#teams

If you are hooked in such teams pay attention on how long people in the team worked for IBM, if you find they have been in IBM for 35-40 years you are in a hook, just run, run, run from such teams. The point is those 35-40 years in IBM people do already nothing but they have to create a shield to protect themselves, if they happened to create such a shield, they are protected for at least 4-5 years, but not you, and you will be kicked out.

I no longer use MS-Teams, if everyone is supposed to be onsite no need to use it. Sorry GFSE and Dresden team, you know where my cube is.

I work in IT, and here's something worth keeping in mind.

Be careful what you say during Microsoft Teams calls. Even when a meeting isn't being recorded, it is still being transcribed. There's a bot that joins calls in the background, and you won't necessarily see it.

Your laptop activity is monitored, which you probably already know. What you might not realize is that activity on internal company websites can be logged down to individual clicks and keystrokes.

Some people will say you're foolish to discuss anything sensitive on company-owned equipment. They'd be correct.

Reshaping requires breaking up and using same materials. Same is true for transformation. Company wanting to transform should reevaluate who fits in where. Then rebuild optimal teams and thus reshaping.

Anyone hearing which roles or departments are being impacted by layoffs in the California Region? Curious if there’s been any news about which teams are affected or whether more cuts are expected.

“As we look ahead into the next century, leaders will be those who empower others.”
— Bill Gates

Following US layoffs, we should push for a transparent breakdown of the company's demographic data before and after the cuts.
From what I've noticed anecdotally in certain US teams, particularly where a specific demographic is concentrated, non-group employees seemed to bear a heavier brunt of the layoffs. To be fair, this is just my personal impression and I don't have hard data to back it up as a proven fact.
That said, once things settle down, it would be valuable to request concrete numbers to see if there is a statistically significant difference in the racial composition between the overall US workforce and those actually laid off in the US. Moving forward, keeping this data transparent is something we should advocate for.

Things like which groups and teams will be affected, which locations, how many people, if there'll be any changes to severance...stuff like that. What's with the lack of transparency?

Another load of absolute garbage. Really, it should be quite simple to check who's been abusing their corporate card.
It's not rocket science.
Chances are it's not the field teams, either.

I have been thinking about joining this company. But I keep reading tons of other pages discussing layoffs and entire teams let go…..Any advice? It would’ve look great career/resume wise but unsure how truly job security is in this firm….I mean there is no job security anywhere….

Anonymous?
Lol.

Is it like a "Buy One, Get One Free" thing?
Another waste of time and money that surely could be put to better use?

Same with People Managing stuff...it's not the field teams who need this, it's the people at OTC who just don't get it.

Even if product teams could actually make products that teens want, with shipping tech to ITC or going all in on Accenture, we’ll never lower digital order cancellations or get product to consumers with our awful sec system.
All tech sr managers and principal engineers should be fired…..

Anyone else think it’s a bit much that our leaders think it’s a good idea to continue cutting, cutting, cutting (shoving more work on the fewer people left), while outsourcing a ton of work (in many functions, not only GBS), and making people come back to outdated and smelling offices around the world only to often sit by themselves on Teams calls with bosses in different locations?

Maybe I’m the weird one, but this seems like complete insanity.

keystrokes? mouse movement? idle time? apps? websites? browser history? searches? downloads? copy/paste? screenshots? files? usb? printing? login times? badge swipes? vpn? location? ip address? wifi? personal phones with VZ apps? teams activity? status? away time? messages? calls? meetings? camera? calendar? response times? email? drafts? deleted mail? attachments? links clicked? keywords? forwarding?

and is any of this routinely reviewed by people, or mostly stored until there is an hr, security, legal, or investigation reason to look?

:(

What's the real headcount?

In workday, the headcount for Fiserv Solutions is now at 37100.

In Teams under Takis, the headcount is 57,489.

Good luck to the teams being asked to deliver on these accelerated schedules! The teams that sell these lies should be put on the team who is supposed to deliver it.

Dear Mike,

Welcome! Before any process is addressed, the people responsible for carrying out that process must be heard, valued, and respected. That principle should be at the heart of Truist’s culture. Reconsider the Return-to-Office (RTO) mandate and give teammates the flexibility to choose how they work.

The majority of Truist teammates want the company to succeed. They want to serve clients well, perform at a high level, and contribute to the future of this organization. But too often, teammates feel that their voices are not being heard when major workplace decisions are made. Truist frequently emphasizes the “Voice of the Client.” But what about the voice of the teammate?

A company cannot consistently put clients first while overlooking the people who serve those clients every day. Allow teammates to choose how they work. Optional remote or a two-day-per-week hybrid expectation would be welcomed by many who simply want flexibility, trust, and the ability to balance work with the realities of today's economy.

If a teammate desires to be in-office everyday -- let them!
If a teammate desires to be hybrid 2-days a week OR more -- let them!
If a teammate desires to remote OR work from home -- let them!

Give teammates the freedom to choose how they work best.
Trust them. Measure their performance by their results, productivity, collaboration, and client impact — not simply by where they sit.

Gas prices and the cost of living continue to put enormous pressure on working families. At the same time, many teammates feel that salaries and bonuses have not kept pace with those rising costs. Requiring employees to spend more time and money commuting—without meaningful flexibility or compensation—only adds to that burden.

This should be a priority, Mike. Listen to your teammates. Respect your teammates. Trust your teammates. If Truist wants teammates to demonstrate commitment to the company, the company must demonstrate that same commitment to its people.

And where is HR in all of this?

There is a growing perception that HR is disconnected from the sentiments, concerns, and undercurrents among the very teammates it is supposed to support. Leadership needs an honest, unfiltered understanding of what employees are experiencing—not simply what is being reported through formal channels.

