#layoffs

Oracle Government, Defense and Intelligence (GDI) Federal Sales -- Any layoffs?

This company operates with an outdated mindset, and as a former Pershing Advisor Solutions employee, I saw firsthand how deeply the issues run. Strong performers were often pushed out or left on their own, while promotions frequently went to individuals who simply filled gaps rather than elevated the organization.

Middle management was routinely pressured to give artificially low performance ratings so directors could meet layoff quotas—often without offering appropriate severance. The result is a culture where talented people feel undervalued and unsupported.

It’s disappointing to watch, and I genuinely encourage high‑performing employees to explore opportunities elsewhere where their contributions will be recognized and rewarded.

On my team especially after 1/29 layoffs. Anyone else?

With decisions centralising and more governance and finance leadership coming in, what outcomes have people seen in similar situations — tighter oversight only, portfolio moves, or does this usually end in restructuring and layoffs?

Companies today have seen the challenges with the US economy due to the ongoing tariffs.

Very quietly though have you realize the backlash against the American worker? Canon USA Inc. is holding it against the American workers by continuing to layoff and outsource to contractors in the Philippines.

In addition, we have not received one publication from corporate that didn’t mention the tariffs. The continued downsizing of the American working people is a direct response to the American government.

The company is currently being investigated in Melville for their layoffs that may result in the loss of the tax breaks they received when we moved our corporate HQ.

Canon USA Inc. knows they need to be here for business but doesn’t want to play ball with the people of our country. It’s a sad reality but you may be the next move they make in what they label as a right sizing due to the economic climate.

I simply can no longer trust this company because I feel that I am a targeted employee because I am American.

4Q24 Report
As of December 31, 2024, we employed approximately 70,000 full-time and part-time employees, including network, retail, administrative and customer support functions.
4Q25 Report
As of December 31, 2025, we employed approximately 75,000 full-time and part-time employees, including network, retail, administrative and customer support functions.

So an increase of 5K employees YOY, even though they spent $390 million in 4Q25 to "...streamline operations by centralizing leaders and teams, reducing organizational layers, and eliminating duplicative roles..." and plan on "...remaining costs of approximately $150 million expected to be substantially incurred by the end of the first quarter of 2026. "

So I guess we have to wait until 4Q2026 report to understand how many employees are affected by a net cost $540 Million?

I was in the BenefitSolver to do something and noticed a new “Leaving T-Mobile” with resources for those laid off. It has a schedule for calls about benefits and severance, and those are basically every Wednesday through the end of April. If I got laid off last week I’d want to know all the details so why would I wait until the end of April?  Makes me think this won’t be over by end of Feb like many of us hope. 

Article is about retirement but true for those of us told we aren’t performing, are assessed low, and are hit with layoffs as well. We all need to watch out for each other. Word like « good », « needs improvement «  and « needs significant improvement «  hurt.

https://geediting.com/gen-psychology-says-the-reason-retired-men-sit-in-silence-isnt-because-they-have-nothing-to-say-its-because-theyve-lost-the-only-identity-anyone-ever-valued-them-for/

He’s sitting in his chair. The television might be on. He’s not really watching it. His wife asks if he’s okay and he says he’s fine. He doesn’t elaborate. He doesn’t start a conversation. He just… sits.

If you’ve watched a man go through the first year or two of retirement, you’ve probably seen some version of this. And the easy explanation — the one most people land on — is that he’s simply run out of things to say. That after decades of meetings and deadlines and daily demands, he’s finally enjoying the quiet.

But psychology tells a very different story. One that’s far more uncomfortable and far more important to understand.

That silence isn’t contentment. It’s the sound of a man who no longer knows who he is.

The identity that was never really his

For most men of the boomer generation, identity was never something you explored. It was something you earned. You were what you did, what you produced, what you provided. Your worth as a human being was measured almost entirely by your usefulness to other people.

