#worklifebalance

Oh stop already , you don’t like the way you are treated, then man up and change employment

I did in January 2023 , 4 cost of living increases , more holiday allowance than I know what to do with, earning more than I was at DXC

Sure would be a great time to take FMLA for anyone that can. It puts your job on hold and they cannot legally release you during that time.

I do my best for T and been raising my family. In 2018 I got the hint that all things may move to Dallas as they started to let go off people in CA and did a force move to Austin. However, I didn’t. Every day, I wake up with no certainty, not owning anything, living with frustration and fear on what T might do next, as I watch talent go out the door. I feel like a failure in life unable to risk anything to achieve stability. Yes I get a paycheck paying bills but no happiness

It won't be long before it's my or your turn to depart and face the real world and actually work for a living...

When Brian got on stage, I heard someone say ‘what kind of BS today?’

It’s a good way to not have to say anything or face an audience unhappy with their raise when you hand out $9k in cash randomly. Is this normal?

Top 3 answers

Not as good of a worker as everyone thinks.

Very lazy and don’t like change in daily routine, but still wanna get paid.

It gets me out of the house, and wife says I need to have a job of sorts.

Anything you pick tells one loads about you and your lifestyle and future intent.

Oracle used to be a great company to work for. They really cared about making work GOOD for people, at least in dev teams. They wanted you to be able to work well, so they did everything they could to help - on site dry cleaning, food in the break rooms, ATMs, cafeterias with hot food, and any hardware you wanted that would help you get work done. Need a new big computer - no problem, for ex. Then that stuff started whittling down - no more dry cleaning, worse snacks to no snacks, ATMs removed, fight for new computers, etc. Not big things, but they added up. The message was clear. Then AWS ex-employees showed up and then took over, and now everything is a struggle, people are afraid to be laid off, and there is so much reporting on progress that there is no time to actually MAKE progress. The problem is upper management. Quality work and products are no longer the goal. Now it's work fast and deliver ...anything. Work late into the night, and on weekends, and then write up reports on it. No raises. No stability. Tons of backstabbing. No cooperative work. Just a horrible place to work now. Lots of covering up failures and blaming other people. So sad, because it really used to be great. Just MHO. 30+ years. Got the highest evaluations. Was told I was one of the top few employees in the entire org. Great RSU grants. Then laid off with zero warning by anonymous email in the middle of the night, locked out of the entire building, access to resources cut off immediately. And NOT ONE THANK YOU, for 30 years. I was completely loyal to this company. Now that's all gone.

Alright guys, this is for folks who left T. Tell me how your work life balance is in the new company you joined. List your company and don’t tell it’s remote and work from home.

Don't ever take the company you work for seriously, and don't ever invest yourself. No extra effort, no personal dedication, no interest in the outcomes. There's no version of the story with companies like Oracle in which any of it pays off, and you don't end up left behind when you need a job the most, regretting every second you spent on work instead of your life, family, and friends.

How far is your commute? Did you put your kids in before and after care? How do you manage the schedule when both parents need to work and clock 8 hours? Any exceptions if kids have issues at school and you need to pick them up?

Absolutely no governance, no scope control, constantly swapping quality of releases for quantity of how much they can squeeze in.

Senthil finally got a guy on his team who knew how to fix things. He documented all of the processes, identified break points and had built a coalition between product, engineering and test who agreed on the plan and were starting to fix things.

Gues what happened next (drum roll) Senthil decided to RIF the guy who was fixing the problems, the guy who could lower Salish’s blood pressure, the guy who could restore work life balance to engineers and testers.

No one is picking up the work. Hope is diminishing that T-Life will ever be a healthy team.

Don’t believe leadership when they say they care.

Come on guys, what a joke.
Plano office is basically a ghost town of productivity. Hardly anyone actually working.

