#retention

Some of your best advisors remain in the seat for now, but attrition risk is at an all time high. Find a solution to keep your top talent happy, or risk further resignations.

So all the talk of cost cutting and sc--wing the share holders, senior staff still receives quarterly bonuses through 2028.
This is costing Xerox millions of dollars. Regular employees see nothing, stock holders now see nothing, and they are taking the company directly into CH 11.
How is this legal use of funds???

Are you going to stay here at Cigna?
Upvote for Yes, Downvote for No

How many are looking to leave? I thought I'd retire here, but the last year or so has changed my mind. I'll be leaving as soon as I find an alternative, if I don't get laid off first.

Anyone in these groups cut? Or sups or management?

This results in a ~10,000$ pay cut to each team member on one of the most talent rich and senior teams in Service and Support. Why you ask? Well not to save a measly $550,000/year. Thats half of an X+ if you're interested. It was to align global roles. And the call came from inside the house. This was all done by a leader within the organization. Will we see a mass exodus of talent and experience leave Illumina as a result? A 10K pay cut in today's economy could break some. Remember we also lost annual RSU grants too.

When promotions go to the wrong people, the strongest employees start looking elsewhere. Eventually, Intel loses the people it should've been trying hardest to keep. This has been happening for years and it will keep happening because we have the leadership that doesn't give a damn about anything but themselves.

Expect another wave of people exiting the company after the last sub-executive RSUs are vested and paid. These were "retention" RSUs given during the free fall of 3M stock during period of great uncertainty due to PFAS and ear plug litigation. These are the golden handcuffs for some people. 3M continues to make outside opportunities more attractive to long term employees and rewards those brought in from the outside. Thus, we see a certain group of employees hanging on for dear life until Feb 6.

The jury is still out on BB and team to see if the approach for growth and stock price appreciation is real or just a smoke show. My observations were of too much window dressing and quarterly optimization vs. long term actions and strategy in support of growth.

Company continues to follow consultants to have 3M follow industry standards (by people who tell companies what to do but are not long term accountable). Thus, more outsourcing, "AI" initiatives, and thoughts on cross-selling 3Mers long list of disparate, specialize, premium products. I hope for a good outcome, but I am not a believer.

Would you still stick around.

Most of the people I see left are either old timers waiting it out for retirement who remember when WF used to be a decent place to live and hate it here or people who would desperately like to leave but can’t find a job and hate it here.

Based on who I’m seeing hired I don’t think Wf is a exactly destination for top talent and most of the people leaving are the ones with better options so you’re only left with the ones hating their job. Sounds like a great culture right?

It's like they don't care how bad things are. As long as they are getting paid, everything is perfectly fine in their world.

Israeli cybersecurity firm XM Cyber is undergoing a significant restructuring following the sale of its intellectual property to CrowdStrike for $600 million. This deal will result in substantial layoffs as the company adjusts its operations. Employees holding stock options are expected to receive payouts totaling tens of millions of dollars. Those who remain with the company will be offered retention bonuses to ensure continuity. The restructuring will see most employees stay with the Schwarz Group, while a smaller portion will transition to CrowdStrike.

https://www.calcalistech.com/ctechnews/article/0754rmxos

Guys , Good news . I heard that there will be no layoffs this year . They are trying to retain the employees as much as possible.

May be there will be no hike but everyone is safe

Good luck to everyone! Happy Tuesday

Truist Investment Services lost its’ largest producer last week. Not surprised. People were already on the fence about leaving, but when they were forced to raise their fees across the board, the door swung out. This is only the beginning.

It feels like team morale has been taking a hit lately. Even if projects are still moving, you can sense the drag and fatigue across the board.

​Has anyone heard if leadership is acknowledging this behind closed doors? At what point does a dip in morale start triggering real concerns about retention and delivery speed, or are they just hoping it passes?

I joined this place to further my career, not to become a number that's completely ignored. Does Open Text even care about improving its workforce and keeping it around or not? If the answer is no, then it's time for me to start looking for something else, even if it's only been less than 2 years.

