#morale

Does he have any responsibility as a special advisor? Specially it was hard day yesterday

The comments are very pukey too.

"TIME's America's best companies list which recognizes organizations that stand out for employee satisfaction, financial performance, and sustainability transparency."

What a joke. Employees are not satisfied. Financial performance is terrible. Must be a pretty low bar to make the list.

https://www.linkedin.com/posts/jennifer-manchester-5255aa1_proud-to-share-that-fiserv-has-been-named-share-7480998924154073088-VYTt/?highlightedUpdateUrn=urn%3Ali%3Aactivity%3A7480998925391552513&highlightedUpdateType=SOCIAL_SHARE&origin=SOCIAL_SHARE&utm_source=share&utm_medium=member_android&rcm=ACoAACYMkNIBD-GWPZlWEfpOLTBnZ-SXV-1K9WQ

Dell was at record highs in the markets, nothing from this performance was ever shared w the employees. Dell is about to be cut in half can you imagine what this company is going to do to you now

Every time I bring forward a good idea some senior SME or Advisor either steals it and takes credit or tries to ki-l it or minimize the impact. What gives? 15 years of this bullsh-t. I am done bringing ideas forward and am going to quiet quit in place.

anyone else just feel constantly discouraged and unmotivated from these layoffs? been here for a year and have survived 3 layoffs. it is definitely not making me feel great as an employee

Those on my team always manage to survive.

Please tell me I'm not the only one who finds this phrasing offensive? They're plastering this phrase on every corporate email like a proud child showing off their finger painting. I think it smacks of condescension from the higher ups. Like we're not taking our jobs seriously enough or working hard enough. Also, we don't "own" anything here as evidenced by the fact that they're cutting us loose at every available opportunity. You want buy-in from the employees? Give us job security and fair compensation and benefits, not patronizing emails.

I am wondering if we will have yet another year of zero raises.

Total spam communications that always makes me mad.

The email about record profits, all the while NOT paying for performance angered me.

Its more like your position is not impacted it’s who you will be impacted. Happened to me

This chick has this pre-recorded call at 8am with an email to get on this call at 745. Pre-recorded and just sounding so heartless and then click, call over in 5 minutes. 2 decades I've given to this company and it's all gone. No, thank you for everything you've done over the years, personalized by anyone. Just a default message like it's a voicemail. This fu--ing company has become so heartless.

How we feeling? Comment below.

I slept for a total of 2 hours, all in 15-minute increments. It's sad we have to go through something like this over and over again these days. I guess when they said layoffs are the new normal, they weren't kidding.

Dan and Alfonso might attend

Does management genuinely believe the recent PADP/MLPR changes are the best way for EM to meet its goals? If the real aim is headcount reduction, there are far less damaging approaches that don’t undermine morale. Does EM HR, the MC or board truly see these changes as strengthening the company, given the risks they introduce?

“When People Show You Who They Are, Believe Them”. Same goes for companies. They’ve been showing you that they don’t value you or your contributions to the business and you should believe them! They’re not kidding.

You have skills, whether it’s in sales, engineering, analytics, or other. Use those skills to shift to an industry that is more stable and that acts like it values you.

I salute you. You are victims of an inept strategy and an inept and self-congratulatory leadership who clearly do not have a clue about how to turn around things. Anyone who is Band 4 or above should hang their head in shame, complete losers

Post your questions here so we can reference them if we actually get a Q&A session. Although I have my doubts because the stars and planets have to align first before execs even think about providing answers. Maybe just maybe the tone deaf executives will take questions from the audience. Or maybe they won’t and the questions are already screened days in advance.

How does the business justify forcing an employee to travel upwards of 100 minutes each way all week long when said employee was hired as a remote employee?

How does the business justify a microscopic raise of 1.25% when the RTO mandate has cost me $2000+ per month in commute, daycare costs and hours away from my family? Additionally how does the business justify a 30% compensation increase for the CEO when his own workers are struggling?

How do I save for retirement when I have to reduce or eliminate my contributions just to pay for this RTO lifestyle?

As a female I feel unsafe every time I step foot in town. How does the business justify making decisions behind the safety of executive security to force thousands of employees into downtown Pittsburgh when there have been two homic--es within a block or two or the headquarters. Plus rampant crime, open air dr-g use, bus stop fights, unpredictable homeless, human fe_ces along the sidewalk. Crime happens but there hasn’t been a single chirp regarding safety.

Appreciation week…sigh. What did you win? Reminds me when I was awarded - I mean earned a PNC branded ballpoint pen for my 5th anniversary. Yes I got a pen for 5 years of work.

Lastly, where is the data? The business shills this idea that RTO is to foster innovation and a more inclusive workplace. But after 2+ months I have witnessed the exact opposite. My senior developers left for better jobs. There is no innovation. Just loud obnoxious chatter because everyone is on Teams calls therefore proving everyone is remote with respect to everyone else. We will occasionally push or cancel standup because some team members are caught in traffic. We never canceled standup while we were all WFH. Our progress has slowed, our results are turning sour and our team morale is living at rock bottom.

