impact behind restructuring decisions. Instead, the absence of communication creates more anxiety, more speculation, and more distrust.

So here’s the question for Executive Management and the broader community: If thousands of employees are expressing the same concerns, why is leadership staying quiet? Silence may be a strategy, but it’s not stewardship. It’s not engagement. And it’s not what a global workforce deserves.

It’s time for leadership to step forward, listen openly, and respond honestly. Employees aren’t asking for perfection—they’re asking for acknowledgment.

I am submitting my VSP today. Nobody is doing anything...leadership out constantly... its joe over. I might be on a generational run right now though... I was lucky and have a final interview for role outside of healthcare... I wont get into the specifics, but I do feel very confident based on all available information, and conversations with the hiring manager. No, its not iron clad, but its enough for me to take the leap and leave. Since I haven't had a bonus the entire time I have worked here.... the VSP would be nice. However, they really don't want anyone to actually be able to take it though. It takes a very particular situation to benefit from the VSP based on all of the restrictions. There is nothing HUMAN about executive's behavior. The lies. The condescending rhetoric. The "transformations." Its bogus and I am over it. I wish everyone the best of luck, truly.

What ID10T thought product name up? Glad I finally said it.

Out as President of the Cigna group.

GOOD RIDDANCE!!!!

McKinsey is the devil and Jonathan Riguad is their Dutch plug. They are the epitome of if GPS told them to turn right into a lake they are surely drowning. Abysmal

Is anyone else questioning the legitimacy of things we've been told about the VSP or our future here? I mean, with all the intentional ambiguity and gaslighting, I don't trust anything or anyone anymore.

What's up with the disclaimer in the offers that says "this is an estimate and can change"? How would it change? Hopefully, people aren't making decisions based on the numbers provided, only to find a significant gap when the money is dispersed.

Ya Feckin Eejits (and you’re still so gullible).

He does not care.

Why the F do we have a Chief Growth and success officer?

We're so top heavy its laughable now

What an embarassing situation for them.

At DXC, "synergy" isn't just a buzzword—it's a religion practiced by middle managers who haven't approved a single decision since 2019 without first escalating it to a steering committee, which then escalates it to a governance board, which schedules a follow-up to discuss whether a meeting is needed.

The performance bell curve is so aggressively steep it's basically a cliff face. Somewhere around the 99.9th percentile, perfectly balanced on the summit, sit exactly two people: the CEO and whichever golden-boy lieutenant he's decided is "strategically essential," each pocketing a multi-million-pound pay bump for vision and leadership the rest of the org has never personally witnessed. Everyone else is distributed along the rest of the curve like sediment, fighting over a 1.8% pool increase and a "thank you for your resilience" email.

The org chart resembles a conspiracy theory corkboard: red string everywhere, nobody quite sure who owns anything, and at least three VPs with "Transformation" in their title who have personally transformed nothing except the breakroom coffee machine, replaced with a worse one to save 4% on facilities spend — savings presumably redirected straight into the summit-dwellers' bonus pool.

Project deadlines run on a unique temporal model where "Q3 delivery" means "Q3 of an unspecified future year," and the only thing that ships on time is the all-hands email reminding everyone "we are one team," sent forty-five minutes after a quiet round of layoffs nobody mentions out loud.

Ask anyone what DXC actually does and you'll get a 20-minute answer involving "digital" and "transformation" that explains nothing, followed by a sigh, followed by them asking if you know of any open roles elsewhere — preferably ones with a flatter curve.

Is it based on your manager? Or is it a strict no-no?

DXC has all the energy of a company that accidentally put “innovation” on its PowerPoint template and has been trying to live up to it ever since. Every restructuring is announced like it’s the dawn of a bold new era, yet somehow the biggest breakthrough is discovering another department that can be renamed, outsourced, or merged into an acronym nobody understands. If corporate strategy were a game of Jenga, DXC would be the team proudly removing load-bearing blocks while assuring everyone the wobbling is actually “operational agility.” It’s the sort of place where “doing more with less” eventually becomes “doing less with absolutely nothing,” but somehow there’s still time for three meetings, four status reports, and a mandatory training module about embracing change.