Research from the field of masculine gender role socialization describes how boys learn from a very young age that their value is contingent on performance. Researchers call this “masculinity-contingent self-worth” — a man’s sense of personal value being directly tied to how well he fulfills the societal expectations of being a man. And for decades, those expectations were clear: provide, achieve, produce, don’t complain.

This worked. It worked for forty years. It gave men structure, purpose, social standing, and a ready-made answer to the most basic question any human can ask: Who am I?

I’m an engineer. I’m a manager. I’m the guy who keeps the lights on.

Then retirement comes, and the answer disappears.

Work wasn’t just a job — it was the entire architecture of selfhood

When researchers at the University of Gothenburg studied retirement adjustment, they identified three core psychological components that determine how well someone adapts: identity reconstruction, social interaction, and independence. Of the three, identity was the most foundational — and for men, the most fragile.

One retired participant in the study described the feeling this way: when you’ve got a job, you define yourself by your job. You carry a higher status of yourself in your own mind. After retirement, the sentiment was one of redundancy.

This isn’t an overreaction. For many men, work provided essentially everything that psychologists consider necessary for mental health. It provided routine. Social contact. A sense of competence. External validation. A reason to get up in the morning. A place where people needed you.

A 2024 study published in BMC Geriatrics examined depressive symptoms across the retirement transition and found something striking: the meaning men attached to their work was a significantly stronger predictor of post-retirement depression than it was for women. When work meant everything, losing it cost everything.

Women, the research suggests, tend to maintain a broader portfolio of identities throughout their lives — mother, friend, community member, caregiver. Men, particularly men of this generation, were encouraged to go all-in on one identity. And now that identity is gone.

Why he doesn’t talk about it

Here’s what makes this particularly cruel. The generation of men now moving through their sixties and seventies was raised to believe that strength means silence. That asking for help is weakness. That a real man endures.

Research on masculinity and social connectedness has consistently found that men’s social support networks are limited precisely because seeking support or discussing emotions conflicts with male role expectations emphasizing strength and emotional restraint. The dominant practice among men in multiple studies was simply not to share emotions with other men. Or with anyone.

So when a retired man is struggling with an identity crisis — when he feels purposeless, invisible, and fundamentally uncertain about who he is — he does the only thing he was ever taught to do.

He sits quietly and tells you he’s fine.

Dr. Igor Galynker, psychiatry professor at the Su----e Prevention Research Lab at Mount Sinai, puts it bluntly. Men spend their lives achieving and neglect social connections, he explains. Women retire better because it’s less traumatic for them. Men are so invested in their work they lose both the social connections from work and the meaning of life.

The silence has a body count

This isn’t just an emotional problem. It’s a public health emergency that almost nobody is talking about.

According to the CDC’s National Center for Health Statistics, men age 85 and older have the highest su----e rate of any demographic group in the United States — 55.7 deaths per 100,000 people. Among men 55 and older, su----e rates increased significantly between 2001 and 2021. And retirement is consistently identified as one of the key precipitating life transitions.

Dr. Yeates Conwell, psychiatry professor at the University of Rochester Medical Center, identifies five factors that converge in older men: depression, disease, disability, disconnection, and deadly means. He notes that because male identity is so wrapped up in self-reliance, the transition to needing help from others can be devastating. And in retirement, men lose many of their connections and most of their sources of self-esteem.

A meta-analysis published in the International Journal of Environmental Research and Public Health found that the mean prevalence of depression among retirees was 28%, with rates significantly higher among those who retired involuntarily. A separate review in Epidemiology and Psychiatric Sciences described retirement as a major life transition associated with numerous risk factors for developing depression.

Over 6,000 older Americans die by su----e each year. The vast majority are men. And an overwhelming number of them visited their primary care physician in the month before their death — most without being diagnosed with a psychiatric condition.

They went to the doctor. They didn’t say they were struggling. Because they were never given the language, the permission, or the cultural scaffolding to say those words.

Nobody ever asked who he was beyond what he did

This is the part that should stop us in our tracks.

