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Oh sure, Citi pull out what they think is a big win by luring in some major director from other banks here and there. They make sure that hits the headlines but as you can see, they don’t stay very long.
Its a money shell game. These guys move from company to company for more money each time they move. They have no interest in making Citi a home.
Corporations often experience high turnover due to toxic culture, inadequate compensation, limited career growth, and, according to discussions on Reddit, unrealistic sales targets. Key drivers include burnout, poor management, and a lack of recognition, which prompt employees to leave for better opportunities, as discussed in this LinkedIn post and detailed by AIHR and Indeed.
So many high level executives and mid level experienced managers have left this month. Almost everyone who is finding any work is leaving like this is titanic, is it really this bad?
Hewlett Packard Enterprise (HPE) has experienced significant, long-term, and ongoing "brain drain," characterized by the loss of experienced staff and top executives due to consistent restructuring, offshoring, and layoffs. While some employee reviews still reflect a generally positive 4.0/5 star rating on Glassdoor, specialized talent is reportedly leaving, and high-level, long-tenured employees are being replaced by lower-cost or contract labor.
Wow, who knew?
Never seen an entire organization all check out at the same time in my career like this. Nobody has confidence in leadership and I would estimate over 80% of people are looking for new jobs. Even new hires are skeptical, turn over the leadership team before it’s too late.
Curious has anyone been around long enough to remember the last time corporate gave the employees some good news? Feel like its been nothing but bad news the last 10 years. Offices closing, forced moves across the country, returns to office, replaced with people overseas, forced realignments due to corporates unwillingness to staff and retain properly.
Id say the last "good news" was us working from home during COVID, which wasnt exactly good news but maybe the only positive change I've seen in like 15 years. Ok i guess they did the math and so few people were having children they increased maternity benefits like 5 years ago.....
Cant wait for this weeks bad news meeting either way.
Can anyone explain why such high turnover in claims has been acceptable for so long? Assuming they will be moving people from jobs that are not 100% horrible to a claims department that is.
Just wondering, now that bonuses have been paid out, is NM seeing an increase in people leaving?
Looks like a lot of gcc employee turnover is occurring. Every day I see LinkedIn posts of employees leaving for other greener pastures gcc’s In Hyderabad and Krakow. What’s happening? Is every company pouring $$$$ in gcc?
And it's climbing rapidly. The number of goodbye emails I've received lately says more than any official update.
You want MORE certified experienced store managers to quit and leave because you're not giving them real transparency into bonus and compensation while expecting more results and giving them less resources?
What does the talent pipeline look like for a high stress salaried 55k job with empty words about a potential bonus? 😂
You want stores to completely collapse with absolutely no direction and only district managers as the point of contact while spread ultra thin and unable to provide real guidance?
Happy and engaged/retained Pharmacists and teams have real leaders in the store that communicate and help them allocate resources like payroll and avoid problems like understaffing and compliance.
Everyone in the pharmacy is way too "busy" to PDR...it's currently called survival. The burnout and turnover is accelerating, coupled with the already toxic company culture is a recipe for collapse.
Every conversation I have with a talented certified store manager speaks of their complete loss of faith in Sycamore and plans to leave soon.
Better call the underwriters and have them get the IPO ready now, you might not make it to next year. Good luck finding investment bankers that'll give you a firm commitment as well during the IPO lol
Anybody currently work this role or know someone in it? Looking for any reports how you like the role and your day-to-day functions. Also if targets are achievable or there is high turnover in the role.
When people ask me for career advice now, I tell them to stay away from here. I was excited when I joined. The branding's strong and the reputation's solid. The reality's completely different. The day-to-day work is chaotic, there's no clear direction from the top, and the turnover's staggering. You spend half your time training new people and the other half wondering when your own luck will run out. It's genuinely one of the few professional decisions I look back on with regret. The toll it takes on your personal life isn't worth the paycheck. You can absolutely do better for yourself. Keep looking.
spent 5 months here, genuinely nice guy. Not sure what went wrong here. I hoped he will drive meaningful change here.
Hardly anyone sticks at the same place.
LinkedIn is blowing up with cube pics. Exxodus is back
Everyone is realizing that this is a sinking ship, over the last 3 weeks, stores have seen entire departments quit, including management.
Read on LinkedIn that she joined yet another company. Feel sorry for them. She will destroy that company now.
