#employees

Happy days are here for the justice of American workers. The ongoing abuse of American workers by TCS is over. F-c TCS and all the incompetent managers and employees.
F-c TCS.

On October 8, 2026, the U.S. Department of Labor announced the suspension of Tata Consultancy Services (TCS) and several other major technology companies from the PERM labor certification program amid federal investigations into potential immigration program abuses. This means TCS cannot submit new PERM applications or have pending applications processed during the suspension, effectively blocking that employer-sponsored pathway from H-1B temporary employment to employment-based permanent residency. The action addresses concerns about companies using lower-cost foreign labor to displace American workers and potentially undermine U.S. wages. However, the suspension itself does not establish that TCS committed those violations, nor does it automatically prohibit new H-1B petitions.

I'm in a department who for the first time ever has off shore employees. How quickly is this growing?

ExxonMobil rarely brings employees to US using the H‑1B program. Unlike many large tech companies that rely heavily on H‑1B sponsorship for early‑career hires (barely holding BS degree, 80+% from India). EM does not sponsor any type of visa for certain nationalities, so those individuals must join as U.S. citizens or green card holders. But for the rest(mostly fresh PhD graduates) join EM using their OPT (which can be extended up to 3 years). When they join, EM applies for H‑1B for some of them, If they get selected, they can extend it up to 6 years. (EM bring EM employees from India to us on L1 visa for "temp assignment")
The most common practice involves EB‑1 and EB‑2 green card petitions. These categories should be filed by individuals who meet specific criteria NOT the company, but ExxonMobil sometimes files these petitions on behalf of “top performers” instead of pursuing H‑1B or O‑1 options (EM doe does not apply under EM name it applies under the name of employee, loophole...). All of these immigration filings require legal counsel, and each petition can cost the company several thousand dollars, with additional expenses when family members are included.

I was displaced earlier this year. Does anyone know Wells Fargo’s current policy on providing references for former employees? Before I left, my former manager said she couldn’t write a recommendation letter, but I’m unclear whether the policy also prohibits a phone reference with a recruiter. I know employment verification goes through The Work Number, but the recruiter wants professional references who can speak about my work. Does this policy prevent my former mgr from speaking with a recruiter about my work if my former mgr. still works at WF?

Was wondering if anyone has requested for recording and transcript of their WFR layoff meeting when it occurs with HR / Management?

Got to figure they'll record the conversion for their use -but the employee shoudl also be able to get a copy..

They have no idea. No one was briefed outside of Ayman's circle. They were told by the VP a lot of employees will get shuffles around.

No room for a gym for employees in Boston yet there’s room for a Lifetime Fitness at commonwealth pier leased by Pembroke. Riddle me that…..

https://news.lifetime.life/2026-10-06-Life-Time-Announces-Plans-for-New-Urban-Athletic-Club-with-Panoramic-Harbor-Views-at-Bostons-Commonwealth-Pier

Not me overhearing a group of employees at Joanie’s talking about how they show up for work 1 hour a day to scan their badge and say hello to their bosses and then leave for the day. I’m curious how frequent this happens lolz. Paying a bunch of people six figures to do nothing I suppose…

If you haven't looked closely at the new RTO change, here is what it actually does and who it actually affects.

The expectation has been 4 days a week. It has never been written down anywhere. It is not a formal policy, just what everyone was told. In practice, the bar was an average of 2, because PTO, sick days and other time off are not excluded. Every day out lowers your average, so 2 is what people planned around and 2 is what people met.

Leadership has now raised that bar to an average of 3 and applied it retroactively to Q1, Q2 and Q3. Those quarters are over. People followed the expectation they were given, and those same months are now being measured against a number that did not exist at the time, tied to a policy that still is not documented. No one can go back and be in the office on a Tuesday in March. A retroactive standard does not change behavior. It only penalizes it after the fact.

Fall short and you are "not in good standing." That means no promotion and no ability to apply for a role in any other organization within the company. You are effectively frozen in place over a rule that was never put on paper.

Consider who that actually affects.

The people who are not coming into the building made their decision during the first RTO push. They decided then that a promotion here was not worth it. This changes nothing for them. Restricting internal mobility means even less, because significant layoffs and company wide changes are coming. Many people do not expect to be here a year from now, and no one plans a career move inside a company they expect to leave.

