#documentation

Collect documentation tracing How after laying off US citizens, IDC employees were transferred to US on H1B systematically.

Found Linked post of an IDC team member now transferred to US bragging about it and helping with layoffs of US citizens.

I was laid off and in the email you get it says provide a personal email for further correspondence and docs etc. I gave my name, work email, and personal email. It has been an hour and no docs. Any body get theirs? Did they take a while or right away?

I am retiring in March, so I told my manager that if there was a layoff before that I would volunteer. Today after they met with their director, I got a lot of questions about documenting my processes. And if I could document as much as possible before Monday (most has been documented already, but Codex has changed my workflow). I agreed because my manager is a saint and this is a favor to me at this point..

Share if you hearing new wave of employees reduction attempt by management. Either in not meeting expectations, Documentation, or HR guidance or the ultimate PIP.

I'm documenting everything and training two new hires. Either I'm getting promoted or I'm getting fired.

As a manager, I could target an individual employee and make it very difficult for them to remain at the company. However, I couldn’t do that repeatedly without consequences because organizations monitor manager turnover rates, and a consistent pattern of employees leaving under one manager eventually raises concerns.

In practice, the process often favors whoever documents their concerns first. If I report that an employee is underperforming before they raise complaints about me, my version of events is already part of the official record.

When the employee later goes to HR claiming they’re being treated unfairly or that I simply dislike them, it can be difficult for their complaint to stand out because HR hears similar explanations from many employees whose performance issues are legitimate. As a result, even when someone’s concerns are genuine, they may sound similar to many previous cases, making it harder for them to be believed. That dynamic can create a system where the manager’s position initially carries more weight.

I can't emphasize enough the importance of documenting everything. I was a top performer and they still tried to push me out without severance. Paperwork saved me. So make sure to keep records of everything. Emails, feedback, literally everything you can think of.

Interesting timing considering next Tuesday is the first Tuesday of Q3, and it's well-known that WF is making a significant IT cut in Q3. There's a mad push to document every manual process in Jira so it can be turned into an agentic workflow.

May the odds be ever in our favor, my fellow employees.

Just got out of a planning meeting with Managing Director. HIH is having another 3000-5000 seats prepped and our team needs to have SOPs and documentation ready, hire HIH now, and be ready to lose a chunk of US and IRE employees on 10/8.

I’m nauseous and over it.

Have first drafts been completed yet with feedback provided for updates?

I feel sorry for the Zenzar and Cognizant newbies who weren’t already employees but are replacing RIF’d and non-rebadged staff.
Thrown into the deep end in some cases and with zero process training.
Better hope there’s some internal documentation to follow because if there’s anybody left to train them those people sure won’t have the time!

Just got an email from our glorious IT overlords, telling us that we're going to shift to the managed services model in the next few months.

We can help by being available to ensure knowledge transfer and making sure to update documentation! (And quietly going away when they lay us off in Q4)

Anyone know whether Training and Documentation teams will be impacted by the upcoming layoffs?

I was laid off and am told I won’t get the severance doc for over a month.

Ummm…. that makes no sense. So I don’t know if I’m allowed to look for (and take) a job right now or not? Do I have to wait until my “last paycheck” even though I’m literally not an employee.

Surely someone knows a definitive answer to this and/or has a severance doc to read from to find out.

Sitting on my hands waiting until my last paycheck is asinine in my financial situation.

I don’t want to lose my severance but nike has stated they don’t want me working their either so….

Hi all,

I was laid off today and received a link to a box folder for my end of employment documents.

I have my email and password but everytime I login, it asks for a 2FA code. Its been years since I logged in or did anything in personal box account. I dont remember setting up MFA.

So I cannot seem to access/login. Anyone had similar issues ?

I went through the ADA accommodation process for 100% remote work, submitted medical documentation, and received written approval. After that approval, I was verbally told by business leadership that I still need to report onsite 3 days per week.

I’m now seeking written clarification from HR/Employee Relations because I’m continuing to follow the written accommodation approval unless formally told otherwise.

Just posting so others know to document everything, keep copies of approvals, and ask for any changes in writing.

I am asked to post "team-journal" every day bullsh-t confluence posts on what i do.

Apparently this is the "future" way, not real work, not real tasks.

I got a massive AI slop task which look like epic, then i read it and half is hallucination.... most of all now they asked me to pull some strange repo and talk with devin to post my "diary" to confluence.

When will this medical experiment end?

