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To those impacted yesterday - I'm sorry. You didn't lose your talent, the company lost it.
To those of us who survived, refreshing thelayoff.com:
They didn't lay off the work, they just laid off the people who did the work. That work is now yours.
A title can't execute a roadmap. A spreadsheet can't fix a prod outage at 2am.
If you were spared, you weren't saved - you were given a deadline. Use it.
... Cleaning up on DVN talent. The really good talent. Folks have more faith in Kate and Justin, which is saying something after the Hager years.
New research suggests companies using AI for layoffs may face higher costs rehiring staff later. Gartner predicts 30% of AI-displaced workers will need to be brought back by 2029. This rehiring could be more expensive than their original salaries. Organizations should focus on workforce amplification, not just automation, to avoid talent pipeline depletion. Failing to do so risks hindering innovation and competitive edge.
Canada
https://www.hcamag.com/ca/specialization/transformation/employers-will-need-to-rehire-30-of-workers-affected-by-ai-layoffs-at-higher-cost-report/589966
What could have been a fantastic company across many markets has proven that poor leadership, politics, and undervaluing talent can cause damage so deep that it is not recoverable. Ever. The manner in which oracle has operated only cast a shadow and reward behaviors that continue to demoralize.
If you were impacted today my thoughts are with you. The world outside of Oracle is much, much better. If you were not impacted, there's a lot of opportunity out there for good talent. Run away as fast as possible.
Gartner predicts that by 2029, one-third of positions eliminated due to AI-related layoffs will be refilled. This suggests that many companies made premature and excessive workforce reductions. The research indicates that these cuts deplete talent and institutional knowledge, leading to higher recruitment and training costs. Organizations prioritizing cost savings from AI risk being outpaced by those reinvesting in innovation and upskilling. Many executives are reportedly using AI as a pretext for budget-driven layoffs.
https://www.computerworld.com/article/4220413/layoff-remorse-gartner-says-at-least-one-in-three-positions-eliminated-by-ai-will-be-restored-by-2029-at-a-higher-cost.html
manager: "I’m expected to set priorities, resolve tradeoffs, develop talent, coordinate across functions, and create accountability" but isn’t this the full scope of what all ICs supposed to do? Individual contributors already juggle their technical workload, and they’re obligated to take on all the managerial responsibilities on top of it but without the title, authority, or benefits.
Synopsys is in real trouble. Most of the people with actual skills, the ones who could make a difference anywhere, are headed for the door. They've figured out that better pay, significantly better culture, and actual work-life balance are out there. Unless something drastic changes, there won't be any true talent left here soon.
BNY doesn't seem interested in keeping talented employees. They're paying some truly great people to walk out the door with each new layoff. I don't understand the strategy. You pay people to join, you invest in them, and then you pay them to leave? The math doesn't add up.
Any information with TCA roles?
The hipos they stacked in LCS and LCDC failed spectacularly. Tells you a lot about the hipos doesn’t it.
AmD is very successful and working model for other companies to follow. Why do managers use their excellent skills to just copy and paste to follow their working model.
Half the world is leaving for bank of New York Mellon. Why is JPM losing so much talent?
They lay off talented people, and then when they need the work done, they have to hire two people to replace one. How's that efficient?
The last few years of your career should be your best and most enjoyable as you are supposed to be in roles where you can mentor for succession planning to keep your investment in the company and stock prices continue to rise. XOM has now made those people a target to eliminate. I see senior technical people retiring and some surprisingly resigning before retirement eligibility in a company that is already stretched for talent and experience. Once they get rid of the NRE's which is evident in their plans, there won't be anyone to pass on the practical knowledge on to the next generation. But, do they care?
Tim Tebow has signed a multi-year contract extension with ESPN, securing his role on SEC Nation and other programming. This comes as the network undergoes significant layoffs, impacting several prominent on-air personalities. Notable figures reportedly let go include Ryan Clark, Cam Newton, and Bart Scott. The timing of Tebow's new deal highlights a stark contrast between his continued employment and the departures of other established talents. This development signals a shift in the network's talent strategy amidst financial restructuring.
https://sports.yahoo.com/articles/espn-layoffs-tim-tebow-signs-190013051.html
Lots of discussion on here about the EVP of
HR. Perhaps Mark made another bad hire?! Talk about a poor selector of talent.
Flocks of our staff are jumping over to other companies. Recent trends also indicate Sixt is picking up talent. Who’s running over Kennedy’s empire?