The really sad part is that Aramco's competence could have been maintained by spending just a fraction of this amount. Current low salaries bring in a tiny fraction of good people along with a huge fraction of bad, for both locals and expats. Of course most of the good people don't stay long. All of this leaves out the fact that good people tend to attract more good people while bad people attract more bad people. Combine this with the fact that Aramco is really being run people in the government who thought Neom was a good idea in the first place. It look the Americans 30 years to build Aramco's culture, and the current regime has managed to tear it down in less than 10 years. Its only a matter of time before this bleeds through into something terrible that management can't cover up.

What would make a high performer choose to stay for another year in here? I’m leaving as well as I feel in the past year I started to feel that I'm not running towards something amazing. I'm running away from something that has become frustrating. Very very frustrating!

We’re gonna make $3 billion this year but you all su-k and we can do better. Also, why are the good people we depend on starting to leave? Don’t worry about BTC, we’re going to have good jobs here. And to conclude, if you’re not bought in maybe you don’t need to be working here.

Approx. 97,000 employees today

• 27% from high of 133,000 in 2023

That’s a feat to pull off.

Upside: Increased near-term profitability

Downside: Overburdened staff, undervalued staff, poor morale, retention risks, partial staff paralyzed by fear. Low-to-mid levels stripped of authority.
Not sustainable long term

So please don't go (to Ameriprise), don't go
Don't go away
Please don't go, don't go
I'm begging you to stay (at your job)

People keep leaving with knowledge that took them years to build. A new hire can learn the basics, but they can't suddenly know all the little things an experienced employee picked up over decades. Management seems to think everything can be documented and handed over. I'd like to be a fly on that wall when they realize how untrue that is.

Retiree here. Sitting in hospital bed near Zurich, looking out window and landed on idea of “universality of kindness and compassion in manner that does not require translator” regardless of situation for face to face interactions. Idea came about due to broken hip I sustained on 9 11 and the unending compassion I have received. Think about where retention and customer sat could go if all of Claims was ready to bring to life daily. They do good job, how is it made great?What prevents this from happening? Claims staff have opportunity
To be angels to customers in keen time of need. Ps. Not seeking sympathy as I will be fine. Seeking intelligent chat on needed actions.

Source: C. Simpson

Plenty of leaders point to an open door, a caring one-on-one, and a policy that says people can come to them with anything.

But none of that tells you what happens when someone is genuinely struggling.

What someone experiences when things go wrong tells you more about your support
than anything you say when things are going fine.

A lot of leaders never find this out until it is too late.

So here is what that looks like, so you can spot it in your own team before it costs you someone good:

1️⃣ You say your door is always open.

→ But people only come to you with good news.
→ You have built a culture where problems get hidden until they are too big to fix easily.

2️⃣ You say people can come to you with anything.

→ But the last person who did got told to figure it out themselves.
→ You have taught your team that asking for help costs more than it is worth.

3️⃣ You say work-life balance matters.

→ But you answer emails at 1 am and reply fastest to whoever works the latest.
→ You have shown your team that visibility matters more than boundaries.

The gap between what you say and what your team experiences day to day
is the truest measure of how supported they feel.

Close that gap, and everything changes.

Because a lot of retention problems come down to people feeling alone in the workload, instead of the workload itself.

To genuinely support your team, provide:

✅ Someone who notices before they have to ask.
✅ Permission to say "I'm behind" without it costing them.
✅ Coverage when life happens, instead of just when it is convenient.
✅ A leader who has their back before they need to ask for it.
✅ Feedback that helps them grow and challenge their thinking.
✅ Time protected, as well as time offered.

Get that right, and people stop looking for the exit and start staying on purpose.

At this point, I don't think retaining the good people is even on the priority list. Someone leaves and instead of replacing them, their work just gets dumped on whoever is still here. Then the deadlines get shorter and the pressure gets turned up another notch. There's always that unspoken feeling of "do it or else," and I'm getting really tired of it. Maybe getting laid off wouldn't be so bad.

I currently work in retention, and our job is mostly on the phone conducting outreach to members, my VSP apparently is not 9/4/2026, and instead it’a in 2027. I didn’t think my job was that important that they needed me to stay until next year? Who/what determines your VSP date? I am curious because I genuinely suspect my sup and director had a say in this.

