#employees

If your peer is SVP in H1b and managing resources/employees, you can report them for violating speciality operations

For employees who management let them pass their PIPs, did management indicate early on that they would support them? Were there any signals you could identify?

Many believe that the board/HY has a medium term headcount goal, a specific number to which they'd like to reduce the domestic internal employee numbers to. If so, what's your guess? I think it's around 120k. Basically two more years of downsizing. Sometime around 2030 the current regime bails with huge golden parachutes and a real team of executive leaders is brought in to grow the business.

Let’s keep this civilized, above board and as dispassionate as possible. Come at it from the angle of a Chevron employee who wants the best for our company.

Our leadership was eager to be the first in line for a close friendship with the president. Now with the price of gas and public perception turning negative against big oil, Is it time to distance ourselves for trump? I don’t like how he publicly called us out for high prices, when his actions in Iran are responsible for this all time high. He’s a good ally when things swing his way, but didn’t hesitate to throw us under the bus.

Honest and respectful opinions please

Ram and Ramon care so much about their employees that they have suddenly shifted gears and mandated a return to office policy in the middle of an oil crisis and record high fuel prices. All of this feels intentional on destroying the American workforce

Can someone check workday and findout how many full time employess F5 has now

Cisco employee count

2023 | 84,900 | ███████████████████
2024 | 90,400 | █████████████████████
2025 | 86,200 | ████████████████████
2026 | 82,400 | ██████████████████

Change:
2023 -> 2024 +6.48%
2024 -> 2025 -4.65%
2025 -> 2026 -4.41%

Source:
https://www.macrotrends.net/stocks/charts/CSCO/cisco/number-of-employees

Anyone else feel like this is nowhere near over?

https://pluang.com/en/news-feed/fiserv-satukan-divisi-keuangan-dan-pedagang-buka-peluang-pertumbuhan

I would have thought they would split off instead of merge?

Investments for Pepsi employees:

1. CTSH Cognizant
2. Find access to private equity investments to Capstone

This seems to be the future

I was out filling up my vehicle to the tune of $4.28 a gallon and it got me thinking about how this company has been exploiting us all in every way.

If you follow the government's inflation numbers(CPI), prices are up 8.3 percent since January 2024. So unless your salary grew by 8.3 percent you effectively got a pay cut.

Over that same stretch, from the bank's own SEC filings: the CEO's base salary went from $1,000,000 to $1,200,000, with a cash incentive target of 275 percent of base and another $1,500,000 in stock. The outgoing CEO stepped down to Executive Chairman at a $1,400,000 base — more than the sitting CEO makes.

For us low caste employees, hypothetically on a $95,000 salary that's $7,900 a year you should be making and aren't. For merit increases, a token 2 percent leaves you 6.3 points short, about $6,000. The 3 percent that felt like a win is still 5.3 points short, $5,000 gone. Even a 5 percent year, which almost none of us saw, lands 3.3 points short.

Then there's the time they stole from us. RTO three days a week at 45 minutes each way is 216 hours a year. That is 5.4 work-weeks we work for free. Our year is 2,296 hours now, not 2,080. It never shows up on a pay stub. That's exactly why they can take it.

Then there's the driving. Thirty miles each way, three days a week, is 9,500 miles a year. Gas is up 24.6 percent in twelve months. The IRS raised its own mileage rate mid-year to 76 cents a mile because running a car got that much more expensive. That's $7,200 a year, and we pay it with after-tax dollars, so we have to earn about $11,000 to cover it.

Stack all three and our real hourly rate is down between 18 and 25 percent. Someone at $95,000 was making $45.67 an hour. They make about $35 now.

I know there are some braindead boomers and beta-male bootlickers in here who will say to su-k it up, but when I run the numbers I don't see how I can do that. I assume any of you in here saying that just really enjoy getting bent over. Any reasonable person would be angry.

The silence and consistent cancelation of meetings or pushing out is a clear indication of what we have all experienced before. They will continue to get paid as advisors long after so just update resume and fill in the time. Don't expect employee loyalty to mean anything. Proud of the time but not confident in their leadership.

I think it’s time we tell the truth.

When I joined the workforce in 2002, many of my engineering leads and managers were working from the US, while I was working from Bangalore.

One thing I noticed very early was the difference in work culture.

Indians are, by nature, extremely work-oriented. We don’t like leaving things unfinished. I remember hearing complaints from Indian colleagues about our US counterparts: “These people are privileged. They shut their computers at exactly 4:30 PM.”

