#morale

Hands up if you know this operating model will fail. It’s not even official and I can already see how short sighted some of the changes are.

I can hear the news headline now, “Humana lays off thousands and ships jobs overseas. Humana stock tanks 12% in a week…News at 11.”

“At times, when team members take leave or mention personal commitments, it can be perceived as reduced loyalty to the firm. Having a culture where taking leave is seen as normal would improve trust and morale.”
“Sometimes growth opportunities feel tied to whether a manager believes a team member might stay long-term, rather than transparent performance criteria. Clearer promotion guidance would help remove that perception.”
“There is a sense that career development discussions are limited, and focus is more on delivery and job continuity. More open conversations about growth and promotions would help to employees below D level”

I wonder if we are going to soon hear some bad public relations press about Humana in coming days?

Perhaps even on some local news stations. I know I will be paying attention.

And I am sure some law firms phones are ringing off the hook these days.

I guess they think it will fix Stankey’s memo.

Please evaluate your workplace based on:

• Wage parity
• Work culture
• Opportunities for advancement
• Whether the employer acts on serious issues

Would you recommend your employer (Ford)?

I mean if you truly want to be on safe turf just relocate and follow all the rules to the T. Actual work? - do as little of it as possible until you reach the exit sign.

Seems like the offers are lesser compared to what we make at Juniper. From today's meeting, seems like the next pay cycle for us doesn't happen until end of next year.. They kept talking about such a huge number for bonus funding.. has that been really the case or is it just on paper.. anyone knows.. ?

Even if you get an offer, seems like we just have to hang in there until we move out..

I'm getting more and more detached from this combined team...

I read one of the posts where someone commented on our marketing challenges and I thought it needed its own section. We need a new direction on our marketing strategy because it does seem like ours is something out of the 90s. Everyone knows it in sales. We always say that we sell "in spite of our su-k a-s chief marketing officer" . We need new material and modern ads and sales tools. Her approach is something out of the fu--ing flintstones. Give us a fresh and young marketing plan and tools. We are embarrassed when we see tiny companies kicking our a-s on their slogans and marketing material. A change is needed there. In marketing, being bold and creative and making a change every few years is not a bad thing.

Anyon hearing new updates about what’s happening this quarter... The rumors keep circulting and its hard to tell whats real and whats just noise and fear... Morale is already shaky, and people are on edge waiting for the next move. Keeps feeling like the company is just focused on short-term numbers than on the folks actually keeping things running.

curious if anyone else has heard anything solid

How many and which jobs were protected/closed? Those folks must be hiding and lying to colleagues pretending they are going through the same thing and which jobs they’ve applied for. Why won’t they show us the full org and number of positions. But saying they can’t legally? Either way, almost done this bullsh-t re org.

My goodness our leaders are awful!

MW has been making the circuits in the media trying to act like an American Hero. His legacy is already "The Layoff King". In one interview he said he wanted to be remembered for balancing priorities. He only balanced his own checkbook and sold the future of Chevron and its employees to do it!

Does it ever leave a bad taste in your mouth having to tow the BS line poured down from above. "I'm excited...", "we are all in...." We all know it's nonsense

More layoffs today as part of "reorganizing" aka send more jobs over to India. Laid off some long time key players. Not sure how that will help with their tech consolidation. This place just continues to tank morale. Sad.

To anyone in executive leadership who may read this. It's important that you understand the climate that is being created at FIS. I'm not going to argue in this post for having less overall cuts, but rather to get them over with next time.

I believe we've had 11 RIFs this year. What could have been a couple rounds has been spread out so every month or so, folks are seeing their peers or leaders getting cut.

It may seem like doing smaller cuts is easier for teams to manage, and keeping a key individual for another month or so may seem like a good idea to allow better transition, but here's the effect.

Very few people feel secure in their career here. Most people are unsure if they will be next. This is shared for most ICs up through many people at the VP level. People are less productive, engaged, and less passionate.

We're starting to see top talent look elsewhere (the most marketable and skilled people are the ones who can land another job).

