#layoffs

What are the chances of these roles facing redundancy?

I was told that the new PMP system uses five ratings, from A to E, with E being the lowest.
Rumor has it that receiving two consecutive E ratings could lead to contract termination.

I was also told that in teams of five or more people, each rating must be assigned, regardless of whether all team members performed well.
I know this is supposedly about controlled and forced attrition aimed at eliminating so-called low performers, but it still shocks me.

In some cases, year-end ratings have apparently already been decided at the N+2 level. If that's true, then the game is rigged.

Your thoughts and comments will be valuable to everyone.

This is why Microsoft asks 60,000 workers to leave.

http://techrights.org/n/2026/10/30/Despite_the_Mass_Layoffs_Microsoft_s_Debt_Soared_by_5_1_Billion.shtml

https://x.com/TheLayoff/status/2116199649002578022

It does nothing but lose shareholder value.

For cy 2026 bonus, if you were laid off in October , are you eligible for a prorated portion?

Or say if you get laid off or leave in Jan 2027, are you eligible to get something for 2026?

Please don’t make fun just trying to understand

if it continues to slide, we will have major problems

Head of GCC, EVP said this on LinkedIn "I’m both proud and humbled to be part of this journey as we build for our future! This announcement represents the continuation of an extraordinary partnership with Infosys and marks the start of an important chapter for Truist." I really hope Steve doesn't think moving 1400 jobs to India is a good thing!! When I worked at BB&T he seemed to care about employees. My guess is that he has no choice but to drink the Koolaid. :(

that's the post

WTF? My stash just got cut in half.

Comcast’s October 29 WARN filing in Washington confirms 159 permanent layoffs across multiple departments, including VP-level positions, with separations beginning December 31.

What stands out is that Comcast has sometimes managed restructurings without WARN filings, although it has filed them in the past.

The concern is the scale. This appears to be more than eliminating a few redundant leadership roles. Comcast is making significant organizational changes across multiple functions.

The next thing to watch is whether Pennsylvania receives a WARN filing, which could provide more insight into the extent of layoffs at Comcast’s Philadelphia headquarters.

It reinforces how substantial this restructuring is. It’s not over. 👀

I heard that 2u is losing a major partner. Any idea on who?

T-Mobile leadership has failed miserably at moving the company in a positive direction, both financially and culturally. A company should be able to generate revenue while maintaining an environment that values its employees. Unfortunately, over the past several years, upper management has systematically dismantled much of what made T-Mobile competitive, successful, and a place people once took pride in working.

I'm sure the bean counters packaged these changes as necessary growing pains, selling everyone on the idea that things might hurt now but would make the company stronger in the long run. It's the same tired corporate playbook: make sweeping changes, promise a better tomorrow, and leave employees dealing with the uncertainty and consequences today.

I hope people remember this before giving their loyalty, dedication, and best years to a company that clearly doesn't understand the value of either. T-Mobile appears willing to cut off its nose to spite its face, sacrificing the very people and culture that helped make it successful.

You gave them your best efforts, your skills, your experience, and your loyalty. When it mattered most, what did you get in return? A reminder that loyalty from employees is expected, but loyalty from leadership is apparently optional.

So.... y'all told us about 8 weeks ago that the Compliance org cuts needed further review and we were told back then that in 6 weeks we would be hearing about the layoff decisions for our org. So.... dead silence, no updates, no communication. Anyone over here heard any updates from leadership yet? Any new timeline? We all know it's coming.... pretty cruel to keep us waiting to find out if we have a job or not. Especially practically right before the holidays now. And some of us noticed how the HR doc used to say if you made it to Oct 1 and then were laid off, you were entitled to your annual bonus. But the links on Workday that were sent with the assessment reminders clearly said if you are no longer employed on the date the bonus is distributed, you are ineligible to get it.... Would be nice to know what is happening to us in this org....

Elad, if you’re reading this, looks like you’ve officially been voted off the sinking ship too.

Pack up your ego, your arrogance, Janus, FDX and the rest of those multimillion dollar projects that never seemed to deliver on their promises. The company has spent enough money funding your grand visions and self promotion.

Here’s what you seem to be missing. Employees have lost confidence in your leadership. People are tired of being dragged into another expensive project with big promises and little to show for it. Respect isn’t something you get because of your title. You earn it by actually delivering.

