#layoffs

Basically confirming a lot of us will lose our jobs to India and GCC.

Her email said we need to manage our expenses as year end goals.

Expenses = layoffs of employees

Hello fellows,

Does anyone knows why Morocco's offices had to shutdown for 4 days the week before the previous one? is it related to the upcoming layoff?

Also does anyone have rumors to when 14/15 layoff wave will affect Morocco O?

A number of linkedIn and Reddit posts showing signs of new silent layoffs, the silent layoff process will continue until the first week of October, mostly roles in the US impacted but would not be suprised other regions to follow as we head towards end of month!

Every day, American workers face discrimination simply because they’re American.
Laid off and told to train your replacement who is a guest worker visa holder or GCC employee? Passed over for promotions, excluded, or harassed just because you’re American?
That’s national origin discrimination. It’s illegal, and the EEOC is fighting back to protect workers of ALL races who are American.
EEOC Chair, Andrea Lucas.
https://www.eeoc.gov/discrimination-against-american-workers-against-law

Are you finding that your partners are understanding and supportive, or are they starting to check out or keep one foot out the door because of the instability? How are tech layoffs affecting your family life?

It’s been almost 3 years since the first round of major layoffs that changed everything. The layoffs have continued more “silently” twice a year since then. Not a single person feels secure or appreciated anymore. Things at TU were pretty good prior to Nov 2023. Many VP’s and SVP’s were decent humans who cared about their people. Now it’s every man for themselves, the hunger games culture. I firmly believe our CEO enjoys his legacy as the hatchet man. It’s true that we are all id--ts to stay, but leaving is not that easy. Remember that they are spending hundreds of thousands on this boondoggle India trip. I’ve seen the numbers.

How many employees will be RIFed over the worst iPhone launch ever? Little to no sales….. little phone calls….. unheard of…….

Collect documentation tracing How after laying off US citizens, IDC employees were transferred to US on H1B systematically.

Found Linked post of an IDC team member now transferred to US bragging about it and helping with layoffs of US citizens.

How many employees will be RIFed over the worst iPhone launch ever? Little to no sales….. little phone calls….. unheard of…….

There has been a lot of speculation here about whether we are being prepared for a sale, breakup or some other mega restructuring.

No one here knows if that is actually happening. But with the layoffs, VSP, outsourcing, business exits and all the Mission Simplfy changes, it seems worth asking what employes are seeing internally.

• Are you seeing bus units being separated or simplified in ways that would make them easier to sell?

• Are shared functions like finance, HR, tech or ops being split more clearly by line of business?

• Are leaders asking for more detailed reporting on headcount, budgets, profitability or costs by individual business unit?

• Have you seen unusual work around contracts... systems, vendors, assets or employee lists that seems designed to identify what belongs to each part of the company?

• Does the Cognizant outsourcing look like normal cost cutting??? or does it look like Centene is trying to reduce the amount of internal infrastructure it carries?

• Are there certain businesses, markets or LOBs that look more likely to be sold, exited or separated than others?

• For people closer to leadership, finance, strategy or integration work, does what you are seeing look like normal restructuring, preparation for a breakup (preparation for a sale,??) or something else?

Thoughts on this?

I was looking through the official 2026 h1b / lca data published by the DOL (it's mandatory to disclose to them). the dol publishes these public disclosure files for h1b, h1b1 and E3 applications.

for jpmorgan chase, i used the 2026 employer data available through h1bhq:

https://h1bhq.com/search?employerSlug=JPMORGAN-CHASE-and-co-2&fiscalYear=2026

the figures below come from that dataset.

jpmorgan chase is cutting us jobs while filing for 1,843 h-1b positions...

this is the part i have trouble understanding.

jpmorgan chase has been cutting roles in the US. at the same time, the 2026 h-1b data shows 1,843 records for jpmorgan/chase.

the average listed wage is $162,992 (healthy)

this is not mostly a handful of unusual specialist positions. a large portion of the filings are for technology jobs.

some of the most common titles:

278 - vice president, lead software engineer
158 - associate, software engineer iii
102 - software engineer
102 - vice president, sr lead software engineer
60 - financial analyst
54 - vice president, sr manager of software engineering
40 - vice president, product manager
28 - business intelligence analyst
24 - vice president, manager of software engineering
23 - data scientist
22 - vice president, applied ai ml lead

the geographic concentration is also interesting.