I'm watching more and more people make their exit. One of my coworkers just left for a job that pays significantly less, and he says he's never been happier, and I believe him. Others are just hanging on, waiting for a layoff so they can get severance and then they're gone too. I think management thinks they're saving money, but losing all this talent is going to cost them far more in the long run.
this week everyone got to see the quality of resources from offshore during a sev1 issue call in the CSO/EdHayes Org. These folks from India cannot speak a line of English correctly, cannot articulate the problem nor the impacts, and don't even have the technical understanding.... These folks in India get hired thru recommendations, caste or region feeling or thru bribery... almost all of them who joined the bridge were remotely even qualified for the job. There is this girl who joined the call who would not understand basic instructions and the onshore experts had to come to her rescue!! Yet these crooks at the top want to ship jobs to India laying off quality talent here in the US and eventually backstabbing the american people who pay the bills for AT&T products and services!! Just crazy unbelievable that this is happening!!
We are being asked to do review. Is this a precursor for identifying people to put on layoff list? Looking for intel.
I know there were deep cuts of talented people even younger engineers. From my time there, I recall there were already many positions that hadn’t been back filled.
Today is the day where XOM lost an unbelievable amount of talent between our Australia friends moving to Woodside and the remainder of the Brits being made redundant. Sad day for us all and we will suffer the consequences long term. DWW should pay when something happens but hey this Merica so he will left holding his $100M fund and be left to retire happily whilst others pay the price
Real talent cost as much as PHK.
Below a $4B market cap is the trigger for more layoffs before the usual cycle.
You may not realize it, but the best talent left or were laid off in 2025.
What were they thinking? I look around at who's still here and who's gone and it's clear the best people are out and the worst people are still in. How did that happen? Either the decision makers only looked at spreadsheets or they're deliberately trying to make this company fail.
ICIMS research indicates a growing demand for artificial intelligence talent. This trend occurs across multiple sectors, despite recent tech industry job reductions. Job openings for computer programmers and software developers increased significantly. However, the overall talent pool has not kept pace with this rising demand. Applicant volume decreased while job openings grew, creating hiring challenges.
https://www.hrdive.com/news/despite-tech-layoffs-demand-for-ai-savvy-hires-is-increasing-icims/823119/
Seems like other companies aren’t interested in Nike talent. Under A is packing up and leaving Portland metro,
It could get dicey since so few are left..
The Wall Street Journal evaluates how leading US corps stack up in 6 areas: AI readiness, innovation, talent readiness, financial fitness, resilience and agility.
Optum does not appear as a standalone company in the uploaded table, so I used UnitedHealth Group as the closest listed proxy. UnitedHealth ranks #89 overall with an Overall Score of 57.7, ranking 6th out of 44 companies in Health Care Equipment & Services. Its strongest factor is Financial Fitness Rank #48, with Innovation at #85 and Agility at #130.
The weaknesses are Talent Readiness #297 and Resilience #283, which are notable for a large health-services platform. The strategic read is that UnitedHealth, and by proxy Optum, screens as a financially strong, moderately innovative healthcare infrastructure company, but not as a fully resilient or talent-leading organization. The table supports a “platform with scale advantage” thesis, but not an unqualified future-readiness leadership thesis.
Source:
https://www.wsj.com/rankings/best-companies-for-the-future/full-rankings-2026
The Wall Street Journal evaluates how leading US corps stack up in 6 areas: AI readiness, innovation, talent readiness, financial fitness, resilience and agility.
Wells Fargo ranks #187 overall with an Overall Score of 52.3, putting it above the bank-sector average of 48.7 but outside the top quartile of the full 500-company universe. The positive surprise is AI Rank #16 and Innovation Rank #66, both strong for a traditional bank. That is not a trivial finding: among large banks, Wells Fargo screens as more forward-positioned on digital and AI-related readiness than its overall rank implies.
The problem is execution culture and adaptability. Wells ranks #386 in Talent Readiness and #453 in Agility, which are severe offsets. The data reads Wells Fargo as a bank with meaningful technology potential but weak organizational velocity. Strategically, that creates a familiar incumbent-bank problem: digital investment is necessary, but not sufficient, if employee systems, operating model, and institutional agility remain behind the curve.
Source:
https://www.wsj.com/rankings/best-companies-for-the-future/full-rankings-2026
So the legal lady comes in to clean up the mess after CG doesn't "do the right thing." But the whole function is worse than ever. What gives? Where is the talent brains and skill in the org spending all this $$$? Are we really going to win this way?
