#hr

There are a lot of questions here regarding the VSP but none of those seem to fit ISP necessarily, and I have a couple of questions ...COBRA - I accepted the terms 10 days ago but have not received any subsidy information - my 10/1 payment is still listed as $1188.74 - how long does that take? Calling HR is a minimum 1 hour wait on hold.
Severance payout - for a 9/4 departure date appears to be 2-3 paycycles (30 - 45 days) is that correct? Thanks

Can you get let go by HR for posting something on this site?

Huge problem with project assigned employees who are not part of the GP family. GP used them to fill the bottom of the rank group. HR has seen data and does nothing to stop it. Avoid project assignments at all costs if you value your ranking.

I still have yet to receive any communication from IT for equipment return despite adding in my personal email before leaving as instructed. I called HR 2x asking and they just direct me to IT (who is outsourced and had no idea of the lay-off when I asked them about not receiving an email about equipment return). Also, no one has responded to the envelope they are supposed to send for any hard copy materials to be returned. Anyone else experiencing this?

HR is a mess

the end

Are h1b employees required to work during garden leave? Management forcing me to work despite being on garden leave. Is it even legal? When I asked HR- they said oh it’s a grey area, but due to your status you must work. Is that a lie?

Mr. Angelakis, here are a few places to start.

There is a tremendous amount on this board about leadership—specifically, about serious leadership behaviors that were allowed to continue for years. Employees have described HR complaints being swept under the rug, a culture in which leaders surround themselves with people they trust and then continue promoting those people to maintain loyalty, and questions about HR's role in allowing these patterns to persist.

As someone else pointed out, the fact that the 53rd floor has to come here to learn about what is wrong with the culture tells you exactly what you need to know. They need a mirror.

For you, Mr. Angelakis, I will spell out a few examples. Perhaps others can add to them.

Example #1:

Nester has a well-known reputation for berating employees, including in front of other colleagues. Multiple employees have experienced what they describe as extreme anger and verbal abuse. It is particularly troubling when someone who can appear composed and professional can suddenly become so angry that other professionals are reduced to tears. Yes, tears.

That is not a psychologically safe workplace.

It is especially troubling because psychological safety and respectful leadership are principles we routinely promote through our integrity and leadership training. Yet, according to employees who have raised concerns, HR has been aware of this behavior for years. The response, as described by multiple people, has essentially been: "Yes, he has an anger streak. We're working with him. He has been told to get it together."

But if the behavior continued, what exactly changed?

Despite years of complaints and concerns, Nester continued to be promoted, ultimately reaching the CFO role. That raises a fundamental question: What behavior does Comcast actually tolerate when the individual involved is considered valuable to the business?

It becomes even more troubling when you consider the impact on other employees.

Nester had the opportunity to fill the Controller role and selected a highly tenured, strong, well-regarded and well-liked woman for the position. After experiencing what employees describe as his repeated outbursts, she ultimately decided that she had had enough.

The timing is somewhat unclear to me, but she was in the role for only a relatively short period of time before an email went out to her colleagues saying she had decided to spend more time with her family and would be leaving—in just two weeks.

Employees knew there was more to the story. According to those familiar with the situation, she had approached Mr. Croney, who had the ability to intervene, but no meaningful action was taken. Nester remained in his position.

Let that sit for a minute.

A highly respected, 30-year veteran reaches a senior position in the company, experiences behavior she apparently finds unacceptable, and ultimately decides that leaving is preferable to remaining in that environment.

That is a remarkable statement about culture.

We talk about being a "family." We celebrate being a great place to work. We talk about integrity, respect and psychological safety. Yet if the accounts described by employees are accurate, what employees actually learned is that when someone is considered sufficiently valuable to leadership, others may be expected to tolerate his behavior—or leave.

And now, Nester has been removed from his CFO role as part of the broader business changes, not because he was held accountable for the behavior employees had been reporting for years. Even more strikingly, Comcast has apparently determined that he remains sufficiently valuable to retain and involve him in SpinCo.