My entire team? Mostly H4EAD housewives from Telangana who’ve been here 10+ years and still have zero clue how the software actually works. Their real expertise? flawless coffee badging 3 days a week. Ethics? Work ethic? Initiative? Bro, those words left the building decades ago.
Everyone’s just coasting, collecting paychecks, and pretending this circus is sustainable. In the AI era… how long is this absolute clown show supposed to keep running? Seriously, someone tell me. I’m dying to know.

#CorporateLife #CoastingCulture #ProductivityMyth

I hesitate to complain about WFH when other offices don’t have it. But when are we “rotating” the WFH days in BH?

Tech bosses say AI will make us work less. So far, that's mostly meant fewer of us will be working for them full-time in the long run. So be distrustful of anything you hear from leadership.

Any idea why they advertise “unlimited” paid time off but make it nearly impossible to use it? I came here from a prime, where I had more accrued PTO, which I could actually take, even though it wasn’t labeled “unlimited.” Here, I get much more pushback and scrutiny whenever I try to take time off. Really wish I hadn’t made the move.

Why is that something that's considered not just normal, but a quality that represents a hard worker? How did we allow it to get to this?

State holiday in California.

Here is to less layoffs this week.

The constant changes and workload is getting out of hand.

If my boss isn't consulted on who to lay off, and my bosses boss isn't consulted then what's the point in doing any work day to day ?

Wave 3

i am in the beginning of my career happy that i saw this from the start and know i understand the real face of corporate i would never give my best or stress/ attach myself to a job . we are just a number will always remember this

How many of you all are having associates go to lunch and not come back? It’s been a tremendous problem this year

Nobody I know feels comfortable actually using it because you never see anyone else take time. This might be specific to my area, but I highly doubt it. In the end, it ends up being worse than having a set number of days. I'm tired of pretending this is some great benefit.

Is there even a slim chance of that?

I know there are too many articles and posts signaling the layoffs are going to happen tomorrow , i.e. 3/31. Since it’s just a day, anyone can confirm here if they got some hints or would get today. No trolls please! Asking genuinely. Will then balance out the work and backing up.

Asking for US.

Everything seems so normal except online.

Sounds familiar. “Everyone I talked to is consumed by AI—either how to use it, how to pretend to use it, how much they hate using it, how it’s going to eliminate their position or their company’s product,” he said. 

https://www.wsj.com/business/how-working-in-america-became-so-joyless-a1976fd2?st=gtZ34P&reflink=article_copyURL_share

Regarding the Humana RTO policy, what is the... Live within 50 mile radius of Talent Hub requirement?

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The Humana Return to Office (RTO) policy, which has evolved significantly through 2025 and into 2026, utilizes a 50-mile radius as the standard threshold for determining whether an associate is required to work in person at a "Talent Hub" or corporate office.

How the 50-Mile Requirement Works

The core of the requirement is based on your primary residence in relation to a designated Humana office or hub.

Proximity Rule

If you live within a 50-mile radius of a Humana Talent Hub or corporate office, you are typically classified as a hybrid or office-based employee. This means you are expected to report to that physical location for a set number of days per week (or month), depending on your specific department's guidance.

Talent Hub Locations

Humana has identified specific cities as Talent Hubs to centralize collaboration.

Key hubs include:  

Atlanta, GA

Louisville, KY (Corporate HQ)  

Washington, D.C.

Additional Hubs: Austin, Boston, Charlotte, Chicago, Dallas, Denver, Fort Lauderdale, and New York City.

Remote Eligibility

Generally, associates living outside the 50-mile radius of these locations are eligible to remain in a fully remote status. However, even remote associates may be required to travel to a hub for quarterly meetings or specific team "co-location" events.  

Impact on Associates

The enforcement of this radius is part of Humana's broader strategy to consolidate its real estate footprint while increasing in-person collaboration.

Commuting Responsibility

If you are within the 50-mile zone, the commute is considered "normal home-to-work travel," meaning travel costs are generally not reimbursed by the company.