Teams and leaders are spending a lot of time discussing the impending layoffs, rumors, and overall morale, which is more hidden waste.

Lastly, delaying these leadership RIFs has prevented any real communication about the future org structure. So the orgs have not been able to set clear direction for the rest of 2025/2026. This is still pending because there are leaders yet to be cut.

We are already under investing in our products relative to our competitors, but if we're going to have cuts, they should be larger and less frequent. These decisions will have ramifications.

Those of us still hanging on to the sinking ledge with the few fingers we have left, the Voice Survey is available. Please be very brutal about this company but of course be honest. Don't make it up. They really need to hear how terrible moral is. Most of the new hires will likely have a false sense of positivity at Nielsen, but those of us here for more than a year know the truth. Last time we did the Voice Survey, many of the results were higher than the company deserved, so they didn't panic. Now they need to be.

SOOOOO sick of explaining this so please try to follow along … it isn’t the commitment to sit at a desk 5x8 (even though the guarantee of an actual desk would be a reasonable expectation in that case) it is the forced moves and policing under the guise of collaboration as we sit on Teams with employees in different hubs and the unspoken few who have somehow skirted RTO and remained virtual. It’s a LIE and the only standard this form of RTO aligns with is the new corporate standard of mistreating, overworking, and violating employees, taking advantage of at-will employment terms for gains that only those influencing policy will enjoy.

If you are fortunate enough to live in a hub, celebrate the toxic T culture, and are somehow benefiting from being in the office, great. But the people who were adversely impacted have a right to be pi---d. Leave it at that and stay off these forums.

400 Summer street.

Suuuuuuper.

How fu--ing done deaf could he be:

"For many, especially those in Rhode Island, the move brings real changes: I want to acknowledge that some of you will now have longer commutes and more daily complexity for you and your families"

No - ALL of us in RI will you donut.

From what i'm hearing, there will be minimal if any promotions this cycle. In December the ELT said that performance / merit based reward. Doesn't seem to be the case does it?

As September rolls in and the scent of cinnamon wafts through the air like a passive-aggressive performance review, BNY Mellon’s Executive Committee has declared its Q4 strategy: transformation through seasonal beverages.

Forget earnings calls or client retention—this fall, the path to corporate greatness is paved with pumpkin spice and chai foam.

The CEO’s latest social media post, hashtagged #SeptemberScaries, reads like a motivational poster taped to a severance packet. It opens with nostalgic musings about back-to-school season and ends with a rallying cry for “refocusing energy” and “embracing change”—which, in BNY parlance, means layoffs, offshoring, and a new seasonal drink menu.

“Change happens in big ways, but more often it’s the small moments—the turning of a leaf, the brewing of a latte, the quiet hum of analysts sipping espresso in the halls…”

Translation: Your job may be gone by Halloween, but at least the chai is free.

The Rise of the Pumpkin Spice King
In a bold rebranding move, the CEO has unofficially crowned himself the “Pumpkin Spice Latte King,” complete with a LinkedIn banner featuring latte art shaped like a hockey-stick growth curve.

His followers—mostly bots, interns, and one confused VP from Compliance—have responded with emojis, endorsements, and one brave comment that simply reads: “Sir, is Pune hiring?”

The EC insists this seasonal shift represents “micro and macro innovation.” Macro: offshoring 40% of U.S. roles to Pune. Micro: adding nutmeg to the breakroom menu.
The CEO now opens town halls with a steaming PSL in hand, declaring, “This isn’t just coffee—it’s culture.” Meanwhile, the culture team quietly updates the org chart to reflect the new “Pumpkin Spice Transformation Office,” reporting directly to the Chief Beverage Officer (formerly Head of Strategy).