So now we have a hiring freeze again as well as possible layoffs? Another push to come back 4 days a week (yeah it’s been policy for a while but now being tracked like elementary school students)? How can we possibly expect to retain talent and become a better company when morale is at an all time low?

Piper Aircraft has successfully avoided layoffs for ten years, a significant turnaround from its past. The company now focuses on retaining its 1,500 employees. It offers incentives to ensure staff loyalty. This marks a period of stability for the Florida-based manufacturer. The firm is the largest employer in Indian River County.

Vero Beach, Florida

https://www.tcpalm.com/story/money/business/2026/09/04/florida-airplane-builder-piper-aircraft-investing-in-vero-beach-plant/91473865007/

Is it worth staying through year end for the bonus this year? I'm seeing mixed views on expected payout vs target. Do you get a payout if you are on payroll as of 12/31, so leaving in January would be OK?

As we focus on retaining top talent, is the bank considering reinstating the discretionary 1% 401(k) match that teammates have received in the past?

Let’s be honest, most people aren’t staying because they’re happy here. They’re staying because the job market hasn’t given them a good enough reason to jump ship yet and they still need income to survive.

But also be honest about what that means. That’s not retention. That’s a fu--ing ticking time b0mb.

The second the job market really opens back up, all those people who have been quietly putting up with 5x RTO BS, sh---y morale, constant cuts and pointless bullsh-t are going to start walking…. And AT&T is going to be completely unprepared for it.

In the next 3-5 years, you’re going to have massive numbers of people retire, get surplussed or leave voluntarily. A ton of institutional and systems knowledge is going to walk out the door at the same time. Who’s replacing them?

You can’t gut and abuse the workforce for years and then magically find experienced people when you suddenly need them. And you sure as he-l can’t replace decades of knowledge with some new hire and a fu--ing training deck.

AT&T needs to stop obsessing over who it can cut and who sits where, and start figuring out who it absolutely cannot afford to lose.

Especially the non-pension employees. They aren’t tied here forever. When the market improves, they can leave, and they absolutely will.

The “leadership” team seems to think people will tolerate anything because they have nowhere else to go. They think they have a hostage situation created by a bad job market.

When that changes, we’re going to see just how many people were actually choosing to stay.

Tick-Tock, John…

There’s a point where “culture” stops being what a company says on LinkedIn and becomes what people actually experience when they work there.
You can post all the polished messages you want about people-first leadership, growth, transparency, and culture—but saying those things doesn’t make them true. Culture is reflected in who gets listened to, who gets protected, who gets developed, who gets held accountable, and ultimately, who chooses to stay.
If leadership continues asking the same small circle of people whether everything is okay—and those people are the ones benefiting from the current system—of course the answer is going to be yes. But that is an incredibly narrow way to measure the health of an organization, especially one that desperately needs to right the ship.
At some point, leadership has to get uncomfortable enough to actually listen. Not just to the loudest voices, the favorites, the “yes” people, or the people sitting closest to power. Talk to the people who left. Talk to the people who stopped speaking up. Look at retention. Look at engagement. Look at production beyond the surface-level numbers. Look at what happened to the travelers and relationships that were handed off to people celebrated as “top performers.” Did those relationships grow? Did those travelers stay? Were those desks actually nurtured—or were they simply inherited?
And if the same people have been sitting in leadership seats for three years while the same problems continue to surface, it is fair to ask whether the problem is no longer the circumstances—it’s the people in the seats.
Leadership should not be a talking head. It should not be gossip, cliques, politics, favoritism, or protecting the people you personally like. Leadership means fighting for your people, advocating when it is uncomfortable, holding everyone to the same standard, and having the courage to admit when something isn’t working.
Stop fluffing certain desks while demanding everyone else prove themselves over and over again. Stop celebrating numbers without examining how they were achieved or what happens after the handoff. Stop confusing loyalty to a leadership circle with loyalty to the company.
Three years is enough time to make meaningful change.
At some point, continuing to do the same things, empowering the same people, protecting the same behaviors, and expecting a different outcome becomes exactly what we all know it is: insanity.
What makes this particularly sad is that this company once talked so passionately about being different. About putting people first. About creating something better than the corporate environments so many people had experienced elsewhere.
Somewhere along the way, it started becoming the very thing it said it would never become.
Profits matter. Performance matters. Growth matters. But people have to matter too.
And when good people continue walking out the door, leadership shouldn’t be asking how to improve the messaging around culture.
They should be asking what happened to it.