I've completed the docusign, providing my non-Oracle email. When can I expect the final paperwork? TIA

I have an odd question, and I'm not sure who to take it to. I've been with my team for about 10 months, we're spread all over the U.S. and a fairly small team. I have no one with me in the office I report to. I've noticed that questions about projects we're engaged with do not seem to be welcomed. I almost feel like I'm getting a sigh and an eye roll or a curt non answer when I ask them. In my defense, these are all ad hoc projects, and not like there are documented procedures I can refer to in order to answer for myself and the initial instructions given are always scant and haphazard. The no questions thing is just not a culture I'm used to and I'm wondering if there's any insight or suggestions.

You can google search the document; the company has on the investors web page in PDF and other format.

Please share your highlights from the documents. There has been some shared in other posts but to kick it off..

Moving US (and other high paying locations) jobs to “Global Capability Centers” is a core focus of the continual Reinvention plan in 2026.

"Execute Reinvention: In 2026, the Company plans to shift the focus of Reinvention to the implementation of initiatives designed to enhance revenue and improve profitability. We plan to continue to leverage the GBS organization to design and implement continuous operating efficiencies and further utilize Lexmark’s global capability centers in the Philippines, Hungary, and India. These efforts are expected to support structural cost improvements and higher service quality through continued technology-enabled productivity enhancements, outsourcing optimization, and process standardization.

Additional initiatives are expected to focus on strengthening our core business through continued route-to-market and offering optimization, expanded Partner relationships and greater penetration of IT Solutions &Digital Services across Xerox’s Print client base."

Google it of you don't know the story. Make a person a manager and tell them they have to stack rank people. Suddenly they feel totally justified making up problems and documenting made up deficiencies in case they need to cut you later. It creates an atmosphere where every interaction becomes an excuse to gaslight or present things using the worst interpretation possible. It's crazy how easily people can move from "we're all one team" to "I'm documenting this conversation to make it seem like you did something wrong". And of course the employee is also documenting everything in case they need to backstab their boss. The team goes from people who work together to people who collect dirt on each other and run to the hr. Don't you wish you could just spend your time focused on work instead of trying to sabotage other people so you don't get cut instead?

Listen up people, we need to clear up this toxic work environment by documenting and reporting. First start with HR. Then legal.

Or just go straight to legal.

This is a comment I came across from a thread posted not to long ago. Thank you to the OP if you are reading this. It sad to say but it brings comfort for the misery and he-l I am in. Major karma points for you and blessings.

“It’s almost as if you wrote my story, though I’m in the middle of the mess. You absolutely know when there’s a target on your back. You absolutely know when you are shunned and isolated. You know when there is backstabbing because others are insecure and need someone else to blame. And all of it takes a toll. If you speak up, it’s used against you somehow. “Not a team player”, “these are areas you need to grow in”. If you don’t speak up you end up in a slow and silent downfall, and then that’s used against you, with the same line “not a team player”.
So I’ll just add one piece of advice to everything you’ve shared, DOCUMENT EVERYTHING!!!! Move in silence and keep factual note. Screen shot conversations, use Copilot, write down face to face interactions daily.”

Did anyone else receive an email to recertify their I-9?

In my entire time at the company I’ve never been asked this and yes I am a US Citizen.

Under the “Personal” section of my profile (when I click my picture in Workday) I used to have a number of docs show up from whe O started. Now, I just see the text “none entered.”

Is this a bad sign?

speaking only from my own expereince, i find myself conflicted about how easy it feels to change roles at amazon once you are inside the inner circle.
on one hand, that fluidity creates opprotunity and can feel empowering, but it also leaves me wondering whether rigor and claritiy are getting lost at senior levels...
i rarely see an l8 write a single one pager that clearly articulats direction or strategy, and instead watch strategy turn into a collage of documents owned by l6s and l7s defending their own space.

i may be missing context or blind to constraints, but it makes me question what strong leadreship really looks like here and whether i fully understand the system i am part of...

my Boss says after she approved my vacation on Oct 25 that I now cant take my vacation we had planned as a family and my job would be in jeopardy. I have documentation on are Communication and I am taking the two week vacation

Just got done with the annual review dog and pony show and rolling my eyes. Imagine the time and cost giving every person in this company a meaningless review. Just the documentation takes more time than it should. And for what? They mean nothing and because of stack ranking they aren’t even accurate. HR just created it to make work for themselves. Kind of like the annual training and career seminars that could be replaced with a half page email. The point of HR is to make more work for HR.