400 - new york, ny
348 - jersey city, nj
304 - plano, tx
219 - wilmington, de
176 - columbus, oh
71 - tampa, fl
55 - palo alto, ca
51 - san francisco, ca
47 - chicago, il
42 - houston, tx

80% of the records are concentrated in just NY, jersey city, plano, wilmington and columbus.

i understand why the h-1b program exists...companies sometimes need skills they say they cannot readily find in the domestic labor market.

but that raises an obvious question when a company is also reducing its us workforce.

if the co has enough work to sponsor hundreds of software engineers, data specialists, product managers and other professionals, why are employees in the US being laid off or having their positions eliminated?

are these completely different skills and organizations?

are laidoff employees being considered for these openings?

are positions being eliminated in one part of the company while essentially similar positions are being filled through h-1b sponsorship elsewhere?

or is this simply part of a broader strategy to change where and how the company sources its workforce?

i am not saying every h1b filing represents a replacement for an american worker.

but... 1,843 records in one year (we have 3 mo to go), with an average listed wage of nearly $163K, is large enough that employees deserve to understand how this hiring fits with the layoffs... and job cuts they are seeing around them.

what are you seeing? are teams actually short of people? are laidoff positions being refilled?

are h1b workers joining areas that have recently had reductions?

specific teams, locations and job titles would be relevant.

Walgreens keeps cutting. who is actually doing the work now? When someone leaves your team, do they give you headcount for replacement just divide the work among everyone who is left? The later seems to be the case most of the time but I guess things are different within each group or in the store.

After taking walgreens private, sycamore apponted mike motz as ceo... motz previously ran staples us retail another sycamore-owned business.

that history is worth watching... sycamore bought staples in 2017. it later pursued a recapitalization that would add about $1B in debt while allowing sycamore to pull about $1B of its investment back out. genius...

Walgreens employees are now seeing some similar things... tighter costs. org changes. job cuts. more work moving overseas. heavy focus on opex.

some folks here on layoffs.com here have already started calling it Staples 2.0.

this does not mean walgreens will follow the same path as staples. but sycamore owns both companies. walgreens is now led by the former ceo of staples us retail...

the similarities make staples a useful case study for us who are trying to figure out what maybe coming next.

We had a large layoff back in March 2026.

that's the news

In 6 months will the company be bigger or smaller ?

Over the past year and a half, many White and Asian leaders in Engineering and Product have been forced out --- while many new leadership come from the same Indian background. Layoffs seem to disproportionately affect non-Indian engineers, while new VPs and Senior Directors who are all Indian -- hire predominantly from their own communities.

I hope HR is reviewing the promotion, and layoff data objectively. Engineers from every background are equally capable, talented, and hardworking. Everyone deserves a fair and equal opportunity, regardless of ethnicity or background.

What is happening at Teradata now --- is not fair.

Texas WARN notices posted - 1,459 workers across 3 employers

New Texas WARN notices dated September 8, 2026 show layoffs affecting 1,459 workers across three employers.

If you work for one of these employers and have additional details on the affected locations, teams, roles, severance, or layoff timing, add them below so others can better understand the scope of the cuts.

USC WARN notices posted - 52 employees across 7 locations

California WARN notices dated September 9, 2026 show layoffs affecting 52 employees across seven University of Southern California locations.

These are separate WARN entries filed under the University of Southern California. If anyone at USC has more information on the affected departments, positions, timing, or whether these notices are connected to a broader restructuring, please share what you know.

University of Southern California (941 Bloom Walk) | CA | Date: 2026-09-09 - Affected: 4

Torres organization had at least four layoffs yesterday, including a vice president. Not sure about other organizations.

EA has officially been acquired for $55 billion and is going private after 36 years as a publicly traded company.

The buyers are Saudi Arabia's Public Investment Fund, Silver Lake, and Affinity Partners, the investment firm run by Jared Kushner.

The deal has now cleared regulatory approval and closed.

For anyone wondering what this means for employees, there has been no announcement of layoffs tied specifically to the acquisition.

That said, EA has already gone through multiple rounds of cuts. The company eliminated about 5% of its workforce in 2024 and cut several hundred more jobs earlier this year. EA had around 14,500 employees as of March 2025.

Going private also means EA will no longer have to report quarterly results publicly.