The solution is not complicated: Ask teammates what they want. Listen to what they say. And then act on it. Give people choices.

Trust high-performing professionals to determine where and how they can do their best work. Measure employees by their results, client service, collaboration, and performance—not simply by the number of days they sit in an office.

Mike, Truist has an opportunity to demonstrate that it truly values its people. Make flexibility a priority. Make listening a priority. Make the Voice of the Teammate every bit as important as the Voice of the Client.

Let teammates choose how they work.

From what I’m told goal is 10% low performers pipped and out in December then a massive spring 27 action with impacted people roles and teams id’d as early as next week. If you’re not blocking time to job search weekly you’re doing yourself no favors .

Anyone take the full 26 weeks of parental leave? Told my team I would only do the 16 but now I want to extend it, but worried how they will react

which teams do we hope are impacted

Report all H1B, H4 EAD, GC fraud to the department of immigration.
This is getting out of control. They are even bringing caste system into the teams.

In the hopes this page is monitored by some internal team somewhere for rumor control or something. This one company many careers message is complete hogwash. I've been applying for internal roles for years now, and every time I do I get the message back that I'm not being considered because I'm from a different BU, despite me having experience in the fields I'm trying to move to.

Internal moves are impossible, stop selling people this lie. It demoralizes people and, as a result, I'm not not even going to bother internally applying any more and you will lose me

I've had several interviews for different roles within humana and my experience so far have varied quite a bit. Some conversations were extremely positive while others raised concerns about the leadership style and team dynamics. I was recently offered a position but decided not to move forward because of the nature of the role and it didn't feel like a good fit for me and some of the initial interactions I had during the interviewing process with some of the leadership. Some of the negative comments actually came from a few of the direct reports regarding their leader!
The last things I need is to leave a somewhat stable situation only to find out that I've stepped into a toxic environment I would regret. I would appreciate advice from anyone who have experience or insight across different areas of the company.Are there particular departments, teams, managers that you would recommend approaching cautiously? Conversely, are there areas known for strong leadership and healthy team culture?

Just wanted to take a second and say how energized I am by where Teradata is headed.

Yes, there have been some org optimizations over the last couple of years. That’s what high-performing companies do. We are leaner, more focused, and laser-aligned on winning in AI. Headcount going from 7,000+ down toward 5,100 isn’t “decline.” It’s focus. Every remaining seat is a high-impact seat.

Skipping the 2026 merit cycle so we can fund AI talent and the Teradata 3.0 agentic platform is actually one of the most employee-centric decisions leadership has made. A 2–4% raise would have been nice for a quarter. Building the Trusted AI company that banks and governments already depend on will pay off for years. I’m proud my compensation budget is helping hire the specialists who will make AgentBuilder and AI Factory real.

The people who left were part of an older chapter. The people still here get to write the next one. Smaller teams mean faster decisions, fewer meetings, and a cafeteria line that actually moves. The Rancho Bernardo parking lot has never looked better.

SM has been clear: we will win in the market with AI. Cloud ARR is the future. Public cloud is almost 50% of total ARR. That is not a company in trouble. That is a company mid-pivot.

This is Teradata. This is who we are. We take the hard calls, we reallocate for the future, and we keep showing up for the customers who still run their most critical workloads on us.

If you’re still here, congratulations. You made the cut for a reason. Let’s stop doom-scrolling this forum, get back in Teams, and ship. The best days are ahead.

Seeing various posts on linked in about more UKG layoffs this week, do we know if these are all US layoffs and teams impacted?

I can see them literally begging for help in the tickets but the Support teams just don't seem to care.

I am not sure what the right thing to do is

There is a 6-8% layoff incoming. Certain divisions and teams are getting hit harder. Managers have some choice and decisions will be made by the end of August. It will finish by the end of October. Good luck

Can we bring back good leaders to Nike? Those who left or RIF’d people actually liked and/or at least did great work and delivered results? Ones who their teams liked working for? I don’t even care if liked, but if delivered can we petition to get them back?!?

Who do we go after? I just want to have competent leadership again.

Does anyone know about the UPP teams? I am hearing some gossip but not sure if it is true

Anyone know what areas, teams, or business units the 10/8 round will be focused on?

Maybe this Sunday was a deadline for some teams? I'm seeing more deactivations being enqueued in the OIM management databases.

Who’s excited about the new Upstream Opportunity Teams???

Can we get rid of fake teams and fake jobs? We failed when we started allowing leaders to hire their friends, their cousins and their sons girlfriend. Interviews are just a check the box now. They know who they are gonna hire before they even post the job and we are posting jobs that are fake!

Then you have teams that are comprised of a bunch of project managers that have no clue what they are doing other than creating more work for those of us that have real sh** to do. If EH actually stuck his head in as an impromptu and started to look hard he could get rid entire teams that are worthless.

The R2B role has become extremely difficult to sustain. Leadership appears to still be struggling with the transition and, rather than developing a clear strategy for the new model, much of the focus has shifted toward call volume. At times, it feels less like strategic business development and more like a fundraising phone bank where activity is valued over meaningful results. There seems to be a significant disconnect between what the role is supposed to accomplish and how teams are actually being managed.

It also feels as though some of this pressure may be coming from uncertainty surrounding the future of R2B leadership and the possibility of teams eventually being moved under B2B.

My entire team has calls with our skip level tomorrow 8/10. Seens our entire team is getting cut. Meeting was placed on calendar on Friday.

Two planned reductions this year. A small one near the end of August and a larger one around Thanksgiving. VPs already know and are choosing which teams will be hit. Directors will hear news about the layoff in the next 2 weeks. Cloud product teams will take the largest hit.

Now we have some silly chatbot on Teams?