Perks That Feel Like Punishment: Corporate Actions Edition
To celebrate the season, the EC has rolled out a new perk package under the banner of “Corporate Actions for Corporate People”:

• Free seasonal beverages—but only for those who badge in before 7:45 a.m. and survive the daily stand-up without clueless whining.
• Chai & Change Workshops—where employees learn how to reframe layoffs as “growth opportunities” and “strategic pivots.”
• Corporate Action Loyalty Points—redeemable for branded mugs, not job security.
• Pumpkin-themed performance reviews—where feedback is delivered via latte foam art and your bonus is replaced with a cinnamon stick.
  There’s even a new Teams channel called #SpiceUpYourCareer, where HR posts inspirational quotes over latte photos and ignores all questions about severance eligibility.

Transformation, One Sip at a Time
The EC’s fall strategy deck, titled “Brewing Brilliance: Q4 Acceleration Through Seasonal Rituals,” outlines a bold vision:

• Reduce U.S. headcount by 25%
• Increase Pune hiring by 40%
• Replace exit interviews with pumpkin spice surveys
• Rebrand layoffs as “seasonal transitions”

The final slide features a latte cup labeled “Culture,” with steam rising in the shape of a dollar sign and a tagline that reads: “Transformation is a beverage best served warm.”

Analysts are encouraged to “lean in” to the seasonal shift, which now includes mandatory “Latte Alignment Sessions” where teams brainstorm ways to synergize chai with compliance.

Conclusion: The Brew Before the Boo
With Halloween just eight weeks away, the EC is already planning a “Spooky Synergy” campaign. Rumor has it the CFO will dress as a giant orb (surprise!) —yes, a glowing sphere of transformation—complete with a disguised "five-head cranium" and chainsaws in both hands, symbolizing “cutting inefficiencies” and “slicing through legacy processes.”

Middle managers will be encouraged to wear costumes that reflect their Q4 goals: ghost of billable hours, zombie of deferred bonuses, or the ever-popular “Agile Werewolf” who sprints but never delivers.

But for now, it’s September. The air is crisp, the layoffs are brisk, and the new analysts are buzzing—mostly from caffeine and existential dread.

So dear colleagues ... grab your corporate chai, brace for transformation, and remember: at BNY, change is brewing. Whether you’re sipping from a branded mug or packing your desk, it’s all part of the seasonal strategy.

Off we go…

Just a reminder to get up, take a break, get away from your computer regularly. Take 5 or 10 minutes every hour to focus on yourself. The clown Robin can afford it, and they're going to mark 25% of us as not meets anyway :)

Wow, everyone, stop the presses! Apparently the entire future of AT&T hinges on whether you can beep your badge at a turnstile. Forget customers, forget results, forget innovation… it’s all about that sweet, sweet swipe. Truly world-class leadership right there.

Nothing says “cutting edge” like forcing people back into cubicles to sit on the same Teams calls they could’ve taken from home. Genius move. Productivity? Down. Morale? Dead. Attrition? Through the roof. But hey, at least the parking lot looks full!

And the relocation ultimatum? Chef’s kiss. “Move to Dallas, Atlanta, NJ or else.” Brilliant way to show your employees how valued they are by treating them like disposable furniture you can just drag around the map. Who needs decades of experience and institutional knowledge when you can hire cheaper replacements who live within badge-swiping distance? Or better yet, hire them overseas and let them work from home. Collaboration only matters domestically I guess.

“Working from home is a privilege.” Yeah, so is still having a job after Stankey’s email circus. Remote work kept this company afloat during Covid, but now suddenly it’s “lazy” and “entitled”? Please. The only thing lazy here is leadership’s inability to manage without breathing down people’s necks.

So congrats to all the cube warriors out there. Keep flexing those badge swipes, the rest of us will be busy actually producing results while you polish your chair indentation.

The worst my manager ever did was ignore a serious issue I flagged for weeks, then acted surprised when it blew up and blamed me. It was infuriating to watch someone dodge responsibility while making my life harder.

What used to feel like a really collaborative, upbeat place is completely gone. Now it’s all awkward silences, people looking out for themselves, and meetings where nothing gets done. I can’t believe how fast the culture just…evaporated. I hate working here now, and I used to like my job.

I just got a rejection after what felt like weeks of interviews. I have to admit, it’s crushing my confidence when I keep getting so close and then I end up falling short. It makes me question if I’m even doing something wrong or if it’s just the market being brutal.