At some point, read the room. Pack your sh-t, leave the ego behind, and make room for someone people actually want to follow.

Welcome to the new Comcast, where employees are done waiting for leadership to hold itself accountable. If the executives won’t do it, we will. Publicly. Your title doesn’t protect you from your track record anymore.

Lehitraot, Elad. Don't let the door hit your ego on the way out.

The idea that keeping your job is some kind of a reward, at a place that is in a constant state of turmoil, it's sadly pathetic and a hallmark of the Devon experience

Was anyone in HouseCalls laid off or is that next?

TL;DR:

Xerox owes more than it is worth, so in a sale the lenders get the money and probably the company, the lawyers get paid either way, and shareholders get nothing.

Buyers would want the customers, the service contracts and the techs, not headquarters.

If you have a Xerox pension or retiree medical, find out now what is actually guaranteed, because not all of it is.

The company owes way more than it is worth, and the stock is now gambling at a table where the lenders are the house.

So who would be interested?

Most likely the lenders themselves. The people Xerox owes money to swap their loans for the company, and some of them may not even want it. But if enough of them vote yes, the rest get dragged along anyway.

Then you have got the Japanese rivals like Canon, Ricoh, Konica Minolta and... not Fujifilm, exiting the business (as we know it). They do not want the whole thing, just the good bits, meaning the customers, the service contracts and the production printers.

Vulture funds would happily buy it cheap, cut it to the bone and milk the service contracts for years.

And nobody else.

As for who gets paid, it is lenders first, lawyers always and shareholders never. Your stock and RSUs are not worth the paper they are printed on.

Who would they keep?

The techs who fix the machines and the people who bring in contract money. Not headquarters, not extra managers, and definitely not anyone whose job is PowerPoint.

Now the part people should really think about, which is pensions...

A buyer would probably take over some of the plans, especially outside the US, where the law tends to make pensions travel with the business.

The US plans are a different story. They could be handed over to the government pension insurer, the PBGC. It does pay out, but only up to a legal cap, so people with bigger pensions or who retired early could see less than they were promised. If you are already retired you are usually in the safest spot, while people still working are more likely to see their plan frozen, meaning you keep what you have earned so far but stop building more.

And retiree medical is the one nobody talks about. The government insurer does not cover it at all, so it is usually the first thing to get cut. If you have a pension or retiree health coverage with Xerox, now is a good time to find out exactly which plan you are in and what it actually guarantees.

None of this happens tomorrow, but the clock is ticking.

Elon:
Yeah… I mean, look. The situation at Webster with Xerox… it’s basically an absolute masterclass in negative first-principles thinking.
Like, if you engineered a process specifically designed to delete shareholder value at maximum entropy, you’d do exactly what TA did. Seriously.
First off—the iGen. You had a machine with actual positive unit economics. High gross margin on consumables, stable cash flow… essentially an operational money printer. And what does management do? They just… axe it? Into a complete vacuum. Without an actual, physically viable successor ready to spool up. That’s insane. It violates basic physics. You don’t jettison the thrusters before the second stage ignites.
And then—sigh—the print heads.
(stares blankly for three seconds)
I mean… wow. Sinking millions into print-head tech that is, what, three generations obsolete? We already had the empirical data from Brenva. We had Baltoro. The signal was 100% clear: the architecture cannot scale. The nozzle density, the drop volume, the thermal degradation—it’s like trying to build a modern reusable orbital rocket out of steam valves and cast iron. It’s fundamentally doomed by the laws of physics.
How you look a CEO in the eye and say, "Yes, let's take our remaining runway and allocate capital to ancient hardware that already failed twice"… I mean, frankly, it’s either total delusion or malicious gaslighting. It’s wild.
If institutional investors are looking at XRX expecting a turnaround while Webster is doubling down on obsolete junk… yeah. The delta between reality and what’s in those investor decks is infinite.
Massive write-down incoming. Inevitable. Just sell it. Next question.

One more day of cleaning up billing issues in large part because of incompetence of offshore team. How is this company surviving? Husband used to be in sales here, was smart enough to leave. Said every old colleague in sales he talks to is looking. I know my team is as well!

Given that some other companies are doing "voluntary" buyouts for employees, how likely would it be done at HCSC, but not just for managers/directors like the 2025 RIFs?