Surprised it took so long to occur. That last crew did not perform at all. Did a lot of bad stuff to lower ranks - intentional or not. Stock price at $1.38 today.
Not sure if it is just my team/ leader or it is coming down on all other teams / Fidelity as a whole but there is an obvious added micromanagement since the start of the year. Whoever is dictating this will be looking at higher turnover ratios before the end of the year as the associates are humans not machines. Nothing enjoyable or rewarding about working here at this point. Sad to see this happening at what has been a great company to work for until recently.
Holy he'll how has this place kept together? No one knows anything, no direction, no purpose, all leaders are clueless and at the same time thinking they will do the same as last year. Silos out the a**. It has only been a week and I am looking for the exit. This is going to be a 5 year minimum turnaround and it will be a bloodbath and stress factory for anyone who stays. God bless you verizon folks, it can be so much better elsewhere.
The more you look, the more obvious it becomes that the only people who are still here are the ones who have not landed something else yet. Yet being the key word, since everybody seems to be looking. All those with options seem to be moving on fast.
Morale is trash. Collaboration did not magically appear. Engagement is still imaginary.
That one remote day wasn’t a “perk.” It was the only day people could handle doctor follow-ups and real-life admin that only exists during business hours. Apparently that was too much autonomy.
Now we’re all back, paying for snacks and sodas that aren’t even stocked, drying our hands on air because there are no paper towels, and playing musical chairs with conference rooms because no one books them. Had to kick someone out of a room for my own meeting. Peak teamwork.
Nothing says “we value our people” like taking away flexibility, providing fewer basics, and expecting gratitude. I feel so engaged. I feel so motivated. I feel absolutely compelled to give more than the bare minimum.
If productivity drops, good. If people disengage, expected. If turnover spikes, deserved.
You wanted butts in seats. Congrats.
You got bodies. You lost trust.
Turnover’s exploding everywhere else, but here things feel oddly frozen. I’m still looking for something better, but most of my team seems content to stay put. Makes me wonder whether they know something I don’t or if people are just exhausted.
Leaders in past did not consider location and noisy office of its head quarter was the problem in turning company around. My advice sell it and build a nice office convenient to all. Even if it can only house 55% capacity. We can take turns going to office. They forget their ultimate goal of turning company around and instead get entangled in RTO. Without adding another location, now they are shuttering OPO.
“Win Now” assumes a stable foundation. Many here question whether the organization is repairable, and others note it has yet to stabilize. Since the comeback strategy began, repeated executive turnover and workforce reductions make the end state hard to understand.
When integrity feels absent, professionals have to anchor to personal values—knowing when to stay, help, or move on without bitterness. The harder question is why so many remain while clearly unhappy.
If anyone has firsthand layoff experience or concrete insight that could help others make informed career decisions, it would be valuable. Merry Christmas.
I know it's not because people suddenly like it here and have decided to stop looking, but it says a lot about the state of the job market. I won't lie, it makes me nervous.
This place checks all the boxes for toxic workplace.
Negative communication: Excessive gossip, rumors, and backstabbing are common.
Poor leadership: This can include micromanagement, favoritism, lack of transparency, and fear-based leadership. (Actually seen a an executive belittle and humiliate someone on a zoom call. Totally lacking in empathy. I thought… couldn’t you do it in private? Why try to make an example in front of others so they are afraid to speak up?)
Unhealthy work habits: Lack of work-life balance, excessive workload, and unrealistic expectations. (Overheard EMS jokingly say that people here have heart attacks on the job here and refused go get medical treatment because of the competitive environment.)
Psychological unsafety: Employees may feel punished, humiliated, or rejected for speaking up, leading to a culture of fear. (I spoke up once during a meeting. An executive didn’t like me disclosing fact and accused me of hiding information. Instead of taking it up with me, the person went to my boss and a level up to complain.)
Conflict and disrespect: Bullying, harassment, and a general lack of trust are prevalent. (I lost the number of times I was bullied. HR does nothing about it. They exist to protect the company, not you.)
High turnover: A high rate of employees leaving the company. It’s necessary because they need the turnover to feed the pipeline of new victims.
SB wants everyone to pitch in but his “team” is abandoning ship.
The Inside team is full of terrible leadership. If you enjoy low morale, harassment, and being talked to like a dog, apply today! High turnover, low pay, the typical CCI way! The new CEO has his work cut out for him!