For most of these men’s entire adult lives, nobody — not their employers, not their friends, not their families, and often not even their wives — ever encouraged them to develop an identity beyond their productivity. Nobody asked what they loved. What moved them. What they dreamed about when they weren’t solving other people’s problems.

The question was always: What do you do?

Never: Who are you?

And when work ends, the first question becomes unanswerable. The second question was never even attempted.

Research from retirement psychology describes this transition as “a psychosocial process of identity transition and search for meaning,” where the challenge lies in creating a new sense of self once the old one no longer fits. But for many men, there is no new sense of self waiting in the wings. There’s just an empty room and a television that fills the silence.

What the chair really means

When a retired man sits in silence, he’s not relaxing. He’s not savoring his freedom. He’s not choosing quiet.

He’s trapped in a gap between who he was and who he doesn’t know how to become.

He spent his entire life being valued for what he could do for other people — the money he earned, the problems he solved, the responsibilities he carried. And now that those things are gone, he’s confronting a terrifying possibility: that without his usefulness, he doesn’t know what he’s worth.

He won’t say this. He might not even consciously think it. But it’s there in the early bedtimes, the declining invitations, the shrinking world, the flat tone when he says he’s fine.

The conversation we need to start having

If you have a retired father, husband, brother, or friend who has gone quiet, it’s worth understanding that you’re not looking at a man who has nothing to say. You’re looking at a man who lost the only version of himself that anyone ever seemed to care about.

And the fix isn’t a hobby. It isn’t golf. It isn’t a suggestion to “stay busy.”

The fix starts with asking a different question. Not “What are you doing with your time?” but “What matters to you now?” Not “Have you thought about volunteering?” but “What did you always wish you’d had time for?”

Research on identity change in retirement suggests that older adults who maintain multiple group memberships and social identities experience more positive transitions. It’s not about finding one new thing to replace work. It’s about discovering that you were always more than your job title — even if nobody ever told you that.

The generation of men now sitting in living rooms across the country were taught that their value was in their hands, their output, their provision. They built houses, careers, families, and entire lives around that belief. They were never told it was a trap.

The least we can do is stop mistaking their silence for peace.

It isn’t peace. It’s grief. And it deserves to be heard.

Eighty-one jobs are being cut at Firestone Fibers and Textiles, affecting its manufacturing sites in Gastonia and Kings Mountain. The layoffs were disclosed in a North Carolina WARN filing.

https://finance.yahoo.com/news/charlotte-area-textile-company-cuts-202420931.html

A major North Dakota oil company is stopping its drilling operations, and job cuts are likely to follow.

https://www.inforum.com/news/north-dakota/halt-in-drilling-by-one-of-north-dakotas-largest-oil-producers-expected-to-bring-layoffs

https://www.yahoo.com/news/articles/planned-interior-layoffs-could-cripple-210731752.html

Kuehne+Nagel Inc. is implementing significant restructuring, including closing its Locust Grove, Georgia facility around March 31, 2026, which impacts 153 employees. This is part of a global cost-cutting program aimed at reducing 1,000 to 1,500 roles (announced late 2025) to combat weak freight demand, overcapacity, and margin pressure.

Legacy Supply Chain Services, Inc. is laying off 117 employees across multiple California locations due to weakened freight demand, with cuts finalized by early April 2026. Affected positions include warehouse workers, drivers, and supervisors, with the largest impact in Brea, San Diego, and Fontana.

Five Arizona employers filed WARN notices in January 2026. These filings indicate planned workforce reductions across the state. Approximately 260 job cuts are outlined by these notices. Avelo Airlines is among the companies planning layoffs. This activity suggests a slower start to layoffs compared to late 2025.

https://www.msn.com/en-in/money/news/arizona-layoffs-rise-warn-notices-reveal-260-job-cuts-planned-across-five-employers/ar-AA1W9ETZ?apiversion=v2&domshim=1&noservercache=1&noservertelemetry=1&batchservertelemetry=1&renderwebcomponents=1&wcseo=1

Any rumors/thoughts on what will be covered? Other than layoffs and restructuring, any significant announcements anticipated?