Even during a major P1 production issue, you could sometimes see the US team log off when their working hours were over. Meanwhile, the people still in the office were predominantly Indians—working until 10 or 11 PM, handing things over to the offshore team, and then finally going home to their families.

It was a complaint. But, in a strange way, it was also an appreciation of our own work ethic.

Yes, many people in the US have historically enjoyed a level of work-life balance that many Indians did not. They could shut their laptops at 4:30 PM and walk away. We often felt that we couldn't.

But our mentality was different:

“We are getting paid. We have a responsibility. We need to solve the problem. We don't want the company to get a bad name.”

And then we went home.

Our families mattered enormously to us. But we also believed that our ability to provide for our families came from having a job in the first place. We were grateful for that opportunity, and we took that responsibility seriously.

That mentality helped many of us build careers across companies and industries.

We weren't slaves to anyone. We were people who understood the value of an opportunity—and were willing to work extraordinarily hard to make the most of it.

And here is where I think the H-1B debate gets uncomfortable.

For years, everyone benefited from this system.

You valued your freedom.
You valued your work-life balance.
You valued your paycheck.
And we valued our families too.

But for many of us, loving our families meant something different.

We were willing to live thousands of miles away from them, work long hours, sacrifice weekends, and endure years of uncertainty because the ultimate goal was simple:

Make sure our families are taken care of.

That's the difference.

So before blaming Indians or H-1B workers for being willing to work hard, perhaps we should acknowledge the other side of the story.

People didn't come here because they wanted to take something away from someone else.

Many came because they were willing to make sacrifices that others simply weren't willing to make.

And that work ethic didn't suddenly become a problem when the people doing it happened to be Indian.

Dear DW,
If you want to influence government, then bribe them yourself. Asking employees for donations for politics when you can’t give proper raises is both tone deaf but also just ignorant. Your structural savings are starting to materialize how exposed the company really is… keep going!

I read a lot of different company discussions boards but I think Phillips 66 is the most active I've come across. There must be some serious deep rooted problems within the company. These boards can have a few resentful ex employees but that rarely lasts long. As active as this board is it tells me there's some serious issues within. Yikes

Any word on how employees who were hired as fully remote are be treated or employees who live over an hour away now that they moved everyone to Purchase?

To all clubs, I’m sorry but yall employees deserve better, coming from an ex manager I hope o e day they treat yall better, I’ve seen all that yall do and I appreciate it. Now to the managers at my club I just left, how dare you treat employees like that and stop writing fake reviews on yelp and google.

please give us more hours.....please tell your VPs we need more.....id love to make yout wage ...for simply sitting there...not knowing whats going on....employees are mad....CUSTOMERS...really mad...letting people give a budget, that doesn't know the store...smh...for what it's worth, a 35yr vet...U GUYS ...YOUR EMPLOYEES ARE NOT HAPPY!!!...SERIOUSLY thank you

How much shitTel pay this cheap CEO to just lay off its employees? How many heads has been cut so far by this evil ?

Frontier is a Verizon company .. now all Frontier and Verizon employee together.

Does Diversity & Inclusion policies apply to those of us who are 60+? Are the older employees protected or is ageism not really a “category” to protect at CVX? Asking for a friend.

The H in HR is Human... but exactly that is what they lack..

When a long term employee is being terminated for whatever business reason.. how the he-l your opinion matters.. you should treat them with professionalism and dignity during the few minutes of zoom call.. but you treat them like they have committed some kind of crime..

Why can't you behave dignified and respectful.. and provide all HR related answers to those being terminated.. instead of treating them like cockroaches..

They served Fiserv clients for a long time.. ofcourse you have no clue of it.. but you got a chance to berate someone.. and you just do it.. ??

It seems there are employees who want to be laid off. Why does Oracle let them volunteer for layoffs?

These employees who are eager to be laid off seem to be creating animosity within Oracle.

Why is Paypal not buying other companies? With the strong quarterly profit and $80B in assets, it has the firepower to acquire many companies in this economy. Current headcount is at the 2019 levels around 23,200. Subtract another 4k employees and you are near 2017 headcount level. Why are you pinching pennies when you should be expanding and taking market share.

Love the fiction in these posts ... been a reader since covid. Keep the laughs going.

I don't think I've read anything on here of any kind of accuracy.