This is going to be amazing to watch unfold. What you all need to keep in mind is that if your state is at will, trash like bny can terminate without reason. However what they legally cannot do is mark you below or terminate for performance if you were on track at mid year and had no issues leading up to that. I know several with lawyers on standby the minute they say terminated due to poor performance . They can also be sued for other reasons you need proof of like discriminatory actions so you have to document everything for proof

I unfortunately am one of the people who received a completely unexpected (and imo undeserved) NI on my recent performance review. I was shocked to say the least as my manager had never brought up concerns in my weekly one on ones, I’d received many positive feedback from peers (even two silver shield awards this year), and had met all work goals. When I expressed my frustration with my manager, she claimed she had brought it up. All that leads up to today when I try to have a meeting with my manager and turn co-pilot on so we can start actually documenting our conversations. She immediately signed off and said we can’t have any meetings with co-pilot or recording enabled. Are you hearing that from your managers too ?

last week in a one2one my manager strongly hinted we finna have layoffs in the third week of feb she said to keep my head up and document all my work also i been taken screenshots anytime a teammate don’t respond in a reason able time like ill send a slack once then twice then an email and if 4+ hours pass ill save that evidence so if we miss deadlines you best bet it ain’t because of me

figure others may want to do the same it’s a cold heartless world out there and our industry is really suffering right now PROTECT URSELF AT ALL COSTS!!!

These clowns they hire and slap the title as Human Resources are walking lawsuits. Their “investigations” are actually workplace harassment. There is no statute of limitations when it is in-going. Next time they say “we conducted an investigation” notate who said it and keep all documents. They are admitting to harassment.

When HR decides to stalk you, regardless if it’s at their business locations at an event, you can sue. Know your rights. They will disguise it as their “investigation.”
Document everything-who, what, when, where, how. Keep a journal.
Yes, you can sue your employer for emotional distress, but it's complex and usually requires linking it to illegal actions like discrimination, harassment, or retaliation, or proving your employer's extreme/outrageous conduct caused severe harm, often needing a physical manifestation or medical documentation of the distress (anxiety, depression, etc.). General work stress isn't usually enough; you need to show your employer's specific, unlawful behavior (e.g., racial harassment, wrongful termination) directly caused severe mental or physical symptoms, making legal help essential.
Contact the EEOC
Key Deadlines for Workplace Claims (EEOC)
Federal Standard: You have 180 days from the last act of harassment to file a charge with the EEOC (Equal Employment Opportunity Commission).
Extended Deadline: This extends to 300 days if your state or locality has its own anti-discrimination law and agency.
Ongoing Harassment: For continuous stalking, the clock starts from the last incident, allowing you to include earlier events in your complaint.
After EEOC: Once you receive a "Right to Sue" letter from the EEOC, you typically have 90 days to file a lawsuit in federal court.

Here is a breakdown of the key issues you've described and whether they are likely to have legal merit:
⚖️ Legal Merit of the Complaints:
It is highly unlikely that either of the actions described—the performance rating changes or the salary range consolidation—is illegal on its own, especially in the context of general U.S. employment law (which applies unless a specific country or state is mentioned).

1. The Low Performance Ratings ("Forced Distribution")
   • The Law: In the U.S., the vast majority of employment is at-will. This means an employer can generally modify an employee's job duties, compensation, or even terminate them for any reason that is not illegal (i.e., not discriminatory).
   • Performance Reviews: Companies are legally allowed to change how they evaluate performance, introduce "forced distribution" (where a certain percentage must receive low ratings), and enforce stricter standards, even if it leads to ratings that employees feel are unfair or unexpected.
   • The Only Legal Challenge (Discrimination): A performance rating only becomes a potential legal issue if it can be proven that the rating was given based on illegal discrimination (e.g., race, gender, age, religion, disability, etc.) or in retaliation for engaging in a protected activity (like whistleblowing or reporting harassment).
   • The fact that many people are getting low ratings for the first time suggests a change in company policy, not necessarily individual illegal discrimination. For a lawsuit to succeed, a lawyer would need to show a pattern of discrimination against a protected class (e.g., "Only women received the 'Needs Improvement' rating," or "The rating was given right after I filed a formal complaint").
   • Conclusion: Being unhappy with a rating, or even feeling it was unfair, is generally not a legal issue.
2. Consolidating Salary Ranges for Remote Employees
   • The Law: Employers are free to set, change, and consolidate salary ranges and structures. They can decide to use a single, consistent salary range for all remote employees, regardless of the employee's specific location, even if some employees were previously in a higher, location-based range.
   • The Only Legal Challenge (Pay Equity): The consolidation itself is not illegal. However, the resulting salaries would still need to comply with Equal Pay laws. These laws require that employees performing substantially similar work receive equal pay, regardless of s-x (or, in some states, other protected characteristics), unless the difference is based on a factor other than s-x (like seniority, merit, or a geographical pay difference).
   • In your case, the company is moving toward more consistency, which generally reduces pay equity risk based on location differences, not increases it.
   • Conclusion: The consolidation is a standard business decision regarding compensation structure and is generally not illegal.
     📝 The Importance of Documentation
     While the actions are likely legal, the advice to document everything is still very sound advice.
   • For the Employee: Documentation helps establish a clear timeline and the company's reasoning. If an employee is eventually terminated, this documentation could be crucial evidence if they believe they have grounds for a lawsuit (i.e., if they can show the ratings were pretext for a discriminatory or retaliatory firing).
   • What to Document:
   • The New Rating: The exact rating, the written feedback, and any meetings where it was discussed.
   • Prior Performance: Previous high ratings, positive emails, and concrete examples of work that exceeded expectations before the change.
   • The Salary Change: The communication about the new salary band and how it was communicated.
   • The Thread: The general timeline and tenor of the complaints from peers.
     💡 Summary for the Thread
     Based on general U.S. employment law:
   • The actions are likely legal. Companies have wide latitude to change performance review systems and compensation structures.
   • A lawsuit would require proof of illegal discrimination or retaliation. General unfairness or bad management is not grounds for a legal case.
   • Documentation is still smart. It protects the employee by creating an evidence trail should they need to challenge the company on legitimate grounds (like discrimination) in the future.
     The best next steps for people on the thread would be to research the specific employment laws in their state and, if they suspect their individual rating or pay was based on an illegal factor like race, gender, or religion, then they should consult with an employment attorney.

