#employeerelations

Are there any reports of AT&T reversing 'not rehire eligible' statuses for employees terminated by the presence system, given that management later acknowledged the system's flaws?Is there any one rehired?

Hello everyone ! I’m back and I hope you’re all happy and healthy including the negative ones that bad mouth Medtronic.. lol It’s been 4 mos since I got riffed since May 5th and I I’m living the dream but I have to admit I left my heart in Medtronic..I did not have a high paying job or position but honestly I was happy. The only drawback that I hated was getting up at 5 but nevertheless i had a great job with some of the best people I will ever meet in my lifetime. I think that was the best part of my job to be honest with you. They always helped me see the good in everything no matter how bad it was . I would have never known this if i had never worked there . You can call me whatever you want , bootlicker and such but in your face I’m one proud one right here . And if given the chance I would take my job again in a heartbeat . God bless Medtronic❤️

We need their present here to answer about layoff question

For a company full of people climbing over themselves to push AI ideas - I have a challenge for you. Ask AI what the actual impact of forced low ratings in a major company. Not to steal the thunder here but - it’s a total failure - across the board!

It brings -

Terrible supervisor behavior
Crushes morale
Encourages disposable practices
Invites lawsuits
Extreme cost from turnover
Moreover - these impacts are worse at a company like P66 because of the annual cycles of cuts, the layoffs, outsourcing, and automation.

What’s so bad about it? Consider this situation:

You are in a group of 60 people, no supervisor has more than 6 people, some have only 3. Because of the continuous cutting of the “worst” since 2012 and the outsourcing or automation of many entry level jobs - your group is comprised of seasoned professionals. You supervise 4 people, all improve their work processes, find opportunities and add value. Through the year you stretch your people and have challenging targets. Almost all are hit. And - this is a big one - you have no reason for substantive performance conversations through the year.

At year end, as you “calibrate” you are asked for your bottom performer. You choose the person who missed 1 of his stretch goals - knowing that this person had a great year, they just happened to be at the bottom of your group. You know they don’t deserve a “3”.

Through calibration, your group of 60 must have three people to hang “3”’s on. Last year, you had 2 people in the larger group who were very deserving of “3l ratings and one more that made sense - they all left the company. Now, as calibration moves on, you realize that your employee is in the running for bottom 5 of the group.

Let’s pause here - because this whole process is built on the idea that each supervisor is as good, as active, as honest as the next. Surely each supervisor is as diligent in giving stretch goals to their employees - right? Surely none of them have employees who do the minimum but don’t mess up - thereby flying under the radar?

Back to calibration. At the end of the session, all of your peers and your people leader agree that your person is the third “3”. Now, after a successful year, you get to tell them they underperformed and are going to have negative impacts to their compensation as well as be put on a performance improvement plan.

This, in various forms, is what forced ratings look like. In every instance you must assume that people who did not earn a 3 will get them. And when that message is given - what will the supervisor say?

An honest comment would be “I believe you did a great job, however, in calibration the group determined you to be in the bottom 5%.” And what would you tell him to work on, exactly?

HR will say you need to “own the rating” and you cannot say they don’t deserve it - but pull all that apart for a moment. Your true feelings, the ones you expressed at calibration, is that this employee does not deserve a 3.

This process cannot exist at a company that claims to care about employees.

Impact

The forced 3 should motivate this employee to look for a job. There is a high probability the supervisor may also be more open to leaving - having seen the true character of our policy. If they leave, how do you know we get someone better, and, when? Many studies show that turnover costs as much as 1 year compensation! Seems pretty short sighted.

Add to this that we don’t have good pipelines for development unless you are hiring from CapGemni!

Legal risk

Why is there legal risk? Because we are rating people low not because of their actions. In many cases, there will have been no negative feedback in the year from the supervisor. When this occurs, especially against a protected class - bad things happen. Use AI to see how many companies have been sued for this practice and how many have stopped because of litigation threat - it’s a lot.