If you still work for this company, you are an imbecile. It has been dismantled by incompetent leadership. Get out while you still can.

I was laid off from Q a while ago. Quite a few things have happened since then. I found another job, in a remarkably similar business, and had some time to reflect.

One thing strikes me as particularly peculiar.

At Qualcomm, you could literally spend days without encountering an American-born engineer. Most of the people around me were from India, some from China, and others from various Asian countries.

I was repeatedly told why this was supposedly inevitable. Americans don't study hard enough. They don't pursue STEM careers. They lack discipline, technical competence, work ethic, and so forth. Vivek Ramaswamy was particularly eloquent in explaining all this.

I was also told, in no uncertain terms, that entire groups within Q would never hire a non-Indian engineer. The explanation was fascinating: American engineers supposedly wouldn't put up with certain management practices (hello Murthy), while employees dependent on their employers for immigration status would be much more accommodating.

Go figure.

Fast-forward to my new employer.

Similar industry. Similar technical complexity. Serious engineering challenges.

Except the overwhelming majority of engineers I encounter are American-born. There are some Indian engineers, of course, but nowhere near the proportions I saw at Q.

And guess what? The engineering gets done. Apparently, Americans can still do mathematics, write software, design complex systems, and solve difficult problems.

Perhaps Mr. Ramaswamy's explanation wasn't quite as brilliant as you imagined and quietly approved.

This experience has made me seriously suspect that what I witnessed at Qualcomm was not simply a shortage of qualified American engineers, but something considerably less flattering: hiring practices shaped by ethnic networks, favoritism, and managerial convenience.

I cannot overstate how widespread this was. I am also confident those same networks influenced who was protected during layoffs and who was expendable.

And here is the part worth reflecting on, particularly for those who participated in or benefited from such arrangements.

You may have convinced yourselves that you were practicing some form of Indian exceptionalism. That your networks were stronger, your people more capable, your management methods more effective, and that excluding outsiders was simply good business.

But a company is not an ethnic clubhouse. It exists in a competitive market.

When hiring becomes an exercise in loyalty and conformity rather than competence, the consequences eventually reach everyone—including those who thought the arrangement worked in their favor.

I have observed something else at Q. There was no shortage of people who could execute an established process, navigate corporate politics, manage upward, and keep the machinery running smoothly. Some were remarkably accomplished at it. (Hello again, Murthy.)

Give such an organization a well-defined problem and an established algorithm, and it can produce millions of lines of code implementing variations of bubble sort. Namaste.

But technological leadership demands something fundamentally different. It requires people willing to question the algorithm itself, challenge conventional wisdom, and occasionally invent an entirely new way of solving the problem.

There is a world of difference between implementing a Viterbi decoder and having the insight to recognize that a seemingly intractable problem can be transformed into a tractable trellis-based optimization.

And that brings me to Qualcomm's present difficulties.

Look at Qualcomm's stock performance. Compare it with the semiconductor industry. Even Intel, for years the laughingstock of Silicon Valley, has outperformed Q dramatically.

Of course, there are many ingredients in Qualcomm's troubles: strategic missteps, market dynamics, competition, and management decisions. I am not suggesting that ethnic favoritism explains all of them, or even most of them.

But I cannot help wondering whether they are related. After all, a corporate culture that rewards ethnic loyalty, conformity, and obedience over competence and independent judgment is hardly a recipe for technological leadership.

You cannot manage your way into a breakthrough that nobody is willing to imagine.

And now another round of layoffs.

For anyone who helped build or sustain those closed networks, perhaps this is a useful moment for reflection.

You may succeed in excluding your competition from the hiring process. You cannot exclude your competition from the marketplace.

American capitalism has a peculiar way of teaching that lesson.

And sometimes those who thought they were the beneficiaries of a system discover that they are among its casualties.

6-7% now, another 7% in small multiples until March/April.

Many individuals on this forum assert that Signavio differs significantly from other SAP entities, yet they overlook the fact that Signavio serves as a testing ground for SAP. But various strategies are experimented with there before being implemented across other Lines of Business (LoBs). This pattern was evident when HR personnel transitioned into development management roles, when HPOM was implemented with Signavio as the first runner and the integration of AI features into Signavio products which became widespread in SAP.

What you observe in Signavio in late 2026 and early 2027 is expected to take place in your LoB six to twelve months later.