Recent LinkedIn slop post by Mike Whitaker that perfectly explains why the Citi MDs that have no clue get the seats that they have:

“Nobody is going to manage your career for you.

I wish someone had told me that in 1980 when I walked into NatWest as a junior office worker.

Instead, I spent the first few years of my career believing that if I worked hard and kept my head down, the right people would notice. That the system would reward me. That someone, somewhere, was keeping track.

Nobody was keeping track.

Here's what I've learned across 45 years and thousands of careers watched, and developed:

The people who progress are not always the most talented...

They're the ones who:

→ Know exactly where they're heading and why
→ Build relationships before they need them
→ Move towards discomfort instead of away from it
→ Think two jobs ahead, not just one
→ Refuse to let their current expertise become their ceiling

The people who plateau are often the most capable people in the building. They're just waiting for someone to tap them on the shoulder.

That tap isn't coming.

I've sat in boardrooms where promotion decisions were made. I can tell you — the conversation is "who's ready?" And readiness is something you build deliberately. Nobody builds it for you.”

With everything that’s been happening lately, I’m finding myself wondering how candid I can or should truly be. I know the survey is presented as “confidential,” but I’m curious whether others feel comfortable giving completely honest feedback or if you’re holding back because of concerns about confidentiality or potential repercussions.

No judgment either way, I’m genuinely interested in how others are approaching it.

I’m curious what conversations are happening across the company. Have your leaders:

• Told you they expect your department to be relatively stable?
• Suggested your area could be significantly impacted?
• Discussed how workload, business need, or performance may factor into future decisions?
• Or are you getting little to no information?

It seems like communication varies dramatically depending on the department, and I’m interested in hearing others’ experiences.

The UK 🇬🇧 is looking like it’s going in the right direction. Share how KD affected your life at bp both the positive and the negative.

We have too many people between a task's start and its finish. Too many people get in the way of completing anything in a timely manner. I swear, it's almost Kafkaesque at this point. Removing several layers of middle management would improve the workflow immensely. Sadly, I know it's not going to happen.

What are they not telling us?

The orchestra has stopped. The music of reinvent is over, just 5 years after its terrible opening. Now, the cull of the rest of the reinventors who have hidden in the VP roles needs to complete this master opus.

With all the restructurings, layoffs, people leaving on their own, we've lost all the knowledgeable managers who cared about both their people and the company (and yes, it's possible). The ones we have left should be shown the door immediately and 3M should try really hard to bring some of those we lost back if this place is to improve in any way.

That genuinely seems to be the plan. I wish I was joking.

There's something I've noticed: a meeting starts, someone kicks it off with the generic "How's it going?", and the response is a crestfallen look, a deep breath, and "it's fine."

Nobody is okay anymore. Nobody is happy. Nobody is getting anything done.

We have no leadership, no support, and no idea where to go from here.

We can't go on like this.

Rolling out AI into servicenow when servicenow still has ongoing performance issues. Rolling out more and more rules and enforcing with a heavy hand when we don’t have enough associates to meet deadlines with the current rules.

I don’t know about you all but I’m so tired of having to prove what I do day in and out. I have been asked for accomplishments from this year on a couple of different occasions and for different audiences and I need to map them back to my goals. I also must do a formal documented development plan in workday.

I don’t know what they are being used for, probably to stack rank us and for conversations about our futures. Either way they have created this environment where every little thing makes a person feel like they need to prove and be thankful for a job. Last time I checked doing my job day to day sufficiently should be enough. I don’t know why I typed this. It’s feeling heavy today I guess.

I would imagine they used to hire bright people, has the push toward lowest cost left this company with nothing but bottom feeders and incompetence?

Look, we know you're monitoring this website. Shoot, it wouldn't be at all surprising if one of your VPs spent half the day refreshing this... or if you paid someone a Store Director's salary to do the same.

So, seriously, just between us: what's your plan?

We all have families, obligations... pets. We're doing our best to support our campuses, support our teams and continue our lives while you keep doing your best to make those things impossible.

So, again...what's your plan?