So the questions become:

Where was Mr. Strahan throughout this?

Where were the SVPs of HR who knew about these concerns over the years?

If the solution was to give someone a coach and hope the behavior changed, what happened when it didn't?

At some point, coaching stops being accountability.

Example #2:

Another example is the Comcast Listens program.

Many people on this board have described their complaints as disappearing into a black hole. There is an additional issue worth examining: the program sat under the former head labor attorney, against whom employees had reportedly raised concerns.

The concerns described by employees included inappropriate s-xual comments or innuendos, flirting with junior employees, and an alleged relationship with someone on his team. If those reports are accurate, there is an obvious question:

How can an employee trust an integrity or complaint process when the person overseeing that process is himself the subject of serious employee concerns?

And again: where was HR leadership? Did Mr. Strahan ever review Comcast Listen complaints or get feedback from his SVPs of HR?

Where were the senior leaders responsible for ensuring that the person running an integrity program was held to the same standards the program demanded of everyone else?

The issue isn't simply whether one individual behaved badly. The larger issue is whether leadership consistently applies the same standards to people at the top that it expects from everyone else. Speaking of leadership "walking the talk..."

Jason spoke at the conference about compression, reducing layers and improving execution. Those of us in the business who are being asked to eliminate layers are paying very close attention to whether those principles are actually being applied consistently. Until roughly six+ months ago, there were three—yes, three—EVPs of HR reporting into one another: EVP to EVP to EVP. One has since left, but Mr. Strahan and Ms. Penna remain EVPs.

So, Mr. Angelakis, here is a very straightforward question:

Will the same standards being applied throughout the rest of the company also apply to senior HR leadership?

Will layers be eliminated based on organizational effectiveness, accountability and the needs of the business? Is splitting the head HR role over two EVPs not a severe duplication that actually reduces quick execution and increases cost complexity - the very things Jason said we're addressing?

Will we continue to see a culture in which relationships and loyalty protect certain people from the same scrutiny and accountability being applied to everyone else?

Because that is ultimately the issue being raised repeatedly on this board.

It isn't about one person.

It isn't about one incident.

It is about whether Comcast's stated values actually apply when the person involved is powerful, well-connected or considered valuable to the organization.

If leadership truly wants to understand the culture, don't just look at the people who stayed.

Look at the people who left.

Look at the complaints that were made repeatedly.

Look at who was promoted despite those complaints.

Look at who was protected.

And look at who ultimately decided that the only way to protect themselves was to walk away.

That is the mirror.

How can we contact Centene about our Cobra subsidy? Every time I try calling Centene, it forwards me to Optum. What a cluster. So glad to be out of this disgusting, disgraceful & dishonest company.

We're averaging an HRBP leaving almost every 2 months since the reorg in wave 2. Are we going to do away with this pool model? It's confusing and not working.

https://www.hcamag.com/us/specialization/employment-law/worker-claims-exxonmobil-broadcast-her-harassment-complaint-to-shift-teams/590541

Disney is reportedly implementing another round of layoffs this week, impacting HR, product, and tech departments. These cuts follow similar actions taken in April, July, and August, bringing the total number of workforce reductions to four within the current fiscal year. The company's fiscal year concludes at the end of September, a common time for such adjustments to be reflected in financial reporting. While Disney has not officially confirmed these layoffs, sources suggest the moves are part of a broader streamlining strategy. Notably, these reductions do not affect the company's parks and experiences division.

Burbank, California

https://www.disneyfanatic.com/three-disney-divisions-reportedly-named-in-new-round-of-layoffs-el1/

https://www.justice.gov/opa/pr/accenture-agrees-pay-25m-resolve-alleged-employment-discrimination-violations

I got the memo.
I showed up.