It's very clear by the town halls that he has been in the forefront of that labor force reduction is his goal. Someone needs to get this guy sensitivity training or put a mouthpiece in front of him. He's making it very clear that the people doing the work are of little long term value.

CEO said

‘If we reduce the number of employees for better short-term financial results, employee morale will decrease, and I sincerely doubt employees who fear that they may be laid off will be able to develop software titles that could impress people around the world.”

Regarding why we have not reduced the number of the personnel, it is true that our business has its ups and downs every few years, and of course, our ideal situation is to make a profit even in the low periods, return these profits to investors and maintain a high share price. I believe we should continue working toward this ideal. If we reduce the number of employees for better short-term financial results, however, employee morale will decrease, and I sincerely doubt employees who fear that they may be laid off will be able to develop software titles that could impress people around the world. I believe we can become profitable with the current business structure in consideration of exchange rate trends and popularization of our platforms in the future. We should of course cut unnecessary costs and pursue efficient business operations. I also know that some employers publicize their restructuring plan to improve their financial performance by letting a number of their employees go, but at Nintendo, employees make valuable contributions in their respective fields, so I believe that laying off a group of employees will not help to strengthen Nintendo’s business in the long run. Our current policy is to achieve favorable results by continuously cutting unnecessary expenses and increasing business efficiency. Thank you for listening

https://www.nintendo.co.jp/ir/en/stock/meeting/130627qa/03.html

The working environment within the MBP QA team was disappointing, with unprofessional behaviour and attitudes affecting team morale and collaboration.

Got the rug pulled from under us, no longer going to be working from home full-time, actually need to be in the office more of the time. Union apparently knew about this and didn’t object. Maurice is a clown.

The rain didn't just fall in Houston; it came down like a personal insult, slicking the concrete of the Chevron headquarters with a greasy, iridescent sheen. Down in the lobby, the brass logo gleamed dull and indifferent under the fluorescent hum, a twin-peaked mountain of corporate ambition that felt more like a tombstone to the folks still trapped inside.

​Through the smoked glass of the executive suites, the silhouette of Chevron's big-money boss, Mike Wirth, cast a long, cold shadow. From up there, the employees on the ground didn't look like people. They looked like numbers on a spreadsheet that needed to be pruned.

​They call it "efficiency." They call it "optimization." But out here on the wet pavement, we know the real name for it. It's a slow-burn squeeze.

​The playbook was simple, pulled straight from the dusty drawer of every corporate hatchet man who ever wore a tailored suit. You don't fire people—not when you have to pay severance. You just make the air too thin to breathe. You mandate five days a week in the office, watch the commute times choke the life out of them, and strip away the little things until the desk feels like a cage. You let the pressure cook until they pack their cardboard boxes and walk out the door of their own free will.

​It was working. But the cost wasn't on the balance sheet.

​Walk the halls after 5:00 PM, and you could feel the exhaustion like a physical weight, thick enough to cut with a rusted butter kn--e. The coffee in the breakroom tasted like battery acid and broken promises. Morale hadn't just hit rock bottom; it had started digging.

​People who used to swap weekend plans in the hallways now just traded hollow, thousand-yard stares. Every meeting was a funeral march. Every email was a landmine. The whispers in the elevators weren't about projects or pipelines anymore—they were about escape routes.

​"How many years do you have left?"
"Is anyone hiring?"
"I can't take another reorganization."

​It was a complete mess. A beautifully manicured, multi-billion-dollar disaster.
​Up on the top floor, Wirth and his circle probably looked out at the rain-slicked city and smiled, counting the pennies saved on departed salaries. They thought they were clearing the decks. But down in the engine room, the people keeping the lights on were running on empty, their spirits washed down the storm drains along with the rest of the city's grit.

​The oil keeps pumping, and the dividends keep flowing. But in the dark, rainy night of Chevron’s soul, the tank is running bone dry.

Can’t believe the CEO just announced Schrute bucks.
I’m like 80% confident he just read the article below and thought it was a magical way to improve morale.
https://peopledevelopmentmagazine.com/2026/06/22/challenge-coins/

Something is coming. Right before each transition or layoffs pass downs become a nightmare! Literally, they came in one day said don’t do x,y,z moves . After we did it the night before . So, next day we don’t and follow directions they come in and get upset we don’t do it after they asked us not to.
When this kind of bull starts happening and first shift and upper management starts losing their temper and minds something big is always on the way!

This is becoming quickly one of the worse places to work!

Morale is so bad
Coming in and making fuss after fuss over sometimes the directions they gave to do . Why would anyone want to do this to themselves?

This company especially this particular fab in Richardson is going to run everyone off!!!!!!

Ask questions before you start flying off the handle !

Especially if you are at the top be sure you’re setting the example!