Exceptions

Exceptions are typically handled on a case-by-case basis and usually require high-level leadership approval. These are often reserved for specific roles that have been designated as "permanently remote" regardless of location, or for documented medical accommodations.  

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Humana’s "Talent Hub" strategy represents a shift from the traditional "sea of cubicles" to a "destination office" model. As of 2026, the company has significantly consolidated its real estate (notably exiting the iconic Michael Graves-designed Humana Tower in Louisville) to focus on smaller, high-tech, high-amenity spaces.

1. Design & Layout

The "Neighborhood" Approach

Humana has moved away from assigned seating in favor of Activity-Based Working (ABW). The layout of a typical Hub is divided into "Neighborhoods" tailored to specific needs:

Collaborative "We" Spaces

These make up the heart of the Hub. They include "Project Zones" with mobile furniture that teams can reconfigure on the fly, and "Huddle Rooms" equipped with 360-degree cameras and digital whiteboards for seamless hybrid meetings.

Quiet "Me" Spaces

For focused tasks, Hubs feature "Quiet Cars" (inspired by Amtrak). These areas have higher acoustic panels, carrels, and a strict "no-talking" rule to mimic the productivity of a home office.

Residential Aesthetic

The design uses a "hospitality-first" palette—natural wood, soft lighting, and ergonomic furniture that feels more like a living room or a boutique hotel than a sterile clinic.

The "Connected Café"

A central social anchor in each Hub, serving as a semi-public space for informal networking, coffee breaks, and "touchdown" work between meetings.

1. Usability & Technology

The usability of these spaces is governed by what Humana calls a "Phygital" experience—merging physical space with digital tools:

Intelligent Booking

Employees use an app to reserve desks or lockers. Over time, AI learns your preferences (e.g., "Mark prefers a standing desk near a window") and suggests spots when you book.

Smart Building Integration

In 2026, many Hubs utilize AI-powered lighting and HVAC systems that adjust in real-time based on occupancy and natural light levels to improve comfort and reduce energy waste.

Concierge Service

Moving away from traditional security-desk entrances, Hubs now feature a "Community Host" or concierge to help associates navigate the tech, find their teams, or troubleshoot equipment.

1. Employee Occupancy & Utilization

Humana’s occupancy strategy is built on the reality that the office is no longer the "default" location for daily tasks.

Daily Occupancy Rates

As of 2025–2026, daily building utilization typically hovers around 25% to 30% of the total local workforce. The offices are designed for "peak" days (usually Tuesdays through Thursdays) rather than 100% capacity.

Intentional Presence

The goal isn't "headcount" but "interaction." Humana measures success by "Experience-Based Metrics"—tracking how often collaboration zones are used and whether employees feel a sense of belonging, rather than just badge-swipe data.

Louisville Consolidation

The most dramatic shift in occupancy occurred in Louisville, where Humana moved its remaining in-office staff into the Waterside and Clocktower buildings, opting to renovate these spaces for $20 million rather than maintain the oversized and aging 27-story Tower.

Living just outside that 50-mile radius—these Hubs are designed to be the place you go for high-value team events rather than a place you'd expect to sit and answer emails all day.

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While Humana does not publicly disclose a single "total" price tag for the entire Talent Hub initiative, we can estimate the investment based on their 2024–2026 real estate filings and renovation permits.

Humana is currently executing a multi-year "Value Creation" strategy aimed at saving approximately $1 billion in annual administrative costs, part of which involves moving out of high-cost legacy real estate and into modernized, efficient Hubs.

1. Renovation & Build-Out Costs

The average investment to transform a standard office into a "Talent Hub" involves high-end technology integration and "hospitality-style" interior design.

Flagship Renovation (Louisville)

Humana recently filed permits for a $20.1 million renovation of the 10th through 12th floors of the Waterside Building (roughly 150,000 square feet). This averages out to approximately $134 per square foot for the interior fit-out alone.