Signavio is poised to undergo its most substantial reorganization in the fourth quarter of 2026 and the first quarter of 2027. This restructuring will fundamentally alter the leadership framework within Product Management and Engineering. The objective is to establish additional tiers between leadership and the entry-level product managers and engineers. Although this may appear counterproductive, here are the top three reasons for this decision.

1] Leadership faces challenges in promoting and increasing compensation for their acquaintances and relatives within SAP. A reorganization will facilitate this process. Under the guise of restructuring, they will fabricate roles that previously did not exist at Signavio. Individuals appointed to these positions will receive significant salary and bonus increases prior to the appraisal cycle. Consequently, they can claim a lack of funds, resulting in lower performance management ratings for other employees in the subsequent appraisal cycle. Of course there will be no money left for 2027 employee appraisals when most of the money goes to this new executive and their supporters who are getting moved around. Performance ratings will be severely bad for people of some races or from some countries especially from Asia Pacific regions. Muslims are safe and they will continue to see growth. But any religion besides Muslims and Christians are in big trouble. Remember that Signavio is an LoB that had 5% jewish employees and they got rid of them and today there is not a single Jew in Signavio. If you are Christian and do not pay church tax, you might as well pack your bags as they are coming after you next.

2] Signavio is targeting middle management for layoffs in 2027. The current uneven structure complicates the decision-making process regarding whom to terminate. Therefore, they are intentionally creating these additional layers to facilitate layoffs in late 2027. The reorganization will demonstrate that these layers are indeed superfluous, providing a compelling business rationale for their elimination. Most employees affected by this restructuring will be in their 40s and early 50s with few or no direct reports and currently serving as managers of managers. If you are part of such a box move, start updating your CV.

3] Certain roles are at significant risk. User Assistance (UA) is anticipated to be phased out in favor of AI solutions. Quality Assurance (QA) positions are expected to diminish in number, with many being supplanted by AI. Additionally, the role of Scrum Masters is projected to become obsolete. The number of DevOps is also supposed to reduce. The leadership knows that AI is not a good replacement for most of these roles but they don't care. They want them gone. So anyone in these roles will get very low performance management scores because SAP is trying to get rid of them without severance. And if they don't then they become part of the 2027 layoffs. But the people they want to save will be "transitioned" to another role which is safe such as a development manager role or a software developer role. If you get such a choice, take it. Anyone who doesn't will become an outlier and is part of the 2027 layoffs.

If you see similar changes in your LoB, get in touch with your works council member right away. This is a coordinated effort by SAP executives in different LoBs to facilitate layoffs. When the works council looks at this per LoB basis, the pattern is not exactly clear. But you will see the pattern in your LoBs.

Curious if severance is paid out in one lump sum. And if not, is the COBRA subsidy the full severance period?

I miss being able to work at General Atomics as a flightline mechanic in Palmdale, CA. I am still devastated from the 2020 layoff and having a hard time dealing with the loss of my job there. It is hard to go on living. Is anyone else feeling the same?

Anyone else exhausted by the endless LinkedIn parade of “So excited!” “So refreshed!” “Feeling energized about the future!”?

At this point, it’s almost comical. Same tired narrative. Same recycled buzzwords. Same leadership speeches. Different day.

Dear B and the entire chorus of executives who seem to love hearing themselves talk:

For the love of God, stop talking and START DOING.

Employees are tired of broken promises, broken systems, and being told brighter days are ahead while watching money pour into AI initiatives designed to reduce the very workforce that built the company. And real talk every cost saving measure you try well hmmm hasn’t worked yet.

How many years does it take to figure this out?

You refinanced the debt. Congratulations. But refinancing debt isn't fixing a business. Where's the innovation? Where's the growth? Where's the strategy that actually sets you apart?

Instead, it's the same playbook. Watch what Aya does. Watch what AMN does. Copy, paste, repackage, and call it visionary leadership.

That's not innovation. That's imitation with a fancy title.

Meanwhile, executives are traveling, attending conferences, posting about how inspired and invigorated they feel, and celebrating their latest leadership revelations.

How wonderful for them.

But what about the people doing the actual work? The people trying to sell a product, navigate broken systems, retain relationships, and keep the business moving while leadership continues to confuse motivational speeches with measurable results?