This is a terrible idea - a horrible idea - and it impacts all but the highest level employees.

My hope is that a rigid core of supervisors will ask themselves honestly if each person who is hung with a 3 deserves it. If they do, they should have been given ample notice through meaningful conversations which are documented. If, however, you are a supervisor who is tasked with hanging a 3 on an employee you know does not deserve it - my hope is you say NO, and you inform management you would rather have it assigned to yourself as neither of you have earned it

Hi. I got below meet in mid term review and for no reason. Manager is having monthly one on one and bringing all kind of nonsense to show am not working enough even though it's otherwise. So i can see in year end he woll give below meets. What happens next...do they lay me off in January or February..no severance? No bonus? Or they can kick me out before jan too?

I’m losing more of my retirement each day and this a hole is nowhere to be found

Does anyone know how do we access our 401k accounts from home? I plan on moving it next year once we get this year’s contributions but I like to check the balance every so often. I would like to figure out how now that my access is being shutoff in a few hours.

https://spectrumlocalnews.com/nc/charlotte/news/2026/09/18/truist-affiliate-rac-to-lay-off-over-250-workers-in--5-5-billion-auto-loan-sale

Good luck y'all. Absolutely hate to see this.

Normally, you do not see this in the Call center environment because of the natural turnover people eventually quit but this week they fired a bunch of people, including a supervisor. We were once great company when we were DST. It’s now a sh-t business that doesn’t care about it’s people

Heard lots of departments at the bank had layoffs today. First hand information

Not a fun post.

This has come up on Reddit too: the September list of people RIF’d was reduced from the original (some estimates had it being 2-3x longer).

There were a few reasons and to why the was reduced and I won’t get into them here. But at the end of the day, the remaining people from the original list will get RIF’d and the plan is December after the quarterly announcements.

It’s the same story based on budgets (RSU) - North American resources are expensive. M-levels can confirm that the first couple of list drafts are way longer than the actual final September RIF.

December will be the next round for US, Canada and India. $$ and details will go out in the Q2 10-q.

If you downvote this post, you’re not doing anyone a favor. I told people on here multiple times the date of the September RIF was not Sep 1 but Sep 15, and was downvoted. Management gets trained the week before on layoffs. Always (email or not).

It's Friday and this is the first full week that I am not working for a company that doesn't appreciate the value that at least one employee brought to a company's customer where we always kept the customer's well being top of mind. I was in the OCI org in North America, and I would be lieing to you if I told you that I had a great relationship with my manager who I would call today a true id--t -- he would be a great engineer but an incrediblly stupid manager and the irony is they kept him haha. Sorry for my ex-peers that are stuck with him.

Don’t any of you know they are outsourcing AI/TP and staff have already left or moved and the rest are getting laid off soon? And don’t you know they are outsourcing MSK too? They are just getting rid of depts by using vendors instead of us. They sure do “love” their staff so much that they don’t want to pay salaries and benefits.

The Bleeding Starts With the Math
BNY associates aren’t imagining the hemorrhage — the offshoring cuts to Pune, Chennai, and Wroclaw are real and accelerating. And the wound is wide open because the math is brutal. A mid-level engineer in Pune earns $10–20K a year while the same role in NYC/NJ costs $110–150K+. Senior U.S. engineers can run $285K fully loaded, compared to $28–50/hr offshore. Data analysts are 80% cheaper, project managers 79%, customer support 94%.
With numbers like that, the Executive Committee doesn’t see people — it sees savings. And when leadership smells a 7–10x cost reduction, it smells blood in the water and bonuses in their pocket-lined gills.

Where the Bleeding Hits Hardest
Tech engineering, QA, reconciliations, onboarding, client ops, shared services — these job families are already losing blood fast. Under Robin Vince, the playbook is predictable: expand India and Poland, shift repeatable U.S. work offshore, backfill optics with visa hires and state college grads, then quietly “realign” experienced U.S. roles. The wound keeps widening because the wage gap keeps widening.