Satellite Hub Estimates

For smaller Talent Hubs, like the Atlanta hub, typical Class A office "spec-to-hub" conversions in the current market range from $100 to $150 per square foot.

Total Portfolio Spend

Given the consolidation of dozens of offices into approximately 10–12 major Hubs, the total capital expenditure (CapEx) for the physical transformation of these spaces is estimated between $150 million and $250 million nationwide.

1. Technology & "Phygital" Infrastructure

A significant portion of the expenditure is "invisible"—invested in the digital layer that makes the Hubs usable:

Hybrid Meeting Tech

Equipping "Huddle Rooms" with 360-degree cameras (like Logitech Sight or Owl systems) and integrated scheduling panels costs roughly $15,000 to $25,000 per room.

AI & Proprietary Apps

Developing and maintaining the custom desk-booking and "Experience" apps used by employees represents a multi-million dollar ongoing operational expenditure (OpEx).

1. Real Estate Savings (The "Off-Set")

It is important to view these expenditures as part of a cost-reduction play.

The Humana Tower Exit

By exiting its 27-story namesake tower in Louisville, Humana avoided massive maintenance and utility costs. That building is currently being redeveloped by third-party developers into a hotel in a project valued at $600–$700 million—costs that Humana is no longer responsible for.

Occupancy Reduction: Because the Hubs are designed for roughly 30% daily occupancy, Humana has been able to reduce its total square footage by an estimated 40% to 50% since 2023, leading to massive savings on leases and property taxes.

The Bottom Line

Humana is spending hundreds of millions upfront to modernize these spaces, but they expect to recoup that investment within 3–5 years through reduced lease obligations and lower utility/maintenance costs across their smaller, smarter footprint.

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What if you were told, "we are going to lay you off, should have been done already, but we have too much work at the moment. So, we need you here to do the work then we will lay you off."
This has actually happened in Tech under BT's watch.
The question is, would you put in 100% and do your best, or would you say "scr3w it, I'm marking my time since they don't want me"?
I think I'd be in the latter group. Having been told that is extremely harsh and super bad for morale. (although I don't think they care about morale)
What about the co-workers? How do you even face each other knowing the axe is hanging above heads?

Can't blame him, everyone is jumping ship, why wouldn't he.

I love my 2.5 hour round trip to the Dallas HQ. It really gives me time to think and plan through my day before I start.

Or let me phrase that better, why do we let that be the case?

The questions should read

1. How many times have you thought about quitting? 976 times.
2. Would you hire your boss, if you were the boss? If not? Why? If so, why?
3. What improvements can the company make?
4. Do you approve of our spending? Why? Or why not?
5. Who is your least favorite person in your department?
6. Is your pay acceptable? If not, prove it.
7. If you could be in any position, which position and why?
8. Do you actually enjoy your job? If yes, why? If no, why?
9. Is your job up with the times?
10. Do you feel micromanaged? On a scale from 1-10, how micromanaged do you feel?

The end.

Not sure what the big deal was about me edging during a team meeting?

Are they really expecting each PC to handle ALL the financials for every customer going forward starting next month? I’m drowning with one as it is. A job isn’t worth this much stress.

Just read this... it's giving "waffle party" energy from severance. They really think going out for coffee is going to make us ok with going in five days per week? Do they think we're stupid?

Managers who encounter resistance to RTO should help their team bond by inviting them "out for a coffee or lunch, or hold a team-building activity," Paramount said in an "RTO People Leader Toolkit" obtained by Business Insider.

Bosses who can't think of a way to unite their team can turn to AI, the document said: "You can also prompt Microsoft Copilot: give me examples of team-building activities."

"Strong relationships build trust, help people feel part of a community, and enhance well-being," the document said.

Fiserv used to have its pick of top candidates. Now the pay and benefits are so poor that only the people who can't get hired elsewhere will take jobs here. Half the workforce is undervalued and it shows in the quality of new hires.