Corporate life can drain your enthusiasm, no matter where you're at. I joined from a small company and even there, the experience of cursing bosses and endless bureaucracy ki-ls your excitement. You’re basically always choosing between two unpleasant extremes.

You can’t settle into your role before everything shifts again. It’s exhausting trying to stay productive when nothing stays the same long enough to get comfortable.

Four years here is what it took for me to be done. The toll this place takes isn’t worth the paycheck anymore. I dread logging in every single day, and I can’t imagine ever feeling any different. The whole system is built to grind people down until they finally break, and I guess I did.

It is obvious they do not see us as people. I wish everyone here could leave at once because none of us should settle for this treatment.

I’ve been watching things slide downhill here for a while, and it makes me wonder if there’s any way back. The cuts, the constant churn, and the lack of direction are really showing. Feels like we’re on borrowed time unless something drastic changes.

Our job volume is about to increase significantly with no corresponding increase in pay. We’ll have to cover the work left behind by those who were laid off, even though some of us already have more than we can handle. I swear, I’d almost rather have been laid off.

People are dragging themselves in, barely speaking, and you can feel the frustration in every meeting. Everybody hates being there. If leadership keeps ignoring it, I don’t see how the company makes it long term. Low morale always comes back to bite you in the a-s.

This past week took everything out of me mentally. It drained me to a point where I can't even think about work without feeling anxiety and dread. I have no idea how I'm supposed to be productive going forward feeling like this. These layoffs destroyed much more than jobs, they broke down morale and left many of us questioning how much longer we can keep going.

I have a haunting suspicion this week we will get another RIF in TMG. Our all-hands meeting was delayed an entire month with no explanation. Morale is very low at our fab and everyone seems a bit rattled, even mgmt.

But if I do stay, what’s the point of getting invested in my work? Hard work and skills aren’t rewarded here. They’re punished. Because in the end, they just come with a higher price tag.

https://www.wsj.com/lifestyle/careers/job-hopping-is-out-job-hugging-is-in-for-fearful-workers-338fe1e6

Employees reluctant to give up job in today’s rocky job market

By: Callum Borchers
Sept. 3, 2025 9:00 pm ET

They don’t seem happy, they don’t give 100%—and they don’t quit.

Cranky workers are clinging to the jobs they have instead of moving on because, well, what’s the alternative in the current economy?

The extra pay that typically comes with joining another company has practically vanished. Disengagement is so widespread across the U.S. and global workforces that cheerier pastures are hard to find.

And resigning without a plan feels more reckless now than in the good old days (2021). Back then, you could get by on pandemic savings and stimulus money, live the #vanlife for a while, then watch your inbox fill with interview requests from businesses on hiring sprees.

How times have changed in just a few short years. Today, employees are unwilling to risk change and simply go through the motions. The number of Americans quitting their jobs, and the openings available to people looking for work, continue to decline, according to federal data released on Wednesday.

The trend of staying put out of fear is known as “job hugging,” a sharp turn from the job hopping of recent years.

Like a bad penny

This is a new headache for employees, bosses and the economy writ large.

Go-getters hankering for promotions might lose out if mediocre co-workers refuse to vacate the next rung on the corporate ladder.

“When people were moving during the Great Resignation, that allowed others to get promoted, perhaps ahead of schedule and have a stretch job,” says Alan Guarino, vice chairman of consulting firm Korn Ferry. “Now people can’t move up and they potentially get demotivated because of the lack of opportunity.”

Managers, meanwhile, were only a short time ago complaining about low retention rates. Now, there might not be enough healthy turnover to reinvigorate their teams.

Leaders usually have ways of managing out unwanted employees. There’s “quiet firing,” basically sidelining someone to underscore the writing on the wall. Another favorite tactic is a performance-improvement plan.

“Truthfully, being put on a performance-improvement plan means, ‘We do not want you here,’” says labor attorney Kim Cramer. “That sounds really harsh, but in my experience, performance-improvement plans are not meant to help the employee.”