How many on here still working for the company vs moved on to another gig?
Talented people are quitting left and right, pay isn’t even close to what it should be, and somehow we’re all supposed to do more with less. Even the tiniest tasks take forever, and the stress is constant. Clients are annoyed, everyone’s on edge, and some days it feels like we’re just trying to survive the chaos rather than actually get anything done.
All those years of hard-earned know-how just vanish overnight. Some leave on their own, some are kicked out. The new hires mean well, but they don’t have the background to keep things steady. You can’t replace decades of knowledge with a two-week onboarding. It’s scary seeing how fragile the whole system really is.
When I started here, I thought I was joining a serious tech team. Turns out it is more like a finance group pretending to understand tech. The culture feels empty and the talent that used to make things run is mostly gone. It is strange to watch a once solid place lose its identity bit by bit.
It feels like every few months someone else is being shown the door, and it’s taking a real toll on what’s left of the team. We lose skilled people faster than we can train new ones, and the work keeps getting shuffled around until no one really owns anything. Morale is at rock bottom because nobody knows if they’ll be next, and that kind of fear makes it impossible to do your best work. What’s worse is watching all that experience walk out the door straight into our competitors. If leadership doesn’t stop treating layoffs like a fix-all, there won’t be much of a company left to rebuild.
What is going on in the Medicaid segment with so many top leaders leaving suddenly, does anyone know? Regional VP's, CEO's, lots of top level movement....seems suspicious.
The numbers don’t lie. Promos used to be held at no more than 2.5% of staff. This year it’s less than 0.9% for all of foundational services. CTS has 3800+ employees and are getting 34 promos. Assume it won’t be layoffs next, it will be people exiting… quickly
Is this true for Phillips 66, 75% of the company’s are having problems keeping collage graduate's? I have a friend that wants to retire but he was asked to stay to get a person trained. For now every new person that came in has quit after one month.
By Mattias Bergstrom, Former Forbes Councils Member.
As software technology leaders, we face the same challenges as leaders in other engineering industries, but there are differences.
One of our biggest challenges is employee churn. This is where software companies suffer more than others, especially when losing engineers—because it is not just a resource being lost but training, insight and morale that will take time to replace and can disrupt production. The cost of employee churn is higher than we think. Studies have shown that the average cost to replace a highly skilled employee is 213% of their annual salary.
PayScale found that in 2018, companies like Google and Amazon with above-normal salaries and desirable employee perks still suffered from a median employee tenure of just about 1 year.
We need to start looking to cause and effect analysis and stop looking at statistics. As Mark Twain is often credited with saying, “Lies, damned lies, and statistics.”
After trying to use statistics to work out what is going wrong, we have to accept that the statistics used are not helping. So, what is really going wrong? Well, when we look at software engineering versus other types of engineering, we quickly notice differences in management. In other engineering fields, most managers are engineers themselves. So, the processes and deliverables systems have been developed by engineers, for engineers, for a long time, even since the pyramids were built.
The need for software engineering became huge in the 1980s and '90s. The value of an engineer was too high to have them in management, so leads, project managers and department heads were recruited from the business sector to keep projects “on track.” As business-educated leaders typically have no education in engineering processes, they needed ways to “measure” and manage the engineers without a full understanding of what they do or how they do them.
So, all kinds of ridiculous KPI measurements were invented. The most famous in software engineering is probably the “lines of code,” in which the performance of an engineer is measured by the amount of code they write. Ways to game this include simply extending the comments in your code, having the team agree on a fixed amount of code or, as I have personally seen, checking in garbage lines of code at the end of the day and deleting them the next.
There are a bunch of examples of KPI systems still used today that all engineers know how to game—to mention a few: story point projections, change coupling, commit count and Google DORA. They can all be gamed and are so obviously developed by business-focused non-engineers who have no clue how engineering works. What is most funny is how these KPI systems all see the engineers as measurable menial workers, not as the highly educated, valuable assets that companies need to function and generate profits.
Around these business-developed and managed KPI measurement systems, development methodologies have been created, mostly to keep up with fictional business goals and for the engineers to keep up with the KPIs. Kanban, Scrum and Agile do nothing to optimize the engineering work happening; they only provide an arbitrary way for managers to feel in control.