Budgets cut to bare minimum, even less than stores like ROSS, TJ Maxx, Marshall’s, Bealls, and Burlington

It May be the worst in the retail industry

Accenture su-ks

Is this a bad dream? Verizon seems to be stuck in an awful doom loop of layoffs with absolutely no off ramp to a better future. I never thought morale could keep sinking but here we go again

I put so much effort into my work and I know it's good. Other people notice and comment on it, but I never seem to get anywhere because I'm not part of the favored group. I don't know why I keep trying so hard.

Why is it that every time there are layoffs, they always target the people who actually do the work instead of the ones who don't contribute anything? It's no surprise the company is in worse shape every year.

I used to be proud to tell people where I worked. It felt like a company that actually cared about its people. Now it's unrecognizable.

I'm wondering when we'll shift back to growing the business instead of just cutting people. I know the answer is probably "never," but a guy can hope.

I have had many great years working for Target but I think that Target is well past being able to return to what it was during its "glory" years. The culture has shifted in a negative way, well-respected leaders have moved on and there is more work than people. Target culture was always a bit of a double-edged sword. It could be difficult to infiltrate, especially if you weren't from the midwest, or weren't a Type A extrovert. That being said, the pride and positivity that people felt in working for Target consistently drove the team to go above and beyond to exceed requirements.

Yes, workload continues to be a problem but it is a symptom of a bigger problem. The biggest issue continues to be Target leadership. You have leaders within Target that (A) Don't understand the work that is associated with the roles on their team or (B) Do not know how to inspire/support their team to address workload or (C) Give the appearance of not caring.

Leaders have been hired from outside Target who did not have either the business skills or people skills to manage and inspire a team. For example, the VP of my area was an outside hire who previously managed a $25M business with 1-2 direct reports for a small, but aspirational retailer. Target put her in charge of a $6B+ business and she is ill-suited to lead people or strategy. She has been a failure and until recently, there was no accountability for bad team surveys or poor sales. The team was blamed and the ex-SVP allowed this to happen. There was finally HR intervention this year but guess what? She the VP is still here and sales are still declining!

My whole point in relating this story is that why should anyone work extra hard, beyond required hours and responsibilities, for a company where you aren't respected? I would have worked around the clock for a few of my past leaders who are no longer with Target because I respected them and they respected me. Hiring a "leader" who belittles her team in meetings, doesn't appreciate all the work being done and has driven team members to seek mental health treatment does not drive productivity or sales.

Bumped from @zy+1kx1vvht4.

3M leadership, listen up. You’ve let go most of the experienced, knowledgeable employees who built this company, stripping away decades of institutional know-how. You’re bringing in outsiders for top leadership roles while longtime insiders get pushed aside. And “Everyday Excellence” looks a lot like a system designed to weed out the overworked people still carrying the load after all the layoffs. On top of that, the new CEO is sitting with weak employee approval ratings around 47%.
If you don’t change course quickly, the risks are real and severe. Innovation will dry up without the people who actually know how to create and solve tough problems. Top talent will keep walking out the door, leaving a hollow operation behind. Quality will slip, mistakes will multiply, and liabilities will grow even worse. Culture and morale are already tanking, which ki-ls execution. Competitors who keep their edge will start eating your lunch in key markets. Short-term margins might look fine for now, but the long-term damage to performance, reputation, and shareholder value will be brutal.
Time to stop the bleeding. Respect the experience that built 3M, fix the disconnect with your people, and make real changes before it’s too late.​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​

I've seen so many formerly dedicated people just doing the bare minimum now. What was the breaking point?

It's stunning to see longtime employees, people who dedicated their careers here, get pushed out with no consideration. And now there's so much more to come. What happened to this place?

I'm tired of leadership acting like Verizon is a great place to work when we all know the reality is completely different. The facade is going to crumble sooner or later.

I'm at my breaking point. We're constantly losing people, never getting replacements, and the work just keeps coming. It's starting to feel hopeless that things are ever going to improve.

To Humana upper management….
The recent communication encouraging employees to use our time more efficiently to better serve our members was discouraging to many of us. While I understand the intent may have been to improve efficiency, the message came across as though our efforts are not valued or that we are not doing enough to meet our members' needs.
Many employees are already working under significant pressure. We were required to work mandatory overtime to meet organizational demands, did not receive merit increases this year, are closely monitored in nearly every aspect of our work, and face disciplinary action if chart audit scores fall below 95%. These expectations create an environment where employees feel they are constantly being measured but rarely recognized for the work they are already doing.
Those of us on the front lines genuinely care about providing high-quality care to our members. We understand the importance of efficiency, but efficiency alone should not come at the expense of employee morale. Communications that acknowledge employees' hard work, recognize the challenges we face, and express appreciation alongside performance expectations would be far more motivating than messages that imply we should simply be doing more.
I hope leadership will consider how these communications are perceived by employees. Feeling valued and supported is essential to maintaining engagement, retaining experienced staff, and ultimately providing the best possible service to our members.