The reasons are visible to everyone. The stock has fallen badly. Customers are leaving. Our products are interchangeable with every competitor's, and customers know it. Trust in leadership is gone. Disengaged employees will not start caring because of an unwritten expectation that keeps changing. They can see where this is heading and are planning their exit.

That leaves one group this policy truly reaches, the high performers who still care. The people who kept showing up, kept pushing and still wanted to build a career here. They are the only ones still invested in a future at this company, which makes them the only ones a promotion penalty can hurt.

This is not an isolated decision. It is a pattern from our executive team. Poor decision after poor decision, with the same behavior each time. No one at the top takes ownership of the results. No one asks why the buildings are empty. No one addresses the product, the customer experience or how employees are treated. The response is always a new rule, a new threat or another round of cuts. At this point it looks as though leadership is dismantling the company from the top. The stock has suffered. Customers have walked. The culture is gone. Now the talent is next, starting with the last people who genuinely cared.

To the executives who made this decision, this is on you. You did not lose the office. You lost the people. They stopped coming in because they were given no reason to, and rather than examine why, you chose a penalty, never documented it and made it retroactive anyway. The people you are pressuring are not the ones you should be worried about. The ones who still care are, and you have just given them every reason to stop. When your best people leave, do not call it attrition. Call it what it is. The result of your decisions.

To fellow employees reading this, if you never wanted the promotion, this does not affect you. Hold your ground. If you did want one, think carefully about whether this company deserves your best years. A lot of us don't think it will be here long enough to matter.

I am writing to request an urgent executive intervention and an independent audit of our middle level management layers, specifically targeting the density within our Director and Junior Managing Director tiers. The excessive bloating of these mid-to-upper tiers has evolved into a severe operational threat, a structural liability, and a massive drain on company money. In a large asset management firm like ours, we are suffering from classic "big company problems." Instead of driving firm-wide success, these middle level managers are acting as decentralized "empires" designed to maximize personal interests at the direct expense of our clients, our operational standards, and our market reputation.

We are facing critical vulnerabilities across our operations that require immediate control. To protect their turf, certain managers are taking unnecessary risks and creating compliance gaps, exposing the entire firm to severe scrutiny. Meanwhile, client deliverables and asset performance are being pushed aside to fund flashy, low-utility initiatives. We are seeing fast, consecutive promotions handed out in a year and the year immediately after, specifically for manufacturing these superficial initiatives, which exist only as a paper show and bring very little revenue growth to our clients. This is a mutually agreed deal where managers use quid pro quo arrangements to endorse each other's subordinates and secure each other's political turf. Worse, many of these individuals are fast-tracking their teams because they plan to build their own businesses outside or join a competitor soon.

They are intentionally inflating their subordinates' titles and salaries now so that when they leave, they can strip the company and take their entire loyal team with them.
This rampant nepotism has left us with siloed teams staffed based on personal loyalty rather than technical competence, actively driving out our top independent investment and operational talent. The financial waste is completely unsustainable. We currently have multiple lines where a middle level manager only oversees one or two people. This is a massive waste of corporate capital. We need to look at major tech companies, which they have successfully laid off massive portions of their middle level management layers with the help of AI. In fact, this is the biggest area getting hit and replaced by automation right now. These firms have explicitly proven that without these redundant layers clogging up the system, a flatter reporting structure improves employee happiness and makes the organization significantly more efficient.

Industry best practice across all sectors is now focused heavily on shrinking this layer. Making the middle level manager class smaller is vastly more beneficial for companies and shareholders as a whole.

What is the current status on the court proceedings? How are the current left over employees faring and their perception on where it is leading?

Why Are Walgreens Pharmacists Quitting? The Alarming Exodus from the Pharmacy Giant
The mass exodus of pharmacists from Walgreens stems primarily from unrealistic performance expectations, chronic understaffing, and a relentless focus on metrics over patient care, creating unsustainable working conditions that drive them to seek employment elsewhere.

The Board of Directors of the Company approved steps to implement the program, which are expected to result in pre-tax charges of approximately $1.0 billion, which is in addition to approximately $0.3 billion of severance costs recognized in fiscal 2026 in connection with the March 2026 plan. These costs are expected to consist primarily of employee severance and other employee-related costs.