So, nothing new has been announced on layoffs yet, but this is obviously something worth watching closely now that the acquisition is complete.

If anyone is hearing about reorganizations, team changes, hiring freezes, or cuts following the deal, please post what you're seeing.

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There’s been a sea-change in the cellular industry since the introduction of the iPhone. Years ago the industry was profitable and growing. Feature phones were roughly equivalent, cheap to make and none of the vendors had pricing power. If Motorola tried to overcharge, companies could strike a better deal with Samsung or any other competitor. The vendors and the employees benefited from this rising tide.

Fast forward to today and smartphones have impressive capabilities but are much more expensive and brand loyalty means companies like Apple have pricing power. At the same time the increase in data consumption has required much larger investments in cell sites and spectrum. As a result, service providers are squeezing their suppliers and their employees as hard as they can to remain profitable. Sure, Lowell, Hans, and company made huge mistakes but the overall change in the industry is equally important if not more so.

I don’t foresee an improvement in this trend and I think it’s no longer worth it for those of us who aren’t ED, VP, or CEO to remain in this industry.

Converse just removed two ads that have consumers feel have hidden symbolism of lynching. Between the stock dropping, Mbappe leaving and these not so well thought out ads, Nike might have rough times ahead.
https://www.tmz.com/2026/09/18/converse-apologizes-for-ad-compared-to-ku-klux-klan-lynching/

You know you work for a bottom feeder when:

1) SVPs of finance confidently says we always go down x%/year (instead of a one-time restructure like a normal company to align capital allocation with market opportunity)
2) SVPs of Print still think they 'run the company' despite secular market decline
3) An interim CEO for 9mo+ and no permanent in sight

I understand there have already been many posts about the VSP and involuntary separations (layoffs). Some posts provide information people need at the moment, while others are more focused on sharing opinions or experiences. Either way, there was a post some time ago about SIU suggesting that the changes there might only be the beginning, and that the broader Compliance & Ethics organization may need to be reevaluated, reorganized, and reassessed to ensure its policies, procedures, and processes are current and effective.

I don't want to beat a dead horse, but recent departures within Compliance & Ethics caught my attention.

I understand that the Vice President overseeing the Conflict of Interest (COI) team and Compliance Investigations Unit (CIU) is no longer with the company. I also understand that certain management personnel within Special Investigations Unit (SIU) are no longer there, and that the former Chief Risk & Compliance Officer, is no longer with Centene.

Any one departure can happen for many different reasons, and I don't think it would be appropriate to speculate about why individuals have left. However, when there are multiple departures across different levels of a Compliance organization, I think it is reasonable to ask whether the organization itself should be taking a closer look at its structure, processes, and leadership.

Perhaps this is an opportunity for Centene to take a step back and conduct a comprehensive review of Compliance & Ethics before simply continuing with business as usual.

Some questions worth asking:
• Are the policies and procedures current, comprehensive, and consistently applied?
• Are there clear guidelines and quick-reference resources for investigators and management?
• Are investigations being conducted and closed using consistent and documented standards?
• Are employees given clear and consistent expectations for handling cases?
• Are investigators receiving the appropriate training and qualifications for the responsibilities they are performing?
• Are compliance standards being applied consistently within Compliance & Ethics itself?
• Are management decisions consistently supported by established policies and procedures?

If Compliance & Ethics is responsible for ensuring that other departments follow policies, regulations, and established standards, shouldn't the same level of scrutiny be applied internally?

This isn't about pointing fingers at individual employees. It's about asking whether the organization has the right structure, leadership, policies, procedures, training, and oversight in place to effectively perform one of the most important functions within the company.

When there are departures at different levels of Compliance & Ethics, perhaps the appropriate response isn't simply to fill the vacancies and move forward. Perhaps it's time to stop, look at the bigger picture, and ask whether there is something within the organization that needs to be addressed.

Before Compliance can effectively hold the rest of the organization accountable, Compliance should be willing to hold itself accountable as well.

Anyone know anything about what’s happening in wealth management? Seems like teams are being thinned out and not being replaced
this seems to be more for bank side and tech but I just found this page

Welcome to the new age. Dinosaurs are having increased bumps in pay checks and bonus eating the dinner of G4's and G5's. These dinosaurs are ruthless and shameless. While principal, directors and VP's are claiming the credit of the work done by G4's and G5's.