Asking for a friend.

How much are we expected to take? Month after month they continue to move the goal post. It’s nearly IMPOSSIBLE to make money if you’re in a sales role. Quotas continue to rise all because we are bleeding customers and that falls on the frontline. We continue to bust out a$$ just to get crapped on. The people setting these targets need a dose of reality. Put a tablet in their hand and see if they can do it. That would sure be a nice comedy show for us.

🤦‍♂️

coworker got laid off few months back and i had to absorb 100% of his workload and was thanked for being a team player and stepping up, now i get feedback on not being fast enough with that added workload. is this a strategy to push me out?

Does this even matter?

Also I'm curious does this survey go to all associates? Or does the manager select a few designated pets who take the survey (which doesn't seem accurate as I am far from a pet lol)

My manager despises me because I ask him tough questions instead of having a "yes sir" person

Seeing how the company has treated our peers that were let go, I can honestly say that I do not care about Verizon and I am at the Director level. Knowing I could be let go at any minute I encourage my teams to be just as indifferent as I am as they could be gone tomorrow too. We are all just here couting our days and cashing our checks while doing the bare minimum until it is our turn. This is the monster Verizon has created which is the vicious cycle that has led to the failure that Verizon is today.

The 8/1/25 email may end up being remembered as one of the most damaging leadership communications in AT&T’s history. Maybe even corporate world history. Not because of one quote, but because of the mindset behind it.

Employees said morale was declining, flexibility mattered, talent was leaving, and five-day RTO was making things worse. Instead of asking why so many people felt the same way, leadership explained why employees were wrong. Feedback was described as “more outliers than we’d like,” and employees were told there “might be a disconnect between you and your current professional choice.”

That response didn’t rebuild trust. It widened the gap between leadership and the workforce.

The issue was never just RTO. It was the message that came with it… when employee feedback conflicts with leadership’s narrative, the feedback not the strategy is what gets questioned.

You can mandate attendance. You can track presence. You can enforce compliance. But you can’t mandate trust, engagement, or belief in the direction of the company and that’s what Stinky is too boneheaded to understand.

Leadership is ultimately measured by results, whether people want to stay, whether top talent wants to join, and whether the company is moving in the right direction. Those are the questions that matter.

Stink is unfit to lead and should resign immediately.

Well, that's disappointing. Sincerely. Who pushed out next?

but instead of talking about the usual "diversity" bullsh-t, when will this company find a way to gain usage? Mainly any store allows google pay as a payment option, what about this company? Paypal is around way more years, why being stuck only in the ecommerce realm? I know they are trying their best to make it as shittier day by day but still...

HON Technologies is leaving behind “the future is what we make it” but keeping #Futureshapers….ok. I saw everyone in the office today diving into the new PowerPoint templates. Each slide looked like a bag of skittles. Very elementary. Would be appealing to my 3yr old. Maybe this is why we kept the standard red black gray and white. Cleaner. Professional. Limited options for thousands of employees to F it up. We are a legacy brand. Not a start up created in a college dorm room.

Brand portal. A lot of words. No one is reading that. Just give me a one pager. What do I need to know. What is our brand? I don’t have time to poke around the brand portal. I’m quadruple booked all day and have six deliverables due last week, and 3 customer meetings this week and my team of 8 is now a team of 3. Oh and MBR Monday, and ten sources to pull data from and scrape up some calculations to throw on a slide.

One pager. Ppt template, email signature. That’s pretty much all I need. Who cares about the rest? I’m not in marketing

HT crew what are your thoughts on day 1? Did you attend a launch “party”? I wish every townhall was like this? Oh wait. We have no money. Aerospace took it all.

I don't mean it'll go under any time soon, but there have been so many wrong moves in the past decade or so that I don't see a way to come out on top once again, no matter what's done. I just think Verizon has seen its best days and it'll always be downhill from now on.

People who take credit for things I did and then getting promoted based on it, managers who keep making false promises but never actually delivering on them, and cowardly managers who never bother to stand up for their people. I know for a fact this is not just my experience and the fact that it's happening to plenty others shows there's something deeply wrong with this place.