The most alarming number in the Wall Street Journal’s “Best Companies for the Future” ranking isn’t AT&T’s overall rank of 375.
It’s the Talent rank of 390.
The WSJ’s methodology specifically looked at hiring, retention, and employee satisfaction as part of future readiness. In other words, human capital.
For years employees have been saying the same thing, excessive RTO mandates, constant uncertainty, forced relocations, and a lack of flexibility are driving good people out the door.
Leadership ignored it.
Now a respected third-party ranking is essentially saying the same thing. AT&T isn’t being viewed as a future-ready talent organization. It’s being viewed as a company struggling to attract, retain, and develop the workforce it needs for the future.
Even Kevin O’Leary (hardly a champion of employee entitlement) recently warned that companies risk losing their best talent when they become overly rigid about RTO and where work gets done. His point was simple - if you make flexibility a non-starter with RTO, your talent pool shrinks and you will only attract the undesirable bottom quartile of talent nobody else wants.
And that’s exactly what many of us have watched happen… I’ve never seen this many experienced employees leave. At the same time, a strict 5-day RTO policy isn’t a selling point to younger workers who increasingly value flexibility and work-life balance, it’s a detractor and immediate non-starter. Nobody with other options will ever sign up for this prison-like micromanagement.
Talent rank 390 isn’t the cause of the problem. It’s a symptom of this bad policy.
You can mandate badge swipes. You can mandate presence. You can mandate commutes, but what you can’t mandate is that talented people choose to work here, or stay here.
At some point leadership has to ask whether a five-day RTO policy is helping build the future, or helping explain why we’re ranked near the bottom when talent is measured.
Another culling of talented people. I won't understand the logic behind this for as long as I live. Does anybody know if it's over or will there be more throughout the week?
In the Monday, June 8, 2026 the Wall Street Journal included a complete section listing the top 500 companies across all industry segments. Each company was ranked by AI readiness, Innovation, Talent, Resilience AI Readiness & Agility. The lower the ranking the better the company.
#1 Nvidia
#2 Alphabet
#3 Microsoft
#4 Meta Platforms
Telecommunications Services sector (only 3 companies in this sector)
#56 T-Mobile US (Agility rank 82, Innovation 283, Talent 136, AI 71)
#149 Verizon Communications (Agility rank 447, Innovation 250, Talent 155, AI 26)
#375 AT&T (Agility rank 465, Innovation 181, Talent 390, AI 33)
What do these numbers tell you? AT&T looks significantly less prepared for future success than its two major wireless competitors when all of the ranking factors are combined. The ranking appears to view AT&T as substantially weaker in attracting, retaining, developing, or positioning its workforce for future needs than its peers.
"AT&T has some innovative capabilities, but the organization is viewed as bureaucratic, slow to adapt, and less successful at developing and retaining the talent needed for future growth."
That combination can be especially damaging in a "future readiness" ranking because future performance increasingly depends on AI adoption, digital transformation, and workforce quality rather than simply owning a large network.
From an investor's perspective, the most concerning number in the table is probably not the innovation rank, it is the 390 talent rank, because that sees AT&T as having a weaker human-capital foundation than either Verizon or T-Mobile.
https://share.google/YT6dQq4BsltYvjUwf
No doubt layoffs will happen. You can merge Yellow Shoes and The Hive and continue with redundant roles. D-mb move and just getting rid of more talent
Paradigm Talent Agency dismissed three agents. Jeff Kolodny, Adam Van Dusen, and Natalie Handelsman were affected. Kolodny and Handelsman were talent agents; Van Dusen was a TV Lit agent. The agency characterized these as selective adjustments during expansion. Paradigm recently added eight new agents in various areas.
https://deadline.com/2026/06/paradigm-layoffs-impact-three-1236940364/
Recent public health layoffs are causing many epidemiologists and infection prevention professionals to seek new jobs. These professionals are now looking for roles in acute care settings and hospital-based positions. A recruiter noted a significant influx of these individuals into the infection control field. Hospitals consider prior clinical experience when determining infection prevention salaries. Specialized recruiters help organizations find qualified candidates by thoroughly vetting applicants.
https://www.infectioncontroltoday.com/shorts/transitioning-public-health-layoffs
From what I have seen lately, many experienced workers are checking openings in the background but holding off on changing jobs until companies start hiring more steadily again. Once that happens, we'll see a major exodus of talent.