What Associates Can Do to Apply Pressure and Slow the Bleeding
These aren’t magic bullets — but they are the only levers that have ever moved banks to action.

1. Document the Operational Damage
Offshoring creates errors, delays, compliance gaps, and client escalations. Document them. Quantify them. Escalate them. Executives only respond when risk and client impact outweigh cost savings.
2. Push Issues Through Risk, Audit, and Compliance
These groups have veto power. If offshoring introduces control failures, missed SLAs, or regulatory exposure, file formal issues. Cost cutting collapses fast when regulators start sniffing around.
3. Use Employee Resource Groups & HR Channels Strategically
Not for “feelings.” For retention risk, skill loss, and operational continuity. Frame it as a business problem, not a morale problem.
4. Organize Cross Team Feedback
Executives ignore individuals. They don’t ignore coordinated feedback from multiple teams showing the same failures.
5. Update Your Resume — Quietly
The wage gap (India tech ~$10–20K vs. NYC/NJ ~$110–150K) isn’t going away. BNY’s direction is clear. Your career mobility should be too.

I read that uniforms designed by some goober are being released for stores, are they going to (try) make us wear uniforms? LOL

Dallas County is laying off 31 IT employees as part of a departmental reorganization. The move aims to modernize the department and create 52 new positions with different skill sets. This overhaul follows a period of leadership changes and cybersecurity issues. The restructuring is expected to save the county money through adjusted salary ranges for the new roles. Affected employees have been encouraged to apply for the newly created positions.

Dallas, Texas

https://www.dallasnews.com/news/dallas-local-government/article/dallas-it-layoffs-22436699.php

Apparently employee performance ratings weren't a factor in layoff decisions.

As folks are now stack ranked and downgraded to "meets expectations" in most cases and focal rewards are usually dismal and weighted towards RSUs rather than real cash.

Whats the point in trying harder than normal job expectations?

Also theres no guarantee you won't get a RIF before RSUs vest.

Here is what I was able to find in all the posts so far:

• Account Opening (Tampa and San Antonio)
• AML/KYC (multiple locations and teams)
• Cards Remediation (Jacksonville and other locations)
• CBDU (44 employees reportedly affected)
• Client/Marketing Ops (New York City)
• Compliance/ICRM (New York, second-line compliance)
• Core Ops (Tennessee)
• Data Science & Analytics (Singapore)
• Entitlements (stateside team reportedly eliminated)
• Fixed Income/Trading (New York City)
• Fraud/Fraud Ops (Tampa, Jacksonville, Hagerstown)
• ICRM Cards (Schaumburg, Illinois)
• Mortgage and Mortgage Servicing (St. Louis, Dallas, Irving)
• Payments Investigations (Kentucky team reportedly eliminated)
• Regulatory Reporting
• Treasury Transformation (New York and Tampa)
• USRB Risk-Mortgage
• Wealth
• Wealth Risk & Controls

Approx. 97,000 employees today

• 27% from high of 133,000 in 2023

That’s a feat to pull off.

Upside: Increased near-term profitability

Downside: Overburdened staff, undervalued staff, poor morale, retention risks, partial staff paralyzed by fear. Low-to-mid levels stripped of authority.
Not sustainable long term

They keep milking the cash cow. Training budgets slashed , only new employees are allowed to attend now. Oil changes at 7500 miles . Credit card $ charges limited. No safety meeting meals. When will it ever stop ?

Listening to Emily Elswick discuss her faith this morning and then walk through an entire slide dedicated to her personal travel and work trips was certainly a choice. Given that our MIP was 70%, I’m not sure this was the moment for a personal highlight reel. Also genuinely curious how she ended up in this role. What experience or qualifications actually supported putting her in this position?