• ET employee, 28 years

Join in on the fun on Reddit !!!

credit:

https://www.reddit.com/r/discover/comments/1t4uvfw/discovercapone_has_gotten_to_the_point_of_telling/?share_id=KfbKY7GMoyMchD6eeqOFJ&utm_content=1&utm_medium=android_app&utm_name=androidcss&utm_source=share&utm_term=1

Go to discover
r/discover
•
4mo ago
Low-Paramedic-691

Discover/CapOne has gotten to the point of telling employees if they don’t like how the merger is going they can quit.
Rant
These are my opinions only from what I’ve heard from people at Discover. Not working for them and don’t speak for them. Only know what I’ve been told by many people scared to speak up.

The merger has been an absolute disaster. I’ve seen people give out feedback on it only to get shut down and threatened with termination over it.

They went from preaching how this is going to be great for consumers and employees, to now saying well this is how mergers goes and if you’re upset you need to get over it or quit.

They say they welcome any feedback but when you do try to give feedback you get AI responses and then told you’re being too negative if you don’t shut up and it’ll lead to termination if it continues.

Don’t see this going well for employees at all. Kinda seems like they’re trying to get rid of as many people as they can.

Whenever layoffs, AI initiatives, reorganizations, or offshoring happens, people instantly blame H‑1B workers, even though the data doesn’t support it. Elevance Health has hired only about 2500 H‑1B employees over the last decade, yet every corporate shift somehow gets pinned on them instead of the real drivers like executive cost‑cutting, leadership chasing AI efficiency, org‑chart reshuffles, and internal politics behind promotions.
Blaming H‑1Bs is just the easiest narrative people grab when they don’t want to confront how corporate strategy actually works.

Rockwell came in 68th out of 75, right behind Subway - Congratulations Blake, that's what happens when you put yourself first and treat your employees worse than a sandwich shop.

That's it, that's the post. This itself is inhumane. Imagine the psychological damage to thousands of people. Horrible.

As I get ready to start this week, I can’t help but think that September 4 is right around the corner, and I’m starting to feel conflicted. Part of me is so happy to finally say goodbye to a company that, sadly, became toxic due to certain leadership decisions. Don’t get me wrong, Centene has some amazing employees and leaders, but unfortunately, they feel few and far between. At the same time, I’ve been with this company for what feels like forever, so the thought of starting over and looking for a new job is a little overwhelming.

I’m curious if anyone else is feeling the same way and how you’re coping with it. Also, I haven’t received any VSP information other than confirmation that I applied. Has anyone received any updates they can share?

To everyone leaving with me on September 4, cheers! 🥂 And to those staying, best of luck!

I know it's pathetic, but I hear it all the time about employees in my neighboring departments about their million-dollar stock portfolios, their private jet excursions to private islands on their days off, lavish lifestyle. But they just work at Lowe's because they just like to be around the people. Sound familiar? Chime in.

Source :

https://economictimes.indiatimes.com/news/international/us/quote-of-the-day-by-oracle-co-founder-larry-ellison-taking-care-of-your-employees-is-extremely-important-and-very-very-visible-offers-timeless-wisdom-on-teamwork-productivity-in-workplace-kindness-compassion-empathy-charity-shows-psychology-of-true-success/articleshow/133318935.cms?from=mdr

Genuinely curious on your thoughts on how low NKE stock can go? Identify please if you’re employee, shareholder, both or neither. Thanks

The Mutual of America culture is gonna experience a dramatic shift next year & the biggest disappointment will bee after spending millions of $$$ & jettisoning 175 employees who understand how mutual of america works, they will be replaced by scabs who will make a boat load to mistakes & many of those errors will sink client relationships. TIAA has undergone major problems shifting to AX-Centure. See what employees at TIAA are posting on their own Layoff Board—-

“Accenture hasn't been living up to expectations and it's proven by the multiple project delays. Team synergy is non-existent. Accenture underestimated the TIAA ecosystem and the system complexity to take the business to the next level. Valuable TIAA people are gone, while Accenture swaps out their people due to incompatibility or incompetence. Accenture spends more time on PowerPoint slides and meetings that nothing gets done. Don't forget the 2 year contract for the rebadged Accenture employees is ending this year. A lot of issues with little resolution, let's hope AI can fix it.”
HA!!
18d ago by Anonymous
27 reactions (+27/-0) | Reply
Post ID: @eg+1kyk6m4qw
 +27 

What’s going on with all the surprising layoffs in Finance that are being attributed to Code of Business Conduct violations? Is there a broader issue or trend that AT&T employees should be aware of?