Mano posted on LinkedIn to announce his exit. What could possibly have been so bad to leave after a year? So many legacy execs have failed miserably and easily remain on the payroll, especially in finance. What happened?

Janus International Group will lay off 113 employees. These permanent job cuts affect a Houston facility. The company is consolidating its operations. Layoffs are scheduled to begin after April 2. Affected roles include rollers, stapler felters, and material handlers.

https://www.bizjournals.com/houston/news/2026/02/13/janus-self-storage-manufacturer-houston-layoffs.html

Springfield Public Schools laid off 27 teachers. These mid-year layoffs occurred in January 2026. The cuts resulted from a new union contract. This contract included a retroactive 4% pay increase. Teachers and students faced significant grief and uncertainty.

https://lookouteugene-springfield.com/story/education/2026/02/16/what-the-heck-just-happened-springfield-teachers-navigate-uncertainty-grief-in-midyear-layoffs/

Now that the severance periods for most MRO employees have ended and the fallout of CEP and all the EOI's. How many MRO employees that took a role with COP are still there and happy?

Feels like a ton have left.

But your raise will still be 2-3% maximum and bonus will be pennies on the dollar and taxed at 50%

Hearing rumblings of S&T cuts coming within the next 2 weeks. Any specific sectors/divisions? Assuming the DPA teams that were swept under the rug and consolidated under Dave will be first to go?

Its time that White Collar jobs unionize before we are all laid off. People like Darren will stop at nothing to lay us all off. We need to join together to fight!

Why Shell IDT employees are looking to flee the company

I'm a Manager and I have had to lay off top raters over low performers because the leader has a vision. I can tell you, ratings have some sway but ultimately no one is safe from the shoulder tap.

Keep your options open.

That much is clear right now. March is another story, though.

If you're able, get licensed and the FPQP designation. I know it seems intimidating but you know more than you think.

Tenured BOAs are being let go through teaming. Remember all that dust we kicked up about our pay? Yeah.

Be prepared.

Does anybody have an inkling what we might be looking at? I'm afraid to even think of the possibilities.

There seem to constantly be rumors going around about layoffs but how long it's been since we actually had a confirmed round? It's been a while. I understand being scared and worried but I just wish we could get some concrete info instead of people just fear-guessing.

Every day I wonder if today's the day. And they expect me to just perform like normal? That's not possible. The stress is all I can think about.

Looks like the February layoffs are complete & a reorg being announced this week in the TH. Any reliable info on if we’ll see another round of layoffs in 2026? Timing? What’s everyone hearing?

Will this be enforced ? I mean why bother complying ?

By not complying you will prob get at least a year before being laid off

My department has been frozen for months. Nobody in, no backfills. Is this happening across the board, or are some groups still hiring?

Only about one more month until CS moves to china. I work in APLA and writing is on the wall that we will be dissolved as a geo as of fy 2027. CS HAS BEEN the steady ship we've needed and has made apla an incredible place to work, I'm very excited for her but nervous for this change. Anyone have any info?

I still remember when getting hired at T meant you were set for life. You'd retire from here. Now look at us. Those were the days, huh?

Winthrop University changed its food service vendor. This change impacted Sodexo, the previous provider. Sodexo issued a layoff notice for 177 employees. The company cited unforeseeable business circumstances. Chartwells will now provide dining services on campus.

https://www.msn.com/en-us/money/companies/vendor-change-at-local-university-triggers-layoff-notice-for-177-workers/ar-AA1JJOy5?apiversion=v2&noservercache=1&domshim=1&renderwebcomponents=1&wcseo=1&batchservertelemetry=1&noservertelemetry=1

The company keeps letting go of people who actually know the work and matter, then shuffling others into roles they aren’t set up for. It’s creating gaps and inefficiencies that could’ve been avoided. I'll never understand the logic behind their thinking.