Imagine, if you will, a world where a survey can give a clear view of improvement or decline in how employees view leadership and the overall health of a company.

Imagine that the survey responses are collected by Gallup, who has been in business since 1935 and is widely recognized as one of the most credible analytics and advisory firms in the world. A company that tracks individual survey links or access codes on the backend to prevent duplicate submissions and route data correctly and any identifying data is permanently walled off from the submitter's employer. That company's reputation would be destroyed if they identified who submitted the surveys.

If Gallup didn't know who you were then people could put as many surveys in as they want and stuff the ballot box like mail-in votes. Oops... better stop there. They have to be able to tell the company that an entire organization or department has so little care that they haven't submitted 7 out of 10 possible surveys. How would they know that? Because the employer says here is our email list and the departments they work for, please tell us the percentage of surveys submitted so we will know by their silence if there are leadership issues.

If Gallup exposed the individuals then a nearly 100 year old company's reputation would be ruined.

The work around is for an employer is to ask for optional long form answers that are only shown to managers with more than 10 direct reports.

But who do those managers show it to? I have been personally asked if I submitted certain answers. It has also been suggested that I submitted answers over the years that I would think I had submitted because they sounded like something I would have written.

Oh, did I forget to mention that some of the directors have read the long form answers on All Hands calls? I don't think I'm the only one who had slack and jabber start pinging with people claiming to know who the submitter was.

And Gallup has formatted the survey to isolate questions to each level of management to target which levels are declining and which are in improving.

They also group good and bad responses by organizations. So bad customer service managers don't affect good supply chain managers and vice versa.

If I am a manager at any level, I want you to think we know who you are and that "straight fives will keep you alive" and other BS answers to dupe you into thinking you're saving yourself.

Wake up!! Straight fives saves the leadership that needs to be gone.

And if I am a company sycophant then I am going to go on every forum and tell everybody that "straight fives will keep you alive".

I have given honest detailed surveys for years. I know there is a character count in the long form because others have said in meetings that they had too carefully edit them to get under the limit. And I am still here and they are still here. But all of our managers at the top are gone or moved and the direct manager, who is good, is still there.

That rips apart any of the claims that people are posting right now to the contrary. You don't have to believe it but it's a fact.

Think about it. Do they need a survey to get rid of you? They don't need any reason other than your name came up in the layoff lottery. And because they get a chance to review and provide feedback on the list, if you are kissing your boss's Southern Ring, they will make sure your name is removed from that list. Or will they?

They are afraid you will answer in a way that exposes them for the shams they are.

So remember:
"Straight fives keeps leadership alive"

MVGA

3 here. Seriously concerned.

At what point does an employee reasonably say, “I have accepted increased workload and expectations for three consecutive years without a meaningful merit increase or bonus, while the company’s financial and stock performance have deteriorated, so the economic relationship between my contribution and my compensation no longer makes sense”?

If PepsiCo again provides neither merit increases nor bonuses for a third consecutive year, would resigning immediately be an irrational reaction, or could it reasonably be viewed as the culmination of a three-year pattern rather than a reaction to a single disappointing compensation cycle?

Guess I am no longer reachable outside work hours. Nice.

A couple of years ago we outsourced about 50 Sourcing roles to Panama.

A good amount of the folks who lost their jobs all had at least 15 + years of tenure. Part of the Panama team will be working the GSA/4PL quotes.

Good luck with that. I’m sure that group of customers appreciates it.

Also nice how Grainger sends out the most recent employee survey and for some reason they do not include the folks who work in the DC’s.

As long as their employees in Lake Forest are happy that’s all that matters.

At what point does leadership admit the entertainment strategy isn’t working?

CP keeps getting squeezed while resources continue going toward chasing another Barbie movie moment. Barbie was lightning in a bottle. Instead of strengthening the businesses that actually generate consistent revenue, leadership seems determined to recreate something that may not be repeatable.