An indoor farming company has announced it will close its South Side facility and lay off 166 employees. The company's planned acquisition fell through unexpectedly, leading to the decision to cease operations. This closure impacts a significant number of workers, including produce packers and machine operators. The facility had been operational since 2024, utilizing advanced technology for water conservation. The company is now winding down its operations nationwide.

San Antonio, Texas

https://sanantonioreport.org/brooks-80-acres-indoor-farm-layoff-166-workers-texas/

Several MRM employees were told that they could quit or move to Buffalo. Are more divisions at Citi offering this option?

This should tell you everything you need to know about how much confidence he has in the company's future once the merger is completed. I'm still holding out hope that it might get blocked, but I know that's almost impossible. I don't want to be a Debbie Downer, but I just don't see a way for this to turn out well, especially for employees.

Stage 1: The Valuation Peak & The Secret Trigger

• The Catalysts: Historical peak returns (e.g., 50%+) begin a sharp, permanent downward trajectory toward lower double digits (e.g., ~23%).
• The Executive Realization: Aging senior partners realize the firm’s high-yield golden era has broken. They need to liquidate their illiquid paper wealth before the true decline reflects on future balance sheets.
• The Decision: Reject a traditional public IPO path. Opt instead for a private, debt-funded internal leveraged buyout/restructuring to transition the firm into an employee-owned or corporate trust entity.

Stage 2: Dressing up the Asset for Lenders

• National Brand Sponsoring: Launch expensive, high-visibility public marketing campaigns. This creates an optical illusion of market dominance, artificially inflating the company's valuation multiplier to secure larger buyout loans from Wall Street banks.
• Aggressive Headcount Squeezes: Execute consecutive rounds of corporate layoffs to immediately slash payroll expenses. This inflates short-term profitability metrics (EBITDA) right before institutional lenders audit the books.
• The "Hatchet Man" Installation: Set a strict, public term limit on the Managing Partner. This transforms them into a "lame-duck" leader who can absorb 100% of the institutional hatred for unpopular changes without damaging the long-term reputation of the firm.

Stage 3: The Attrition Engine & Surveillance State

• Rigid Return-To-Office (RTO): Implement a strict 4-day mandate. This functions psychologically like a full-time return to intentionally accelerate voluntary resignations.
• Hourly Data Surveillance: Remove the loophole of "coffee badging" by tracking exact card swipes, Wi-Fi logs, or desk sensors for a full 6 to 8 hours daily.
• Stripping Quality-of-Life Flexibility: Systematically eliminate foundational workplace flexibilities, such as a ban on leaving to pick up children or manage personal appointments.
• The Hidden Math: Voluntary resignations save the firm millions in severance payouts. When legacy workers quit, their expensive, high-feature "Class A" equity is canceled or bought back by the firm at heavily discounted, pre-buyout book valuations.

Stage 4: De-Skilling and Training the Replacements

• Job Architecture Review: Execute a comprehensive rewrite of every remaining employee's job duties. This standardizes complex workflows, reclassifies roles into cheaper, capped salary bands, and maps out tasks to ensure roles are easily commutable.
• The Forced AI Push: Heavily fund and mandate AI integrations. The firm forces the remaining workforce to use automation to absorb the workload of the colleagues who just quit, essentially leveraging current labor to train the systems meant to permanently replace future headcount.

Stage 5: The Financial Equity Trap (Class A to Class B)

• Downgrading Equity Classes: Strip the attractive features from the original equity tier (such as high annual guarantees or priority distributions) that historically insulated workers from losses.
• Launching the New Debt Tier: Introduce a restricted, variable "Class B" offering that depends strictly on remaining profits.
• Shifting the Liabilities: Force employees to purchase these new units via company-offered loans or promissory notes. The cash generated from employee debt flows directly to the retiring legacy partners as their final cash-out windfall.
• The Payment Queue Lockout: Once the transaction closes, the company's mountain of new senior bank debt takes absolute priority. Virtually 100% of company profits are diverted to Wall Street lenders to pay down the buyout loans, leaving Class B distributions at near-zero and forcing workers to service their equity loans entirely out of their personal cash salaries.

Stage 6: The Grand Finale (The Handover)

• The MP Exit: The Managing Partner successfully crosses the transaction finish line, hits their short-term metric targets, collects a massive transaction closing bonus, and exits as their term limits out.
• The Manufactured Clean Slate: A new, friendly, and empathetic leader is installed by the board to tell the remaining, highly automated skeleton crew that the hard times are over, the "bad guy" is gone, and they are now the proud owners of a self-sustaining corporate machine.