The free tier's biggest feature, the malware and phishing blocking, is invisible. Customers never see it work. No alert, no moment, nothing to point to. What they can see is the paid tier, and that's one camera and one sensor for $15 a month, more than Ring charges for full professional monitoring on an unlimited system. It only runs on our gateway, so the customers most likely to leave us are excluded from the thing meant to keep them.And we're not a company people rate highly right now. Cable ISPs sit at the bottom of the satisfaction rankings, well behind fiber and 5G. Free doesn't fix that. It just adds something invisible to a bill people already think is too high.
I think it's a fine retention product. I don't think it's a new category, and I think we should be honest with ourselves about the difference.

The company has consistently performed at a low 3-star rating over the past decade, and now your main focus will be retention!-) GTFOH

Most of the people working here today probably won’t be here three years from now. That’s the part “leadership” seems to be completely missing.

There are huge numbers of employees already past Rule of 75 who are just waiting for the right severance offer or their retirement date, whichever comes first. Add in everyone without a pension who is already looking for the exit, and AT&T is about to lose an enormous amount of institutional knowledge. And who’s replacing them?

AT&T has spent years cutting, freezing, consolidating and making the place less attractive to the exact people who are supposed to become the next generation of experts. You can’t keep gutting the workforce and then act surprised when there’s nobody left who knows how to do the work.

Stankey is right that demographics are a problem. He’s just looking at the wrong side of the equation.

The answer isn’t simply squeezing more work out of fewer people. It’s retaining the people under 55, developing replacements before the experienced workforce walks out the door, and actually giving talented people a reason to build a career here.

Instead, we’re making the job less attractive with 5x RTO, cutting benefits, cutting headcount and watching experienced people walk. You can’t retire decades of knowledge and replace it with a PowerPoint and a new hire.

AT&T is going to find out very quickly that you can’t cut your way through a talent shortage.

When I first joined, there was a real sense that people cared about the work and about each other. That's mostly disappeared now. Years of changes have completely stripped away whatever it was that made the place special, and we're now at the point where loyalty and experience don't count for much. It's depressing watching a company lose the culture that made people want to stay.

This post on Reddit has a comment that someone’s husband was offered 100k counteroffer retention bonus when he tried to resign. Base pay 600k.
https://www.reddit.com/r/unitedhealthgroup/s/PfEIguU2fk

So the company that is laying people off throughout the year and gives pennies for raises to most of its employees will give a 100k retention bonus to what is probably a lower level exec who tries to resign (assuming lower level because the higher up execs make 7-10 figures.)

Message for UHG/UHC/Optum…. Your executives are not the face of the company, the people whose jobs bring them into direct daily interactions with your members are the face of the company. Minuscule raises that can’t even keep up with inflation, elimination of bonuses, rising caseloads all lower morale. You can’t improve your public image when the face of your company has low morale. No amount of company culture pep talk will fix this because your own employees don’t feel valued.

The vast majority of people who remain here are just waiting for MR75 or to see what happens with leadership.

There are a lot of employees hoping that when Stankey is gone and a new CEO comes in, one of the first things they do is take a hard look at this completely overextended RTO policy.

Because if the new leadership comes in and decides to keep five-day RTO, I don’t think we’ve seen anything yet.

There are a lot of people who are tolerating this right now because they’re hoping the policy changes. Take that hope away, and you’re going to see a lot of people make their exit at the same time.

And that’s when we’ll find out just how much talent this policy has actually pushed toward the door.

AT&T can change course or keep doubling down. But I genuinely believe the consequences of this decision will become impossible to ignore by 2028.

This company may sink or swim based on what happens with RTO. You ain’t seen nothing yet!

This is the only place I've worked where tenure is a disadvantage. New people get attention, praise, and opportunity, while most of long-timers get ignored, overloaded, and quietly pushed aside. The loyalty that used to mean something now feels like a trap.