I noticed HQ here in NY is still a ghost town.
I’m thinking we must have laid off the entire HR department because they are nowhere to be found.

I might think the same thing about finance, but there were so few to begin with I know better, they were already “insourced” to Mexico and India, so whoever shows up, is just a survivor.

But at least the global marketing team showed up. Must be nice to spend all that money on F1 sponsorships and a trip to Cannes.

The vacant spaces in Sales is fine since they are out and in the field.

But there is always hope- At $129/share, we have tons of opportunity to see that how even lower.

My last day was 9/4. On 9/5 I got an email to change my workday info. I did. Last week I could log in just fine. now I’m completely locked out and I need a copy of my last pay. I’ve been on hold for an HR rep for 57 minutes now.
Is there an easier way to access our information???
Please save the smart a-s replies.
Thank you 😌

Is there any reliable statistic on how many employees choose PIL versus a PIP, how many eligible employees actually retire, what percentage of PIPs HR allows to pass, and how many employees leave the company even after "passing" a PIP?

What’s the point of having HR people that their only response is go to red? And that thing never has answers. So tired of getting zero support from people that have no idea what they are doing. They don’t do talent scouting, they don’t give support and they keep messing up the simplest activities of their position.

Three different articles posted that more layoffs are rumored to be coming by end of the month. Reportedly to include HR, Product/Tech and other operational

Can we stay on insurance for 6-12 months after the termination date? Is this negotiable with HR?

If people are eventually going to g to be laid off for any number of ridiculous reasons. Shouldn’t every exiting person get on record .. the question and answer as to why others like TK or BE still keep their jobs when they are a does not meet. I mean if there is an increase in the numbers of do’s called mediocre people then that means mediocre results. And who sits at the top of the mediocre organization? What do any of us have to lose.

When a layoff occurs does it come from your direct manager, senior manager, or Human Resources?Is it during a one on one meeting? How do they determine severance depending on band level, if offered at all? What happens to any unused accrued time off after a layoff notification has happened? Do they give a 30 day notice? Lots of questions, thanks.

How are you notified if you're on PTO?

Does anyone know if these are two separate entities? I had an issue HR completely ignored. We received an email regarding the Ethics line. Has anyone got anywhere with this?

Just got an afternoon call from HR, no explanation whatsoever. I had my best year ever, performance over the roof and yet they say they don't need me anymore. Built a lot of Ai stuff but seems that the Sanoke boys don't give a sh-t. FactSet is brain dead.

Could anyone clarify whether we are required to pay the initial premium amount sent by Optum, which reflects the total before the subsidy is applied? I was advised by CNC HR that we must pay the full amount upfront and that Optum will later deduct the subsidy once they receive the relevant details, warning that failure to do so could result in the termination of our insurance on 9/30/26 without the possibility of retroactivity. However, Optum has provided conflicting information. Does anyone have definitive guidance on the correct procedure, as I am hesitant to pay $3,000 upfront to prevent my insurance from being cancelled?

It's dawned on me that during the hiring process, with its flurry of emails and documents going back-and-forth, I didn't get a signed copy of my contract back from OT. (Obviously, OT isn't foolish enough to add a copy to employee profiles in TC.)

It draws me to wonder how many other people are in the same position--"somehow" the final copy of your contract never made it back to you.

Who’s excited for October?

From HR training I am pretty sure you cannot threaten someone their job because they ask you for help.to remove an impediment. Asking any HR person on here, current or ex Fiserv. This seems like a violation. This is how they are doing rifs when they say not performance based.

Just look at their track record with audit, it&v, external regulators and voice of team survey results. Operating commette should be working with hr and demanding exit plans for these incompetent senior managers.

I was laid off from FIS after 28 years. My severance pkg includes 52 weeks of severance paid bimonthly as if I were still employed. My first deposit was due yesterday. I did not receive it and still haven’t I have tried repeatedly to call The People Office number but their voicemail is full so I cannot leave a message. I have tried repeatedly reaching out via email. Again absolutely no response. I have reached out to upper management. Again no response. Do I need to fly to Jacksonville to get any response? This so wrong and so typical of their executive people. Stupidly I honestly trusted them to at least pay me on time.