Here's the uncomfortable truth: A title doesn't make you valuable. Results do.

And when the dust settles, the same executives preaching loyalty and resilience will polish their résumés, leverage those impressive titles, and move on to their next opportunity. Another company. Another transformation. Another chance to dismantle what someone else worked years to build.

At its core, staffing is a sales business. You have to sell your service, your people, your relationships, and your value.

And frankly, if the company is struggling, maybe it's time to ask why the people at the top aren't successfully selling any of it.

Employees aren't asking for another inspirational LinkedIn post. They're asking for competent leadership, functional systems, meaningful investment in people, and a strategy that produces something other than another round of applause in the boardroom.

Talk is cheap. Apparently, so is the value placed on the people who built Medical Solutions.

And to the employees still holding everything together: don't confuse loyalty to your coworkers with an obligation to remain loyal to leadership that hasn't earned it.

Because when the ship starts sinking, don't assume the people telling you to keep rowing are planning to stay aboard. How many have sailed off already???

My manager still sits in the office with the door closed. I guess it thinks its safe as long as it hides.. Anyway, when they shutter this place, I am pretty sure my maanger will never know until the next day, when the potato chip bag is empy and it goes out for more supplies and cant get back in. Meanwhile, the q cespool ferments .

Late night, hot off the press information from your favorite “pompous windbag!” This absolutely could not wait until tomorrow. Here’s some news sure to get some opinions… please share yours!

Well, this is certainly interesting!

On October 27, thirteen U.S. senators, led by Ron Wyden and Bernie Sanders, launched a formal inquiry into ten major health insurers, including Centene, over their participation in a federal initiative that canceled approximately 315,000 ACA Marketplace enrollments covering more than 760,000 people.

CMS says the enrollments were unauthorized and estimates approximately $2.2 BILLION in recovered premium tax credits.

You might say, “Hey, this sounds like a victory against fraud, right?” But WAIT… Not so fast. According to the senators' inquiry, insurers cooperated with CMS by contacting members and requesting additional personal information, sometimes including Social Security numbers. Members who failed to respond were allegedly included in lists used to terminate coverage.

The senators question whether those actions complied with federal requirements governing midyear eligibility determinations.

And here's the particularly interesting part. CMS didn't update the relevant guidance until October 1. The coverage cancellations were effective August 31. The senators want to know what legal authority the insurers relied upon when they participated.

Now, fraud in the ACA Marketplace is a legitimate concern. Nobody should be defending fraudulent enrollments.

But here's a question:

Since when does not answering an unsolicited communication constitute proof of fraud?

No medical claims? Maybe the person was healthy. Zero-dollar premium? That's how subsidies work. Didn't respond to a request for personal information? Perhaps they thought it was a scam. None of those circumstances, by themselves, establishes that someone fraudulently obtained coverage.

And this is where Centene enters the picture.

Centene operates one of the nation's largest ACA Marketplace businesses.

Its own October 27 earnings release shows Marketplace membership declining from 5.83 million to 3.40 million year over year, a roughly 42% reduction.

To be clear, there's no evidence establishing how many of those departures resulted from this federal initiative. The 760,000 figure covers multiple insurers, not just Centene.

But that makes the next questions even more important.

Congress is asking insurers to explain:

1. What evidence was used to identify supposedly unauthorized enrollments?

2. Did insurers consider whether legitimate members might be wrongly terminated?

3. How many affected members subsequently sought reinstatement or submitted medical claims?

4. Were children included in the termination lists?

5. Did the companies evaluate the legal basis for CMS's requests before cooperating?

6. Are they participating in another round of terminations?

Centene has until November 6 to respond to the inquiry.

And here's what I'd really like to know. Centene requires its employees to complete annual Compliance, Ethics, and Fraud, Waste & Abuse training.

We were taught to recognize suspicious activity, follow established procedures, document decisions, and escalate concerns. So what did Centene's own Compliance and Legal teams conclude about the evidence and procedures behind these cancellations? Did they independently evaluate the risk of terminating legitimate members? Or did they simply rely on CMS's assurances?

We don't know. That's why Congress is asking. And no, a congressional inquiry isn't proof that Centene broke the law. But the distinction between suspected fraud and proven fraud matters enormously when the consequence is losing health insurance… talk about “changing lives” amirite? But hey… margin.