Rivalry Corp., an esports and traditional sports betting company, announced a large-scale reduction in its workforce. Reports indicate that all staff currently under contract were laid off. This Canadian company has experienced an extended period of volatility and underperformance. Its stock, trading as RVLY on the TSXV exchange, has lost over 99% of its value. The board of directors is now evaluating strategic alternatives to stay afloat.

https://www.dust2.us/news/70686/esports-sportsbook-rivalry-announces-mass-layoffs-as-company-weighs-options-to-stay-afloat

The EWC meeting statement here:

https://rsuibmsegrate.altervista.org/20260122.pdf

Statement – Resource Action across the board,
mostly impacting Western-European countries
x
After receiving a series of informal indications over the past weeks, the IBM EWC membership was
officially informed at today’s Extraordinary Meeting that a global Resource Action (RA) will indeed be
implemented for the fifteenth consecutive year. The current RA will impact around half of the
European countries. Even though this year’s reduction target is roughly double the size of 2025, IBM
senior management stated that the size and scope of this RA is limited and focused, as the overall
reduction of European staff is mid to high single digit.
As before, the IBM EWC cannot agree to the company’s qualification, because IBM has become a
significantly smaller organisation compared to five or ten years ago, especially in Europe. In this
context, the team observes that also lower reduction numbers have more critical impact than before,
most visibly in IBM’s European Support Functions. Carving out a few roles compared to limited local
staffing levels can lead to extremely high and impactful reduction percentages that easily go up to
20% or 30% and sometimes even to 50% or 100%.
Compared to 2025, the EWC observes that the current RA focusses on practically all parts of IBM’s
business in Europe and that IBM Technology, IBM Consulting and IBM Support Functions all count for
roughly one-third of the total reduction target. The overall business rationale relates especially to the
implementation of IBM’s enterprise productivity initiatives via automation and the use of AI at job role
level, the elimination of tasks, and shifting workloads to strategic locations. Looking into more detail,
the membership sees clear distinctions between various parts of IBM’s business in Europe.
Around 70% of the current reduction target in IBM Consulting is aimed at three large countries. For
at least four countries, IBM Consulting counts for more than 50% of the country’s total reduction
target. The IBM EWC concludes that these targets well exceed the number of colleagues temporarily
on the bench in most countries. The company is carving out productive mainline delivery employees,
aiming at concentrating the entire delivery effort in the Client Innovation Centers (CICs) to increase
profit margins. In this context, the membership is surprised that IBM senior management stated that
employees in these CICs might also be eligible of this RA.
IBM Technology has to execute a significant reduction too, especially in Sales, Software and TLS.
The IBM EWC can understand that the global implementation of the new Go-to-Market model with less
but more focused roles can lead to efficiencies. However, the membership regards Sales and Software
as core and fundamental elements to our strategic direction and ambition. If we truly want to become
a Software Company, the IBM EWC believes that current staffing levels should at least remain intact.
Efficiencies could support the extension of IBM’s reach and visibility in a highly competitive market,
instead of further reducing employment. IBM senior management explained that TLS is impacted by a
volume decline due to the outstanding quality of current IBM-technology. Products last longer and
there is less need for repair, the use of cloud solutions reinforces this trend. Combined with shifting
workloads to our TLS Center in Bulgaria, this causes redundancies.
In our Support Functions, IBM continues to shift more workloads from Western-European countries
to our International Delivery Centers (IDCs) around Europe. Support staff employees in these
countries should on average be prepared for higher single-digit reductions, especially in Finance &
Operations. In some larger European countries, Human Resources and Marketing & Communications
are impacted significantly as well. Shifting workloads is not new. However, the IBM EWC observes
that staffing levels in our European IDCs are also reduced at the same time, sometimes massively.
This is most visible in IBM’s Marketing & Communications mission in Bucharest and our Procurement
operation in Sofia, both locations face double digit reductions. Also in Bratislava our Q2C and Finance
missions are again in scope, with high single digit reduction targets.
!!"#$%&'("#")*(##!'+,-
The membership does not understand nor support the carve out of jobs at country level and in our
IDCs at the same time. By experience we know that careful timing and readiness on both sides
before shifting workloads is critical to be successful, especially since local footprints have eroded.
Countries hardly have any critical mass left on-site and local support teams have been marginalised.
The IBM EWC believes that again pushing an early shift is not without risk to the quality and continuity
of daily operations and observes that repeated restructurings led to increased workload, both at
country level and in our centers, which negatively impacted morale and engagement of our colleagues.
The membership anticipates that this situation will further deteriorate after the current RA, as a
compelling and motivating vision with a clear future perspective continues to be absent for
employees working in Support Functions. The IBM EWC cannot accept that this group remains under
constant pressure because of their job role, knowing that adequate support is of critical importance to
enable the growth of IBM Technology and IBM Consulting. The membership calls again at IBM senior
management to be more attentive that colleagues working in Support Functions all over Europe are not
overloaded and have sufficient time to hand over and to take over workloads.
The IBM EWC concludes that IBM clearly disinvests from Europe, for example by co-locating work
from Europe back to Delivery Centers in the U.S. and partially Asia and North-Africa. The membership
has the clear impression that decisions regarding strategic locations are more and more ‘geopolitically
motivated’. IBM senior management was unable to clarify what strategic locations are identified for
the near future to consolidate some Support Functions and especially whether these locations are
inside or outside of Europe. The IBM EWC requests IBM senior management to invest substantial
budget in increasing the base salary of colleagues staying at IBM, thereby keeping morale and
engagement intact. This is key to boost our growth and support the transformation of our company.
The IBM EWC was informed at the meeting that IBM aims at maximising voluntary packages as
much as possible to ensure that employees in scope of this Resource Action can leave the company as
ambassadors. The membership requests IBM senior management to inform and instruct country
management accordingly. The IBM EWC understands that local implementations are guided by local
law and practice, however, at European level one consistent and uniform approach for all European
countries in scope of this RA should be discussed, outlined and agreed to ensure that IBM employees
all over the continent are treated fairly and equally, according to the same rules and principles. The
EWC membership requests IBM senior management to ensure that:

• first and foremost, subcontractor replacement is advertised and applied;
• scoping criteria are transparent and timely agreed and communicated, including fair objection
  procedures and periods;
• managers pro-actively coach their teams towards re- and up-skilling programs to allow for
  internal redeployment opportunities supported by IBM’s Business Driven Mobility;
• cross LoB job opportunities are pro-actively facilitated and supported;
• Bridge-to-Retirement programs and paid Leave of Absence/paid sabbaticals are offered;
• so called ‘domino solutions’ are actively promoted and supported;
• only voluntary programs and generous packages are offered, to allow IBMers to leave the
  company in a mutually agreed and good spirit;
• outplacement support is offered to all employees in scope on acceptance of an offer.
  The membership discussed the information and details provided about the size, scoping criteria and
  timelines for Europe. The current RA impacts only half of all EU-countries, 14 member states
  are exempted. The IBM EWC believes that the local circumstances in these 14 countries do not differ
  much from the specific business situation in the countries which are in-scope of the current RA. IBM
  senior management explained the company’s rationale to exclude them is based on business need,
  priority and affordability, and confirmed that as a consequence no restructuring will take place there.
  Based on the information provided at today’s meeting, the IBM EWC concludes that the company
  wants this restructuring to be implemented in this first quarter of 2026. The membership
  requests IBM senior management to ensure that all time required will be given to support the local
  information and consultation processes within the European countries in scope and to continue the
  dialogue on the current Resource Action at European level and to provide regular status updates.
  IBM European Works Council
  Paris, France – January 22, 2026