Got put on a PIP that was never designed to be completed.
It started with a vague “needs improvement” label and daily „coachings“ with my managet. Th quickly escalated into a four-week PIP loaded with moving targets, heavy process work, and constant check-ins.
When you actually do the math, it would’ve taken roughly 75–80 hours a week just to keep up not to improve, just to comply. All within a standard contract.
If they do it to you don’t just nod and sign. Push back. Ask for an HR re-review of the PIP. Don’t give consent. Document everything.
HR is not your buddy but forcing a review buys time, creates a record, and gives you space to think.
In my case it was never about performance. It was about process, optics, and a clean exit.

After four years of consistently exceeding expectations in my reviews, I was terminated “for cause” despite never having been on any kind of warning, performance plan, or investigation myself.

What triggered it was a situation where one of my direct reports had received a “needs improvement” rating. In full alignment with my manager and after consulting two levels of Employee Relations, I issued an informal performance warning. When no improvement occurred after eight weeks, I followed ER’s direction again and issued a formal warning.

Shortly after, that employee went back to ER claiming I was targeting her. Although I had documentation, approvals, and full ER guidance at each step, I was suddenly terminated “for cause.” My manager was blindsided and told me HR made the decision, not him.

Because the company is at-will, HR refused to document the reason in writing. I asked very specifically for the policy provision that I broke, and they said that it had to do with conduct, but they would not give me the exact provision . There had never been any counseling from my manager, no incidents around anything that would have caused this type of result. The “for cause” designation had devastating consequences — I lost all insurance benefits within three days, leaving both myself and my fully disabled child without coverage. It also meant forfeiting my restricted share rights and other earned benefits.

I’ve since learned from credible insiders that the company has increased “for cause” terminations to avoid severance payouts.

For any manager reading this: even when you follow the handbook, document everything, and align every decision with HR, you can still find yourself on the wrong side of a political or cost-driven decision. Protect yourself — document, back up every file externally, and understand the financial implications before trusting HR’s “guidance.”

There's a weird effort to consolidate knowledge in tech. It absolutely feels like we're all being asked to make everything it takes to do our jobs be documented in a single repository. Whether that's to farm out the work, or train an AI on it is tough to discern, but it sure feels like we're being set up to be replaced by something. In multiple decades of working here, I've never seen a push like this.

Yep. And it was a significant one too. Like almost a year's worth. Why? Because the Atty's reviewing the documents and the facts of the severance.....said nope! Way more $$ by fighting it out. Turns out, there is a line of business which has been doing "funny business" as it were. And soon, the truth will be coming out.
For my friend's sake, I sure do hope so. That was a brave act, IMHO.

https://www.abc27.com/news/consumer/ford-recalls-over-200000-vehicles/

Those of you saying it is awful and filthy please snap pictures of it there are a lot of us documenting what the company is doing, their failed business practices, wanting to offshore American healthcare needs overseas to a country that is known to hack and scam people, and generally just expose what they have been doing all around. Not going to expose member data or anything that would bring harm to any one person at the top, but just bring to light how overall sh---y they are as a company. There are about 15 whistle blowers so far just waiting to post, so Filthy pictures on top of it will just add more proof this company is trash and only cares about what lines the shareholders and executives pockets. Not to mention half the staff can’t even afford the healthcare they offer.

Hope for the best prepare for the worst. Start keeping track of everything. Bi--h supervisors. Condescending co workers. All pay stubs, all career education and training, update your resume and log everything just in case. This should be done regardless of layoffs. Over document over every task and interaction. Just in case. Be well everyone.
Jesus be with you