Time for the annual round of bogus reviews… but what about raises and promotions? Why does the bank seem so reluctant to properly reward employees for their hard work and contributions? What kind of “chunk of change” can we realistically expect this year—another 1–2%? And what does the promotion path to VP actually look like? If employees are consistently taking on more responsibility and delivering results, there should be meaningful recognition and compensation to match.

Is all the bashing of Teradata and its senior leaders here really warranted? There's a reason why Teradata is consistently ranked a top employer in nearly every city where it has an office. Because it's a really great place to work. The pay is well above average, the benefits are 1st class and the company does really care about its employees.

Now I don't kid myself. I know at some point that Teradata will need to make a decision in its interest that won't be in mine. I come to this site to get an idea of when that may happen so I can plan accordingly. Instead I just end up reading a bunch of nasty comments about how terrible the company is. Last summer we cancelled our lawn care service for financial reasons and now my husband cuts the grass. I would sure hate to think the crew that came out to my house each week was now online badmouthing me like a lot of you are doing to Teradata.

I love Teradata but I'm a realist. At some point they will probably lay me off. But til then, I am committed to giving them my best and so should the rest of you.

2 Banker support teams in this site were given their displacement notices last week. They have to work through the end of the year. Our year end Celebration that usually happens annually at Christmas, has been moved to Early November. For the first time ever, employees are asked to do their own annual reviews. The annuals are usually done in December, but we have to do our own this month in October. Some have quit. It's been nice working with y'all. Not sure when it ends, but I will miss my coworkers & benefits the most. The parking lot is a ghost town. It's quite sad.

Already seeing a LOT of racism on this site towards Indian people. Reminder that Indian people want the same things you do: a good job, to support their families, financial stability, etc. They are not taking jobs from us. EH and VA are taking away jobs and outsourcing them for cheaper labor all while they keep their exorbitant compensation packages. DD was onboarded and given a 4 million dollar performance goal to reduce operating costs (i.e. cut jobs), it's literally in the SEC filing. This is a class issue. Calling Indian people stinky is not going to do anything and it just makes you sound stupid and cruel for no reason.

Making racist or s-xist comments about your peers at Nike isn't going to stop the ruling class from continuing to extract labor for the least amount of money possible. And this whole "go woke go broke" thing is honestly ridiculous. Corporations do not care about social issues, full stop. They care about profiting and they will make whatever strategic moves necessary to profit. If current trends with their consumers want to hear "woke" messaging, that's the messaging Nike will send out. If current trends with consumers want to hear fascist propaganda, then you sure bet they'll do that too. There are no real values or limits any Corporation will take/set in so far that it produces/protects profit.

All you non-VP level employees could seriously use some class solidarity!

Looking at my linkedin feed - around 20 people have left Medtronic. I've been long term sick leave. My work phone and laptop is now deactivated - so I don't actually have any access to any news. My sickness was sudden so I didn't get a chance to get or give my personal number for my colleagues

Are things really that bad? I'm due to return in about 8 months because I'm still getting an operation done.

Any news would be great.

The BTC team is really a mixed bag. Some good employees and others who are totally worthless. Want the lead title and salary but are only interested or capable in performing data entry. Expect others to spoon feed them everything. Unbelievable.

It’s time for the Netflix documentary: Surviving Bank of America.

I’ve worked for other financial institutions, and I have never experienced a work environment like this. The workload consistently gets dumped on the top performers, and somehow those same employees are the ones being questioned, scrutinized, and made to feel incompetent—while people who continuously underperform seem to face little to no accountability.

And the second you speak up about the imbalance? Suddenly, you’re “not a team player.”

The constant pressure, anxiety, restructuring, WPE changes, department changes, and never-ending workload have taken a serious toll on my physical and mental health. When employees raise concerns or simply have an opinion, leadership often treats them like they’re the problem instead of addressing the actual issues within the workplace.

There is a major difference between holding employees accountable and creating a culture where people feel overworked, undervalued, intimidated, and afraid to speak up.

The message feels like: work, work, work—do more, carry more, and don’t question anything.

Top performers should not be punished with more work simply because they’re capable. Employees shouldn’t have to burn themselves out proving their worth while watching others coast.

Something has to change.

We now have some Offshore Temp employees being trained and working in PHCO correspondence. That didn’t take long and more to come I am sure!

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!