Here's the bottom line.

If an insurer can help remove someone from coverage based on questionable indicators, who is responsible for proving the decision was justified? CMS? The insurance company? The broker? Or does the burden somehow fall on the person who just discovered they no longer have health insurance?

Fraud prevention requires evidence. So does accountability.

And if we're going to terminate someone's healthcare coverage in the name of protecting taxpayers, perhaps demonstrating that the person actually did something wrong shouldn't be an optional step. But hey, at least somebody is asking the questions!

SOURCES:

U.S. Senate — October 27, 2026
Wyden, Sanders and 11 Senate colleagues announce inquiry into ten insurers, including Centene:
https://www.wyden.senate.gov/news/press-releases/wyden-sanders-senate-democrats-call-out-insurance-company-collusion-with-trump-administration-to-kick-thousands-of-americans-off-health-insurance

CMS — September 22, 2026
Federal Marketplace Anti-Fraud Actions:
https://www.cms.gov/newsroom/fact-sheets/federal-marketplace-ffe-sbe-fp-anti-fraud-actions

Centene — October 27, 2026
Q3 2026 earnings and Marketplace membership:
https://investors.centene.com/2026-10-27-CENTENE-CORPORATION-REPORTS-THIRD-QUARTER-2026-RESULTS

Fierce Healthcare — October 27, 2026
Democratic senators probe insurers' role in canceling ACA coverage for 760K:
https://www.fiercehealthcare.com/payers/democratic-senators-probe-insurers-role-canceling-aca-coverage-760k

Just curious what people's thoughts are on taking the buyout, it seems low to take the risk in the current job market.

Also why can't the xbox team figure out how to unpair aheadset from the Xbox...

One board member has ties to M&Co.
Five executives have ties to Wp.
At least One executive has ties to M&Co.

I cannot stand some of these executives. The smirks on their ugly selfless faces make me sick.

This is the most pathetic executive team of Gp’s existence and this is how they want to treat their employees. It would NOT surprise me for them to just let people know on Christmas Day they are out of a job or sign with Infosys.

Yeah think about that Cameron.

Jeff Sloan
Paul Garcia

They had at least a conscience. The current cast of characters I don’t know wtf they are on.

Check out the jobs moving to India. Good luck surviving what is coming.

https://careers.chevron.com/search-jobs?acm=ALL&alrpm=1269750&ascf=%5B%7B%22key%22:%22ALL%22,%22value%22:%22%22%7D%5D

Every week a talented colleague is leaving. And it’s not just malcontents, but includes people who drank the cool aid from a Big Gulp. Just found out another one today. The talent/brain drain is staggering! The executives are getting what they wished for. I hope they are happy. Once this train accelerates it will be tough to slow down.

We hasn’t evacuated families from the Middle East even though the U.S. government has and our competitors have. Oh yeah and then there is this. The executives are cancelling their trips due to safety concerns. Nothing to see here. Keep working peasants. Is executives will stay safely at home. U.S. executives don’t get paid enough to take such a risk!

https://oilprice.com/Latest-Energy-News/World-News/Exxon-Chevron-Executives-Cancel-Gulf-Visit-Over-Security-Concerns.amp.html

I remember an AOP years ago when Kirk Tanner asked who in the room was in foodservice. Only a few people stood up. He said, “We’re all in foodservice. Our families are in foodservice.” That always stuck with me.

Back then we'd bring new products home for our families to try. They'd tell their friends about them. It sounds small, but there was pride in the company and the brands.

Over time we started cutting the small things, then the bigger things.

Restructuring, layoffs, offshoring and now AI. Along the way, a lot of tribal knowledge and connection to the business walked out the door too.

I think we've spent too long trying to save ourselves to prosperity and forgot we're in a customer service business. Relationships, experience, execution and pride still matter.

You can invest more money in beverages and technology, but at some point you have to give people something to believe in again.

Layoff 120000 corporate employees. Then you will get super positive free cashflow.

SBG to cut all US contractors!

Would you still be at Intel if you:
1) Blew up a fab
2) Accused of spying for China by Trump and DOJ
3) Alienated SpaceX
4) Stole $2.3B for fake quantum software while laying everyone off
5) Crashed stock 50%
6) Oversaw 20% decline in PC sales
7) Produced no viable AI product

What else did I miss?