Instead of taking the hint, though, more people are riding out their employment as long as it lasts. In recent weeks, Cramer has had a surge of clients ask her to review their severance agreements after being terminated. She estimates 60% to 70% of them knew they had fallen out of favor a while ago but didn’t leave.

Exceptions to the rule

The prototypical job hugger is a drag on the team, but not all are like that. Some are average contributors or even high achievers.

Doug Yakola, a former McKinsey senior partner who is now an independent consultant, notes many workers no longer take an up-or-out approach to their careers. Instead of leaving for a bigger title and greater responsibility when they hit a ceiling, more people are willing to remain in neutral if the pay and work-life balance are decent.

A tech worker I’ve known for 20 years is in this position. He sees no upward mobility and resents his employer’s rightward political turn. But he earns well and has a sweet, hybrid schedule that affords ample time for hobbies. He keeps putting in a good-enough effort at work because the job, though unfulfilling, serves its purpose in his life.

B-teamers like him can be valuable to companies that can’t realistically expect everyone to be an all-star, Yakola says. This is especially true at businesses like the ones he advises, which often need turnarounds and aren’t exactly magnets for top talent.

“I actually like job huggers in a weird sort of way because I can’t replace employees very easily, and I need to keep the experience,” he says.

There is also a strain of type-A job huggers. They reached the upper echelons of their organizations but feel blocked from the very top. They are disillusioned yet too risk-averse to break away. And it’s not in their DNA to slack off.

“I work with somebody who hates being a lawyer but she’s amazing at it,” says Alisia Gill, a former corporate HR chief who coaches midcareer women. “She cries in her car every morning before she goes to work, and then she goes in there and does her job because she doesn’t know what else to do.”

Gentle shove

In cases where a company wants someone to leave, but the person keeps hanging on, firing seems like the obvious solution. But managers say they would much rather have an employee leave voluntarily.

It’s often cheaper, since businesses might owe severance pay to people they let go. A resignation spares the boss an awkward conversation. What’s more, it can preserve relations with the rest of the team. It’s easier to manage people whose friend took another opportunity than it is to lead employees whose pal you just canned.

Research by University of Chicago economist Virginia Minni suggests a relatively simple strategy can help nudge job huggers toward the door: reflection.

She and colleagues studied roughly 3,000 white-collar workers whose employer put them through a series of exercises to suss out their sense of purpose. Overall productivity increased for a few reasons.

“This actually encouraged some people to leave on their own,” Minni says.

While others found better-fitting roles internally, being forced to confront the drudgery of their jobs was enough to make a bunch of low performers quit.

So, if you are hugging your humdrum job and your boss strikes up a philosophical conversation about the meaning of life and work, you’ll know what’s going on.

Allstate sounds like the same useless sh-t hole that State Farm has become! Used to be a great place to be but has turned into an unbearable h-ll hole! Same Execs just different place as they all run in the same circles and listen to the same Consultants. Progressive will pass us to become the #1 auto insurer in the 4th quarter or at the latest, first part of 2026. Not only that, if they write 8 million new autos again they will be almost 9 million ahead and SF or anyone else will ever catch them. Everything the play they call fails they call it again and again at SF! It's always the employees fault, never them and their plans. During in-office weeks over the last several months, we have ambulances pulling up because someone has stroked out at their desk due to al the stress. The whole industry has just become toxic! Best wishes! Go Progressive is out motto at SF! Serves the right!

If the degenerate SVP, EVP and C suites actually scan this board, you have been warned. If you thought you could continue terminating Americans and replacing us with cheaper resources in India, Phillipines...think again. We will make sure you will live in the limelight you deserve.

Did RV seriously just post on LinkedIn with a picture of his free cup of Starbucks?!!! Seriously an out of touch leader while he makes those of us at non growth centers suffer. Talking about non growth centers… what was the point of shuffling everyone around in Wilmington for the start of 4 days in office? Weren’t we all supposed to be coming in 3 days a week so there would’ve been at least 1 day of overlap. How didn’t everyone have a seat? Are they working on closing floors now to reduce rent?