I’d like to hear from employees who have raised concerns internally and felt the process didn’t work. If you’re comfortable sharing your experience, please do. No names or confidential information. I’m interested in understanding whether there are common patterns here.

Anybody else just feel like the interview questions are pointless and do not reflect the candidate properly? Why it is the HR questions are tick box exercises and not actually about the role. I got a question last week about diversity and inclusion... what the actual f**k?

Why not ask about the job and what experience i bring.. they wonder why all these companies lose good candidates to their stupid questions. I've literally had a 10 years old ask me more technical questions about my job than HR could ever...

I just tendered my resignation at BofA. Does anyone have any insight into the resignation process? Should I expect to hear from HR at any point, or is there anything else I should expect from the process besides tech return on the last day?

Has anyone happened to report HR to the EEOC and/or any other entity that handles disability claims/disability benefits for employees?

I've been thinking about how the layof pool actually gets selected...my guess is it goes something like this, roughly in this order. Would you agree? Am I off on the sequence or missing a category? Reply with what you've actually seen so we can get closer to understanding the process...

• HR offenders/issues AKA "problems"
• Low performers
• Duplicate/redundant positions
• Remote employees
• High-cost employees
• Teams/functions being consolidated
• Employees on canceled/deprioritized projects
• Overlapping management positions
• Low direct report count management
• Recent hires in areas that over-hired
• Random employees to meet the headcount quota

I left without another job lined up, and I don't regret it. Having no paycheck for a while feels less frightening than going back to that place, having to deal with an abusive manager who thinks screaming at the top of his lungs is a valid management style. Luckily, I have enough savings to be able to afford this, but I feel for my former teammates who are stuck with that monster. And before anybody mentions HR, they're completely useless.

We were instructed to update our workday profiles today. Also told HR would be pulling reports to make sure we did them.Anyone think this may be cryptic before a layoff or have any additional insight? It seems odd.

Be careful with what and with whom you share your personal details related to rto. There are snitches and try hards everywhere, complaining that it’s not fair people leave early, some people they never see come in, one guy left at lunch and didn’t log back in, blah blah. These same people are also submitting suggestions to HR to track ip login time, implement timesheet system, etc.

As a manager, I have had to tell these ICs to chill out, hr is not enforcing to that extent, nor are they privy to people with medical accommodations, personal circumstances, etc. These are usually the people that have been at citi for 10 years plus.

It’s like these folks have nothing better to do with their time other than to invent new ways to make other people miserable.

Takis says one thing about retaining SMEs and HR does the opposite.

This place is toxic. Signals sent from the MC should actually mean something. They don’t.

If you get an offer while on garden leave what happens?

Did you know that 250 HCSC employees retired last year? Did you know that the number is 300 and counting this year? HR er um the "People" division knows. But they're talking about it as a trend, not another indication that the culture is in the toilet. If these were just "front line" employees but executives are heading for the exits because they can't deal with the craziness anymore.

Did you also know that beginning in January, employees in Richardson and Chicago are going to have to swipe their badges to leave the building at the end of the day? This is not a rumor. This is going to happen. It's been in the works. They wanted to do this earlier this year but came to their senses when they realized that along with making 75% of the workforce remote that would be too much.

Today is the first day of the Pulse survey. You're kidding yourself if you think it's anonymous. Even HR stopped telling that lie. They're very sensitive to negative comments and identify who says what. But you probably knew that. If not, you do now. Comment at your own risk.

One more did you know. HR is getting ready for another one of their "operations" (layoffs) in 2027. This won't be because the company isn't making money. It's going to be positioned as "eliminating redundancies." This is not a rumor either. This is going to happen.