Then come the layoffs, reorganization and promotions at the top, while everyone else is expected to do more with less.

“Toy to Joy” sounds great in a presentation. Employees are still waiting to see the Joy part.

We can't go a single month without hearing about more people being shown the door. That's not a healthy working environment.

What are you making of this statement from Takis? I was initially expecting an other round of two of layoffs in October/November. Wasn’t sure what to expect now in light of his statements.

I honestly can't decide if that's a good or a bad thing.

No clue who is getting the axe but they have already happened. We will find out later today. It’s never ending. They lie to our faces every time.

https://www.reddit.com/r/citibank/comments/1wh73tc/91626_layoffs/

too many of you are stressing over stuff you have no control over. This place is on a death spiral. Thats it. Try to enjoy what you can and absolutely dont go nuts with work. The only way this place changes is when its gone and fully liquidated.

the market it brutal now, so stay on the ship for as long as you can, until your name gets called. while the severance is pathetic, its something and you will be able to collect unemployment.

grow careers! (from stressed out e execs who Only want to hear that you’re going to work extra hours to get them off one of the thousands of naughty lists that fiserv uses instead of management)
keep the list going:)

No bargained employee layoffs in D9. They are backfilling.

We are a huge market.
We carry the company.
We are safe.

Severance for the July lay off just hit! I can oficially say I'm done with this place. Good luck to everyone still there! With the likes of Rebecca Grattan and all the other incompetent leaders you are going to need it.

22 home triage nurses fired today. Still no update on when or what is happening with Optum Rhinebeck. Supervisors get very angry when asked about it, and don't understand why people are looking elsewhere. How long are they going to string us along.

Wanted to voice a concern that’s outraging to many US posters and visitors on this site.

BNY’s headcount story under Robin Vince has been one long magic trick: shrink the U.S. workforce while making the numbers look stable. The trick works because BNY doesn’t just hire visa workers — it offshores U.S. jobs to India and Poland at a scale employees feel every day but leadership never says out loud.

Since Vince took over, BNY has quietly shifted thousands of U.S. roles offshore. Technology, operations, onboarding, reconciliations, custody support, QA, and analytics have all been moved to lower‑cost centers in Pune, Chennai, and Wroclaw. Entire teams disappear in the U.S., only to reappear offshore with the same job descriptions and half the labor cost. On paper, headcount looks “stable.” In reality, U.S. experience is being shredded and replaced with cheaper labor in global hubs.

Visa hiring fills the gaps left behind. BNY files hundreds of H‑1Bs a year, plus green‑card certifications and a steady stream of OPT/CPT hires. These roles — software developers, quants, testers, BI analysts — map almost perfectly to the U.S. jobs employees say are being eliminated. It’s not “onshoring.” It’s headcount laundering.

Then there’s the college‑hire pipeline. BNY scoops up local university grads to collect state and municipal tax incentives, padding the U.S. headcount just enough to claim “investment in local talent.” But these hires don’t replace the decades of experience being offshored — they simply mask the reductions.

So when leadership talks about modernization, transformation, or “building talent for the future,” employees know what it really means: fewer U.S. jobs, more offshore bodies, and a headcount chart engineered to look healthier than the workforce actually feels.

BNY isn’t transforming. It’s relocating the work, repackaging the numbers, and hoping nobody notices the U.S. workforce shrinking under all the glossy LinkedIn speeches.

Dartmouth Health is eliminating over 400 positions, impacting executive, administrative, and telehealth roles. CEO Dr. Joanne Conroy stated these cuts are unavoidable due to significant healthcare industry challenges. She emphasized that the decision was made after nine months of deliberation and prioritized patient care. The majority of eliminated roles were administrative to streamline operations. Affected employees will receive support and may have opportunities to apply for other positions.

Lebanon, NH

https://www.wcax.com/2026/09/16/dartmouth-health-ceo-says-patient-care-was-focus-deciding-layoffs/