Wow, here in Switzerland, the word is that with the recent setbacks in clinical trials and abandoned dr-g candidates, leadership needs to save more money. Well, one site that could be jeopardized is the one in San Diego. Expect serious reductions in footprint and headcount!!

Hear of RIFS happening! Can you confirm locations!

Just saw that TEBG quality cut 4 of its managers/directors. I assume the plan is for that VP to bring in his own croonies to do the role. Meanwhile the rest of us are all waiting for someone to be announced to be able to get resources assigned and projects approved. What a joke.

So, since they “promoted” 75% of the bank with bestowing bank officer titles to almost everyone, they now require a 30 day resignation notice?

What happens if we DON’T give notice and just quit? Or are only able to give a two week notice?

Better than Casetext Cocounsel? Did they sc--w up letting JH go?

150 across technology, Home Office, Remote and CAF

For a company full of people climbing over themselves to push AI ideas - I have a challenge for you. Ask AI what the actual impact of forced low ratings in a major company. Not to steal the thunder here but - it’s a total failure - across the board!

It brings -

Terrible supervisor behavior
Crushes morale
Encourages disposable practices
Invites lawsuits
Extreme cost from turnover
Moreover - these impacts are worse at a company like P66 because of the annual cycles of cuts, the layoffs, outsourcing, and automation.

What’s so bad about it? Consider this situation:

You are in a group of 60 people, no supervisor has more than 6 people, some have only 3. Because of the continuous cutting of the “worst” since 2012 and the outsourcing or automation of many entry level jobs - your group is comprised of seasoned professionals. You supervise 4 people, all improve their work processes, find opportunities and add value. Through the year you stretch your people and have challenging targets. Almost all are hit. And - this is a big one - you have no reason for substantive performance conversations through the year.

At year end, as you “calibrate” you are asked for your bottom performer. You choose the person who missed 1 of his stretch goals - knowing that this person had a great year, they just happened to be at the bottom of your group. You know they don’t deserve a “3”.

Through calibration, your group of 60 must have three people to hang “3”’s on. Last year, you had 2 people in the larger group who were very deserving of “3l ratings and one more that made sense - they all left the company. Now, as calibration moves on, you realize that your employee is in the running for bottom 5 of the group.

Let’s pause here - because this whole process is built on the idea that each supervisor is as good, as active, as honest as the next. Surely each supervisor is as diligent in giving stretch goals to their employees - right? Surely none of them have employees who do the minimum but don’t mess up - thereby flying under the radar?

Back to calibration. At the end of the session, all of your peers and your people leader agree that your person is the third “3”. Now, after a successful year, you get to tell them they underperformed and are going to have negative impacts to their compensation as well as be put on a performance improvement plan.

This, in various forms, is what forced ratings look like. In every instance you must assume that people who did not earn a 3 will get them. And when that message is given - what will the supervisor say?

An honest comment would be “I believe you did a great job, however, in calibration the group determined you to be in the bottom 5%.” And what would you tell him to work on, exactly?

HR will say you need to “own the rating” and you cannot say they don’t deserve it - but pull all that apart for a moment. Your true feelings, the ones you expressed at calibration, is that this employee does not deserve a 3.

This process cannot exist at a company that claims to care about employees.

Impact

The forced 3 should motivate this employee to look for a job. There is a high probability the supervisor may also be more open to leaving - having seen the true character of our policy. If they leave, how do you know we get someone better, and, when? Many studies show that turnover costs as much as 1 year compensation! Seems pretty short sighted.

Add to this that we don’t have good pipelines for development unless you are hiring from CapGemni!

Legal risk

Why is there legal risk? Because we are rating people low not because of their actions. In many cases, there will have been no negative feedback in the year from the supervisor. When this occurs, especially against a protected class - bad things happen. Use AI to see how many companies have been sued for this practice and how many have stopped because of litigation threat - it’s a lot.

This is a terrible idea - a horrible idea - and it impacts all but the highest level employees.

My hope is that a rigid core of supervisors will ask themselves honestly if each person who is hung with a 3 deserves it. If they do, they should have been given ample notice through meaningful conversations which are documented. If, however, you are a supervisor who is tasked with hanging a 3 on an employee you know does not deserve it - my hope is you say NO, and you inform management you would rather have it assigned to yourself as neither of you have earned it

Any layoffs in Australia